Thames-Coromandel District Council Annual Plan 2011-2012 Thames-Coromandel District Council Annual Plan 2011/2012
Adopted by the Council on 29 June 2011
Thames-Coromandel District Council 515 Mackay Street, Thames 3500 Private Bag, THAMES 3540
Foreword
This 2011/2012 Annual Plan has been developed to:
• Provide the reader with an outline of the Council's work programme and annual budget for the 2011/2012 financial year, effective as of 1 July 2011 to 30 June 2012. • Identify any changes from what is described in the adopted 2009-2019 Ten Year Plan for that year (2011/2012).
The Council is required to develop an Annual Plan under the Local Government Act 2002 (that requirement is to adopt and consult on an Annual Plan). This plan has been developed in accordance with the provisions of the Act.
If you require further information on material in this Annual Plan please contact the Thames-Coromandel District Council on 07 868 0200 or email [email protected]
Table of Contents Message from the Mayor and Chief Executive 1 Planning for the Future 3 Economic Development 3 Hauraki Treaty Settlements 3 Financial Overview 3 Conclusion 3 Introduction 5 What is the Annual Plan? 5 Overview 7 About Us 7 Our District 9 Things to Think About 9 Our Business - Activities and Services 15 Introduction 15 Community Leadership 17 District Leadership 17 Local Advocacy 19 Financial Summary 21 Planning for the Future 23 Strategic Planning 23 Landuse Planning 25 Hazard Management 27 Financial Summary 29 Strong Communities 31 Emergency Management 31 Economic Development 33 Community Health and Safety 35 Building Control 37 Social Development 39 District Transportation 41 Local Transportation 43 Cemeteries 45 Airfields 47 Halls 49 Swimming Pools 51 Libraries 53 Harbour Facilities 55 Parks and Reserves 57 Financial Summary 59 Safeguarding the Environment 65 Natural and Cultural Heritage 65 Public Conveniences 67 Landuse Management 68 Water Services 70 Wastewater 72 Stormwater 74 Solid Waste 76 Land Drainage 78 Land Information Memoranda 79 Financial Summary 81 Financial Implications and Forecasts 87 How to Read the Financials 88 Financial Statements 90 Notes to Prospective Financial Statements 103 Prospective Statement of Comprehensive Income 103 Prospective Statement of Changes in Equity 105 Prospective Statement of Financial Position 106 Prospective Statement of Cash Flows 107 Funding Impact Statement 109 Allocation of Rates to Activities 2011/2012 127 Analysis of Targeted Rates for Works and Services 2011/2012 128 Schedule of Fees and Charges 129 Schedule of Grants and Contracts for Community Services 155 Glossary 156
Message from the Mayor and Chief Executive
Welcome to the 2011/2012 Annual Plan; the first to be produced by the newly elected Council.
In this plan, we set out what we propose to deliver to our communities in the 2011/2012 financial year.
Since the elections, your new Council has been busy reviewing the strategic issues facing the District and identifying the priorities that it has for the next three years and beyond. The Council is entering an exciting period with a number of important and yet challenging issues, such as treaty settlements, development of the aquaculture industry and the review of the District Plan.
It is vital that the Council adopt a strong leadership position on each of these issues. They are all vital for the long- term prosperity of this District.
Financial Overview
Over the last three years the economic recession has had a significant effect on the local economy. While there are early signs of recovery, it is clear the recession will continue to be felt for some time. The Council has recognised these effects and has adopted a conservative approach to its upcoming work programme. The Council has sought to reduce expenditure where prudent, and realise efficiency gains in the way we complete our business so as to reduce rating pressures.
The Council's rating requirement in 2011/2012 is $59 million (excluding GST). This represents a District-wide average rates reduction of 1%. (Note the average rate decrease excludes changes to the GST rate imposed by central government last year to allow an accurate comparison with the 2010/2011 financial year). The reduction has been made possible due to savings made across the business, including in our utilities area, a reduction in staff numbers through natural attrition and improved internal processes.
The Council is forecasting capital expenditure of $33 million (excluding GST) during the year. The Council's total debt (internal and external) is forecast to increase to $126 million (excluding GST) by the end of the year.
Economic Development: A focus on aquaculture and tourism
The effects of the economic recession highlight the need for the District to take full advantage of our economic development opportunities. In this regard, it is noted that the Aquaculture industry has exciting growth prospects for the Coromandel. The Government has identified Aquaculture as a key growth industry and are looking to support it to become a $1 billion industry by 2025. As an export-focused industry, it has the potential to make a significant contribution to the national and local economies.
Coromandel mussel production is expected to increase from the current 22,000 tonnes per annum to approximately 60,000 tonnes in the next few years.
Thames-Coromandel District Council 2011/2012 Annual Plan 1 MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE
There are also opportunities for diversification into fin-fish farming with the Government proposing, via the Aquaculture Reform Bill, changes to the Regional Coastal Plan to allow for the development of fin-fish farming within Wilsons Bay. Consideration is also being given to the creation of a new fin-fish zone of 300 hectares in deeper water off the Coromandel Peninsula.
If the Aquaculture industry is to realise its full potential, it is important that the infrastructure, industrial land and workforce that it needs are available. Through the Hauraki Coromandel Economic Development Group, the Council is actively working with the industry to explore the options for developing wharfing infrastructure.
An initial wharfing infrastructure options report has been produced and will go through a broader consultation process prior to decisions being made on a preferred option. This work will continue to be a priority for the Council in the 2011/2012 year and as such, the Council has allocated $1.1 millions towards the development of a preferred wharfing infrastructure option. The Council will also be signalling its long-term proposals in further detail in the 2012- 2022 Ten Year Plan.
The Council is also continuing to work with the Hauraki District Council to progress development of the Hauraki Rail Trail from Kaiaua to Thames, Paeroa and Waihi. This project has the potential to deliver significant economic benefits to our District. The Government have also agreed to contribute up to $4 million to its construction. To enable the initial stages of the Cycleway to be progressed, the Council has decided to contribute $450,000 towards the development of the leg between Thames and Paeroa, as well as continue to develop associated Council infrastructure to support the Cycleway. As part of the Ten Year Plan, the Council will also recognise the ongoing operational costs that need to be funded.
The Council is also planning to continue to support the work of Tourism Coromandel, which plays an important role in marketing the Coromandel as a destination. In addition to this work, Tourism Coromandel will also be working in the next few months to ensure that the District benefits from the Rugby World Cup later this year.
Hauraki Treaty Settlements: An important milestone for this district
The Crown signed a Framework Agreement with Hauraki Iwi on 1 October 2010. The framework agreement sets out the broad parameters for a settlement of all Hauraki Treaty of Waitangi claims.
Not only will the settlement resolve historic breaches of the Treaty, it will also provide a sound economic base from which Hauraki Iwi can move forward and advance the development of their people. They will also become a significant landowner and contributor to the economic well-being of the District.
As part of the Framework Agreement, the Crown has agreed to explore with Iwi and the relevant local authorities the development of a co-governance regime over the Waihou and Piako Rivers. The Council is now actively involved with the Office of Treaty Settlements, Environment Waikato, Hauraki District Council and Matamata-Piako District Council in the negotiation process associated with co-governance proposals. The Council is pleased that the Crown has sought to involve it at an early stage of the negotiation process so that it can ensure that whatever model is agreed upon, can be made to work and be of benefit to the District as a whole.
To manage the work associated with the negotiation process and whatever may be finally agreed between Iwi and the Crown, the Council has looked to reallocate existing resources to this process. In doing so it is hoped that we additional financial costs for ratepayers can be minimised during the 2011/2012 financial year. This reallocation may however, affect our ability to meet some other programmed works. The Council will look to signal in the 2012-2022 Ten Year Plan a number of the long-term implications of the settlement.
Planning for the Future: District Plan review In December 2009, the previous Council adopted the Coromandel Peninsula Blueprint District framework. The completion of this work provides a sound framework within which the Council can advance projects like the review of the District Plan. A comprehensive review of the District Plan is a high priority for the Council. While there have been a number of positive changes made to the District Plan since its last full review in the mid-1990s, it is important that the plan is updated to reflect current thinking on how the District should develop in the future.
During the 2011/2012 financial year, the Council expects that it will complete development of a new draft District Plan and begin the extensive community consultation process that is needed to ensure that the District Plan achieves widespread buy-in from the different stakeholders.
2 MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE
Conclusion
The year ahead holds a number of challenges for the new Council as it progresses work on these and other strategic issues and projects. The Council will be looking to seek your feedback on future strategic direction as part of the 2012-2022 Ten Year Plan process.
Glenn Leach Steve Ruru DISTRICT MAYOR CHIEF EXECUTIVE
Thames-Coromandel District Council 2011/2012 Annual Plan 3 4
Introduction
What is the Annual Plan? The 2011/2012 Annual Plan sets out what the Thames-Coromandel District Council proposes to achieve in the 2011/2012 financial year in continuing to deliver on its 2009-2019 Ten Year Plan, and how it will measure its progress. The Annual Plan includes the cost of delivering the Council's proposed activities, as well as outlining how it intends to fund these.
The Annual Plan does not focus on the role, scope, service levels and priority of Council activities. These 'wider' strategic matters are intended to be dealt with through the preparation and adoption of the Ten Year Plan, to be reviewed next in 2012.
The Planning Cycle The Council is required to consult on and produce an Annual Plan in each of the two years when a Ten Year Plan is not produced. This highlights any changes or variances from the Ten Year Plan for the coming year. Then, in order to check the Council's progress each year, it produces an Annual Report. This lets readers know whether the Council did what it said it would and financial performance against its budget.
Thames-Coromandel District Council 2011/2012 Annual Plan 5 INTRODUCTION
What is in the Plan? The Annual Plan is split into the following sections:
An 'Overview' outlines some things to think about and provide feedback on and notes some of the key changes from the 2009-2019 Ten Year Plan this coming financial year.
The 'Our Business' section introduces the activities the Council is involved in, and notes what you can expect for the 2011/2012 year; how much it will cost and how it is funded; as well as noting any significant variations from the 2009- 2019 Ten Year Plan for each of those activities.
The 'Finance' section includes the accounting policies, financial statements and funding impact statements which provide the public with information on the Council's proposed financial position.
6
Overview
About Us The Coromandel Peninsula is a unique area and the Thames-Coromandel District Council has an important role in retaining its special values. The Council carries out a number of activities to contribute to achieving the vision that our communities have identified for their future as well as meet a wide range of legislative requirements. This is outlined in detail in the Council's 2009-2019 Ten Year Plan.
In short: The Council wants to: • see the District working together as a ‘whole’. • acknowledge that the District continues to grow. • work with its communities to guide the development of the District. • maintain the spirit and physical beauty of the Peninsula as it grows.
It will do this by: • acknowledging diversity. • nurturing the District’s ecology. • valuing the identity of the District and its different communities.
The newly elected 2010 Council revised its vision for the District and this will be detailed in the upcoming 2012-2022 Ten Year Plan.
As signalled in the new Council's vision for the District, the Council sees it as important that it further empower communities to become more actively involved in promoting the development of their community.
The 2012-2022 Ten Year Plan is the most appropriate opportunity for the new Council to make its mark on this issue and it will be consulting widely with the community in January 2012 about what this ideally means for the district's different communities.
In the meantime, in the 2011/2012 year, the Council will explore a variety of community empowerment and community governance models in preparation for its 2012-2022 Ten Year Plan.
The Thames-Coromandel District Council consists of a Mayor and eight Councillors representing the Thames, Coromandel/Colville, Mercury Bay and South Eastern Wards. During 2009 the Council agreed, through its Representation Review, to change from three wards to four wards, with the Eastern Ward being split into two, Mercury Bay and the South Eastern Ward (Tairua/Pauanui/Whangamata).
Thames-Coromandel District Council 2011/2012 Annual Plan 7 OVERVIEW
The District also has five community board areas (Thames, Coromandel/Colville, Mercury Bay, Tairua/Pauanui and Whangamata). The Community Boards represent and act as advocates for local communities.
The business of the Council is extensive. To provide all of the services desired by our communities and required by legislation comes at a significant cost. It has been recognised that affordability is an issue for some of our resident and non-resident ratepayers. The 2009-2019 Ten Year Plan outlines in detail how the Council has prioritised activities. The Annual Plan outlines the services the Council will deliver in the 2011/2012 financial year, how much they will cost, and how they will be funded.
8 OVERVIEW
Our District The Coromandel Peninsula is world famous for its beaches and spectacular scenery. As the majority of the District is located on a narrow peninsula with a dividing mountain range down the middle, it has dramatic coastlines, bush views, rivers and surf beaches that make it an attractive holiday and tourist destination as well as a relaxing and beautiful place to live. Close to half of the District is made up of Department of Conservation or Crown land providing a constant backdrop of native bush, and large parks and reserves for recreational pursuits.
Due to its proximity to the larger more urbanised centres of Auckland, Hamilton and Tauranga, it is a popular destination for a large number of domestic visitors, many of whom own holiday homes or 'part-time' residential properties here. Roughly, half of the properties in the District are owned by people who visit occasionally or who live here on a part-time basis.
This means that the District experiences huge population growth at the Christmas and New Year period that is an average of five times the usual population. In some areas, such as Matarangi, this peak population increase can be as high as 26 times the usual number of residents! It can be a challenge providing services to cope with this short but busy time. In particular, many parts of the District experience water supply issues over the summer period.
The Thames-Coromandel District must somehow juggle the competing priorities of making the District an attractive place to live and work for the numerous and diverse small communities spread along both the Eastern and Western seaboards, while at the same time being prepared for growth and the demands and expectations of people who will live here in the future. The pressure of growth and development on the natural environment is a particular area of concern. The communities here feel strongly about protecting and preserving the special character of the District and the natural environment while providing for strong, viable communities.
Things to Think About
This is the first Annual Plan produced by the newly elected Council.
Since the elections, the Council has reviewed the work programme forecast in its 2009-2019 Ten Year Plan for the 2011/2012 year. Acknowledging the continued effects of the economic recession on our communities, the Council has considered where it might be able to reduce expenditure in a prudent way. At the same time, the District is facing a number of important yet challenging issues, such as:
• treaty settlements. • development of the aquaculture industry. • review of the key regulatory tool for landuse planning - the District Plan. • supporting the Hauraki Rail Trail.
It is vital that the Council take a strong leadership position on each of these issues as they are important for the long- term future of this District. These priorities have been reflected in the 2011/2012 work programme.
Determining what services the Council will and will not provide is not always easy. There are a range of services we could provide - some are required by law, others are discretionary. However, these services must all be funded and so the Council has had to prioritise and make some choices.
The Council's rating requirement in 2011/2012 is $59 million (excluding GST). This represents a District-wide average per property reduction of 1%.
Note: The average rate decrease excludes changes to the GST rate imposed by central government last year.
Thames-Coromandel District Council 2011/2012 Annual Plan 9 OVERVIEW
Your Rates
While we have reduced the District rates, the local community board rates have increased with the exception of Tairua-Pauanui. There are projects unique to each community that your community representatives have indicated are important to you and that you are willing to pay for. The end result is a rates bill unique to each area. The rate for individual properties within an area could also vary depending on the particular services received by that property.
The Council has looked to save money by:
• finding efficiencies. • postponing projects. • removing projects. • reducing funding.
But some costs will continue to remain high:
• the ongoing costs of having the $1.2 billion of infrastructure already provided, including servicing loan interest costs ($4 million), depreciation of assets ($18 million). About 30% of this years proposed budget is already fixed by these costs.
Other costs will increase because of:
• increased local government costs remain higher than inflation. • reduced income from that initially projected from development contributions and user fees. • new work areas or projects introduced.
What You'll Get for Your Money
It's important to the Council that you receive good value for money. When you compare the cost of all Council services on a daily basis, the average ratepayer will pay around $6.09 (excluding GST) a day.
For that, ratepayers generally enjoy:
• a District-wide roading network. • safe drinking water at a turn of the tap. • flush toilets. • rubbish and recycling collection at their gate. • well maintained footpaths and roads. • libraries. • parks, swimming pools and sports grounds. • cemeteries. • regulatory services like dog and noise control, food safety and other bylaw activities. • local community grants. • cleaner harbours and walkways. • public toilets. • community facilities such as halls. • ensuring safe buildings. • boat ramp access. • civil defence when emergencies happen. • lifeguards on eastern beaches.
10 OVERVIEW
• advocacy to central government on local issues. • funding for District events. • support for visitor information centres and tourism marketing. • stormwater management to stop houses flooding. • art awards. • funding for sports and life education. • heritage preservation. • funding for biodiversity conservation initiatives. • two airfields.
District Priorities for the Year Ahead
The Council is entering an exciting period with a number of important and yet challenging issues to be advanced. The Council has identified the following priorities for the 2011/2012 year, including economic development opportunities, the Coromandel Peninsula Blueprint and Hauraki Treaty of Waitangi claims.
• Actively working with the aquaculture industry to explore options for developing the infrastructure needed for this key growth industry. In partnership with Hauraki District Council, the Council will provide funding of $1.1 million towards the development of a preferred wharfing infrastructure option. • The Council has decided to support the Hauraki Rail Trail by making a financial contribution of $450,000 towards the development of the Thames to Paeroa leg of the project, subject to the successful negotiations and acceptance of a Memorandum of Understanding between the Thames-Coromandel District Council and Hauraki District Council. The Government has also agreed to contribute $4 million towards its development and the Cycleway has the potential to deliver significant economic benefits to our District. As part of the Ten Year Plan, the Council will also recognise the ongoing operational costs that need to be funded. • The planned completion of the Coromandel Peninsula Blueprint project in this financial year (sooner than planned) provides a sound framework within which the Council will advance its upcoming District Plan review. This review remains a top priority and the Council expects to begin extensive community consultation. • The Crown and Hauraki Iwi are currently working towards a redress package to address Hauraki Treaty of Waitangi claims. The settlement will impact on the Council and as such it is involved in the negotiation process. To manage the work associated with the negotiation process and whatever may finally be agreed with Iwi and the Crown, the Council has looked to reallocate existing resources to this process.
What Else Will Happen in Your Area
The Council has had to make decisions about the work programme for the 2011/2012 financial year, considering both the affordability of projects and services in local areas, while also achieving progress in local communities. The map below provides an overview of the changes for each local area from what was detailed in the 2009-2019 Ten Year Plan for the 2011/2012 year.
Thames-Coromandel District Council 2011/2012 Annual Plan 11 OVERVIEW
12 OVERVIEW
Coromandel/Colville
• Coromandel Wharf causeway reseal funding has been postponed. Also, the upgrade work at Hannaford Jetty is postponed to 2012/2013 ($125,000) however, $30,000 will allow for maintenance work in 2011/2012. • The Hauraki Road, Coromandel, cul-de-sac will be formed in 2011/2012 ($51,000). • The Council will continue to work with the aquaculture industry to develop opportunities for growth, funding $1.1 million as a capital expenditure item, towards investigations in 2011/2012. • The Coromandel Hall will continue to be upgraded with $58,000 being carried over from 2010/2011. The total for 2011/2012 is $91,000. • $25,000 for the Coromandel wastewater treatment plant improvements is carried over from 2010/2011.
Mercury Bay
• The Hahei-Cathedral Cove Bus service will now continue over the 2011/2012 summer period ($30,000 funded from retained earnings). • Various parks projects will occur including design of the Buffalo Beach foreshore enhancement, Cooks Beach coastal erosion protection, various tree works in Mercury Bay ($92,000 added) and a new project to upgrade the entrance to Hot Water Beach ($30,000). • Scoping of the Whitianga CBD upgrade project will commence in 2011/2012 ($180,000). • The funding for the Buffalo Beach rock wall extension is carried over to 2011/2012 ($110,000). • The old Whitianga Fire Brigade building will be renovated and upgraded for public use ($150,000). • $633,000 for the Matarangi wastewater treatment plant upgrade is carried over from 2010/2011.
Thames
• An additional $25,000 is proposed to develop a strategy to promote Thames' destination potential, exploring economic, heritage and tourism opportunities. • The Thames swimming pool is allocated funding for the replacement of sand in the filtration plant ($10,000). • The funding for Thames Valley and Matatoki Water Renewals has increased by $12,000 each in 2011/2012 due to timing delays. • $125,000 for the Matatoki New Water Supply project is brought forward (the total funding in 2011/2012 is $175,000). • Tapu Flat Hall Trust is allocated $10,500 via a Service Level Agreement. • The funding received by the Thames Community Patrol Charitable Trust has increased to $12,440 in 2011/2012 for the continuation of the Thames Community Patrol.
Tairua/Pauanui
• Funding is provided for a Tsunami warning system in Tairua-Pauanui ($50,000). • Some funding for system improvements for Tairua water and Pauanui water (Oturu Intake) is carried over to 2011/2012 due to timing delays ($408,000 and $103,000 respectively). • Some funding for Tairua-Pauanui wastewater biosolids infrastructure is carried over due to timing delays ($283,000). • Tairua stormwater outfall upgrade funding is carried over due to timing delays ($106,000). • The Tairua-Pauanui street lighting budget is increased from $12,000 to $25,000 allowing street lighting improvement works in Manaia Road to commence in 2011/2012.
Thames-Coromandel District Council 2011/2012 Annual Plan 13 OVERVIEW
Whangamata
• The Moana Anu Anu Walkway will continue to be developed in 2011/2012 ($413,000). • Funding is allocated towards building material for the upgrade of the Whangamata Coastguard building ($29,000 in 2011/2012 however not funded from rates). • The Whangamata Night Owls will receive $6,200 via a Service Level Agreement. • The Whangamata Memorial Hall noise control project will continue in 2011/2012 ($70,000 carried over from 2010/2011). • $259,000 for Whangamata stormwater improvements is carried over from 2010/2011. The total budget for 2011/2012 is $521,000.
The 2011/2012 Annual Plan document contains a full list of major projects ahead, and changes from the 2009-2019 Ten Year Plan.
Other Changes From the 2009-2019 Ten Year Plan Please refer to each activity in this document for a detailed overview of major changes.
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Our Business - Activities and Services
Introduction The Council's business is centred around a number of activities:
These are outlined in the Council's 2009-2019 Ten Year Plan. This section of the Annual Plan updates readers on what services these activities include, changes from the Ten Year Plan and revised expenditure and funding forecasts. The impact on the Council's finances overall is presented in the following section.
Thames-Coromandel District Council 2011/2012 Annual Plan 15 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
How to Read This Section
Each activity within this section will be presented as follows:
Aim This outlines the overall purpose of the activity.
What You Can Expect 2011/2012 This includes the services and projects we intend to deliver in 2011/2012. The Services We'll Deliver This outlines how we will measure our performance and the targets we will aim to meet.
Major Projects This outlines the specific work streams and projects that help ensure we can deliver our services.
Major Changes from the Ten Year Plan This outlines the major variations in each activity from the Ten Year Plan.
What It Will Cost and How We Will Fund It This includes details of how much each activity costs compared to others and where the funding comes from.
16 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
Community Leadership Through this group of activities, the elected Council and Community Boards help the Peninsula's communities contribute to Council plans and processes and then make decisions on the communities' behalf. These decisions help ensure that the Council is contributing towards improving the social, cultural, economic and environmental wellbeing of the District's communities.
The Council sees itself as having a proactive role in providing leadership to the community through the development of the District and community. This approach is seen as being consistent with the purpose of local government as defined in section 10 of the Local Government Act.
District Leadership
The Aim of the District Leadership Activity is: To govern the overall direction of the Council on behalf of the District's communities.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: An avenue will be provided through which the community can have its views heard Performance Targets • 84% of residents and non-resident ratepayers feel they can contact a Council member to raise an issue or problem. • 30% of residents and non-resident ratepayers feel that the Mayor and Councillors give a fair hearing to their views. Our Service: Direction is set to determine what activities the Council should engage in Performance Targets • 41% of residents and non-resident ratepayers are satisfied with the Council's decisions and actions. • 72% of residents and non-resident ratepayers are satisfied with how the Council allocates funds/rates to be spent on the services and facilities provided.
Our Service: The Council will keep and maintain accurate property records Performance Targets • 100% of property records are stored electronically in accordance with the Public Records Act 2005.
Major Projects
• Back Scanning Project - The Council's property files will be scanned into an electronic format ($530,000 for 2011/2012).
Major Changes from the Ten Year Plan • The Back Scanning Project budget for 2011/2012 is $530,000 (an increase from the $450,000 originally forecast for this year). Due to a delay with the start of the project it is now running six months behind the timeframe originally envisaged in the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 17 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
• The Crown and Hauraki Iwi are currently working towards a redress packages to address Hauraki Treaty of Waitangi claims. The settlement will impact on the Council and as such it is involved in the negotiation process. To manage the work associated with the negotiation process and whatever may finally be agreed with Iwi and the Crown, the Council has looked to reallocate existing resources to this process. We will look to signal in the 2012-2022 Ten Year Plan a number of the long-term implications of the settlement. • The funding to complete the Thames Administration Building roof replacement project will be carried forward from 2010/2011 to 2011/2012 ($207,000). • The costs of servicing the District Plan Review Committee will be funded by the District Leadership activity ($35,000 in 2011/2012). • An additional $9,750 is allocated to cover the Communication Allowance for Councillors and Community Board Chairs as provided for in the 2010/2011 Expense Rules (including reimbursing allowances) in accordance with the Remunerations Authority requirements and with the Council resolution dated 2 March 2011.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $2.96
Capital Expenditure $0.36
District Total budgeted spend for District Leadership for 2011/2012 $3.32 Leadership TotalTotal Spend for Total Budgeted spend for Council for 2011/2012 $110.82 2011/20122011/2012 $3.32m$3.32m
Total percentage of budgeted spent on District Leadership 2.99%
Our operating expenses will be funded by: Our capital expenses will be funded by: • The UAGC Fully Funded • The UAGC • Borrowing
• Asset Sales • Development Contributions • Depreciation
18 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
Local Advocacy
The Aim of the Local Advocacy Activity is: To ensure that the Council appreciates and understands local views.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Community boards will offer local representation Performance Targets • 73% of residents and non-resident ratepayers know how to contact a community board member.
Our Service: Community boards will make decisions that consider local issues Performance Targets • 96% of community board decision-making reports on local issues include community plan information.
Our Service: Opportunities will be available to raise local issues and understand what will happen as a result Performance Targets • 53% of residents and non-resident ratepayers are satisfied with the way the Council involves the public in the decisions it makes.
Major Projects
• Community Boards will assign portfolios to members (ongoing). • Community Boards will submit an annual work programme to Council for endorsement (ongoing). • The Community Board Code of Conduct will be reviewed and adopted (three yearly). • Regular feedback will be provided to the Board and community on progress with actions contained in community plans (every six months). • Options will be investigated to empower Community Boards to make decisions on behalf of local communities.
Major Changes from the Ten Year Plan There are no major changes from the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 19 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.33
Capital Expenditure $ -
Total budgeted spend for Local Advocacy for 2011/2012 $ 1.33
Local Advocacy Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $1.33m
Total percentage of budgeted spent on Local Advocacy 1.20%
Our operating expenses will be funded by: • The UAGC Fully Funded
20 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
Financial Summary
Estimated Revenue and Expenses Statement Community Leadership A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's OPERATING REVENUE 0 Activity Revenue 0 0 17 Contributions 34 3 0 Subsidies 0 0 2,784 General Funds 3,082 2,603 2,801 Total Operating Revenue 3,116 2,606
OPERATING EXPENDITURE 3,060 District Leadership 3,183 2,962 1,312 Local Advocacy 1,468 1,335 4,372 Total Operating Expenditure 4,651 4,296
( 1,571 ) Operating Surplus/(Deficit) ( 1,535 ) ( 1,690 )
OPERATING SURPLUS/(DEFICIT) TRANSFERRED TO/(FROM) ( 1,587 ) Capital Funding ( 1,561 ) ( 1,690 ) 17 Development Contributions Reserves 27 0 0 Other Special Reserves 0 0 0 Retained Earnings Reserves 0 0 ( 1,571 ) ( 1,535 ) ( 1,690 )
Council operates a treasury function that recovers both external and internal interest from activities. The internal interest portion reduces the level of UAGC required from ratepayers. Because Community Leadership is funded largely by the UAGC (included in 'general funds') when the internal portion is reversed out, so that Council's financial statements comply with Generally Accepted Accounting Principals (GAPP),the activity shows deficit funding. Movements in internal interest are included in the Estimated Capital Funding Requirement. This is not required to comply with GAAP.
The above Expenses and Revenue Statement has been prepared in accordance with GAAP and as such excludes internal interest and other transactions. The table below seeks to illustrate how the Surplus/(Deficit) above is funded. Summary 2,801 Total Operating Revenue 3,116 2,606 ( 17 ) Less Contributions ( 34 ) ( 3 ) 1 Plus AC debt contributions 8 3 1,184 Plus Internal Interest Revenue 1,156 1,197 450 Plus Operating Loans Raised 450 0 24 Plus Additional Capacity Interest Loans Raised 43 43 Plus Transfers from Special Reserves 878 10 Plus Transfers from Depreciation Reserves 71 96 4,452 4,810 4,821
4,372 Total Operating Expenditure 4,651 4,296 65 Plus Internal Interest Expense 74 72 15 Plus Operating/ILOS Loans Repayments 85 105 0 Plus AC Loans Repayments 0 348 0 Plus AC Interest Loan Repayments 0 0 4,452 4,810 4,821
Thames-Coromandel District Council 2011/2012 Annual Plan 21 OUR BUSINESS - ACTIVITIES AND SERVICES COMMUNITY LEADERSHIP
Estimated Capital Funding Requirements Community Leadership A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's CAPITAL EXPENDITURE Property, Plant and Equipment (incl Intangible Assets) 0 Renewals 0 0 321 Increased Level of Service 89 355 0 Additional Capacity for Growth 0 0 321 89 355 Loan Repayments (internal and external) 15 Renewals and Increased Levels of Service 85 105 0 Additional Capacity for Growth 0 348 337 Total Capital Funding Requirements 174 808
FUNDED BY ( 1,587 ) Operating Surplus/(Deficit) ( 1,561 ) ( 1,690 ) ( 65 ) Less/(Plus) Internal Interest Expense ( 74 ) ( 72 ) ( 1,652 ) ( 1,636 ) ( 1,762 ) Loans Raised (internal and external) 450 Operating Expenses 450 0 139 Renewals and Increased Levels of Service 0 236 0 Additional Capacity for Growth 0 0 24 Additional Capacity Interest 43 43 0 Asset Disposals 0 0 0 Investments Realised 0 0 192 Depreciation Reserves 160 215 0 Development Contributions Reserves 0 348 0 Other Special Reserves 0 0 0 Unfunded Depreciation 0 0 1,184 Internal Interest Revenue 1,156 1,197 0 Retained Earnings Reserves 0 530 337 Total Funding Applied 174 808
Property, Plant & Equipment Projects Community Leadership
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
42 Thames Administration Building 33 33 207 Thames Administration Building - Roof 0 207 72 Thames County Building 55 115
321 89 355
22 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Planning for the Future The Coromandel Peninsula is constantly changing. Over recent years the Peninsula has experienced rapid growth in housing, shifts in the social makeup of our communities, and continued extreme weather events impacting on our people and natural environment.
The Coromandel Peninsula community has told us that planning for the future is important. This is in part so we can meet the needs of our local and visitor communities ahead of change but also so that we can retain the diversity, character and natural values that they believe make the Peninsula special.
The Planning for the Future group of activities is about just that - planning for the wellbeing of the District in the long- term. Planning for the Future involves:
• understanding the characteristics and trends of the District as well as the pressures it is facing. • understanding community aspirations for the future. • having a clear direction for the future of our District, and having tools to implement it.
Strategic Planning
The Aim of the Strategic Planning Activity is: To plan for the future of the Coromandel Peninsula in an integrated and sustainable way.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Communities will be helped to identify local and District visions Performance Targets • Community Outcomes are in place to identify the District community vision.
Our Service: Customers can expect the Council to identify potential issues before they become problems Performance Targets • The Peak Population Study and Demographic Update is updated to provide current information on issues and trends. (Refer to the Major Changes section below).
Our Service: Plans will be in place to manage growth and change in the District Performance Targets • Four Local Area Blueprints are completed in the Coromandel Peninsula Blueprint project. (Refer to the Major Changes section below).
Major Projects
• The District Demographic Profile will be reviewed every five years (next review 2011/2012). • Sustainable Development Strategy (ongoing).
Thames-Coromandel District Council 2011/2012 Annual Plan 23 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Major Changes from the Ten Year Plan • The funding for the Disaster Relief budget will be increased from $500,000 to $800,000 as it was in 2010/2011. • The Peak Population Study is now being conducted every three years to align with the Ten Year Plan process. This means it will next be carried out in 2012/2013. • The Coromandel Peninsula Blueprint Project Local Area Blueprints will now be completed 2010/2011 - sooner than originally planned. This budget has been reduced accordingly (from $469,771 to $102,820). • Reduced work in promoting the community aspirations (Choosing Futures) has resulted in less budget being required for this project. • Video conferencing equipment will be installed at TCDC offices ($111,000 in 2011/2012) subject to final Council approval. • The Thames Local Strategic Planning budget has increased by $25,000 to fund the development of a strategy to promote Thames' destination potential, exploring economic, heritage and tourism opportunities. • The budget for the provision of computer software has been updated to achieve organisational efficiencies.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.60
Capital Expenditure $ 1.59
Total budgeted spend for Strategic Planning for 2011/2012 $ 3.19 Strategic Planning Total Spend for 2011/2012 $3.19m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Strategic Planning 2.87%
Our operating expenses will be funded by: Our capital expenditure will be funded by: • District Component - the UAGC Fully Funded • The UAGC • Local Component - a targeted rate (fixed charge) • Borrowing Fully Funded • Asset Sales • Depreciation
24 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Landuse Planning
The Aim of the Landuse Planning Activity is: To identify and manage the resource management issues facing the District.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will have a District Plan that is relevant and robust Performance Targets • 100% completion of the annual work programme (set through annual District Plan business plan).
Our Service: The Council will have a District Plan that provides certainty of land use/environmental outcomes at the local and District levels Performance Targets • 45% of residents and non-resident ratepayers are satisfied with the District as a "better" place to live. • 90% of residents and non-resident ratepayers are satisfied with the image of the closest town centre.
Our Service: The Council will have a monitoring programme that provides information on the outcomes of the District Plan at the local and District level Performance Targets • One resource issue is monitored and reported on.
Major Projects
• Work will continue on the review of the District Plan (ongoing). The Council sees this as a high priority, ensuring that the District Plan reflects how we would like to see the District develop in the future. The Council aims to have the District Plan drafted in the 2011/2012 financial year. • The effectiveness of the District Plan in achieving positive outcomes will be monitored (ongoing).
Major Changes from the Ten Year Plan There are no changes from the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 25 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.49
Capital Expenditure $ -
Total budgeted spend for Land Use Planning for 2011/2012 $ 1.49 Landuse Planning Total Spend for 2011/2012 $1.49m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Land Use Planning 1.35%
Our operating expenses will be funded by:
• The General Rate 60-79% • The UAGC 20-39% Private plan changes will be fully funded by user fees and charges.
26 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Hazard Management
The Aim of the Hazard Management Activity is: To protect life and property from natural hazards.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will work with other agencies to manage the effects of natural hazards Performance Targets • 62% of residents and non-resident ratepayers read and hear about joint agency initiatives in media and through word of mouth networks.
Our Service: The community will be able to adapt to the threat of natural disasters Performance Targets • 62% of residents and non-resident ratepayers feel safe in their homes and for their livelihoods when a natural disaster strikes. • 62% of residents and non-resident ratepayers are aware of whether their community is susceptible to a natural hazard.
Major Projects
• Flood risk profiling work will continue for the flood prone communities of Thames, Te Puru, Waiomu, Tapu, Coromandel and Tairua townships (by 2013). • Environment Waikato will be supported in implementing the Peninsula Project (ongoing from 2010). This includes flood control measures in Tararu, Te Puru, Waiomu, Pohue, Coromandel and Tapu. The Council will continue the Moanataiari Protection Scheme (ongoing). However Environment Waikato will be reducing the level of work in this activity in the 2011/2012 year. • The Council’s policy for coastal protection works on Council-owned land will be implemented (ongoing). • The Council will investigate the effects of a significant tsunami on the Peninsula with Environment Waikato (by 2014). • The Council will participate in a Government funded coastal adaptation to climate change project (by 2012).
Major Changes from the Ten Year Plan • Funding was allocated in the Ten Year Plan for an increased level of work in the Hazard Management activity. In an effort to reduce rates, this funding has been removed from the 2011/2012 budget.
Thames-Coromandel District Council 2011/2012 Annual Plan 27 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.29
Capital Expenditure $ -
Hazard Total budgeted spend for Hazard Management for 2011/2012 $ 0.29 Management Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $0.29m
Total percentage of budget spent on Hazard Management 0.26%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The UAGC 20-39% • The General Rate • A Targeted Rate • The General Rate 60-79% • Lump Sum Contributions
• Borrowing • Asset Sales
28 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Financial Summary Estimated Revenue and Expenses Statement Planning for the Future A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's OPERATING REVENUE 24 Activity Revenue 25 25 0 Contributions 0 0 0 Subsidies 0 0 3,626 General Funds 4,126 3,590 3,650 Total Operating Revenue 4,151 3,615
OPERATING EXPENDITURE 1,818 Strategic Planning 2,048 1,599 1,262 Landuse Planning 1,535 1,491 288 Hazard Management 427 290 3,369 Total Operating Expenditure 4,009 3,380
281 Operating Surplus/(Deficit) 141 235
OPERATING SURPLUS/(DEFICIT) TRANSFERRED TO/(FROM) ( 578 ) Capital Funding ( 473 ) ( 623 ) 0 Development Contributions Reserves 0 0 859 Other Special Reserves 614 855 0 Retained Earnings Reserves 0 3 281 141 235
The above Expenses and Revenue Statement has been prepared in accordance with GAAP and as such excludes internal interest and other transactions
The table below seeks to illustrate how the Surplus/(Deficit) above is funded.
Summary 3,650 Total Operating Revenue 4,151 3,615 0 Less Contributions 0 0 Plus AC debt contributions 602 Plus Internal Interest Revenue 676 583 53 Plus Asset Sales applied to Debt 44 45 Plus Transfers from Special Reserves 0 Plus Retained Earnings Reserve Funding 48 0 Plus Transfers from Depreciation Reserves 593 0 4,305 5,464 4,291
3,369 Total Operating Expenditure 4,009 3,380 31 Plus Internal Interest Expense 49 24 49 Plus Operating/ILOS Loans Repayments 791 29 855 Plus Transfers to Reserves 614 858 4,305 5,464 4,291
Thames-Coromandel District Council 2011/2012 Annual Plan 29 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Estimated Capital Funding Requirements Planning for the Future A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's CAPITAL EXPENDITURE Property, Plant and Equipment (incl Intangible Assets) 1,386 Renewals 834 1,586 0 Increased Level of Service 0 0 0 Additional Capacity for Growth 0 0 1,386 834 1,586 Loan Repayments (internal and external) 49 Renewals and Increased Levels of Service 791 29 0 Additional Capacity for Growth 0 0 1,436 Total Capital Funding Requirements 1,625 1,615
FUNDED BY ( 578 ) Operating Surplus/(Deficit) ( 473 ) ( 623 ) ( 31 ) Less/(Plus) Internal Interest Expense ( 49 ) ( 24 ) ( 609 ) ( 522 ) ( 647 ) Loans Raised (internal and external) 0 Operating Expenses 0 0 137 Renewals and Increased Levels of Service 111 0 0 Additional Capacity for Growth 0 0 0 Additional Capacity Interest 0 0 53 Asset Disposals 44 45 4 Investments Realised 0 0 1,249 Depreciation Reserves 1,316 1,586 0 Development Contributions Reserves 0 0 0 Other Special Reserves 0 0 0 Unfunded Depreciation 0 0 602 Internal Interest Revenue 676 583 0 Retained Earnings Reserves 0 48 1,436 Total Funding Applied 1,625 1,615
Property, Plant & Equipment Projects Planning for the Future
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
582 Computer Software 105 533 286 Computer Hardware 338 458 Video Conference 111 111 128 Furniture & Fittings 98 214 390 Plant & Vehicles 183 271
1,386 834 1,586
30 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Strong Communities The Strong Communities group of activities involves promoting the development of our communities to ensure they have a good quality of life. The Council's focus over the next ten years is ensuring that services and facilities are in place to enable communities to function. It will also consider the social issues facing the District and review its role in social development.
The group includes infrastructure to help people get around and community facilities where people can join together for sporting, social, cultural events or enjoy the outdoors.
This group also contains functions to make sure people are safe - from being prepared for emergencies and implementing bylaws to having well-constructed buildings.
Emergency Management
The Aim of the Emergency Management Activity is: To promote individual and community resilience in emergencies and to enhance the community's capability to respond to and recover from disasters.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: People will be prepared for a civil defence emergency Performance Targets • 56% of residents and non-resident ratepayers are prepared for an emergency.
Our Service: People will know what to do in an emergency Performance Targets • Eight emergency plans are available for urban communities with over 100 properties.
Our Service: Community support will be available to recover from an emergency Performance Targets • Recovery teams are established and trained (through meeting at least annually).
Our Service: Surf life saving services will be provided over peak summer periods Performance Targets • Professional surf life saving guards are available on five high-risk beaches over the New Year period (two beaches from 26 December to 9 January and three beaches from 26 December to 16 January)*.
Major Projects
• An annual public awareness campaign for residents and visitors will be run. • An emergency programme will be available in primary schools (ongoing). • Annual funding will be provided to surf life saving ($101,754 in 2011/2012). • Appropriate warning systems will be investigated and installed (ongoing). • Rural fire equipment will be provided (ongoing).
Thames-Coromandel District Council 2011/2012 Annual Plan 31 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Major Changes from the Ten Year Plan • The Emergency Management operating budget has increased by $22,000 to cover a potential increase in charges from the Waikato Civil Defence Emergency Management Group. • A grant will be provided to the Auckland Regional Rescue Helicopter Trust ($25,000) to support the provision of the rescue service over peak holiday periods. The Rescue Helicopter will be based in the Peninsula over these times.
*Note: The exact dates for 2011/2012 year are yet to be determined.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.59
Capital Expenditure $ 0.07
Emergency Total budgeted spend for Emergency Management for 2011/2012 $ 0.65 Management Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $0.65m
Total percentage of budget spent on Emergency Management 0.59%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The UAGC Fully Funded • The UAGC • Borrowing
• Asset Sales • Depreciation
32 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Economic Development
The Aim of the Economic Development Activity is: To increase the wealth of the people and the viability of the businesses on the Peninsula.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will identify where the community should focus its resources in order to gain the greatest economic benefit Performance Targets • Council resources are focused on the Regional Economic Development Strategy priority areas.
Our Service: To increase the number of guest nights that visitors spend in the District Performance Targets • An annual increase of 5% in visitor guest nights.
Major Projects
• The Council will get involved in regional interagency forums (ongoing). • Funding for tourism ($408,793) (including event co-ordination) and funding will be provided to Information Centres ($205,000) (ongoing).
Major Changes from the Ten Year Plan • In partnership with Hauraki District Council, Council will fund $80,000 towards investigation of aquaculture opportunities in the Coromandel area. This is in keeping with the Regional Economic Development Strategy. The Council will also allocate an additional $1.1 million, as a capital expenditure item in the Harbour Facilities activity, towards detailed aquaculture investigations in the 2011/2012 year. This is in line with the Councils view that this industry is key to the Districts on-going economic growth. • The funding provided to Information Centres has increased from that outlined in the Ten Year Plan (from $141,000 to $205,000). The Council resolved, shortly after the adoption of the 2009-2019 Ten Year Plan, to increase funding to the level of the previous 2006-2016 Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 33 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.34
Capital Expenditure $ -
Economic Total budgeted spend for Economic Development for 2011/2012 $ 1.34 Development Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $1.34m
Total percentage of budget spent on Economic Development 1.21%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Targeted Rate - Value of Improvements 60-79% • The UAGC • The UAGC 40-59% • Targeted Rates
• Borrowing • Asset Sales • Depreciation
34 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Community Health and Safety
The Aim of the Community Health and Safety Activity is: To help achieve a safe and healthy community and avoid behaviour causing nuisance in the community.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Food services used by the public are healthy and safe Performance Targets • 100% of premises failing to comply with Food Hygiene regulations are re-inspected within a three-month period.
Our Service: The supply of liquor is controlled to prevent bad behaviour Performance Targets • 100% of premises selling liquor are checked to make sure they are following the rules.
Our Service: Dogs don't wander freely in the street Performance Targets • Less than 5% of dogs are impounded. • 100% of complaints about roaming dogs are responded to.
Our Service: The Council will respond when I need some help with noise issues Performance Targets • 100% of calls received by the Council are responded to regarding noise control.
Major Projects
• The Council will undertake monitoring and enforcement programmes (ongoing).
Major Changes from the Ten Year Plan • The budget for contract services has increased from that signalled in the Ten Year Plan (from $79,000 to $125,000 in 2011/2012) to cover an increased level of enforcement activity. The funding for enforcement is from infringement revenue therefore there is no additional rates requirement.
Thames-Coromandel District Council 2011/2012 Annual Plan 35 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.73
Capital Expenditure $ -
Community Health Total budgeted spend for Community Health and Safety for 2011/2012 $ 1.73 and Safety Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $1.73m
Total percentage of budget spent on Community Health and Safety 1.56%
Our operating expenses will be funded by: Community Regulations Liquor Control • The UAGC Fully Funded • User Fees and Charges 60-79% • The General Rate 20-39% Health Licensing • The UAGC 0-19% • Fees and Charges 60-79% • The UAGC 20-39% Animal Control Health Licensing Monitoring and Enforcement • User Fees and Charges 40-59% • User Fees and Charges 0-19% • The UAGC 40-59% • The General Rate 20-39%
• The UAGC 60-79%
36 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Building Control
The Aim of the Building Control Activity is: To protect people and communities by ensuring buildings are safe.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will process, inspect and certify building work in my District Performance Targets • BCA accreditation is maintained through Council processes. (The accreditation assessment is next due in 2012).
Our Service: Building consent applications will be processed within a reasonable timeframe Performance Targets • 100% of CCC applications are processed within 20 working days.
Our Service: Customers will be able to track building consent applications on the Thames-Coromandel District Council website Performance Targets • Applicants can track the progress of their building consent on the Council web site 99% of the time.
Our Service: All reported cases of illegal building work will be investigated Performance Targets • 100% of illegal projects are issued with a notice or works are stopped.
Major Projects
• Building Consent Authority status will be maintained. • Building compliance will continue to be monitored (ongoing).
Major Changes from the Ten Year Plan • As a result of the Council seeking to increase its level of activity in this area to meet legislative requirements, the operating costs of this activity have increased. • The fees and charges associated with building control have increased (see the Fees and Charges section). This increase is due to legislative compliance requirements. • Two additional staff members will be employed to assist in delivering the necessary Territorial Authority functions under the Building Act 2004. • There are changes to the fees and charges for the Building Control activity, including a deposit for inspections and assessment work for consents in excess of five years old and associated Code Compliance Certificate applications, and also an option to 'fast track' processing of individual consent applications. Refer to Schedule of Fees and Charges in this document.
Thames-Coromandel District Council 2011/2012 Annual Plan 37 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 4.25
Capital Expenditure $ -
Total budgeted spend for Building Control for 2011/2012 $ 4.25 Building Control Total Spend for 2011/2012 $4.25m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Building Control 3.83%
Our operating expenses will be funded by:
Monitoring & Enforcement Consents & Inspections • The UAGC 60-79% • User Fees and Charges 80-100% • The General Rate 20-39% • A Targeted Rate (Capital Value) 0-19% • User Fees and Charges 0-19% • The UAGC 0-19%
38 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Social Development
The Aim of the Social Development Activity is: To promote the social wellbeing of our communities.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: People will be able to access information on the social issues faced by our communities Performance Targets • People can find out how the Council is addressing the social issues faced by this District (this is not measured in 2011/2012 and cannot be measured until the Social Impact Assessment and Social Wellbeing Strategy are completed and implemented).
Our Service: People will be able to access programmes that aim to improve the health and safety of our communities Performance Targets • Funding is provided to organisations and agencies to help deliver programmes and services to their communities. • Eight physical activity programmes are run throughout the year. • Health programmes are delivered to primary school children on an annual basis.
Our Service: The Council will provide some funding to local organisations whose main function and/or activity is of a community, or charitable nature (via community boards) • 100% of Council local grant funding is distributed to local organisations for specific projects or for the maintenance of a facility that is of benefit to the community.
Major Projects
• The Council will continue to fund Sport Waikato to enable it to provide healthy living/activity programmes to the community ($78,756 in 2011/2012). • The Council will continue to fund Social Services Waikato (Community Waikato) to enable an advisor to liaise between community groups and to provide information and advice ($22,150 in 2011/2012). • The Council will continue to fund Life Education Trust enabling it to continue health education programmes to children ($11,582 in 2011/2012). • The Council will continue to administer the distribution of Creative New Zealand funds for Arts in our District. • While funded through the local Social Development activity, the Council will provide money to non-Council pools in Whitianga ($16,538) and Whangamata ($32,637). In the past the Coromandel Community Board has chosen to provide funding to the Coromandel pool through its Treasure Chest grant. • Local community grant funding will continue. Refer to Schedule of Grants in this document (ongoing).
Major Changes from the Ten Year Plan • Rates remissions budgets have been increased in Coromandel (from $18,756 to $36,000) and Whangamata (from $6,861 to $12,000) to more accurately reflect the level of rates remissions provided in the previous year (2010/2011).
Thames-Coromandel District Council 2011/2012 Annual Plan 39 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
• The Service Level Agreement between Council and the Tapu Flat Hall Trust will be reinstated ($10,500 in 2011/2012). • The Whangamata Night Owls will receive funding of $6,200 per annum via a Service Level Agreement for the Whangamata Community Patrol service. • The funding received by the Thames Community Patrol Charitable Trust has increased to $12,440 in 2011/2012 for the continuation of the Thames Community Patrol.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.27
Capital Expenditure $ -
Social Total budgeted spend for Social Development for 2011/2012 $ 1.27 Development Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $1.27m
Total percentage of budget spent on Social Development 1.15%
Our operating expenses will be funded by:
• District Social Development – The General Rate Fully Funded • Local Social Development – A Board Targeted Rate - Land Value Fully Funded
40 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
District Transportation
The Aim of the District Transportation Activity is: To provide safe, reliable and accessible roads around the District with consideration for the environment.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Road closures or blockages will be minimised and cleared in a timely manner Performance Targets • Roads are available 99% of the time.
Our Service: The design, management and maintenance of District roads will ensure roads are reliable Performance Targets • No fatal accidents are due to road factors.
Our Service: The design, management and maintenance of District roads will ensure roads are safe and comfortable to travel on Performance Targets • 93% of potholes and corrugations on unsealed roads are repaired within five working days. • 80% of vehicles are exposed to smooth sealed roads. • 80% of residents and non-resident ratepayers are satisfied with roads.
Our Service: The design, management and maintenance of District roads will ensure the environment is considered when maintenance and improvement works are carried out Performance Targets • No infringements against environmental legislation.
Major Projects
• Road maintenance, renewal and construction activities will continue including: reseals, pavement rehabilitation, seal widening, drainage renewal and improvement projects, pavement maintenance, bridge maintenance, safety improvements, street cleaning, traffic signs and markings and carriageway lighting (ongoing). • The forward works programme for unsealed roads (completed February 2010) will be updated annually. • Traction seals and dust sealing proposals will be prioritised in accordance with the District Transport strategy (ongoing).
Major Changes from the Ten Year Plan • The budget for District Minor Safety Projects has decreased from $798,368 to $773,488. This will not affect the Council's ability to meet its service level performance targets. • Barracats Bridge replacement ($419,000) has been removed from 2011/2012 following recent bridge inspections and will be reprioritised against other bridge replacement projects as part of the 2012-2022 Ten Year Plan process.
Thames-Coromandel District Council 2011/2012 Annual Plan 41 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
• The original Ten Year Plan budget of $203,496 for the Square Kauri Bridge replacement project has been reduced to $143,588 in the 2011/2012 financial year. The difference was used to fund the urgent pier replacement work on McNeil's Bridge in 2010/2011.. • All District Transportation operating budgets, for services delivered through term contracts, have been updated to reflect a reduction in cost indices for infrastructure when compared with the 2009-2019 Ten Year Plan inflation projections. • As part of the draft Annual Plan submission process, the public was asked whether the Council should provide $450,000 towards the Hauraki Rail Trail project. The Council considered the results of this consultation along with other factors as part of the draft Annual Plan deliberations on the 11 May 2011. The Council decided to contribute $450,000 towards the development of the Thames to Paeroa leg of the project, subject to the successful negotiation and acceptance of a Memorandum or Understanding between the Thames-Coromandel District Council and Hauraki District Council. The first stage of the Cycleway will proceed from Waihi to Paeroa; from Thames to Paeroa and from Paeroa to Te Aroha. The second stage from Kaiaua to Thames is currently on hold due to funding constraints. The Hauraki Rail Trail project has the potential to deliver significant economic benefits to our District. The Government have also agreed to contribute up to $4 million to its development. • An estimated $715,000 is allocated from the Disaster Reserve budget to complete remaining reinstatement works associated with the 2010/2011 storm events in 2011/2012. This includes $150,000 for Black Jack Road, Kuaotunu.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 12.89
Capital Expenditure $ 8.38
District Total budgeted spend for District Transportation for 2011/2012 $ 21.27 Transportation Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $21.27m
Total percentage of budget spent on District Transportation 19.20%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The General Rate 20-39% • General Rates • The UAGC 20-39% • The UAGC • A Targeted Rate - Capital Value 20-39% • Targeted Rates • Borrowing • Asset Sales • Grants and Subsidies (between 43-53% of projects) • Depreciation • Development Contributions
The remaining costs of operating this activity (after the relevant subsidy amounts are deducted) are funded generally by the District Rate and the UAGC.
42 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Local Transportation
The Aim of the Local Transportation Activity is: To create and maintain safe and attractive towns with good facilities for pedestrians and cyclists.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: People will be able to use footpaths to get around town Performance Targets • 70% of residents and non-resident ratepayers are satisfied with footpaths in the District.
Our Service: Street lighting will be provided in urban areas and major intersections Performance Targets • 90% of street lighting outages are repaired within ten days.
Our Service: People will be able to access pleasant town centres Performance Targets • 88% of residents and non-resident ratepayers are satisfied with the image of their closest town.
Our Service: Vegetation on Council owned land will be mowed regularly (excluding private berms) Performance Targets • 91% of requests for service regarding vegetation control are responded to within ten days.
Major Projects
• Footpath construction, maintenance and rehabilitation will continue in various communities (ongoing). • Lighting improvements and replacements will continue in various communities (ongoing). • A subsidy will be continued for the Hahei-Cathedral Cove Bus ($30,000 in 2011/2012). • Thames Coastal Walkway ($57,000 in 2011/2012).
Major Changes from the Ten Year Plan • The continued funding of the Hahei-Cathedral Cove Bus over the peak summer period was not identified in the Ten Year Plan. However to reduce the overall rates requirement in 2011/2012 the bus service will be funded from retained earnings ($30,000). This will therefore have no rating impact for this component of the Local Transportation activity. This is a joint initiative with Environment Waikato. • The Hauraki Road, Coromandel, cul-de-sac will be formed in 2011/2012 ($51,000). • The Buffalo Road, Coromandel, cul-de-sac will be sealed in 2011/2012 ($20,000). • The budget for the renewal of red chip seal in Pauanui is decreased to $30,000 (from $184,000) in 2011/2012 due to updated information regarding the required timing of resurfacing work. There will be no impact on the level of service. • In 2011/2012, the Council will place higher priority on footpaths with safety issues and that attract New Zealand Transport Agency (NZTA) funding. • A detailed scope of works for the Whitianga CBD upgrade project will commence in 2011/2012 ($180,000). The work will include developing concept plans and scoping infrastructure requirements.
Thames-Coromandel District Council 2011/2012 Annual Plan 43 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
• The Tairua-Pauanui street lighting budget is increased from $12,000 to $25,000 allowing street lighting improvement works in Manaia Road to commence in 2011/2012. • The Mercury Bay footpath construction budget is increased from $205,000 to $223,400 to reflect the current level of rates funding plus the New Zealand Transport Agency (NZTA) subsidy. The local portion of this total is $105,000.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 1.61
Capital Expenditure $ 0.92
Local Total budgeted spend for Local Transportation for 2011/2012 $ 2.54 Transportation Total Spend for 2011/2012 $2.54m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Local Transportation 2.29%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Board Targeted Rate - Land Value 60-79% • Targeted Rates • A Board Targeted Rate - Fixed Charge 20-39% • Borrowing • Asset Sales • Development Contributions • Financial Contributions • Grants and Subsidies • Depreciation
44 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Cemeteries
The Aim of the Cemeteries Activity is: To provide interment facilities that meet the needs of the community.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: People can be buried in a cemetery in each community board area Performance Targets • Five community board areas have open cemeteries.
Our Service: Cemeteries will be well maintained Performance Targets • 86% of residents and non-resident ratepayer satisfaction with cemeteries.
Major Projects
• Community demand for alternative interment options will be assessed (ongoing).
Major Changes from the Ten Year Plan There are no major changes from the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 45 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.49
Capital Expenditure $ 0.00
Total budgeted spend for Cemeteries for 2011/2012 $ 0.49 Cemeteries Total Spend for 2011/2012 $0.49m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Cemeteries 0.45%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• User Fees and Charges 20-39% • The UAGC • The UAGC 60-79% • Fees and Charges • Borrowing • Asset Sales • Development Contributions • Depreciation
46 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Airfields
The Aim of the Airfields Activity is: To provide access to the District by air.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Light aircraft can be landed safely at airfields in Thames or Pauanui Performance Targets • Thames and Pauanui airfields meet the Civil Aviation Authority inspection requirements.
Our Service: Land for airfield facilities will be available in Thames and Pauanui Performance Targets • The Council owns airfields in Thames and Pauanui.
Major Projects
• The management of Pauanui airfield will continue to be contracted out (ongoing). • Thames airfield will be maintained (ongoing). • A future strategic approach for this activity will be developed, including options for providing the service, research into the wider community/District economic and other benefits over three years (there was no funding provided in the 2009-2019 Ten Year Plan).
Major Changes from the Ten Year Plan There are no major changes from the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 47 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.13
Capital Expenditure $ -
Total budgeted spend for Airfelds for 2011/2012 $ 0.13 Airfields Total Spend for 2011/2012 $0.13m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Parks and Reserves 0.12%
Our operating expenses will be funded by: Our capital expenses will be funded by:
Pauanui Airfield • Targeted Rates • A Board Targeted Rate - Land Value Fully Funded • Fees and Charges Thames Airfield • Borrowing • A Board Targeted Rate - Land Value 60-79% • Asset Sales • User Fees and Charges 40-59% • Development Contributions • Depreciation
48 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Halls
The Aim of the Halls Activity is: To provide facilities for social, cultural, recreation and educational activities.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: People will be able to access a hall either in a local community or in one of the main centres in the District (Thames, Whitianga, and Whangamata) Performance Targets • Eight community halls are available for hire. (This is an intentional decrease from the previous year due to the closure of the Whenuakite Hall). • Major halls are available for use in three towns.
Our Service: The major District halls will be available when people want to book them Performance Targets • Thames Civic Centre is booked for 37% of hall hours available. • Whangamata Memorial Hall is booked for 47% of hall hours available. • Whitianga Hall is booked for 36% of hall hours available.
Our Service: The halls are well maintained Performance Targets • Both users and non-users are satisfied with the halls.
Major Projects
• Coromandel Hall will continue to be upgraded ($91,000 in 2011/2012).
Major Changes from the Ten Year Plan • To reduce the overall rates requirement, the Hahei Hall kitchen upgrade was deferred from 2010/2011 and is now in 2011/2012 ($10,700). • There will be increases in the fees charged to hire halls, including Thames, Coromandel and Whangamata. • It has been identified that the Thames RSA building is leaking. The extent of the problem and the cost to fix the building is currently being investigated. This is therefore not reflected in the Annual Plan. • The purchase of the old Whitianga Fire Brigade land and building had been brought forward from 2011/2012 and was partially completed in 2010/2011. The 2011/2012 budget for this project is therefore reduced from $832,000 to $150,000 to enable the building to be renovated and upgraded for public use. • The unspent funding from 2010/2011 ($58,000) for the Coromandel Hall upgrade project will be carried over and added to the budget for 2011/2012 ($33,000). The total budget for 2011/2012 is therefore $91,000. • The unspent funding from 2010/2011 (up to $70,000) for the Whangamata Memorial Hall noise control project will be carried over to 2011/2012 to enable the physical works to be completed.
Thames-Coromandel District Council 2011/2012 Annual Plan 49 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.74
Capital Expenditure $ 0.33
Total budgeted spend for Halls for 2011/2012 $ 1.07 Halls Total Spend for 2011/2012 $1.07m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Halls 0.96%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Board Targeted Rate - Fixed Charge 60-79% • Targeted Rates • A Board Targeted Rate - Land Value 20-39% • Fees and Charges • User Fees and Charges 0-19% • Borrowing • Asset Sales • Development Contributions • Depreciation
50 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Swimming Pools
The Aim of the Swimming Pools Activity is: To provide Council owned pools to promote community wellbeing.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: A clean safe public swimming pool will be accessible in the District Performance Targets • Council pools comply with the New Zealand swimming pool water standards 100% of the time. • No more than two health and safety incidents per year at the Council swimming pool.
Major Projects
• Customised programmes will be provided to meet the needs of individual patrons at the Thames Centennial Pool (ongoing). • While funded through the local Social Development activity, the Council will provide money to non-Council pools in Whitianga ($16,538) and Whangamata ($32,637). In the past the Community Board has chosen to provide funding to the Coromandel pool through its Treasure Chest grant (ongoing).
Major Changes from the Ten Year Plan • A budget of $5,000 has been included for the Thames swimming pool to meet the need for a new concrete pad to access the implement shed in wet weather. This project was not identified in the 2009-2019 Ten Year Plan. • The Thames Centennial Pool maintenance budget is increased by $10,000 to cover the cost of replacing the sand for the filtration plant to ensure the pool water continues to meet New Zealand Water Quality Standards for Public Swimming Pools.
Thames-Coromandel District Council 2011/2012 Annual Plan 51 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.43
Capital Expenditure $ 0.01
Swimming Pools Total budgeted spend for Swimming Pools for 2011/2012 $ 0.44 Total Spend for 2011/2012 $0.44m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Swimming Pools 0.39%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Board Targeted Rate - Fixed Charge 60-79% • Targeted Rates • A Board Targeted Rate - Land Value 20-39% • Fees and Charges • User Fees and Charges 0-19% • Borrowing • Asset Sales • Development Contributions • Depreciation
52 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Libraries
The Aim of the Libraries Activity is: The wide provision of a variety of information to improve the wellbeing of our communities.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: There will be a wide range of library stock including up to date material Performance Targets • Thames library collection holds the equivalent of 3.5 items per local resident (100% LIANZA standard), Tairua library the equivalent of 3.5 items per local resident (100% LIANZA standard) and Mercury Bay library collection the equivalent of 3.3 items per local resident (95% LIANZA standard). • District libraries stock between four and eight newspaper and periodical titles per thousand local residents. • 70% of ratepayers are satisfied with Council libraries.
Major Projects
• Annual grants will be provided to Coromandel, Ferry Landing, Hahei, Pauanui, Kuaotunu and Whangamata ($67,921 in 2011/2012). • New books will be purchased for Thames, Whitianga and Tairua Libraries ($184,563) (ongoing).
Major Changes from the Ten Year Plan • The Mercury Bay Library book budget is reduced from $80,517 to $50,000. This will not impact the Mercury Bay Library's ability to meet the LIANZA standards. Note: Since the adoption of the 2009-2019 Ten Year Plan, there has been a minor change to the geographical areas used for the measurement of library collection sizes per local resident (as per the measure above).
Thames-Coromandel District Council 2011/2012 Annual Plan 53 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It \
$ millions Operating Expenditure (excluding internal interest cost) $ 1.45
Capital Expenditure $ 0.24
Total budgeted spend for Libraries for 2011/2012 $ 1.69 Libraries Total Spend for 2011/2012 $1.69m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Libraries 1.52%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Board Targeted Rate - Fixed Charge 60-79% • The UAGC • The UAGC 20-39% • Targeted Rates • User Fees and Charges 0-19% • Fees and Charges • Borrowing • Asset Sales • Development Contributions • Depreciation
54 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Harbour Facilities
The Aim of the Harbour Facilities Activity is: To provide harbour facilities allowing the provision of recreational and commercial opportunities for the community.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Boat ramps will be easily accessed in our communities at any time Performance Targets • 62% of residents and non-resident ratepayers are satisfied with harbour facilities. • Five community board areas have access to an "all tide" boat ramp.
Our Service: Wharves will be accessible in most major harbours Performance Targets • Seven major harbours have wharfage facilities.
Major Projects
• Opportunities will be explored for creating partnerships to improve wharfage facilities (ongoing). • Coromandel Hannaford's Jetty upgrade design work was completed in 2010/2011. The upgrade work is deferred to 2012/2013 ($125,000), however $30,000 is allocated for any maintenance work required in 2011/2012. • Improvements to the Whangamata launching approach will continue in 2011/2012 ($50,000).
Major Changes from the Ten Year Plan • Funding for the Coromandel wharf causeway reseal will be removed in 2011/2012 ($88,720). This will be deferred until further work has been completed on the needs of the aquaculture industry at the Sugarloaf wharf. • The design work for the Hannaford Jetty will be completed within the 2010/2011 year. The upgrade work is deferred to 2012/2013 ($125,000), however $30,000 will be carried over from 2010/2011 for any maintenance work required in the 2011/2012 year. • 50% of the funding for the Whangamata Launching Approach will be deferred to 2012/2013 ($50,000 in 2011/2012). The project will be spread over two years so will not be completed within the 2011/2012 year as initially planned. • The commercial wharfage fee at the Whitianga Wharf will increase from $38.00 to $48.00 (per metre/per annum).
Thames-Coromandel District Council 2011/2012 Annual Plan 55 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.82
Capital Expenditure $ 1.23
Harbours Total Total budgeted spend for Harbour Facilities for 2011/2012 $ 2.05 Spend for 2011/2012 $2.05m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Harbour Facilities 1.85%
Our operating expenses will be funded by: Our capital expenditure will be funded by:
• User Fees and Charges 40-59% • Targeted Rates ● Development Contributions • Depreciation ● Fees and Charges • A Board Targeted Rate - Fixed Charge 20-39% • Borrowing ● Asset Sales • A Board Targeted Rate - Land Value 20-39%
56 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Parks and Reserves
The Aim of the Parks and Reserves Activity is: To provide a mix of park and reserve facilities in keeping with the natural character of the District.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Every house will have access to parks and reserves for casual and community use Performance Targets • Neighbourhood reserves average no less than 95m2 per property across the District.
Our Service: Adequate access to different types of sports facilities will be provided for in larger communities Performance Targets • Of the larger communities, no (0) formal sports fields exceed ten hours use per week for formal sport. (this is to minimise damage to the field surfaces).
Our Service: Parks and reserves will enhance our communities' quality of life Performance Targets • 85% of residents and non-resident ratepayers are satisfied with parks and reserves. • 100% of urgent requests are responded to within one day.
Major Projects
• Project lists, resulting from the reserve management plans will be devised, prioritised, costed, and set out as either part of a renewals programme or as a separate capital works programme (ongoing). • The development of the Mercury Bay Sports Ground (excluding building facilities) commenced in the 2010/2011 financial year ($1,400,000 is budgeted for 2011/2012). This is a multi-year project. • Whitianga Buffalo Beach Foreshore Enhancement (2010/2011 - 2017/2018, $8,000 in 2011/2012 to advance detailed design). • Cooks Beach Coastal Erosion Protection ($122,000 in 2011/2012). • Whangamata Moana Anu Anu Harbour Walkway will continue to be developed ($413,000 in 2011/2012). • Whangamata Beach Road Reserve upgrade (2009/2010 - 2011/2012). To reduce the rating requirement, this project has been deferred to 2012/2013 and beyond. • Pauanui Surf Club Reserve (2011/2012 - 2013/2014) ($144,263 in 2011/2012). • New playgrounds will continue to be built (over ten years).
Major Changes from the Ten Year Plan • The funding previously allocated to the Matarangi Village Green Tree Works ($92,000) (which was not originally scheduled for 2011/2012 in the Ten Year Plan) will instead be used for trees projects across the Mercury Bay area in 2011/2012. To reduce the overall rates requirement this work will be funded from retained earnings. This will therefore have no rating impact for this component of this activity. • The funding of the Mercury Bay Sports Ground complex development will be split across 2010/2011 ($3,800,000), 2011/2012 ($1,400,000) and 2012/2013 ($800,000).
Thames-Coromandel District Council 2011/2012 Annual Plan 57 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
• The Whangamata Moana Anu Anu Walkway funding will be brought forward from 2012/2013 to 2011/2012 ($166,000). This will be funded from reserve contributions. An additional $50,000 will also be included in 2011/2012. The unspent funding from 2010/2011 will also be carried over to 2011/2012 ($197,000). The total budget for this project in 2011/2012 is therefore $413,000. • The funding for work relating to Tairua-Pauanui minor roads has decreased from $153,053 as identified in the Ten Year Plan to $24,185. This is due to deferral of projects, leaving funding only to complete a small amount of reactive work. • A new project within the Parks and Reserves activity is added for the 2011/2012 year. This project will involve upgrading the entrance to Hot Water Beach with a budget of $30,000. • The funding for the Pauanui Surf Club Reserve upgrade project has been brought forward from 2012/2013 and 2013/2014 ($144,263 in 2011/2012). • The budget for Tairua/Pauanui parks and reserves renewals has decreased by $100,000 to $105,124. • The Thames Parks and Reserves activity will provide a grant of $5,000 in 2011/2012 towards the investigation of site options, design plans and costs for a new skate park facility for Thames. This grant is funded from retained earnings and therefore has no impact on rates. • The unspent funding for the Whitianga Heritage Signage project ($10,000) is carried over from 2010/2011 to 2011/2012. • The funding ($110,000) for the Buffalo Beach rock wall extension is carried over from 2010/2011 to 2011/2012. Delays with the resource consent process meant this project was not completed in 2010/2011 as planned. • The unspent funding ($115,000) for the Cory Park Youth Zone project is carried over from 2010/2011 to 2011/2012. • Funding is provided from existing budgets for the landscape planting of the scar embankment on Hikuai Settlement Road. • Funding of $29,000 is provided towards the cost of building materials for the upgrading of the Whangamata Coastguard building in 2011/2012. This is funded from retained earnings and therefore has no impact on rates. • Funding is provided for the development of a Tairua-Pauanui Tsunami Warning System ($50,000). This is funded from retained earnings and therefore has no impact on rates.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 4.70
Capital Expenditure $ 5.71
Parks and Total budgeted spend for Parks and Reserves for 2011/2012 $ 10.41 Reserves Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $10.41m
Total percentage of budget spent on Parks and Reserves 9.40%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Board Targeted Rate - Land Value 60-79% • Targeted Rates • A Board Targeted Rate - Fixed Charge 20-39% • Fees and Charges • User Fees and Charges 0-19% • Borrowing • Asset Sales • Development Contributions • Financial Contributions • Depreciation
58 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Financial Summary Estimated Revenue and Expenses Statement Strong Communities A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's OPERATING REVENUE 5,311 Activity Revenue 5,478 5,612 1,331 Contributions 3,105 2,953 5,006 Subsidies 5,923 6,364 18,301 General Funds 20,234 19,466 29,949 Total Operating Revenue 34,740 34,396
OPERATING EXPENDITURE 486 Emergency Management 515 585 1,337 Economic Development 1,092 1,343 1,797 Community Health and Safety 1,799 1,734 3,942 Building Control 3,780 4,245 1,067 Social Development 1,208 1,272 10,745 District Transportation 12,322 12,892 1,501 Local Transportation 1,924 1,614 497 Cemeteries 555 491 129 Airfields 131 132 679 Halls 673 735 373 Swimming Pool 335 432 1,287 Libraries 1,399 1,450 715 Harbour Facilities 943 820 4,194 Parks and Reserves 4,840 4,700 28,749 Total Operating Expenditure 31,515 32,446
1,200 Operating Surplus/(Deficit) 3,225 1,950 OPERATING SURPLUS/(DEFICIT) TRANSFERRED TO/(FROM) 212 Capital Funding 3,157 712 964 Development Contributions Reserves 43 1,068 24 Other Special Reserves 24 140 0 Retained Earnings Reserves 0 30 1,200 3,225 1,950
The above Expenses and Revenue Statement has been prepared in accordance with GAAP and as such excludes internal interest and other transactions
The table below seeks to illustrate how the Surplus/(Deficit) above is funded.
Thames-Coromandel District Council 2011/2012 Annual Plan 59 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Summary 29,949 Total Operating Revenue 34,740 34,396 ( 1,331 ) Less Contributions ( 3,105 ) ( 2,953 ) ( 3,322 ) Less Subsidy applied to Capital Expenditure ( 3,904 ) ( 3,740 ) ( 21 ) Less Grant applied to Capital Expenditure ( 5 ) 2 Plus AC debt contributions 25 10 1,586 Plus Internal Interest Revenue 1,448 1,734 Plus Operating Loans Raised Plus Headworks Contributions 51 124 Plus Additional Capacity Interest Loans Raised 250 250 0 Plus Asset Sales applied to Debt 313 Plus Transfers from Special Reserves 310 896 25 Plus Retained Earnings Reserve Funding 664 310 Plus Transfers from Depreciation Reserves 131 159 27,635 29,895 31,460
28,749 Total Operating Expenditure 31,515 32,446 347 Plus Internal Interest Expense 360 481 336 Plus Operating/ILOS Loans Repayments 155 180 0 Plus AC Interest Loan Repayments 0 0 325 Plus Transfers to Reserves 334 402 ( 2,122 ) Less Unfunded Depreciation ( 2,471 ) ( 2,048 ) 27,635 29,895 31,460
60 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Estimated Capital Funding Requirements Strong Communities A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's CAPITAL EXPENDITURE Property, Plant and Equipment (incl Intangible Assets) 5,796 Renewals 5,967 8,783 4,088 Increased Level of Service 5,243 5,818 1,929 Additional Capacity for Growth 5,616 2,313 11,813 16,826 16,914 Loan Repayments (internal and external) 336 Renewals and Increased Levels of Service 155 180 271 Additional Capacity for Growth 535 359 12,419 Total Capital Funding Requirements 17,516 17,453
FUNDED BY 212 Operating Surplus/(Deficit) 3,157 712 347 Less/(Plus) Internal Interest Expense 360 481 ( 134 ) 2,796 231 Loans Raised (internal and external) 0 Operating Expenses 0 0 1,236 Renewals and Increased Levels of Service 1,067 2,827 1,575 Additional Capacity for Growth 1,335 1,403 124 Additional Capacity Interest 250 250 0 Asset Disposals 0 0 Investments Realised 4,365 Depreciation Reserves 5,636 5,402 58 Development Contributions Reserves 1,552 55 1,121 Other Special Reserves 961 2,586 2,122 Unfunded Depreciation 2,471 2,048 1,586 Internal Interest Revenue 1,448 1,734 367 Retained Earnings Reserves 0 917 12,419 Total Funding Applied 17,516 17,453
Thames-Coromandel District Council 2011/2012 Annual Plan 61 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Property, Plant & Equipment Projects Strong Communities
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
Emergency Management 23 Emerg Mgmt - Plant 23 23 20 Warning Systems 43 43 Economic Development District Transportation 2,787 Area-wide Pavement Treatment 2,794 2,794 700 Unsealed Road Metaling 1,125 1,125 468 Major Drainage Control 413 413 1,623 Maintenance Chip Seals 1,951 1,951 421 Thin AC Surfacing 447 447 133 Seal Widening 137 137 203 Square Kauri Bridge 0 144 McNeils Bridge 0 Waikawau No 3 Bridge 29 0 Waikawau No 4 Bridge 29 0 119 Joint Development Projects 122 122 773 Minor Safety Projects 798 773 121 Traffic Services 138 136 100 Dust Sealing 114 100 138 Preventative Maintenance 143 143 365 Kopu Bridge Roundabout 376 0 95 Land Legalisation 98 98 Local Transportation Thames 26 Footpath Rehabilitation 24 24 29 Footpath Construction 57 30 16 Street Lighting 17 17 0 Coastal Walkway 57 57 Coromandel 9 Footpath Rehabilitation 6 6 19 Footpath Construction 36 19 16 Street Lighting 17 17 Buffalo Road Cul-de-sac 20 Hauraki Road Cul-de-sac 51 51 Mercury Bay 29 Footpath Rehabilitation 24 24 105 Footpath Construction 205 223 36 Street Lighting 37 37 122 Mercury Bay Service Lanes Legalisation 0 0 0 Whitianga CBD Upgrade 0 180 8 Carpark Reseal - Administration Building Carpark Reseal - Blacksmith Lane Tairua/Pauanui 30 Footpath Rehabilitation 36 36 76 Footpath Construction 147 78 12 Street Lighting 12 12 Manaia Road Street Lighting 13 272 Tairua Service Lane/Carpark 0 0 Whangamata 23 Footpath Rehabilitation 6 6 63 Footpath Construction 123 65 23 Street Lighting 23 23 39 Whangamata Boat Ramp 0 16 Dust Sealing - Wentworth Valley 0 3 Street Furniture Renewal 3 62 OUR BUSINESS - ACTIVITIES AND SERVICES STRONG COMMUNITIES
Property, Plant & Equipment Projects Strong Communities (Ctnd)
Adopted Annual Annual LTCCP Plan Plan 2011/12 2011/12 2010/11 NZ$000's NZ$000's Cemeteries 12 Renewals 4 4 421 Mercury Bay Land Purchase 0 0 Halls 2 Thames Furniture & Fittings 2 2 60 Coromandel Improvements 33 91 0 Whitianga Civic Centre Fire Brigade Land 832 150 0 Hahei Hall Kitchen Upgrade 0 11 0 Whitianga Town Hall Furniture 6 6 100 Whangamata Memorial Hall Noise Control 0 70 Swimming Pools 30 Thames Plant Replacement 5 Libraries 97 Thames - Library Books 118 118 62 Thames - Furniture & Fittings 13 43 47 Mercury Bay - Library Books 81 50 6 Mercury Bay - Furniture & Fittings 7 7 14 Tairua - Library Books 17 17 3 Tairua - Furniture & Fittings 6 6 Harbour Facilities 55 Coromandel - Hannaford's Jetty Modifications 55 0 Coromandel - Resource Consent 1,100 67 Matarangi Boat Ramp 0 0 0 Whitianga Ramp Carpark Seal 0 50 78 Whangamata Launching Approach 80 Parks & Reserves Thames 0 Neighbourhood Reserves 0 16 29 Renewals 58 58 0 Signage 23 7 28 Minor Structures 92 92 0 Minor Roads & Carparks 6 6 2 Minor Tracks & Walks 0 16 Netball Courts Reseal 0 New Playgrounds 92 92 Coromandel 0 Neighbourhood Reserves 43 43 17 Renewals 22 22 6 Minor Structures 36 8 Mercury Bay 0 Neighbourhood Reserves 51 302 140 Renewals 273 273 4 Signage 8 8 0 Minor Structures 0 78 0 Minor Roads & Carparks 38 68 27 Minor Tracks & Walks 21 21 20 Whitianga Heritage Signage 10 876 Whitianga Sports Ground 1,400 Whitianga Sports Ground Land 1,620 120 Whitianga Buffalo Beach Rock Wall Extension 110 0 Whitianga Taylors Mistake/Esplanade 413 0 0 Cooks Beach Flood Protection 122 122 0 Buffalo Beach Foreshore 200 9 Hot Water Beach Entrance - Bull Paddock Development 30 0 Matarangi Village Green Development 6 6
Thames-Coromandel District Council 2011/2012 Annual Plan 63 OUR BUSINESS - ACTIVITIES AND SERVICES PLANNING FOR THE FUTURE
Property, Plant & Equipment Projects Strong Communities (Ctnd)
Adopted Annual Annual LTCCP Plan Plan 2011/12 2011/12 2010/11 NZ$000's NZ$000's Tairua/Pauanui 0 Neighbourhood Reserves 2,940 35 Tsunami Sirens 50 44 Renewals 205 105 0 Signage 1 1 2 Minor Structures 57 10 0 Minor Roads & Carparks 153 24 0 Pauanui Surf Club Reserve 12 144 137 Cory Park Domain 0 115 Whangamata 0 Neighbourhood Reserves 722 86 34 Renewals 204 204 0 Minor Structures 0 50 0 Minor Tracks & Walks 26 26 0 New Playgrounds 3 3 Old Coastguard Building 29 212 Moana Anu Anu Development 166 413
11,813 16,826 16,914
64 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Safeguarding the Environment This group of activities helps ensure that the natural environment of the Coromandel Peninsula is enhanced and maintained. The effects of development on the natural environment are minimised by the provision of these activities as they ensure safe disposal of wastes generated by the population like rubbish, sewerage and stormwater. The Council is committed to ensuring that its services are delivered in an environmentally sustainable way.
The provision of these services is also considered essential for the health and well-being of communities as they are required for sanitary living conditions. There is a strong correlation between clean and safe drinking water and good health. This involves protecting catchment areas and water sources.
In order for people to enjoy and access the natural environment the Council aims to maintain or enhance harbours, coastal waters, inland waterways, the biodiversity and keep these areas free of rubbish and pollution. Without these safeguards, the community may itself be at risk of pollutants.
Natural and Cultural Heritage
The Aim of the Natural and Cultural Activity is: To promote the protection and enhancement of the natural and cultural heritage of the Coromandel Peninsula.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will work with others to protect natural and cultural icons in the District Performance Targets • 190 heritage items are on the District Plan Register.
Our Service: The Council will promote landowner awareness and enhancement of the District's unique biodiversity Performance Targets • Landowner commitment assessed to be 'good' in conservation covenant monitoring increased by 1% since 2010/2011.
Our Service: The Council will assist the community by providing funding initiatives for heritage and biodiversity conservation and enhancement • One funding initiative from the Biodiversity Strategy is developed, implemented and promoted in a way that means 100% of available funds are distributed.
Major Projects
• The state of the biodiversity on the Peninsula will be monitored and a plan developed to identify, conserve and enhance ecologically valuable areas (ongoing). • Actions from the heritage strategy will be adopted and implemented through the District Plan heritage review (ongoing). • Natural and cultural heritage opportunities will be identified through landuse planning, protection, promotion and tourism (ongoing).
Thames-Coromandel District Council 2011/2012 Annual Plan 65 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
• The establishment of a biodiversity fund with Environment Waikato will be explored to assist and promote natural heritage conservation and enhancement being carried out by the community and private landowners (ongoing from 2011/2012). • Funding will be provided to the Enviroschools programme which promotes environmental education in schools (ongoing from 2011/2012) ($11,000 in 2011/2012).
Major Changes from the Ten Year Plan There no major changes from the Ten Year Plan.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.19
Capital Expenditure $ -
Total budgeted spend for Natural & Cultural Hetitage for $ 0.19 Natural and Cultural Heritage Total 2011/2012 Spend for 2011/2012 Total Budgeted spend for Council for 2011/2012 $ 110.82 $0.19m
Total percentage of budget spent on Solidwaste 0.17%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The UAGC Fully Funded • The UAGC • Borrowing • Grants and Subsidies • Depreciation
66 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Public Conveniences
The Aim of the Public Conveniences Activity is: To provide safe and convenient public toilet facilities in areas of frequent community activity.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Public toilets will be convenient and safe Performance Targets • 76% of residents and non-resident ratepayers are satisfied with the public conveniences provided.
Major Projects
• All toilet facilities with a low quality grading (2 or 3) will be targeted for refurbishment (from a set renewals budget) (2009-2012). These will be prioritised as part of an ongoing condition assessment programme (the refurbishments currently scheduled for the 2011/2012 year are Totara Cemetery, Thames and Long Bay, Coromandel).
Major Changes from the Ten Year Plan There are no major changes from the Ten Year Plan.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.92
Capital Expenditure $ 0.17
Public Total budgeted spend for Public Conveniences for 2011/2012 $ 1.08 Conveniences Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $1.08m
Total percentage of budget spent on Public Conveniences 0.98%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The UAGC Fully Funded • The UAGC • Borrowing • Asset Sales • Development Contributions • Financial Contributions • Depreciation
Thames-Coromandel District Council 2011/2012 Annual Plan 67 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Landuse Management
The Aim of the Landuse Management Activity is: To manage development to achieve agreed environmental outcomes.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: All resource consents will be processed efficiently Performance Targets • 90% of consent applications are completed within statutory timeframes. • 100% of 223s are issued within five working days. • 85% of 224s are issued within 15 working days. • 100% of planning checks on PIMs are processed within ten working days.
Our Service: Good, prompt advice will be delivered to help people understand the District Plan rules Performance Targets • Duty planner is in attendance three hours per day by email, phone and/or person. • No complaints are made about poor or slow advice.
Our Service: Our environment will be cared for Performance Targets • 100% of complaints and enquiries regarding resource consents are responded to within five working days. • 100% of decisions are peer reviewed before release.
Major Projects
• Processes will be continually reviewed, managed and improvements implemented in line with best practice and statute (ongoing).
Major Changes from the Ten Year Plan • The most significant change relates to the increases in 'fixed initial deposit charges' to better reflect the complexity and time commitment that many consent applications now bring.
68 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 3.48
Capital Expenditure $ -
Landuse Total budgeted spend for Land Use Management for 2011/2012 $ 3.48 Management Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $3.48m
Total percentage of budget spent on Land Use Management 3.14%
Our operating expenses will be funded by:
Consents Monitoring/Enforcement/RMA appeals • User Fees and Charges 40-59% • The General Rate 60-79% • The General Rate 40-59% • The UAGC 20-39% • The UAGC 0-19% • User Fees and Charges 0-19%
Thames-Coromandel District Council 2011/2012 Annual Plan 69 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Water Services
The Aim of the Water Services Activity is: To provide adequate safe water for both drinking and fire fighting purposes and the promotion of water conservation.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will provide reliable drinking water supplies Performance Targets • 18,309 water supply connections are available across the District. • 100% of resource consent/water permit conditions are complied with. • Potable water is available for household and business use (not irrigation) in urban areas. • Water restrictions are imposed to manage demand when there are water supply shortages.
Our Service: Water provided by the Council will be safe to drink Performance Targets • 100% of water supply systems comply with Drinking Water Standards guidelines. • 85% of residents and non-resident ratepayers are satisfied with the service the Council provides. • 90% of urgent requests for service (for example dirty, cloudy, smelly or bad tasting water or no water at all) are responded to within one day.
Our Service: There will be adequate water for fire fighting Performance Targets • 100% of fire hydrants tested annually meet the New Zealand Fire Service Code of Practice. • An implementation plan is commenced to ensure 100% compliance of the New Zealand Fire Services Fire Fighting Water Supplied Code of Practice (currently two hydrants within a 270m radius).
Major Projects
• Water supplies will be re-graded (ongoing). • Conservation and demand management initiatives will be implemented (ongoing). • The Thames Urban Treatment Plant upgrade had been deferred from 2009/2010 to 2010/2011 and has been further deferred from 2010/2011 to 2011/2012 ($637,000).
Major Changes from the Ten Year Plan • A component of the Thames Valley New Water Supply project relating to the resource consent process had been brought forward from 2015/2016 to 2010/2011 ($125,000). A further $50,000 has been brought forward from 2015/2016 to 2011/2012. • A component of the Matatoki New Water Supply project relating to the resource consent process has been brought forward from 2014/2015 to 2010/2011 ($125,000). A further $125,000 has been brought forward from 2015/2016 to 2011/2012. The total budget in 2011/2012 is $175,000. • The Thames Urban Water Reticulation budget is reduced from $400,000 to $200,000. This will not impact service level performance targets.
70 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
• The Thames Urban Water Treatment Upgrade deferred from 2009/2010 to 2010/2011 has been carried over to 2011/2012 (the total funding is $637,000 in 2011/2012). • The installation of water meters in Tairua has been deferred from 2011/2012 to 2012/2013 ($469,599). This will not impact service level performance targets. • 50% of funding for the Pauanui Aquifer Reconfiguration has been deferred to 2012/2013 ($273,000 in 2011/2012) due to delays in the resource consent process. Therefore the work will commence later in the 2011/2012 financial year and the funding deferral will not impact the overall project timeframes. • The budget for investigation work in Tairua, for water supply for the Tairua-Pauanui area has been split over two years (i.e. $247,000 in 2011/2012 and $247,000 in 2012/2013). • The budget for Thames Valley Water Renewals has increased by $12,000 due to timing delays in obtaining applicable resource consents and recently granted resource consents requiring additional works (total for 2011/2012 is $26,000). • The budget for Matatoki Water Renewals has increased by $12,000 due to timing delays in obtaining applicable resource consents and recently granted resource consents requiring additional works (total for 2011/2012 is $26,000). • Some of the funding for system improvements for Tairua Water is carried over ($398,000) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents. • Some of the funding for Pauanui Water (Oturu Intake) is carried over ($103,000) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 7.50
Capital Expenditure $ 5.19
Total budgeted spend for Water for 2011/2012 $ 12.68 Water Total Spend for 2011/2012 $12.68m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Water 11.44%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Targeted Rate - Fixed Charge • Targeted Rates and/or water by volume by individual • Lump Sum Contributions area of benefit Fully Funded • Borrowing • Asset Sales • Development Contributions • Financial Contributions • Depreciation
Thames-Coromandel District Council 2011/2012 Annual Plan 71 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Wastewater
The Aim of the Wastewater Activity is: To appropriately collect, treat, and dispose of wastewater ensuring public and environmental health.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: The Council will provide wastewater services that effectively collect and dispose of wastewater Performance Targets • No more than 12 blockages per thousand connections. • 90% of urgent requests (emergency overflows, loss of service or strong odour complaints) are responded to within one day. • 85% of ratepayers are satisfied with wastewater services. • 23,214 rating units are provided with wastewater facilities.
Our Service: Wastewater disposal will not create any smells, spills or health issues and will cause a minimal impact on the natural environment Performance Targets • 100% of resource consent conditions are complied with. • No more than 25 odour related requests for services/complaints are received. • Less than seven wastewater spills into water bodies (average per township).
Major Projects
• Completion of the Eastern Seaboard wastewater upgrade programme. • Resource consent quality standards and conditions will be monitored and reported (ongoing). • Wastewater sludge (bio solids) strategy and related infrastructure will be implemented (ongoing).
Major Changes from the Ten Year Plan • As the eastern seaboard wastewater plants have become fully operational a re-assessment of operating expenditure has been completed. This has enabled, for example, the extent of chemicals required in wastewater treatment to be reviewed. This has resulted in a reduction in operational costs. • Due to delays in the resource consent process some of the funding for infrastructure associated with the disposal of treated wastewater from the new Whitianga wastewater treatment plant has been deferred from 2010/2011 and included in the 2011/2012 year ($150,000). • Some of the funding for Coromandel wastewater treatment plant improvements is carried over ($25,419) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents. • Some of the funding for the Matarangi wastewater treatment plant upgrade is carried over ($633,000) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents. • Some of the funding for the Tairua-Pauanui wastewater biosolids infrastructure is carried over ($283,000) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents.
72 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 16.48
Capital Expenditure $ 5.82
Total budgeted spend for Wastewater for 2011/2012 $ 22.30 Wastewater Total Spend for 2011/2012 $22.3m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Wastewater 20.12%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• A Fixed Charge • Targeted Rates • Asset Sales Development (District wide area of benefit) Fully Funded • Lump Sum Contributions Contributions • Financial Contributions • Borrowing • Depreciation
Thames-Coromandel District Council 2011/2012 Annual Plan 73 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Stormwater
The Aim of the Stormwater Activity is: To ensure that stormwater is controlled and, if necessary, treated and then disposed of, in order to protect the health and safety of people, land and property.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: In light to moderate rain, stormwater will be diverted from properties. In heavier rainfall, habitable areas will not be flooded Performance Targets • 1% of dwellings in urban areas of the District (except Thames flats) are susceptible to inundation by a one- in-five year rain event. • Less than 5% of dwellings in urban areas of the Thames flats are susceptible to inundation by a one-in-20 year rain event. • 100% of resource consent conditions are met throughout the year.
Our Service: Stormwater systems will be well operated and maintained by the Council Performance Targets • 70% of residents and non-resident ratepayers are satisfied with stormwater systems. • 90% of urgent requests (blockages causing extensive flooding of buildings or other serious flooding) are responded to within one day.
Major Projects
• Stormwater systems will be improved in Thames, Thames Coast, Tairua, Pauanui, Matarangi, Coromandel, Onemana, Whangamata, and Mercury Bay ($1,083,270 in 2011/2012) and renewals ($1,100,176 in 2011/2012). • Stormwater investigations will be undertaken in order to determine flood risks, appropriate levels of service and capital investment requirements (2009-2013). • Resource consent quality standards and conditions will be monitored and reported (ongoing).
Major Changes from the Ten Year Plan • To reduce the overall rates requirement, Thames stormwater improvements will be deferred to 2012/2013 ($207,000). This means the 2012/2013 budget will be deferred to 2013/2014. This will not impact service level performance targets. • Cooks Beach Iti Lane outlet upgrade has been deferred from 2011/2012 ($23,531) to 2012/2013 to tie in with associated coastal erosion works. • Coromandel stormwater improvements will be reduced from $98,033 to $42,000. This will not impact service level performance targets. • Some of the funding for the Tairua stormwater outfall upgrade is carried over ($106,000) from 2010/2011 to 2011/2012 due to timing delays in obtaining applicable resource consents. • Some of the funding for the Whangamata stormwater improvements is carried over ($288,000) from 2010/2011 to 2011/2012 due to timing delays, design and modelling work. The total budget for 2011/2012 is $521,000.
74 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 3.10
Capital Expenditure $ 2.75
Total budgeted spend for Stormwater for 2011/2012 $ 5.85 Stormwater Total Spend for 2011/2012 $5.85m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Stormwater 5.28%
Our operating expenses will be funded by: Our capital expenses will be funded by:
• The General Rate 20-39% • General Rates • A Targeted Rate Fixed Charge • Targeted Rates (individual area of benefit) 40-59% • Borrowing • Value of Improvements • Asset Sales (individual area of benefit) 0-19% • Depreciation • Development Contributions
Thames-Coromandel District Council 2011/2012 Annual Plan 75 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Solid Waste
The Aim of the Solid Waste Activity is: To ensure that all rubbish is properly disposed of (through kerbside rubbish collection and recycling) to protect the public and environment.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Refuse transfer stations (RTS) will be accessible and maintained Performance Targets • 90% of urgent requests (rubbish bags not collected or streets missed in error) are responded to within one day. • Seven communities have refuse transfer stations.
Our Service: Refuse and recycling collection services will be provided and recycling actively promoted Performance Targets • An annual decrease of 5% in volume of waste per rating unit. • An annual increase of 1% in rubbish being recycled compared to landfill. • 90% of urgent requests for service and complaints are responded to within one day. • 90% of residents and non-resident ratepayers are satisfied with the solid waste services provided by the Council.
Major Projects
• Resource consent quality standards and conditions for closed landfills will be monitored and reported (ongoing).
Major Changes from the Ten Year Plan • The budget for the servicing of public litter bins has decreased to $240,000 (from $262,000 in the Ten Year Plan). This will not impact service level performance targets. • $40,000 revenue from the national waste disposal levy will be used to fund the completion of the Waste Management and Minimisation Plan ($30,000) and additional educational programmes ($10,000).
76 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 5.73
Capital Expenditure $ 0.27
Total budgeted spend for Solidwaste for 2011/2012 $ 6.01 Solid Waste Total Spend for 2011/2012 $6.01m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Solidwaste 5.42%
Our operating expenses will be funded by: Our capital expenses will be funded by:
Community litter and landfill rehabilitation • General Rates • The General Rate Fully Funded • Targeted Rates Collection services and recycling facilities • User Fees and Charges 40-59% • Lump Sum Contributions • A Targeted Rate - Fixed Charge 40-59% • Fees and Charges • Borrowing • Asset Sales • Development Contributions • Depreciation
Thames-Coromandel District Council 2011/2012 Annual Plan 77 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Land Drainage
The Aim of the Land Drainage Activity is: To safeguard the environment, including land and buildings, through the provision and maintenance of an effective and efficient drainage system in the geographic Districts included in the schemes.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: Land Drainage Schemes will be cost effective and efficiently managed Performance Targets • No floods are caused by drains being unable to cope with flood events.
Major Projects
There are no major projects.
Major Changes from the Ten Year Plan • To allow for an increased level of activity with no rating impact, a portion of the land drainage budgets for Hikutaia, Matatoki, and Kopu will be funded from retained earnings. The amounts from retained earnings will be $7,000, $11,000, and $6,500 respectively.
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.07
Capital Expenditure $ -
Total budgeted spend for Land Drainage for 2011/2012 $ 0.07 Land Drainage Total Spend for 2011/2012 $0.07m Total Budgeted spend for Council for 2011/2012 $ 110.82
Total percentage of budget spent on Land Drainage 0.06%
Our operating expenses will be funded by: • A Board Targeted Rate - Land Value 20-39% • An Area of Benefit Targeted Rate - Land Value 80-100%
78 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Land Information Memoranda
The Aim of the Land Information Memoranda Activity is: To provide timely and accurate information about property or land in the District.
What You Can Expect in 2011/2012
The Services We'll Deliver
The 2009-2019 Ten Year Plan said:
Our Service: It will be easy to purchase information on any property in the District Performance Targets: • No proven claims that LIMs contain inaccurate information. • 100% of non-urgent requests are processed quickly.
Our Service: A faster service will be available when a LIM enquiry is urgent Performance Targets: • 100% of urgent LIMs are delivered within 48 hours.
Our Service: Customer can understand and have confidence in the content of their LIMs Performance Targets: • 61% of users are satisfied with the content of LIMs.
Major Projects
• The current "check" system for District and local level LIMs will be maintained (ongoing). • Policies, processes, quality of information and delivery of services to customers will undergo continual review and improvement.
Major Changes from the Ten Year Plan There are no major changes from the Ten Year Plan.
Thames-Coromandel District Council 2011/2012 Annual Plan 79 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
What It Will Cost and How We Will Fund It
$ millions Operating Expenditure (excluding internal interest cost) $ 0.21
Capital Expenditure $ -
Land Information Total budgeted spend for Land Information Memoranda for 2011/2012 $ 0.21 Memoranda Total Spend for Total Budgeted spend for Council for 2011/2012 $ 110.82 2011/2012 $0.21m
Total percentage of budget spent on Land Information Memoranda 0.19%
Our operating expenses will be funded by: • User Fees and Charges Fully Funded
80 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Financial Summary Estimated Revenue and Expenses Statement Safeguarding the Environment A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's OPERATING REVENUE 4,210 Activity Revenue 4,260 3,765 1,416 Contributions 4,111 856 0 Subsidies 0 0 34,716 General Funds 36,963 33,640 40,342 Total Operating Revenue 45,333 38,262
OPERATING EXPENDITURE 158 Natural and Cultural Heritage 184 193 904 Public Conveniences 1,053 916 3,646 Landuse Management 3,836 3,476 7,374 Water 7,698 7,495 16,647 Wastewater 18,561 16,476 3,253 Stormwater 3,914 3,104 6,099 Solid Waste 6,432 5,732 50 Land Drainage 51 67 213 Land Information Memoranda 223 211 38,344 Total Operating Expenditure 41,952 37,670
1,998 Operating Surplus/(Deficit) 3,381 592
OPERATING SURPLUS/(DEFICIT) TRANSFERRED TO/(FROM) 797 Capital Funding 2,692 ( 214 ) 719 Development Contributions Reserves 356 180 2 Other Special Reserves 0 2 167 Landfill Aftercare Provision 156 156 313 Retained Earnings Reserves 177 468 1,998 3,381 592
The above Expenses and Revenue Statement has been prepared in accordance with GAAP and as such excludes internal interest and other transactions The table below seeks to illustrate how the Surplus/(Deficit) above is funded.
Thames-Coromandel District Council 2011/2012 Annual Plan 81 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Summary 40,342 Total Operating Revenue 45,333 38,262 ( 1,416 ) Less Contributions ( 4,111 ) ( 856 ) Less Grant applied to Capex 15 Plus AC debt contributions 217 90 Plus Headworks Contributions 472 Plus Internal Interest Revenue 508 507 106 Plus Operating Loans Raised 93 93 1,314 Plus Additional Capacity Interest Loans Raised 2,488 2,830 0 Plus Asset Sales applied to Debt 0 0 373 Plus Transfers from Retained Earnings Reserves 173 1,518 20 Plus Transfers from Special Reserves 22 82 768 Plus Transfers from Depreciation Reserves 3,234 3,881 41,995 47,957 46,406
38,344 Total Operating Expenditure 41,952 37,670 3,402 Plus Internal Interest Expense 3,306 3,445 1,225 Plus Operating/ILOS Loans Repayments 3,768 4,583 Less debt funded by grant 0 Plus AC Interest Loan Repayments 0 0 22 Plus Transfers to Reserves 199 84 313 Plus Transfers to Retained Earnings 468 167 Plus Landfill Aftercare Provision 156 156 ( 1,477 ) Less Unfunded Depreciation ( 1,424 ) 0 41,995 47,957 46,406
82 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Estimated Capital Funding Requirements Safeguarding the Environment A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's CAPITAL EXPENDITURE Property, Plant and Equipment (incl Intangible Assets) 4,634 Renewals 2,679 3,798 9,224 Increased Level of Service 5,304 7,754 5,494 Additional Capacity for Growth 1,298 2,642 19,352 9,282 14,194 Loan Repayments (internal and external) 1,225 Renewals and Increased Levels of Service 3,768 4,583 467 Additional Capacity for Growth 3,330 630 21,044 Total Capital Funding Requirements 16,380 19,407
FUNDED BY 797 Operating Surplus/(Deficit) 2,692 ( 214 ) 3,402 Less/(Plus) Internal Interest Expense 3,306 ( 3,445 ) ( 2,605 ) ( 613 ) ( 3,659 ) Loans Raised (internal and external) 106 Operating Expenses 93 93 5,263 Renewals and Increased Levels of Service 2,441 5,642 5,189 Additional Capacity for Growth 1,091 2,580 1,314 Additional Capacity Interest 2,488 2,830 0 Asset Disposals 0 0 Investments Realised 8,080 Depreciation Reserves 8,740 9,347 90 Development Contributions Reserves 0 106 28 Other Special Reserves 0 0 1,477 Unfunded Depreciation 1,424 0 472 Internal Interest Revenue 508 507 1,629 Retained Earnings Reserves 208 1,962 21,044 Total Funding Applied 16,380 19,407
Thames-Coromandel District Council 2011/2012 Annual Plan 83 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Property, Plant & Equipment Projects Safeguarding the Environment
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
Natural & Cultural Heritage Public Conveniences 161 Renewals 166 166 Water - Thames Valley 12 Renewals 14 26 125 New Supply 0 50 Water - Matatoki 12 Renewals 14 26 125 New Supply 0 175 Water - Thames Urban 608 Renewals 678 886 361 Reticulation 403 536 58 System Improvements 0 600 Treatment Upgrade 0 637 300 Reservoir Replacements 0 260 Thames Urban Kauaeranga Consent Water - Coromandel 75 Renewals 84 119 101 System Improvements 36 36 50 Pump Station Upgrade 0 0 Water - Matarangi 27 Renewals 30 30 28 System Improvements 24 24 Water Meters 319 284 Water - Whitianga 54 Renewals 60 60 32 System Improvements 18 18 Water - Hahei 27 Renewals 30 30 0 System Improvements 30 30 81 Water Meters 80 Water - Tairua 54 Renewals 60 60 408 System Improvements 0 398 Pepe Valley RBF 494 247 300 Treatment Plant Upgrade 0 0 398 Consent 0 250 Water Meters 470 0 Water - Pauanui 54 Renewals 60 60 70 Oturu Intake 0 103 398 Consent 0 176 Aquifer Reconfiguration 546 273 Water - Onemana 27 Renewals 30 30 0 System Improvements 29 29 Tuna Place Bore 161 161 Water - Whangamata 158 Renewals 91 91 270 Wentworth Valley Improvements 0 0 61 Wentworth Valley Consent 0 0
84 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Property, Plant & Equipment Projects Safeguarding the Environment (Ctnd)
Adopted Annual Annual LTCCP Plan Plan 2011/12 2011/12 2010/11 NZ$000's NZ$000's Wastewater - Thames 83 Tha Renewals 92 92 106 Tha Inflow & Infiltration 0 587 Treatment Plant Upgrades 462 144 Pump Station Upgrades 0 41 Telemetry Upgrades 0 59 Reticulation Upgrades 39 Wastewater - Coromandel 38 Coro Renewals 42 37 106 Coro Intflow & Infiltration 0 38 Pump Station Upgrade 0 0 Consent Renewal 29 Treatment Plant Improvements 0 25 Wastewater - Oamaru Bay 8 O/Bay Renewals 8 8 Wastewater - Matarangi 19 Mata Renewals 21 21 15 Pumpstation Upgrade 0 0 633 Treatment Upgrade 633 Consent Renewal Wastewater - Whitianga 132 Treatment Plant Upgrade 0 150 1,408 Biosolid Infrastructure 0 87 Consent Renewal 0 0 264 Pumpstation Upgrade 235 235 57 Whiti Renewals 63 63 156 Whiti Inflow & Infiltration 0 0 1,810 Disposal Upgrade 1,220 2,950 Wastewater - Cooks Beach 26 Cks Bch Renewals 29 29 28 Pumpstation Upgrade 0 0 Wastewater - Hahei 19 Hahei Renewals 21 21 121 Hahei Inflow & Infiltration 0 0 Wastewater - Tairua/Pauanui 25 Effluent Disposal 0 0 547 Biosolid Infrastructure 0 463 103 Tai/Pau Treatment & Disposal Imp 0 60 28 Tai Renewals 32 32 28 Pau Renewals 32 32 50 Tai Inflow & Infiltration 0 0 0 Pau Inflow & Infiltration 0 103 Tairua Pumpstation Upgrade 112 112 65 Pauanui Pumpstation Upgrade 79 79 50 Paku Hill Grinder Pump 56 56 Wastewater - Onemana 19 One Renewals 21 21 62 Pumpstation Upgrade 47 47 Wastewater - Whangamata 57 Wmata Renewals 63 63 200 Inflow/Infiltration 0 0 271 Pumpstation Upgrade 59 59 160 Treatment Plant Upgrade 0 0 3,045 Effluent Disposal 0 0
Thames-Coromandel District Council 2011/2012 Annual Plan 85 OUR BUSINESS - ACTIVITIES AND SERVICES SAFEGUARDING THE ENVIRONMENT
Property, Plant & Equipment Projects Safeguarding the Environment (Ctnd)
Adopted Annual Annual LTCCP Plan Plan 2011/12 2011/12 2010/11 NZ$000's NZ$000's Stormwater - Thames 502 Renewals 560 682 452 Thames Improvements 207 0 55 Thames Coast Renewals 61 73 Thames Coast Improvements 186 186 84 Kopu Drainage Upgrade 44 Stormwater - Coromandel 54 Renewals 61 61 Discharge Consent 88 Improvements 98 42 Stormwater - Mercury Bay 75 Renewals 83 58 74 Renewals Whitianga 83 123 21 Cooks Beach Improvements 0 13 Cooks Beach Iti Lane Outlet 24 0 145 Whitianga Improvements 0 0 Brophy's Beach Outlet 376 0 603 Matarangi Improvements 538 538 Stormwater - Tairua 55 Renewals 61 61 97 Tairua Improvements 0 30 Discharge Consent 0 69 Outfall upgrades 106 Stormwater - Pauanui 76 Renewals 84 84 200 Pauanui Improvements 47 47 30 Discharge Consent 0 0 Stormwater - Whangamata 27 Renewals - Onemana 30 30 69 Renewals - Whangamata 77 77 304 Improvements - Whangamata 392 521 80 Discharge Consent - Whangamata 0 0 Discharge Consent - Onemana Solid Waste 81 Compactor Replacements 0 0 64 Transfer Station Miscellaneous Improvements 71 71 89 Transfer Stations Renewals 98 106 22 Community Litter Bin Replacements 24 24 36 Transfer Station Transporter Bins 40 40 40 New Moloks 0 33
19,352 9,282 14,194
86
Financial Implications and Forecasts
How to Read the Financials 88 Financial Statements 90 Notes to Prospective Financial Statements 103 Prospective Statement of Comprehensive Income 103 Prospective Statement of Changes in Equity 105 Prospective Statement of Financial Position 106 Prospective Statement of Cash Flows 107 Funding Impact Statement 109 Allocation of Rates to Activities 2011/2012 127 Analysis of Targeted Rates for Works and Services 2011/2012 128 Schedule of Fees and Charges 129 Schedule of Grants and Contracts for Community Services 155
Thames-Coromandel District Council 2011/2012 Annual Plan 87 FINANCIAL IMPLICATIONS AND FORECASTS HOW TO READ THE FINANCIALS
How to Read the Financials Within this section you will find the financial detail that has been used to develop the Annual Plan. This has been used throughout the document to provide the dollar values from individual activities to activity groups and finally the overall position of the Council.
This section of the Annual Plan contains the following information:
Financial Statements Notes to Financial Statements These provide an explanation of accounting policies adopted by the Council and the assumptions used in preparing the financial information.
Statement of Prospective Comprehensive Income This provides information on the surplus or deficit arising through the Plan impacting on the past and future Comprehensive Income. This aids the reader to differentiate between components of financial performance according to frequency, potential for gain and loss and predictability.
Statement of Changes in Equity Also known as net worth, equity is measured as the difference between the total value of assets and total liabilities. This statement presents a comprehensive measure of income. Accumulated equity represents the communities' investment in publicly owned assets resulting from past surpluses.
Statement of Prospective Financial Position This presents information about the economic resources controlled by the Council. This information is useful in assessing the Council's ability to generate cash, provide services and for assessing future borrowing needs.
Statement of Prospective Cash Flows Cash means cash balances on hand, held in bank accounts, demand deposits and other highly liquid investments in which the Council invests as part of its day to day cash management. It provides information about cash generation through Council activities to repay debt or to reinvest to maintain operating capacity.
Funding Impact Statement This statement explains how the Council collects revenue and finances its activities. It includes contributions, fees and charges, interest and dividends, borrowing, proceeds from asset sales, grants and subsidies. This also details the level of funds to be produced by each method, rates for example, and how these are calculated.
Other Supporting Information Allocation of Rates to Activities Provides the detail on what funding mechanisms are used for each activity.
Targeted Rates for Works and Services Breaks down the rates bill on a community level. Note that these exclude the District General Rate and Uniform Annual General Charge, and only make up one component of the rates bill.
Schedule of Fees and Charges For activities with limited public good, there are additional fees broken down for each activity.
Grants and Contracts for Community Services Grants provided (population based) to Community Boards for distribution to organisations seen to be contributing to the Community Outcomes and/or benefiting communities more generally.
Definitions The notes to the financial statements detail some of the terminology; however, there are some commonly used terms that are beneficial to know:
88 FINANCIAL IMPLICATIONS AND FORECASTS HOW TO READ THE FINANCIALS
Rates Definitions Thames-Coromandel District Council has a number of different methods to collect rates in order to fairly apportion the costs of delivering service. These are determined by the Revenue and Financing Policy in Volume 2 of the Council's 2009-2019 Ten Year Plan.
• General Rate - applies to all ratepayers across the District based on the land value of the property.
• Uniform Annual General Charge - a fixed rate that is identical for all ratepayers across the District.
• Targeted General Rate - applies to Community Board area and is based on the land value of the property.
• Targeted Rate (fixed) - applies to Community Board area and is a fixed fee.
There are other funding mechanisms specific to activities (for example, stormwater rates), however, these are the most commonly applied across the 28 activities.
Other Useful Definitions • Contributions - development contributions are collected to fund capital works which are required as a result of growth and new development in the District. Financial contributions are less common and relate to resource consents issued prior to 1 October 2004.
• Subsidies - income received from third parties (for example, the New Zealand Transport Agency) to help the Council fund certain activities.
• General Funds (Rates Revenue) - this is the income received from ratepayers, calculated annually by the Council.
• Activity Revenue (Fees and Charges) - this includes payments by individual users (for example, building consents fees), rental income from Council owned properties leased to external parties and grants.
• Depreciation - money collected each year for individual assets to be replaced when their useful life expires.
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Financial Statements For the year ended 30 June 2012 Note 1 – Statement of accounting policies
REPORTING ENTITY Thames-Coromandel District Council (the Council) is a territorial local authority governed by the Local Government Act 2002 and is domiciled in New Zealand.
Thames-Coromandel District Council has a 40% interest in a joint venture operation, together with Hauraki District Council and Matamata-Piako District Council, for the operation of the Thames Valley Combined Civil Defence Committee. Each Council has equal representation on the committee. The Thames-Coromandel District Council is the administering authority.
Both Thames-Coromandel District Council and its joint venture are domiciled in New Zealand.
The primary objective of the Council is to provide goods or services for the community or social benefit rather than making a financial return. Accordingly, the Council has designated itself and its joint venture as public benefit entities for the purposes of New Zealand equivalents to International Financial Reporting Standards (“NZ IFRS”).
The prospective financial statements include activity Cost of Service Statements, a Statement of Comprehensive Income, a Statement of Changes in Equity, a Statement of Financial Position and Statement of Cash flows, with supporting notes.
The prospective financial statements of the Council are for the year ended 30 June 2012.
The financial information contained within this Annual Plan may not be appropriate for purposes others than those described.
Basis of Preparation These set of prospective financial statements have been prepared based on NZ IFRS and the opening balances for the year ended 30 June 2011. Estimates have been restated accordingly if required.
Thames-Coromandel District Council is a Public Benefit Activity and has applied the PBE exemptions allowable under New Zealand equivalents to International Financial Reporting Standards (NZ IFRS).
The Council and management of the Thames-Coromandel District Council accept responsibility for the preparation of the prospective financial statements, including the appropriateness of the assumptions underlying the prospective financial statements and other required disclosures.
The Council, who are authorised to do so, believe that the assumptions underlying the Prospective Financial Statements are appropriate and have approved the Annual Plan for distribution.
The Council authorised the Prospective Financial Statements on 29 June 2011.
No actual financial results have been incorporated within the prospective financial statements.
Statement of Compliance
The financial information contained within this report has been prepared in accordance with the generally accepted accounting practice in New Zealand as required under section 111 of the local Government Act 2002, and the Annual Plan requirements of section 95.
The prospective financial statements comply with applicable Financial Reporting Standards, which include New Zealand equivalents to International Financial Reporting Standards (NZ IFRS). The prospective financial statements incorporated within the Annual Plan have been prepared in compliance with financial Reporting Standard (FRS) number 42; Prospective Financial Statements.
Measurement Base
The prospective financial statements have been prepared on an historical cost basis, modified by the revaluation of land and buildings, certain infrastructural assets, investments, forestry assets and certain financial instruments (including derivative instruments). 90 FINANCIAL IMPLICATIONS AND FORECASTS FINANCIAL STATEMENTS
Functional and Presentation Currency
The prospective financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($000). The functional currency of the Council is in New Zealand dollars.
Joint Venture
The Council has not recognised its interest in the prospective financial statements of its Civil Defence joint venture. The Council believes that the financial impact would be immaterial and consequently this practice would not be cost beneficial. The Council's interest is in the jointly controlled operations of the unit.
SIGNIFICANT ACCOUNTING POLICIES Revenue Revenue is measured at the fair value of consideration received or receivable. Rates revenue Rates are set annually by a resolution from the Council and relate to a financial year. All ratepayers are invoiced within the financial year to which the rates have been set. Rates revenue is recognised when instalment invoices are issued.
Revenue from water by volume rates is recognised on an accrual basis. Unbilled usage, as a result of unread meters at year-end is accrued on an average usage basis. Government grants The Council receives government grants from the New Zealand Transport Agency, which subsidises part of the Council’s costs in providing the local roading infrastructure. The subsidies are recognised as revenue upon entitlement as conditions pertaining to eligible expenditure have been fulfilled. Vested assets Where a physical asset is acquired for nil or nominal consideration the fair value of the asset received is recognised as revenue. Assets vested in the Council are recognised as revenue when control over the asset is obtained.
Vested assets also include assets in which the ownership has been transferred to the Council from land developers through the subdivision process. The value of the assets transferred to the Council is the developers’ cost to construct or purchase the assets, apart from roading and reserves land. Roading land is valued based on fair value of adjacent land at 1 July 2005 by Jordan and Associates, Registered Valuers, Thames. Reserves land is recognised at the rateable value. Assets include reserve land, roading land and infrastructural assets. Sale of goods Revenue from sales of goods is recognised when a product is sold to the customer. Parking infringements Parking infringements are recognised when payment of the infringement notice is received. Interest and dividends Interest income is accrued on a time basis, by reference to the principal outstanding and at the interest rate applicable.
Dividends are recognised when received. Development and financial contributions Development and financial contributions from subdivision consents are recognised as income upon the granting of the resource consent and prior to the completion certificate being issued pursuant to section 224c of the Resource Management Act 1991. Contributions from land use consents are recognised as income upon the granting of the resource consent.
In cases where contributions are collected in advance to fund a service that is not actually provided in a particular area, the contributions are initially recognised as revenue in advance. Donated services The work of the Council relies on the voluntary services of residents, particularly in the activities of parks and reserves, libraries, and foreshores. Since these services are not purchased by the Council and, because of the difficulty of determining their value with reliability, donated services are not recognised in these statements.
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Borrowing costs The Council has elected to defer the adoption of the revised NZ IAS 23 Borrowing Costs (Revised 2007) in accordance with the transitional provisions that are applicable to public benefit entities. Consequently, all borrowing costs are recognised as an expense in the period in which they are incurred. Grant expenditure Non-discretionary grants are those grants that are awarded if the grant application meets specified criteria and are recognised as expenditure when an application that meets the specified criteria for the grant has been paid.
Discretionary grants are those grants where the Council has no obligation to award on receipt of the grant application and are recognised as expenditure when a successful applicant has been notified of the Council’s decision and payment has been made. Income tax The Council is exempt from income tax. Accordingly, no provision has been made for income tax.
Leases
Finance leases A finance lease is a lease that transfers to the lessee substantially all the risks and rewards incidental to ownership of an asset, whether or not title is eventually transferred.
At the commencement of the lease term finance leases are recognised as assets and liabilities in the statement of financial position at the lower of the fair value of the leased item or the present value of the minimum lease payments.
The finance charge is charged to the surplus or deficit over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability.
The amount recognised as an asset is depreciated over its useful life. If there is no certainty as to whether the Council will obtain ownership at the end of the lease term, the asset is fully depreciated over the shorter of the lease term and its useful life. Operating leases An operating lease is a lease that does not transfer substantially all the risks and rewards incidental to ownership of an asset. Lease payments under an operating lease are recognised as an expense on a straight-line basis over the lease term.
Rental income from operating leases is recognised on a straight-line basis over the term of the relevant lease. Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with banks, demand deposits and other short term highly liquid investments with original maturities of three months or less, and bank overdrafts. Debtors and other receivables Debtors and other receivables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment. Derivative financial instruments and hedge accounting Derivative financial instruments are used to manage exposure to interest rate risks arising from financing activities. In accordance with its investment policy, the Council does not hold or issue derivative financial instruments for trading purposes.
Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value at each balance date with the resulting gain or loss recognised in the surplus or deficit. The Council has elected not to apply hedge accounting.
The portion of the fair value of an interest rate derivative that is expected to be realised within 12 months of the balance date is classified as current, with the remaining portion of the derivative classified as non-current. Other financial assets Financial assets and liabilities are initially measured at fair value plus transaction costs unless they are carried at fair value through surplus or deficit in which case the transaction costs are recognised in the surplus or deficit.
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Purchases and sales of investments are recognised on trade-date, the date on which the Council commits to purchase or sell the asset. Financial assets are de-recognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Council has transferred substantially all the risks and rewards of ownership.
Financial assets are classified into the following categories for the purposes of measurement:
• Fair value through surplus or deficit; • Loans and receivables; and • Fair value through other comprehensive income. Classification of the financial assets depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition and re-evaluates this designation every reporting date.
Financial assets at fair value through surplus or deficit Financial assets at fair value through surplus or deficit include financial assets held for trading. A financial asset is classified in this category if acquired principally for the purpose of selling in the short-term or is part of a portfolio that are managed together and for which there is evidence of short-term profit-taking.
Financial assets acquired principally for the purpose of selling in the short-term or part of a portfolio classified as held for trading are classified as a current asset. The current/non-current classification of derivatives is explained in the derivatives accounting policy above.
After initial recognition financial assets in this category are measured at their fair values with gains or losses on re- measurement recognised in the surplus or deficit. Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for maturities greater than 12 months after the balance date, which are included in non-current assets.
After initial recognition they are measured at amortised cost using the effective interest method less any provision for impairment. Gains and losses when the asset is impaired or derecognised are recognised in the surplus or deficit.
Loans to community organisations made by the Council at nil, or below-market interest rates are initially recognised at the present value of their expected future cash flows, discounted at the current market rate of return for similar asset/investment. The loans are subsequently measured at amortised cost using the effective interest method. The difference between the face value and present value of expected future cash flows of the loan is recognised in the surplus or deficit. Fair value through other comprehensive income Financial assets at fair value through other comprehensive income are those that are designated into the category at initial recognition or are not classified in any of the other categories above. They are included in non-current assets unless the Council intends to dispose of the share investment within 12 months of balance date.
The Council includes in this category:
• Investments that it intends to hold long-term but which may be realised before maturity, and • Shareholdings that it holds for strategic purposes. After initial recognition these investments are measured at their fair value, with gains and losses recognised directly in other comprehensive income except for impairment losses, which are recognised in the surplus or deficit.
On de-recognition the cumulative gains or loss previously recognised in other comprehensive income is reclassified from equity to the surplus or deficit. Impairment of financial assets At each balance date the Council assesses whether there is any objective evidence that a financial asset or group of financial assets is impaired. Any impairment losses are recognised in the surplus or deficit.
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Loans and receivables Impairment of a loan or a receivable is established when there is objective evidence that the Council will not be able to collect amounts due according to the original terms of the debt. Significant financial difficulties of the debtor, probability that the debtor will enter into bankruptcy, and default in payments are considered indicators that the asset is impaired. The amount of the impairment is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted using the original effective interest rate. For debtors and other receivables, the carrying amount of the asset is reduced through the use of an allowance account, and the amount of the loss is recognised in the surplus or deficit. When the receivable is uncollectible, it is written off against the allowance account. Overdue receivables that have been renegotiated are reclassified as current (i.e. not past due). For other financial assets, impairment losses are recognised directly against the instrument’s carrying amount. Financial assets at fair value through other comprehensive income For equity instruments, classified as fair value through equity, a significant or prolonged decline in the fair value of the investment below its cost is considered objective evidence of impairment.
For debt investments, significant financial difficulties of the debtor, probability that the debtor will enter into bankruptcy, and default in payments are considered objective indicators that the asset is impaired.
If impairment evidence exists for investments at fair value through other comprehensive income, the cumulative loss (measured as the difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognised in the surplus or deficit) recognised in other comprehensive income is reclassified from equity to the surplus or deficit.
Equity instrument impairment losses recognised in the surplus or deficit are not reversed through the surplus or deficit.
If in a subsequent period the fair value of a debt instrument increases and the increase can be objectively related to an event occurring after the impairment loss was recognised, the impairment loss is reversed in the surplus or deficit. Inventory Inventory held for distribution or consumption in the provision of services that are not supplied on a commercial basis is measured at cost, adjusted when applicable, for any loss of service potential.
Where inventory is acquired at no cost or for nominal consideration, the cost is the current replacement cost at the date of acquisition.
The amount of any write-down for the loss of service potential or from cost to net realisable value is recognised in surplus or deficit in the period of the write-down. Non-current assets held for sale Non-current assets held for sale are classified as held for sale if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. Non-current assets held for sale are measured at the lower of their carrying amount and fair value less costs to sell.
Any impairment losses for write-downs of non-current assets held for sale are recognised in the surplus or deficit.
Any increases in fair value (less costs to sell) are recognised up to the level of any impairment losses that have been previously recognised.
Non-current assets (including those that are part of a disposal group) are not depreciated or amortised while they are classified as held for sale. Property, plant and equipment Property, plant and equipment consist of:
• Operational assets These include land, buildings and improvements, library books, office furniture, plant and equipment, computer hardware, motor vehicles, swimming pools, refuse processing and disposal, and leased photocopiers.
• Restricted assets Restricted assets is reserves land owned by the Council, which provides a benefit or service to the community and cannot be disposed of because of legal or other restrictions.
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• Infrastructural assets Infrastructural assets are the fixed utility systems owned by the Council including roads, footpaths, bridges and culverts, water, wastewater, storm water, reserve improvements and harbour facilities. Each asset class includes all items that are required for the network to function, for example, wastewater reticulation includes reticulation piping and sewer pump stations.
Land is measured at fair value, and buildings and infrastructure are measured at fair value less accumulated depreciation and impairment losses. All other asset classes are measured at cost, less accumulated depreciation and impairment losses. Unformed or paper roads An unformed or paper road is a term for a road that is legally established and recorded in survey plans, but has not been formed, and that ownership of the land associated with the paper road resides with the Council.
The Council does not recognise land under unformed paper roads in the prospective financial statements because there is no service potential from the majority of paper roads. The public good of having access routes is very difficult to value. In addition there is a very limited market for sale to the surrounding or adjacent property owner, and value cannot be measured reliably because of the small individual area of many paper roads, and the high cost of disposal. Revaluation Land, buildings, swimming pools, refuse processing and disposal, and infrastructure are revalued with sufficient regularity to ensure that their carrying amount does not differ materially from fair value and at least every three years.
The carrying values of revalued assets are assessed annually by independent valuers to ensure that they do not differ materially from fair value (biannually for land). If there is evidence supporting a material difference, then the off- cycle asset classes are revalued.
The opening asset values in the prospective financial statements for the asset classes that are revalued, have been based upon estimated fair values as at 1 July 2011 using a combination of:
• A cost adjustment factor for the predicted valuation movement from the date of last valuation through to 1 July 2011 based on Local Government Cost index forecast from July 2010 to June 2011 as supplied by BERL in March 2009. Property, plant, and equipment revaluation movements are accounted for on a class of asset basis.
The net revaluation results are credited or debited to other comprehensive income and are accumulated to a property revaluation reserve in equity for that class of asset. Where this would result in a debit balance in the property revaluation reserve, this balance is not recognised in other comprehensive income but is recognised in the surplus or deficit. Any subsequent increase on revaluation that reverses a previous decrease in value recognised in the surplus or deficit will be recognised first in the surplus or deficit up to the amount previously expensed, and then recognised in other comprehensive income. Additions The cost of an item of property, plant and equipment is recognised as an asset if, and only if, it is probable that future economic benefits or service potential associated with the item will flow to the Council and the cost of the item can be measured reliably.
Work in progress is recognised at cost less impairment and is not depreciated. Disposals Gains and losses on disposals are determined by comparing the disposal proceeds with the carrying amount of the asset. Gains and losses on disposals are reported net in the surplus or deficit. When revalued assets are sold, the amounts included in property revaluation reserves in respect of those assets are transferred to accumulated funds. Depreciation Depreciation is provided on a straight-line basis on all property, plant and equipment other than land, at rates that will write off the cost (or valuation) of the assets to their estimated residual value over their useful lives.
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The useful lives and associated depreciation rates of major classes of assets have been estimated as follows:
Operational Assets Useful Life Depreciation rate
Buildings 10-70 years 1.4%-10.0%
Computer Hardware 3 years 33.3%
Furniture and Fittings 3-25 years 4.0%-33.3%
Library Collections 10 years 10.0%
Plant and Machinery 3-10 years 10.0%-33.0%
Refuse Processing and Disposal 10-100 years 1.0%-10.0%
Swimming Pool 10 years 10.0%
Infrastructural Asset Reserves Improvements
Cemeteries 10-80 years 1.3%-10.0%
Equipment 10-25 years 4.0%-10.0%
Fencing 20-75 years 1.3%-5.0%
Furniture 10-50 years 2.0%-10.0%
Pavement 10-90 years 1.1%-10.0%
Playground 8-65 years 1.5%-12.5%
Signs 10-23 years 4.3%-10.0%
Structures 10-80 years 1.3%-10.0%
Bridges and Culverts 60-100 years 1.0%-1.7%
Footpaths 5-50 years 2.0%-20.0%
Harbour Facilities
Wharves and Jetties 10-95 years 1.2%-10.0%
Pontoons 10-95 years 1.2%-10.0%
Roads
Railing 5.0%-6.7% 15-20 years Drainage 1.7% 60 years 6.7% Signs 15 years 2.0%-10.0% Lights 10-50 years 2.0%-4.0% Poles 25-50 years 2.0% Brackets 50 years 1.0% Minor Structures 99 years 2.0%-6.7% Surface Water Channels 15-50 years 6.7%-33.3% Surface 3-15 years 1.7%-2.5% Basecourse 40-60 years 0.0% 60-70 years (with 100% residual value) Sub-base Infinite Formation Not depreciated
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Water
Plant 10-100 years 1.0%-10.0%
Hydrants/valves 20-80 years 1.3%-5.0%
Mains 60-100 years 1.0%-1.7%
Connections 40-60 years 1.7%-2.5%
Stormwater
Pits 80 years 1.3%
Drains 80-100 years 1.0%-1.3%
Manholes 80 years 1.3%
Plant 10-100 years 1.0%-10.0%
Wastewater
Pipes 60-100 years 1.0%-1.7%
Manholes 80 years 1.3%
Plant 10-100 years 1.0%-10.0%
Connections 80 years 1.3%
The residual value and useful life of an asset is reviewed, and adjusted if applicable, at each financial year-end.
Intangible assets
Software acquisition and development Acquired computer software is capitalised on the basis of the costs incurred to acquire and bring to use the specific software. Preliminary staff training costs for new software are capitalised on the basis of the costs incurred to acquire and bring to use the specific software.
Costs that are directly associated with the development of software for internal use by the Council, are recognised as an intangible asset. Direct costs include the software development employee costs and an appropriate portion of relevant overheads.
Staff training costs are recognised as an expense when incurred.
Costs associated with maintaining computer software are recognised as an expense when incurred. Easements Easements are not cash generating in nature, instead they give the Council the right to access private property where infrastructural assets are located.
The Council has not valued and recognised easements as an intangible asset under NZ IAS 38 Intangibles. The work required identifying and developing a central register to record easements would be considerable and difficult to ensure that it was comprehensive and complete. The Council is also concerned that the cost to establish the register would be substantial with minimal benefits being achieved. Registered valuers would have difficulty determining a fair value for the easements due to their unique nature. There is no active market in existence and there is no recognised valuation methodology.
For these reasons, the Council does not recognise easements as an intangible asset because they cannot be quantified and the value of the easements can not be measured reliably. Resource consents In the past, the cost of resource consents has been recognised as property, plant and equipment rather than as an intangible asset as recommended under NZ IAS 38 Intangibles. The result is that, the costs of these consents are being depreciated over the useful life of the project rather than being amortised over the consent life.
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A complete listing of resource consents held by the Council has been obtained. However, the difficulty is to measure the value of the consents due to their specialised nature and because there is no active market in existence. Consequently, registered valuers would have difficulty determining a fair value.
For these reasons, the Council intends to recognise consent renewals as intangible assets in the future when they arise and can be treated as an intangible asset as recommended under NZ IAS 38 Intangibles. Amortisation The carrying value of an intangible asset with a finite life is amortised on a straight-line basis over its useful life. Amortisation begins when the asset is available for use and ceases at the date that the asset is de-recognised. The amortisation charge for each period is recognised in the surplus or deficit.
The useful lives and associated amortisation rates of major classes of intangible assets have been estimated as follows:
Intangible Asset Useful Life Amortisation rate
Computer software 5 years 20%
Resource consents 7-30 years 3.3%-14.3%
Impairment of property, plant and equipment and intangible assets Intangible assets that have an indefinite useful life, or not yet available for use, are not subject to amortisation and are tested annually for impairment. Assets that have a finite useful life are reviewed for indicators of impairment at each balance date. When there is an indicator of impairment that asset’s recoverable amount is estimated. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use.
Value in use is the depreciated replacement cost for an asset where the future economic benefits or service potential of the asset are not primarily dependent on the asset’s ability to generate net cash inflows and where the entity would, if deprived of the asset, replace its remaining future economic benefits or service potential.
The value in use for cash-generating assets and cash generating units is the present value of expected future cash flows.
If an asset’s carrying amount exceeds its recoverable amount, the asset is impaired and the carrying amount is written-down to the recoverable amount. For revalued assets the impairment loss is recognised in other comprehensive income to the extent the impairment loss does not exceed the amount in the revaluation reserve in equity for that same class of asset. Where that results in a debit balance in the revaluation reserve, the balance is recognised in the surplus or deficit.
For assets not carried at a revalued amount, the total impairment loss is recognised in the surplus or deficit. The reversal of an impairment loss on a revalued asset is credited to other comprehensive income and increases the property revaluation reserve for that class of asset. However, to the extent that an impairment loss for that class of asset was previously recognised in the surplus or deficit, a reversal of the impairment loss is also recognised in the surplus or deficit. For assets not carried at a revalued amount the reversal of an impairment loss is recognised in the surplus or deficit. Forestry assets Standing forestry assets are independently revalued annually at fair value less estimated point of sale costs for harvesting, transport, roading and management for one growth cycle. Fair value is determined based on the present value of expected net cash flows that would arise if the asset was harvested today, discounted at a current market determined pre-tax rate. This calculation is based on existing sustainable felling plans and assessments regarding growth, timber prices, felling costs and silvicultural costs and takes into consideration environmental, operational and market restrictions. The valuation is of standing timber only, exclusive of the underlying land value.
Gains or losses arising on initial recognition of forestry assets at fair value less estimated point of sale costs and from a change in fair value less estimated point of sale costs are recognised in the surplus or deficit.
Forestry maintenance costs are recognised in the surplus or deficit when incurred. Creditors and other payables Creditors and other payables are initially measured at fair value.
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Borrowings Borrowings are initially recognised at their fair value. After initial recognition, all borrowings are measured at amortised cost using the effective interest method where the difference to carrying value is material. Amortised cost is calculated by taking into account any issue costs, and any discount or premium on settlement.
Borrowings are classified as current liabilities unless the Council has an unconditional right to defer settlement of the liability for at least 12 months after balance date or if the borrowings are expected to be settled within 12 months of the balance date.
Employee Entitlements
Short-term employee entitlements Employee benefits expected to be settled within 12 months of balance date are measured at nominal values based on accrued entitlements at current rates of pay.
These include salaries and wages accrued up to balance date, annual leave earned to, but not yet taken at balance date, and sick leave.
A liability for sick leave is recognised to the extent that compensated absences in the coming year are expected to be greater than the sick leave entitlements earned in the coming year. The amount is calculated based on the unused sick leave entitlement that can be carried forward at balance date, to the extent it will be used by staff to cover those future absences.
A liability and an expense is recognised for bonuses where the Council has a contractual obligation or where there is a past practice that has created a constructive obligation.
Long-term employee entitlements Employee benefits that are due to be settled beyond 12 months after the end of period in which the employee renders the related service, such as long service leave and retirement gratuities, have been calculated on an actuarial basis. The calculations are based on:
• Likely future entitlements accruing to staff, based on years of service, years to entitlements, the likelihood that staff will reach the point of entitlement and contractual entitlements information; and • The present value of the estimated future cash flows. Expected future payments are discounted using market yields on government bonds at balance date with terms to maturity that match, as closely as possible, the estimated future cash outflows for entitlements. The inflation factor is based on the expected long-term increase in remuneration for employees. Presentation of employee entitlements Sick leave, annual leave, vested long service leave, and non-vested long service leave and retirement gratuities expected to be settled within 12 months of the balance date, are classified as a current liability. All other employee entitlements are classified as a non-current liability. Superannuation schemes • Defined contribution schemes Obligations for contributions to defined contribution superannuation schemes are recognised as an expense in the surplus or deficit as incurred.
• Defined benefit schemes The Council belongs to the Defined Benefit Plan Contributors Scheme (the scheme), which is managed by the Board of Trustees of the National Provident Fund. The scheme is a multi-employer defined benefit scheme.
Insufficient information is available to use defined benefit accounting, as it is not possible to determine from the terms of the scheme, the extent to which the surplus/deficit will affect future contributions by individual employers, as there is no prescribed basis for allocation. The scheme is therefore accounted for as a defined contribution scheme. Further information on this scheme is disclosed in Note 30.
Thames-Coromandel District Council 2011/2012 Annual Plan 99 FINANCIAL IMPLICATIONS AND FORECASTS FINANCIAL STATEMENTS
Provisions A provision is recognised for future expenditure of uncertain amount or timing when there is a present obligation (either legal or constructive) as a result of a past event, it is probable that expenditures will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.
Provisions are measured at the present value of the expenditure expected to be required to settle the obligation using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to the passage of time is recognised as an interest expense and is included in “finance costs”. Landfill post-closure costs The Council has a legal obligation to provide on-going maintenance and monitoring services at its five closed landfill sites. A provision for post-closure costs is recognised as a liability in the prospective financial statements. The provision is measured based on the present value of future cash outflows expected to be incurred, taking into account future events including new legal requirements and known improvements in technology. The provision includes all known costs associated with landfill post-closure. Weathertight homes In the Council’s view, the definition of a provision has been met as a result of the legal precedent that Councils are liable for a share of affected home’s repair costs. A provision for estimated settlement costs is recognised as a liability in the prospective financial statements. The provision is measured based on the present value of future cash outflows expected to be incurred. The provision includes all expected settlement costs. When there is a high level of uncertainty a contingent liability is recognised. Reserve contribution credits A provision has been established in the prospective financial statements for the estimated liability associated with historic reserve contribution credits, as a result of subdivision’s vesting of reserves prior to the introduction of the development contribution policy in October 2004. Financial guarantee contracts A financial guarantee contract is a contract that requires the Council to make specific payments to reimburse the holder for a loss it incurs because a specific debtor fails to make payment when due.
Financial guarantee contracts have not been recognised at fair value in the prospective financial statements because the Council has assessed the probability of a financial guarantee being called up as ‘less than likely to occur’ and the club or organisation has provided an indemnity to the Council that transfers ownership of the assets to the Council in the event of the guarantee being called up. The Council’s exposure to any risk is therefore mitigated and minimal. Financial guarantees are disclosed as a contingent liability because it is not probable that a present obligation exists. Equity Equity is the community’s interest in the Council and is measured as the difference between total assets and total liabilities. Equity is disaggregated and classified into a number of reserves to enable clearer identification of the specified uses the Council makes of its accumulated surpluses. Reserves are a component of equity and represent a particular use to which parts of equity have been assigned.
The components of equity are:
• Accumulated funds; • Restricted reserves; • Property revaluation reserves; and • Fair value through other comprehensive income reserve.
Accumulated funds The accumulated surpluses do not represent cash available to offset future rate increases, but rather it represents the community’s investment in publicly owned assets resulting from past surpluses. Restricted reserves Restricted reserves are a component of equity generally representing a particular use to which various parts of equity have been assigned. Reserves may be legally restricted or created by the Council.
100 FINANCIAL IMPLICATIONS AND FORECASTS FINANCIAL STATEMENTS
Restricted reserves are those subject to specific conditions accepted as binding by the Council and which may not be revised by the Council without reference to the Courts or a third party. Transfers from these reserves may be made only for certain specified purposes or when certain specified conditions are met.
Restricted reserves are comprised of:
• Reserves land (restrictions imposed by title); • Endowment farms trust property (restrictions imposed by statute); and • Council created reserves. The Council created reserves are reserves restricted by Council decision. The Council may alter them without references to any third party or the Courts. Transfers to and from these reserves are at the discretion of the Council.
These consist of specifically named reserves into which funds are put for specific purposes, and unspent revenue from one year which the Council deems appropriate to be expended in the following year, usually to finish incomplete budgeted work. The Council created reserves also include reserves for depreciation which have been funded but not yet utilised.
• Property revaluation reserves. The property revaluation reserve represents increases in the value of certain classes of property, plant and equipment.
Fair value through other comprehensive income reserves This reserve comprises the cumulative net change in the fair value of fair value through other comprehensive income instruments. Goods and Services Tax (GST) All items in the prospective financial statements are stated exclusive of GST, except for debtors and other receivables and creditors and other payables, which are presented on a GST inclusive basis. Where GST is not recoverable as input tax then it is recognised as part of the related asset or expense.
The net amount of GST recoverable from, or payable to, the Inland Revenue Department is included as part of receivables or payables in the statement of financial position.
The net GST paid to, or received from the Inland Revenue Department, including the GST relating to investing and financing activities, is classified as an operating cash flow in the statement of cash flows.
Commitments and contingencies are disclosed exclusive of GST. Statement of Cash Flows Operating activities include cash received from all income sources of the Council and record the cash payments made for the supply of goods and services. Agency transactions are not recognised as receipts and payments in the cash flow statement.
Investing activities are those activities relating to the acquisition and disposal of non-current assets.
Financing activities comprise the change in equity and debt capital structure of the Council. Estimated Expense and Revenue Statements The Cost of Service Statements report the net cost of services for significant activities of Council, and are represented by all the operating revenue that can be allocated to these activities less the operating costs of providing the service. Cost Allocation The cost of service for each significant activity of the Council has been derived using the cost allocation system outlined below.
Direct costs are those costs directly attributable to a significant activity. Indirect costs are those costs, which cannot be identified in an economically feasible manner for a specific Council activity.
Direct costs are charged directly to the Council activities that incur those costs. Indirect costs are charged to the Council activities using appropriate cost drivers such as actual usage, staff numbers and floor area.
Thames-Coromandel District Council 2011/2012 Annual Plan 101 FINANCIAL IMPLICATIONS AND FORECASTS FINANCIAL STATEMENTS
Critical accounting estimates and assumptions In preparing these prospective financial statements the Council has made estimates and assumptions concerning the future. These estimates and assumptions may differ from the subsequent actual results. Estimates and assumptions are continually evaluated and are based on historical experience and other factors, including expectations or future events that are believed to be reasonable under the circumstances.
Assumptions underlying Prospective Financial Information
The financial information contained within these policies and documents is prospective financial information in terms of IFRS 42: Prospective Financial Information. The purpose for which it has been prepared is to enable the public to participate in the decision making process as to the services to be provided by this Council in the year 2011/2012 financial year and to provide a broad accountability mechanism of the Council to the community.
For further details, see the “Forecasting assumptions” section in Volume 1 of the Council’s 2009-2019 Ten Year Plan.
Cautionary Note The information in the prospective financial statements is uncertain and the preparation requires the exercise of judgement. Actual financial results achieved or the period covered are likely to vary from the information presented, and the variations may be material. Events and circumstances may not occur as expected or may not have been predicted or the Council may subsequently take actions that differ from the proposed courses of action on which the prospective financial statements are based.
102 FINANCIAL IMPLICATIONS AND FORECASTS PROSPECTIVE STATEMENT OF COMPREHENSIVE INCOME
Prospective Statement of Comprehensive Income A forecast for the year ending 30 June 2012 Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
REVENUE 9,545 Activity Revenue 9,763 9,402 2,765 Contributions 7,250 3,812 15 Investment Income 15 15 59,412 Rates 1 64,389 59,285 5,006 Subsidies 5,923 6,364 5,338 Assets Vested 5,590 3,234 ( 7 ) Gain on Revaluation of Derivative Financial instruments 144 0 0 Gain/(Loss) on revaluation of forestry 71 0 82,073 Total Revenue 93,145 82,112
EXPENDITURE 17,958 Depreciation 19,942 18,313 13,526 Employee Benefits 12,332 13,576 3,795 Finance Costs 4,670 4,366 39,555 Other Direct Operating Costs 45,184 41,537 0 Loss on Revaluation of Derivative Financial instruments 74,834 Total Expenditure 2 82,128 77,792
7,239 Net Surplus 11,017 4,321
OTHER COMPREHENSIVE INCOME 39,281 Gains/(Loss) on property revaluation 47,930 31,632 39,281 Total other comprehensive income 47,930 31,632
46,520 TOTAL COMPREHENSIVE INCOME FOR THE YEAR 58,947 35,952
Thames-Coromandel District Council 2011/2012 Annual Plan 103 RECONCILIATION BEWTWEEN PROSPECTIVE COST OF SERVICE FINANCIAL IMPLICATIONS AND FORECASTS STATEMENTS AND THE PROSPECTIVE OF COMPREHENSIVE INCOME
Reconciliation between Prospective Cost of Service Statements and the Prospective Statement of Comprehensive Income Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's TOTAL OPERATING REVENUE (Activity Cost of Service Statements) 2,801 Community Leadership 3,116 2,606 3,650 Planning for the future 4,151 3,615 29,949 Strong Communities 34,740 34,396 40,342 Safeguarding the Environment 45,333 38,262 76,742 Total Operating Revenue 87,340 78,879
TOTAL OPERATING REVENUE (Statement of 82,073 Comprehensive Income) 93,145 82,112 ( 5,331 ) Variance ( 5,805 ) ( 3,234 ) Reconciling items 5,338 Assets Vested 5,590 3,234 Transfer to Retained Earnings ( 7 ) Gain on Revaluation of Derivative Financial instruments 144 0 0 Gain/(Loss) on revaluation of forestry 71 0 5,331 5,805 3,234
TOTAL OPERATING EXPENDITURE (Activity Cost of Service Statements) 4,372 Community Leadership 4,651 4,296 3,369 Planning for the future 4,009 3,380 28,749 Strong Communities 31,515 32,446 38,344 Safeguarding the Environment 41,952 37,670 74,834 Total Operating Expenditure 82,128 77,792
TOTAL OPERATING EXPENDITURE (Statement of 74,834 Comprehensive Income) 82,128 77,792 0 Variance 0 0 Reconciling items Loss on Revaluation of Derivative Financial instruments 0 0 0 0 0 Net Surplus per statement of Comprehensive 7,239 Income 11,017 4,321
OTHER COMPREHENSIVE INCOME 39,281 Gains/(Loss) on property revaluation 47,930 31,632 39,281 Total other comprehensive income 47,930 31,632
46,520 TOTAL COMPREHENSIVE INCOME FOR THE YEAR 58,947 35,952
104 FINANCIAL IMPLICATIONS AND FORECASTS PROSPECTIVE STATEMENT OF CHANGES IN EQUITY
Prospective Statement of Changes in Equity A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
454,925 ACCUMULATED FUNDS AT START OF YEAR 464,898 464,498
7,239 Net Surplus for the year 11,017 4,321 462,165 Accumulated Funds at end of the year 475,915 468,819
ASSET REVALUATION RESERVES AT 713,752 START OF YEAR 690,668 712,089
39,281 Revaluation Surplus 47,930 31,632
753,033 Revaluation Reserves at end of the year 738,598 743,720
1,215,198 EQUITY AT END OF YEAR 1,214,513 1,212,539
Thames-Coromandel District Council 2011/2012 Annual Plan 105 FINANCIAL IMPLICATIONS AND FORECASTS PROSPECTIVE STATEMENT OF FINANCIAL POSITION
Prospective Statement of Financial Position A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's ASSETS Current Assets 1,527 Cash & cash equivalents 198 193 8,602 Debtors and other receivables 8,750 6,353 239 Inventories 0 431 220 Non-current assets held for sale 0 10,587 Total Current Assets 8,948 6,977 Non-current Assets 342 Postponed Rates 816 243 0 Derivative financial investments 0 0 213 Other financial assets 284 284 5,377 Intangible Assets 5,592 5,170 1,286,838 Property, Plant and Equipment 1,293,481 1,287,314 1,581 Forestry 2,181 1,371 1,294,351 Total Non-current Assets 1,302,353 1,294,383 1,304,939 TOTAL ASSETS 1,311,301 1,301,360
LIABILITIES Current Liabilities 14,779 Creditors and Other Payables 22,226 13,536 49 Derivative financial investments 0 756 1,562 Employee Entitlements 1,529 1,634 351 Provisions 773 425 103 Borrowings 5,844 28,956 16,844 Total Current Liabilities 30,373 45,308 Non-current Liabilities 478 Derivative financial investments 384 1,085 103 Employee Entitlement Provisions 103 266 69,224 Financial Liabilities General 64,142 39,594 3,092 Provisions 1,786 2,567 72,897 Total Non-current Liabilities 66,414 43,513
89,741 TOTAL LIABILITIES 96,788 88,821 1,215,198 NET ASSETS 1,214,513 1,212,539 EQUITY ( 28,925 ) Accumulated Balance 93,648 172,499 441,491 Restricted Reserves 337,702 248,065 49,598 Council Created Reserves 3 44,565 48,255 753,033 Asset Revaluation Reserves 738,598 743,720 1,215,198 TOTAL EQUITY 1,214,513 1,212,539
106 FINANCIAL IMPLICATIONS AND FORECASTS PROSPECTIVE STATEMENT OF CASH FLOWS
Prospective Statement of Cash Flows A forecast for the year ending 30 June 2012
Annual Adopted Annual Plan LTCCP Plan 2009/10 2011/12 2011/12 NZ$000's NZ$000's NZ$000's CASH FLOWS FROM OPERATING ACTIVITIES Cash will be provided from: 59,386 Rates 63,889 59,243 5,006 Subsidies 5,923 6,364 2,765 Contributions 7,250 3,812 9,545 Activity Revenue 9,763 9,402 15 Interest Received 15 15 76,715 86,840 78,837 Cash will be applied to: 39,722 Payments to Suppliers 44,619 41,693 13,526 Payments to Employees 12,285 13,576 3,795 Finance Costs 4,670 4,366 57,043 61,574 59,635 Net Cash Inflow(outflow) from 19,672 Operating Activities 25,265 19,202 CASH FLOWS FROM INVESTING ACTIVITIES Cash will be provided from: 4 Investments Realised 0 0 53 Sale of Property, Plant and Equipment 44 45 56 44 45 Cash will applied to: 31,200 Purchase of Property, Plant and Equipment 26,875 32,083 1,673 Purchase of Intangible Assets 155 967 32,873 27,030 33,050 Net Cash Inflow(Outflow) from ( 32,816 ) Investing Activities ( 26,986 ) ( 33,005 ) CASH FLOWS FROM FINANCING ACTIVITIES Cash will be provided from: 11,854 Loans Raised 6,562 15,946 Cash will be applied to: 1,133 Repayment of Loans 4,642 3,035 Net Cash Inflow(Outflow) from 10,721 Financing Activities 1,920 12,911 ( 2,423 ) Net Increase(Decrease) in Cash Held 199 ( 893 ) 3,951 Add Cash at Start of Year ( 1 ) 1,085 1,527 BALANCE OF CASH AT END OF YEAR 198 193
Note: Council does not use funds from contributions to fund operating expenditure (in accordance with sect.204(1)(b) of the Local Government Act 2002. In addition, the portion of subsidies received from the New Zealand Transport Agency for qualifying capital projects for the Roading Activity are not used to fund operating expenditure.
Thames-Coromandel District Council 2011/2012 Annual Plan 107 FINANCIAL IMPLICATIONS AND FORECASTS NOTES TO PROSPECTIVE FINANCIAL STATEMENTS
Notes to Prospective Financial Statements
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's NOTE 1 Rates 8,741 General rate 8,842 8,877 8,526 Uniform annual general charge 8,933 8,076 8,634 Targeted rates on property value 9,097 9,113 31,378 Targeted rates as fixed charges 32,859 31,049 1,403 Targeted rates for water by volume 1,403 1,314 231 Targeted rates for servicing loans 229 206 500 Penalties 500 650 0 Rates paid in advance (lump sum options) 0 0 59,412 61,864 59,285
NOTE 2 Total Operating Expenditure 4,372 Community Leadership 4,651 4,296 3,369 Planning for the future 4,009 3,380 38,344 Safeguarding the Environment 41,952 37,670 28,749 Strong Communities 31,515 32,446 Loss on Revaluation of Derivative Financial instruments 46,085 82,128 77,792
NOTE 3 Council Created Reserves 4,005 Depreciation 3,280 4,448 4,678 Retained earnings 1,682 7,417 40,916 Special purpose 40,887 36,376 49,598 45,849 48,241
108 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Funding Impact Statement The Local Government Act 2002 (the "Act") requires the Council to include a funding impact statement in the Annual Plan. The information required to be shown in the statement is set out in clause 10 of Schedule 10 of the Act, together with sections 13 to 19 of the Local Government (Rating) Act 2002.
Revenue and Financing Mechanisms The revenue and financing mechanisms to be used by the Council in relation to the Annual Plan can be found in the funding impact statement, in Volume 2 of the 2009-2019 Ten Year Plan.
Amount of Funds to be Produced The amount of funds to be produced by each mechanism in relation to the Annual Plan can be found the 'Rating Mechanisms' section of this funding impact statement.
The amount to be produced from each rating mechanism is further broken down in NOTE 4 of the funding impact statement.
Uniform Annual General Charge A uniform annual general charge will be set at a fixed dollar amount for each separately used or inhabited part of every rateable rating unit in the District.
Separately Used or Inhabited Parts of a Rating Unit
Background Under the Local Government (Rating) Act 2002 charging separately used or inhabited parts of a rating unit is an option for both a uniform annual general charge and for targeted rates.
The following are examples of where there may be application of multiple charges for separately used or inhabited parts of a rating unit: • single dwelling with flat attached. • two or more houses, flats or apartments on one certificate of title (rating unit). • business premise with flat above. • commercial building leased to multiple tenants. • farm property with more than one dwelling. • Council property with more than one lessee. • where part of a rating unit that has the right of exclusive occupation when more than one ratepayer/owner. Policy Statement In setting its rates for the year, the Council will charge each separately used or inhabited part of a rating unit for the following charges: • uniform annual general charge; and • any targeted rate set on a uniform basis for local works and services (except for industrial/commercial, and commercial forestry rating units); and • any targeted rate set on a uniform basis for water (except serviceable, or rural water schemes,); and • any targeted rate set on a uniform basis for solid waste collection and recycling; and • any targeted rate set on a uniform basis for wastewater (except serviceable, or rural water schemes,) on residential rating units. • any targeted rate set on a uniform basis for stormwater.
Thames-Coromandel District Council 2011/2012 Annual Plan 109 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Note Separately used or inhabited portion of a property or building includes any portion of a rating unit inhabited or used by a person other than the owner, and who has the right to use or inhabit that portion by virtue of a tenancy, lease, licence, or other agreement. For the purpose of this policy, vacant land and vacant premises offered or intended for use or habitation by a person other than the owner and usually used as such are defined as 'used'.
General Rate The valuation system to be used for the general rate is land value.
The general rate is to be set differentially.
The differential is to be applied based on the use to which the land is put and activities proposed to be permitted, controlled, or discretionary within any operative District Plan for the time being in force in the Thames-Coromandel District.
The definitions of the various land use categories are as follows:
Farming and Horticultural means: All property that is categorised within the District valuation roll as Arable, Dairying, Pastoral, Specialist1 or Horticulture where the ratepayers income or a substantial part thereof, is derived from the use of the land for such purpose or purposes, except for those properties which are expressly defined under Commercial Forestry, or Offshore Islands (used).
1 Specialist - Aquaculture including all types of Fish Farming, Deer farming, Horse studs and training operations, Poultry, Pigs and all other specialist livestock
Rural Other means: • All property that is zoned as 'Rural' or 'Coastal' within any operative District scheme, except those properties which are expressly defined under Industrial and Commercial, Farming and Horticultural, Commercial Forestry, Offshore Islands (used) or Residential.
Industrial and Commercial means: • All property that is used for commercial and/or industrial purposes other than property defined as Farming and Horticultural or Commercial Forestry. Such property will include any business or entity engaged in or relating to retail or wholesale trade, tourist services, manufacturing, marketing, service industries, offices, depots, yards, parking areas of buildings, cool stores and freezers, taverns, restaurants, motels, hotels, rest-homes, medical services, mining activity and commercial nurseries, whether operated for private pecuniary profit or not. • Any property other than property defined as Farming and Horticultural or Commercial Forestry or not expressly listed under Industrial and Commercial, where activity is carried out for private pecuniary profit. • Vacant or idle land, being property zoned as 'Town Centre', 'Gateway Zone', 'Pedestrian Core', 'General Activities' within any operative District Plan for the time being in force in the Thames-Coromandel District.
Commercial Forestry means: • All property that is used for production forestry purposes by a ratepayer whose income or a substantial part thereof, is derived from the use of the land for such purpose or purposes.
Residential means: • All property that is used or is capable of being used for occupation as a residence of one or more household units other than property defined as Industrial and Commercial, Farming and Horticultural, Rural Other, and Commercial Forestry and including dwellings, home units, flats, baches, maisonettes and terrace houses. • Community use land, being property that is used for the purpose of public schools, public hospitals, churches, cemeteries, private and public halls, recreation areas, sports clubs, sports grounds, art galleries and museums, kindergartens, playcentres and private clubs where the use of the land is an activity not engaged for private pecuniary profit. • Vacant or idle land, being property zoned as 'Housing' or 'Waterfront' within any operative District Plan for the time being in force in the Thames-Coromandel District. 110 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Off-shore Islands (used) means: • Those islands within the District that are used or inhabited, including assessments numbered 04791/00100, 04791/00200, 04791/01500, 04962/00200 and 04791/01400.
Off-shore Islands (unused) means: • Those islands within the District which are substantially unused or uninhabited. The relationship between the rates set in each category is shown in NOTE 5 of the Funding Impact Statement.
Targeted Rates Individual targeted rates to be set and assessed for Annual Plan are listed in NOTE 5 of the Funding Impact Statement.
The information listed under NOTE 5 for each targeted rate includes activities to be funded by the rate, categories of rateable land and the factor for calculation.
Definitions of various categories of rateable land used in NOTE 5 for setting targeted rates are as follows: • Moanatairi Flood Protection Loan The area of benefit is defined on a map approved by the Council. • Pitoone Investigation Area The investigation area is defined by individual properties identified as being at risk. • Land Drainage Rates Drainage areas for each targeted rate for land drainage are defined on maps. • Local Works and Services The five community areas for setting targeted rates for works and services are as follows: Thames community - valuation roll numbers 4870, 4881, 4891, 4900, 4910, 4911, 4920, 4931, 4935, 4941, 4950, Part 4999.
Coromandel-Colville community - valuation roll numbers 4790, 4791 (excluding 04791-01500 and 04791-01400), 4811, 4820, 4851, Part 4999.
Mercury Bay community - valuation roll numbers 4791-01500, 4791-01400, 4821, 4822, 4830, 4831, 4833, 4841, 4842, Part 4999.
Tairua-Pauanui community - valuation roll numbers 4961, 4962, 4991, 4992, 4993, Part 4999.
Whangamata community - valuation roll numbers 4981, 4971, 4972, 4973, 4974, 4975, Part 4999.
Land use definitions are the same as for the general rate. • Wastewater Loans Areas of benefit are defined on maps and approved by the Council. • Stormwater Urban areas attracting targeted rates for stormwater are defined on maps as approved by the Council. • Water Areas of benefit are defined on maps and are regulated by the extent of the reticulation. • Water Loans Areas of benefit are defined on maps and approved by the Council. Lump sum contributions will not be invited in respect of targeted rates assessed to fund various loans.
Other definitions used in NOTE 5 for targeted rates: • The definition of a separately used or inhabited part of a rating unit is the same as for the uniform annual general charge. • For wastewater, service available but not connected means any rating unit situated within 30 metres of a Council reticulated wastewater drain to which it is capable of being effectively connected, either directly or through a private drain, but which is not so connected.
Thames-Coromandel District Council 2011/2012 Annual Plan 111 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Also, a rating unit (or part of a rating unit) used primarily as a residence for one household will not be treated as having more than one water closet.
For the purposes of wastewater charges, residential is a property that is used, or is capable of being used, for occupation of one or more household units but excludes any property classified as industrial and commercial under the general rate land use classification. • For water supply, service available but not connected means any rating unit to which water can be, but is not supplied, being situated within 100 metres from any part of a Council reticulated water supply. • For the Thames Valley rural water supply:
o Hotels class A is any hotel situated at Puriri o Hotels class B is any hotel situated at Hikutaia o Other extraordinary is defined as: All other purpose for which water is supplied other than Ordinary Supply shall be deemed to be an Extraordinary Supply and may be subject to specific conditions and limitations. Such purposes shall include: i) Domestic - spa or swimming pool in excess of 10m3 capacity or fixed garden irrigation systems (ii) Commercial and business (iii) Industrial (iv) Fire protection systems (v) Out of District (vi) Temporary supply.
Note: ordinary supply is defined as follows: The supply of water to a customer which is used solely for domestic purposes in the dwelling unit shall be deemed to be an Ordinary Supply. Such purposes shall include the use of a hose for: (i) Washing down a car, boat etc (ii) Garden watering by hand (iii) Garden watering by a portable sprinkler.
112 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Funding Impact Statement A forecast for the year ending 30 June2012
Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's GROSS COST OF SERVICES Operating Expenditure 53,248 Operating Expenses 57,672 55,269 3,795 Finance Costs 4,670 4,366 57,043 Total Operating Expenditure 62,342 59,635
CAPITAL EXPENDITURE Property, Plant and Equipment 11,816 Renewals 9,480 14,168 13,634 Increased Level of Service 10,636 13,928 7,423 Additional Capacity for Growth 6,914 4,955 1,133 Loan Repayments (external) 4,642 3,035 34,006 Total Capital Expenditure 31,672 36,085
19,757 Transfers to Reserves 28,118 24,934 110,806 Total Funding Requirement 122,132 120,654
REVENUE AND FINANCING MECHANISMS (as defined in Revenue and Financing Policy) 53 Sale of Property, Plant and Equipment 44 45 2,765 Contributions 7,250 3,812 15 Interest Revenue 15 15 4 Investments Realised 0 0 11,854 Loans Raised (external) 6,562 15,946 59,412 Rates 4,5 64,389 59,285 5,006 Subsidies 5,923 6,364 9,545 Activity Revenue 9,763 9,402 22,154 Transfers from Reserves 28,186 25,785 110,806 Total Revenue and Financing Mechanisms 122,132 120,654
Thames-Coromandel District Council 2011/2012 Annual Plan 113 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Funding Impact Statement (Note 4) Annual Adopted Annual Plan LTCCP Plan 2010/11 2011/12 2011/12 NZ$000's NZ$000's NZ$000's
RATING MECHANISMS 8,741 General Rate 9,414 8,877
8,526 Uniform Annual General Charge 9,579 8,076
Targeted Rates 3,007 Solid Waste Collection and Recycling 3,100 3,156
5 Moanataiari Flood Protection Loan 5 4
18 Pitoone Investigation Area Loan 17 10
34 Land Drainage 34 34
4,858 Local Works and Services (rate in $) 5,651 5,304
3,681 Local Works and Services (fixed charge) 4,351 4,094
16,497 Wastewater 17,252 15,696
113 Wastewater Loans 113 102
2,465 Stormwater 2,980 2,247
6,338 Water 6,586 6,410
95 Water Loans 95 90
1,403 Water Supplied by Volume 1,437 1,314
618 Economic Development 469 613
2,515 Roading and Building Control 2,800 2,608
500 Penalties 505 650
59,412 TOTAL 64,389 59,285
114 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
,472 $133.42 3,752 $142.78 2,056 $121.72 5,175 $121.72 7 5,207 $142.78 Indicative 27,873 $289.74 5,593,000 $0.000094 68,315,000 $0.000468 44,282,000 $0.000935 Measure Charge Plus GST @ applicable rate applicable @ GST Plus 1.0000 Ratio 1.0 7,698,458,800 $0.000935 Ratio 1.0 809,220,400 $0.000935 Ratio Calculation Units of Rate or Ratio 1.0 nity Ratio 1.0000 Off-shore Island (used) Ratio 0.5 Bay communityMercury Ratio 1.0962 Residential Tairua/Pauanui community Ratio 1.1731 Whangamata community Ratio 1.1731 Industrial and Commercial Ratio 1.0 495,945,500 $0.000935 Differential Categories Differential Rural Other Commercial Forestry Off-shore Island (unused) Ratio 0.1 Factor or Factors separately used or inhabited part of a rating unit e is prov-separately inhabited used or Coromandel/Colville commu ) land of the solid waste collection and recycling service Every rating unit in the amount Fixed for each Categories on Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 0.6 685,492,800 $0.000561 whichis Set Rate Note 5 ( act Statement p Im Financing Policy) (Partially funds district leadership, representation, local advocacy, district in compliance the with and Revenue ision or availability to the part of a rating unit cemeteries, libraries, public conveniences, economic development, district strategic planning, landuse planning, hazards, natural cultural and heritage,building control, emergency management, community safety, health and district transportation and landuse management in compliance with the and Financing Revenue policy) Targeted Rates and FundedActivities district transportation, stormwater, in compliance the and with Revenue Financing policy) Charge General Annual Uniform (Partially funds solid waste activity trict to ther which ment, district strategic planning, landuse planning,hazards, building control, community health and safety, solid waste and landuse management (Partially funds district social develop- district General Rate General g 3,156,269 Solid Waste Collection and Recycling Every rating unit in the dis- amount Fixed for each Thames community 8,075,806 8,877,283 Fundin RevenueRequired Exclusive) (GST Total 2011/12 Rates
Thames-Coromandel District Council 2011/2012 Annual Plan 115 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
3 $69.34 0 0 26 $138.69 15 $652.33 Indicative 2,690,000 $0.000998 50,055,000 $0.000203 68,128,750 $0.000170 34,041,000 $0.000352 Measure Charge Plus GST @ applicable rate applicable @ GST Plus .0 179,785,800 $0.000998 Ratio 1.0 132,211,350 $0.000998 Ratio 1.0 Ratio 1.0 748,103,200 $0.000998 Calculation Units of Rate or Rural Other Industrial and Commercial Commercial Forestry Ratio 1.0 138,691,000 $0.000998 Differential Categories Differential Off-shore Island (unused) Ratio 0.1 Off-shore Island (used) Ratio 0.5 Residential Factor or Factors ) fined area of benefit where unit fined Pitoone investigation unit no election to make a lump Categories on Thames community area sum made has been Every rating unit in the de- amount Fixed for each rating fined area of benefit where unit an election has made been to pay a half lump sum make a lump sum has been made Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 1 area where no election area where to Every rating unit in the de- Rate in the $ on land value fined drainage area fined drainage area whichis Set Rate Every rating unit in the de- amount Fixed for each rating Note 5 ctd Note 5 ( act Statement p Im swimming pool, local social development, (Partially funds airfield, halls, parks and reserves, Scheme (Funds land drainage) Thames fined drainage area (Funds loan servicing for flood (Funds loan servicing for (Funds land drainage) (Funds land drainage) protection) Investigations) local transportation and harbours in compliance the with and FinancingRevenue Policy) land drainage, hazards, g 9,785 Pitoone Investigation Area 3,814 Moanataiari Flood Protection Loan Every rating unit in the de- amount Fixed for each rating 11,614 Matatoki Land Drainage Scheme10,181 Every rating unit in the de- Hikutaia/Wharepoa Land Drainage Rate in the $ on land value Every rating unit in the de- Rate in the $ on land value 11,995 Kopu Land Drainage Scheme 1,199,343 Local Works and Services Fundin RevenueRequired Exclusive) (GST Total 2011/12 Rates
116 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
e t ra
e bl ca li app 5,707 $203.79 2,723 $125.14 Indicative 5,048,000 $0.000069 3,650,000 $0.000693 36,632,500 $0.000693 20,575,000 $0.000346 GST @ GST Measure Charge us Pl 0 121,220,500 $0.000693 Ratio 1.0 490,332,550 $0.000693 Ratio 1.0 Calculation Units of Rate or Ratio 1.0 186,636,450 $0.000693 Residential Industrial and Commercial Ratio 1.0 Commercial Forestry Off-shore Island (unused)Ratio0.1 Differential Categories Differential Off-shore Islands Off-shore Islands Commercial Forestry Commercial Forestry Off-shore Island (used) Ratio 0.5 Rural Other part of a rating unit part of a rating unit Factor or Factors Fixed amount Fixed for each rating Industrial and Commercial and unit unit Fixed amount Fixed for each rating Industrial and Commercial and ) Categories on Thames community area separately used or inhabited Rural Other, Residential and Coromandel/Colville Coromandel/Colville separately used or inhabited Rural Other, Residential and Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 1. Every rating unit in the amount Fixed for each Farming and Horticultural, Every rating unit in the amount Fixed for each Farming and Horticultural, whichis Set Rate Note 5 ctd Note 5 ( act Statement p Im Financing Policy) Thames (Partially funds halls, library, Coromandel/Colville local transportation and harbours in compliance the with and Revenue Financing Policy) Coromandel/Colville (Partially funds halls, library, parks community area (Partially funds halls, parks and community area reserves, local social development, and reserves, and local strategicplanning, local transportation and harbours in compliance with and the Revenue parks and reserves, local strategic planning, swimming pool, local transportation and harbours in compliance the and Financingwith Revenue Policy) g 340,744 Local Works and Services 588,462 Local Works and Services 1,163,024 Local Works and Services Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
Thames-Coromandel District Council 2011/2012 Annual Plan 117 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
0 9,024 $132.93 Indicative 545,000 $0.000047 9,700,000 $0.000237 8,800,000 $0.000473 38,040,000 $0.000214 64,167,000 $0.000473 11,147,000 $0.000427 71,923,000 $0.000473 72,671,000 $0.000473 Measure Charge Plus GST @ applicable rate applicable @ GST Plus .0 274,940,500 $0.000427 Ratio 1.0 353,254,000 $0.000427 Ratio 1.0 1,683,221,000 $0.000473 Ratio 1.0 Ratio 1.0 2,976,998,550 $0.000427 Ratio 1.0 Ratio 1.0 Calculation Units of Rate or Rural Other Off-shore Island (used) Ratio 0.5 Off-shore Island (used) Ratio 0.5 Residential Off-shore Island (unused)Ratio0.1 Industrial and Commercial Commercial Forestry Ratio 1.0 Differential Categories Differential Residential Commercial Forestry Off-shore Islands Rural Other Industrial and Commercial Ratio 1.0 165,433,000 $0.000427 Off-shore Island (unused) Ratio 0.1 Commercial Forestry Factor or Factors part of a rating unit Fixed amount Fixed for each rating Industrial and Commercial and unit ) area area area Categories on Mercury Bay community Mercury Bay community separately used or inhabited Rural Other, Residential and Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 1.0 Tairua/Pauanui community Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 1 Every rating unit in the amount Fixed for each Farming and Horticultural, whichis Set Rate Note 5 ctd Note 5 ( act Statement p Im social development, local transportation and harbours in compliance the with and FinancingRevenue Policy) (Partially funds halls, (Partially funds airfield, halls, parks and reserves, local Mercury Bay Mercury local social development, local transportation and harbours parks and reserves, hazards, in compliance the with and Revenue Financing Policy) Bay Mercury (Partially funds halls, libraries, parks and reserves, local strategic planning, local the and Financingwith Revenue Policy) transportation and harbours in compliance Tairua/Pauanui g 901,687 Local Works and Services 1,623,814 Local Works and Services 1,199,538 Local Works and Services Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
118 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
e t ra
e bl ca li 0 0 app 4,402 $159.08 5,491 $125.78 Indicative 72,951,600 $0.000493 17,995,000 $0.000493 83,266,000 $0.000493 36,875,000 $0.000493 GST @ GST Measure Charge us Pl Ratio 1.0 Ratio 1.0 1,799,803,500 $0.000493 Ratio 1.0 Calculation Units of Rate or Differential Categories Differential Off-shore Island (unused) Ratio 0.1 Residential Commercial Forestry Rural Other Industrial and Commercial Ratio 1.0 Off-shore Island (used) Ratio 0.5 Off-shore Islands Commercial Forestry Commercial Forestry Off-shore Islands Factor or Factors unit unit part of a rating unit amount Fixed for each rating Industrial and Commercial and part of a rating unit Fixed amount Fixed for each rating Industrial and Commercial and ) area area area Categories on Tairua/Pauanui community separately used or inhabited Rural Other, Residential and Whangamata community separately used or inhabited Rural Other, Residential and Every rating unit in the Rate in the $ on land value Farming and Horticultural Ratio 1.0 Whangamata community Every rating unit in the amount Fixed for each Farming and Horticultural, Every rating unit in the amount Fixed for each Farming and Horticultural, whichis Set Rate Note 5 ctd Note 5 ( act Statement p Im parks and reserves, local strategic planning, local transportation and harbours in compliance with the and FinancingRevenue Policy) Tairua/Pauanui (Partially funds halls, libraries, and Financing and Policy) in compliance the with Revenue Whangamata (Partially funds halls, library, local transportation and harbours local social development, and FinancingRevenue Policy) parks and reserves, local strategic planning, local transportation and harbours in compliance with the Whangamata (Partially funds halls, parks and reserves, g 700,292 Local Works and Services 690,670 Local Works and Services 991,071 Local Works and Services Fundin RevenueRequired Exclusive) (GST Total 2011/12 Rates
Thames-Coromandel District Council 2011/2012 Annual Plan 119 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
e t ra
$658.97 e bl ca li 4 $658.97 1 $329.48 2 $329.48 2 0 $329.48 9 $164.74 31 $329.48 10 $345.67 app 125 $658.97 278 $782.61 1,600 $391.31 3,318 $391.31 Indicative 17,319 $782.61 GST @ GST Measure Charge us Pl Ratio 1.0 Ratio 0.5 Ratio 1.0 Ratio 0.5 Calculation Units of Rate or Ratio 1.0 Ratio 1.0 Ratio servicethe wastewater (not servicethe wastewater (not connected) Differential Categories Differential for each closet/urinal water servicethe wastewater (not connected) connected) for each closet/urinal water for each closet/urinal water separately used or inhabited Non-residential uses: unit Fixed amount Fixed for each rating The availability to the land of Ratio 0.5 in the rating unit unit in the rating unit amount Fixed for each rating The availability to the land of Ratio 1.0 Factor or Factors unit in the rating unit amount Fixed for each rating The availability to the land of Ratio 0.5
) fined area of benefit where unit fined area of benefit where no election to make a lump part of a rating unit, on each 1 closet/urinalwater district to which there is separately used or inhabited Non-residential uses: no election to make a lump Categories on the wastewater service closet water or urinal with- > closet/urinal 1 water Ratio 0.5 sum made has been provision or availability of availability or provision each on unit, a rating of part closet/urinal 1 water Every rating unit in the de- amount Fixed for each fined area of benefit where separately used or inhabited an election has been made Non-residential uses: part of a rating unit, on each to pay a half lump sum Residential 1 closet/urinalwater closet water or urinal with- > closet/urinal 1 water Ratio 0.25 sum has been made closet water or urinal with- > closet/urinal 1 water Ratio 0.5 whichis Set Rate Every rating unit in the amount Fixed for each Residential Note 5 ctd Note 5 ( act Statement p Im (Funds loan servicing for forwastewater existing users) (Funds loan servicing for wastewater) (Funds wastewater) g 3,457 Wastewater Loan (Whangapoua Rd) Every rating unit in the de- amount Fixed for each rating 99,010 Wastewater Loan (Cooks Beach) Every rating unit in the de- amount Fixed for each Residential 15,696,107 Wastewater Fundin RevenueRequired Exclusive) (GST Total 2011/12 Rates
120 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
e t ra
e 0.000130 bl $ ca li app 7,898 $58.43 4,912 $132.37 1,185 $94.57 1,597 $81.77 Indicative GST @ GST 731,776,000 $0.000283 170,121,500 $0.000220 240,727,000 $0.000181 Measure Charge 1,181,512,500 us Pl Calculation Units of Rate or Differential Categories Differential on the value $ Factor or Factors part of a rating unit of the separately used or inhabited of the separately used or inhabited of the separately used or inhabited ) Every rating unit in the de- amount Fixed for each Every rating unit in the de- Rate in the $ on the value Every rating unit in the de- Rate in the Every rating unit in the de- Rate in the $ on the value Every rating unit in the de- Rate in the $ on the value Every rating unit in the de- amount Fixed for each Every rating unit in the de- amount Fixed for each Every rating unit in the de- amount Fixed for each Categories on Mercury Bay community part of a rating unit fined urban areas of the Thames community of improvements Coromandel/Colville community part of a rating unit fined urban areas of the Coromandel/Colville of improvements community Thames community part of a rating unit Mercury Bay community finedareas urban finedareas urban finedareas urban fined urban area of Tairua separately used or inhabited fined urban areas of the of improvements fined urban area of Tairua of improvements which Rate is Set Note 5 ctd Note 5 ( act Statement p Im (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) g 37,355 Stormwater (Coromandel) 43,527 Stormwater (Tairua) 153,830 Stormwater (Mercury Bay) 112,063 Stormwater (Coromandel) 461,489 Stormwater (Mercury Bay) 650,192 Stormwater (Thames) 206,983 Stormwater (Thames) 130,581 Stormwater (Tairua) Fundin TotalRevenueRequired (GST Exclusive) 2011/12 Rates
Thames-Coromandel District Council 2011/2012 Annual Plan 121 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
2 $405.41 46 $463.55 22 $841.22 2,431 $49.68 5,230 $41.65 1,429 $71.08 Indicative 449,916,500 $0.000089 806,474,500 $0.000090 Measure Charge Plus GST @ applicable rate applicable @ GST Plus 0.57 14.99 13.01 71.43 100.00 % Revenue Calculation Units of Rate or Differential Categories Differential Halls Residential - 4 hectares or less part of a rating unit Factor or Factors unit Fixed amount Fixed for each rating Residential - 4 over hectares Pauanuiseparately inhabited used or ) Every rating unit in the de- Rate in the $ on the value Every rating unit in the de- amount Fixed for each fined area of benefit Every rating unit in the de- Rate in the $ on the value Categories on Every rating unit in the de- amount Fixed for each fined urban area of Whangamata community part of a rating unit Whangamata community fined urban areas of theseparately inhabited used or Every rating unit in the de- amount Fixed per hectare Farming and Rural fined urban areas of the of improvements fined urban area of Pauanui of improvements whichis Set Rate Note 5 ctd Note 5 ( act Statement p Im (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds stormwater) (Funds water) g 40,257 Stormwater (Pauanui) 72,603 Stormwater (Whangamata) 120,772 Stormwater (Pauanui) 217,807 Stormwater (Whangamata) 142,250 Matatoki Rural Water Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
122 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
74 1 $1,868.24 1 $1,395.55 2 $213.83 3 $310.92 4 $2,802.35 16 $1,001.64 52 $578.30 14 $147.92 129 $310.92 110 $360.74 889 $360. 148 $334.29 177 $5.98 3,75 Indicative Measure Charge Plus GST @ applicable rate applicable @ GST Plus 7.12 0.83 0.19 0.62 4.98 0.92 0.47 21.98 13.36 evenue 100.00 % R Calculation Units of Rate or connected) Other extraordinary rural land of the service water (not connected) Halls Piggeries connected) Hotels Class B connected) Hotels Class A Differential Categories Differential land of the servicewater (not the service water (not Residential - 4 hectares or less the service water (not unit part of a rating unit amount Fixed for each rating The availability to the land of Ratio 1.0 Fixed amount Fixed per hectare The availability to farming and amount Fixed for each rating The availability to residential unit unit part of a rating unit amount Fixed for each rating The availability to the land of Ratio 1.0 unit Factor or Factors Fixed amount Fixed for each rating Residential - 4 over hectares ) Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 fined area of benefit separately used or inhabited the service water (connected) fined area of benefit separately used or inhabited the service water (connected) Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 Categories on whichis Set Rate Note 5 ctd Note 5 ( act Statement p Im (Funds water) (Funds water) (Funds water) fined areas of benefit g 360,380 Water (Coromandel) 225,089 Thames Valley Rural Water Every rating unit in the de- amount Fixed per hectare Farming and Rural 49.53 2,907 $38.35 1,206,978 Water (Thames Urban) Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
Thames-Coromandel District Council 2011/2012 Annual Plan 123 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
.98 e t 66.98 ra
e bl ca li 9 $342.03 app 316 $220.49 454 $183.49 139 $684.07 136 $206.63 124 $183.49 1,134 $440 3,227 $3 1,468 $413.25 Indicative GST @ GST Measure Charge us Pl Calculation Units of Rate or and metered but not metered Differential Categories Differential connected) connected) the service water (not connected) connected) the service water (not the service water (not the service water (not Factor or Factors part of a rating unit amount Fixed for each rating The availability to the land of unit Ratio 0.5 unit separately used or inhabited the service water (connected) part of a rating unit amount Fixed for each rating The availability to the land of Ratio 0.5 part of a rating unit amount Fixed for each The provision to the land of Ratio 0.5 part of a rating unit amount Fixed for each rating The availability to the land of Ratio 0.5 unit part of a rating unit amount Fixed for each rating The availability to the land of unit Ratio 0.5 ) Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 fined area of benefit separately used or inhabited the service water (connected) fined area of benefit separately used or inhabited the service water (connected) Categories on Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 fined area of benefit separately used or inhabited the service water (connected) fined area of benefit separately used or inhabited the service water (connected) Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 which Rate is Set Note 5 ctd Note 5 ( act Statement p Im (Funds water) (Funds water) (Funds water) (Funds water) g 98,164 Water (Hahei) 569,751 Water (Matarangi) 634,757 Water (Tairua) 1,290,314 Water (Whitianga) Fundin Revenue (GST Exclusive) TotalRequired 2011/12 Rates
124 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
4 247.44 12 $159.89 19 $123.72 177 $275.24 361 $247.44 605 $123.72 274 $319.78 2,238 $275.2 4,246 $ Indicative Measure Charge Plus GST @ applicable rate applicable @ GST Plus Ratio 1.0 Calculation Units of Rate or Differential Categories Differential connected) connected) the service water (not connected) the service water (not the service water (not Factor or Factors part of a rating unit amount Fixed for each rating The availability to the land of unit unit part of a rating unit amount Fixed for each rating The availability to the land of Ratio 0.5 part of a rating unit amount Fixed for each rating The availability to the land of Ratio 0.5 unit ) Every rating unit in the de- amount Fixed for each fined area of benefit The provision to the land of separately used or inhabited the service water (connected) Ratio 1.0 Every rating unit in the de- amount Fixed for each fined area of benefit The provision to the land of separately used or inhabited the service water (connected) Ratio 1.0 Categories on fined area of benefit separately used or inhabited the service water (connected) Every rating unit in the de- amount Fixed for each The provision to the land of Ratio 1.0 fined area of benefit where unit an election has been made to pay a half lump sum no election to make a lump sum made has been Every rating unit in the de- amount Fixed for each rating whichis Set Rate Every rating unit in the de- amount Fixed for each rating Note 5 ctd Note 5 ( act Statement p Im (Funds water) (Funds water) (Funds water) (Funds loan servicing for water) fined area of benefit where unit g 91,678 Water (Onemana) 89,539 Water Loan (Coromandel) 664,702 Water (Pauanui) 1,125,468 Water (Whangamata) Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
Thames-Coromandel District Council 2011/2012 Annual Plan 125 FINANCIAL IMPLICATIONS AND FORECASTS FUNDING IMPACT STATEMENT
Indicative 47,000 $0.000966 736,364 $0.98 225,000 $0.91 154,688 $1.07 243,389 $0.92 Measure Charge 14,256,510,900 $0.000183 Plus GST @ applicable rate applicable @ GST Plus Calculation Units of Rate or Differential Categories Differential value Factor or Factors ) district fined area of benefit that is metre connected to a meter connected to a meter connected to a meter connected to a meter fined area of benefit that is metre Categories on Every rating unit in the de- amount Fixed for each cubic Every rating unit in the de- amount Fixed for each cubic Every rating unit in the de- amount Fixed for each cubic district defined for differ- of improvements Every rating unit in the de- amount Fixed for each cubic fined area of benefit that is metre fined area of benefit that is metre whichis Set Rate Every rating unit in the Rate in the $ on the value Industrial and Commercial Ratio 1.0 634,4 Note 5 ctd Note 5 ( act Statement p Im (Partially funds economic development in compliance with the and FinancingRevenue Policy) ential purposes as indus- Control trial and commercial (Partially funds district transportation and building control in compliance with Financing and Revenue Policy the TOTAL Thames Urban (Funds water) Coromandel Whitianga (Funds water) Pauanui (Funds water) (Funds water) g 204,000 Water Supplied Volumeby 165,000 Water Supplied Volumeby 225,000 Water Supplied Volumeby 612,722 Economic Development 720,000 Water Supplied Volumeby 2,607,567 58,634,785 District Transportation and Building Every rating unit in the Rate in the $ on capital Fundin Required Total 2011/12 Rates RevenueExclusive) (GST
126 FINANCIAL IMPLICATIONS AND FORECASTS ALLOCATION OF RATES TO ACTIVITIES 2011/12
Allocation of Rates to Activities 2011/2012
Uniform Annual General Charge and Fixed Targeted Rates for Works and Services The following schedule indicates how the uniform annual general charge, and targeted rates set on a fixed basis, are spent on individual activities
UAGC Local Works & Services Charge District Thames Coromandel Mercury Bay Tairua Whangamata Colville Pauanui District Leadership $53.91 Representation $2.08 Local Advocacy $30.30 District Strategic Planning $30.35 Local Strategic Planning $10.28 $6.03 $5.92 $4.47 $4.52 Landuse Planning $9.98 Hazard Management $1.70 Emergency Management $13.29 Economic Development $9.27 Community Health & Safety $21.40 Building Control $21.40 District Transportation $45.01 Local Transportation $19.03 $13.78 $14.77 $20.81 $19.72 Cemeteries $8.01 Halls $21.62 $12.66 $12.34 $10.11 $26.78 Swimming Pools $49.06 $0.00 Libraries $6.54 $75.75 $13.99 $35.00 $40.85 $16.87 Harbour Facilities $6.27 $26.88 $7.20 $18.51 $11.11 Local Parks & Reserves $21.78 $51.80 $57.70 $64.33 $46.78 Natural & Cultural Heritage $4.87 Public Conveniences $20.80 Landuse Management $10.84 $289.75 $203.79 $125.14 $132.93 $159.08 $125.78
General Rate and Targeted Rate for Works and Services The following schedule indicates how the proportion of general rates, and targeted rates set as a rate in the dollar on land value, are spent on individual activities, for each $10,000 of land value (assuming a differential of 1.0) General Local Works & Services Rate Rate Thames Coromandel Mercury Bay Tairua Whangamata District Colville Pauanui Strategic Planning $0.90 Landuse Planning $1.08 Hazards $0.20 $0.31 Community Health & Safety $0.10 Building Control $0.35 Social Development $0.58 $1.20 $1.12 $0.44 $0.34 $0.67 District Transportation $2.46 Local Transportation $2.11 $1.03 $0.82 $1.12 $1.26 Airfields $0.29 $0.18 Halls $0.29 $0.11 $0.08 $0.06 $0.20 Swimming Pools $0.72 Harbour Facilities $0.17 $0.85 $0.13 $0.21 $0.18 Parks & Reserves $4.82 $3.82 $2.80 $2.82 $2.62 Landuse Management $1.71 Stormwater $1.00 Solid Waste $0.98 Land Drainage $0.07
$9.36 $9.98 $6.93 $4.27 $4.73 $4.93
Thames-Coromandel District Council 2011/2012 Annual Plan 127 FINANCIAL IMPLICATIONS AND FORECASTS ANALYSIS OF TARGETED RATES FOR WORKS AND SERVICES 2011/12
Analysis of Targeted Rates for Works and Services 2011/2012 (GST exclusive)
Rate in $ Fixed Total Rate in $ Fixed Total Charge Rates Charge Rates Thames Community Board Tairua/Pauanui Community Board Airfield 34,703 34,703 Airfield 34,999 34,999 Local Transportation 253,460 108,626 362,086 Local Transportation 213,780 91,620 305,400 Halls 35,253 123,385 158,638 Halls 11,131 44,525 55,656 Harbours 20,042 35,810 55,852 Harbours 39,554 81,485 121,039 Hazards 36,659 36,659 Libraries 179,839 179,839 Land Drainage 8,447 8,447 Parks and Reserves 537,206 283,163 820,369 Library 432,212 432,212 Social Development 65,017 65,017 Parks and Reserves 580,286 124,323 704,609 Strategic Planning 19,660 19,660 Social Development 144,092 144,092 Total 901,687 700,292 1,601,978 Strategic Planning 58,691 58,691 Swimming Pool 86,402 279,978 366,380 Total 1,199,343 1,163,024 2,362,367
Coromandel Community Board Whangamata Community Board Local Transportation 87,577 37,533 125,110 Halls 8,927 34,478 43,405 Local Transportation 252,706 108,302 361,008 Harbours 71,823 73,199 145,022 Halls 40,835 147,022 187,857 Library 38,092 38,092 Harbours 36,344 61,030 97,374 Parks and Reserves 325,337 141,028 466,365 Library 92,658 92,658 Social Development 94,798 94,798 Parks and Reserves 526,559 256,865 783,424 Strategic Planning 16,415 16,415 Social Development 134,627 134,627 Total 588,462 340,744 929,206 Strategic Planning 24,792 24,792 Total 991,071 690,670 1,681,741
Mercury Bay Community Board Local Transportation 310,930 133,256 444,186 Halls 31,797 111,386 143,183 Hazards 1,223 1,223 Harbours 48,929 65,011 113,940 Library 315,858 315,858 Parks and Reserves 1,063,665 520,609 1,584,274 Social Development 167,270 167,270 Strategic Planning 53,418 53,418 Total 1,623,814 1,199,538 2,823,352
128 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Schedule of Fees and Charges Airfields 130 Building Inspections 131 Cemeteries 131 Council Administration Buildings 132 Consents 133 Building Consents 133 Resource Consents 134 Applications for Subdivision Consent 136 Applications for Requirements for Designations and Heritage Orders 138 Development Contributions 142 District Plan Maps and Text 142 Dog Control 143 Impounding Fees 143 Engineering Code of Practice 143 Halls 143 Coromandel 143 Mercury Bay 144 Thames 145 Whangamata 146 Harbours 147 Health Licences 148 Existing Premises 148 Libraries 149 Land Information Memoranda (LIM) 150 Miscellaneous Charges 150 Monitoring 150 Order Papers 151 Parks and Reserves 151 Rates Postponement 152 Refuse Bags and Recycling Bins 152 Requests For Official Information 152 Service Connections 152 Stock Control 153 Swimming Pools 153 Transfer Stations (Solid Waste Fees) 154 Water Meter Reading Fee 154 Water Connection Charges 154 Water Usage 154
Thames-Coromandel District Council 2011/2012 Annual Plan 129 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
The Council's fees and charges are set annually. The 2011/2012 fees and charges are outlined in this section as well as the fees and charges from the previous year (2010/2011) to enable a comparison to be made.
All Fees and Charges are inclusive of GST.
Airfields Units 2010/2011 2011/2012 (Post 1 October) Pauanui If the Council are not successful in obtaining another private operator to manage the Pauanui Airfield it may be necessary that the Council take over its management for a period of time which would include the Council charging and collecting landing fees which are consistent with those charged by the previous airfield operator.
Private Aircraft Landing fee Per day $10.00 $10.00 Per annum $100.00 $100.00
Commercial Aircraft Landing fee One landing $20.00 $20.00 Two landings $40.00 $40.00 Per day $50.00 $50.00 Per annum $900.00 $900.00 Thames All fixed and rotary wing aircraft
Private Aircraft Landing fee - cash Per day $10.50 $10.00 - invoiced Per day $31.00 $31.50 Optional annual landing fee Per annum $215.00 $220.00 Bulk landing fees (e.g. aviation school touch and go's, and landings) - by negotiation with TCDC Community Relationships Manager.
Commercial Aircraft Landing fee - cash Per day $15.50 $16.00 - invoiced Per day $36.00 $36.50 Optional annual landing fee - by negotiation
Domiciled Aircraft Aircraft domiciled at airfield outside of Per aircraft $613.00 $626.00 leased area.
Skydiving Jump fee Per jumper per jump $1.00 $1.00
Other activities not identified with a charge - by negotiation with TCDC Community Relationships Manager
130 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Building Inspections
Units 2010/2011 2011/2012 (Post 1 October) Building Inspection (residential) Per inspection $132.89 $140.00 Building Final Inspection (residential) Per inspection New $210.00 Building Inspection (non-residential) Per inspection New $160.00 Building Final Inspection (non- Per inspection New $240.00 residential) Code Compliance Certificate (residential) Per certificate $204.45 $205.00 Code Compliance Certificate (non- Per certificate New $235.00 residential) IQP registration for a two year period Per registration $204.45 $210.00 From 1 July 2010 to 30 June 2012 Auditing of Building Warrant of Fitness Per inspection $132.89 As per inspections above Assessments of the number of building inspections required will be made as part of the building consent process. The Final inspection fee is primarily for projects requiring 4 or more inspections or it is deemed necessary by an inspector or processing officer. The assessed inspections and the Code Compliance Certificates will be charged for and must be paid prior to the building consent being released. All fees calculated at the time the consent is granted, are an estimate and fees rates are valid for 12 months only. Inspections or other work undertaken (e.g. CCC review work) one calendar year after the consent is granted will be charged at the rate of the financial year during which the inspection it is undertaken. For example an inspection paid for in 2006 for $100 but not undertaken until early 2012 (now $164.00) will incur an additional cost of $64.00. Any additional inspections or other building-related work required of Council during the construction and completion of the building will be charged for and must be paid prior to the release of the code compliance certificate. The Council reserves the right to recover such additional fees at any time prior to the release of the code compliance certificate. The Council will, at the time the Code Compliance Certificate is released, refund to the building owner inspection fees charged for but not required. The Council will investigate instances of alleged non-compliance with the Building Act 2004, the Building Code and related matters. In the event that an investigation concludes that an offence has occurred, costs associated with such investigations, calculated in accordance with the hourly rate specified above, will be recovered from the offending party or owner of the property on which an offence has occurred. Requests for information other than those relating to either the Resource Management Act 1991 or the Building Act 2004 that cannot be answered by customer service representatives will be processed and costs recovered at the hourly rates specified for the provision of information under the Local Government Official Information and Meetings Act 1987 as specified in the Schedule of Fees and Charges for Requests for Official Information.
Cemeteries 2010/2011 2011/2012 Units (Post 1 October) Plot Purchases Adult Per plot $1214.81 $1215.00 Child Per plot $607.51 $610.00 Stillborn Per plot $238.74 $240.00 Ashes Per plot $275.69 $275.00 Family ashes Per plot $1214.81 $1215.00 Interment Fees Adult Per interment $911.31 $911.50 Child Per interment $453.66 $455.00 Stillborn Per interment $159.41 $160.00 Ashes Per interment $172.04 $172.00 Other Fees Extra fee Sunday/public holiday Per service $273.34 $275.00
Thames-Coromandel District Council 2011/2012 Annual Plan 131 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Memorial concrete reopening Per opening $202.40 $200.00 Memorial permit fee Per application $40.89 $41.00 Out of District fee Per service $848.45 $850.00 Stillborn memorial plaques Per plaque $153.33 $100.00
Council Administration Buildings 2010/2011 2011/2012 Units (Post 1 October) Whangamata Area Office Meeting Room Non-profit users Half day New $10.00 Full day New $25.00 Commercial users Half day New $25.00 Full day New $50.00 Kitchen Per hire New $10.00
Consents
Building Consents
These charges apply to all actions of the Council for which a charge may be levied pursuant to section 219 of the Building Act 2004.
The standard fees in this schedule are minimum fees. No building consent will be released without payment of these fees.
If the cost of processing significantly exceeds the unit price then the actual time shall be payable at the hourly rate.
Specialist services shall be payable at cost.
Central Government levies payable via Council, are additional to fees and charges.
A deposit is required with all building consent and Certificate of Acceptance applications.
Applications will not be processed until the deposit is paid. Should your consent be cancelled or withdrawn the unused portion of your deposit will be refunded.
Disk discount We prefer you to supply all your plans, specifications and other documents on a disk or in an electronic format such as a PDF along with a hard copy set of the specifications etc and two hard copies of the plans. Applications received in this format will not be charged the document lodgement fee. Units 2010/2011 2011/2012 (Post 1 October) Other projects equal to or under $7,500 and require Per extra inspection New $290 plus $140 per one inspection. Additional inspections charged additional inspection accordingly. after the first.
Minimum of $465 (incl. plan review; CCC) Fire installation fee including plan review, CCC and Per consent New $334.00 one inspection COAs will be charged at hourly rate with a minimum non-refundable fee of $2,000.00. Additional fees will be charged should the deposit not cover the COA costs. Council reserves the right to infringe, prosecute and/or have the construction removed. All other building projects will be charged according to project value as determined by the Council with reference to the most recent issue of the New Zealand Building Economist and the publications by the Department of Building and Housing. RESIDENTIAL Project Value $ 7,501 - 20,000 Per consent $409.00 $415.00 20,001 - 50,000 Per consent $1022.00 $1045.00 50,001 - 100,000 Per consent $1789.00 $1810.00 100,001 - 250,000 Per consent $3067.00 $3150.00
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250,001 - 500,000 Per consent $3578.00 $3670.00 500,001 and over at hourly rates (requires Per hour $139.00 $140.00 a $4000.00 deposit) NON-RESIDENTIAL Project Value $ 7,501 - 20,000 Per consent New $445.00 20,001 - 50,000 Per consent New $1130.00 50,001 - 100,000 Per consent New $1980.00 100,001 - 250,000 Per consent New $3325.00 250,001 - 500,000 Per consent New $3875.00 500,001 and over at hourly rates (requires Per hour New $140.00 a $4000.00 deposit) Non-residential building consents refer to all projects that require assessment in terms of public access, fire assessment in terms of escape or egress, accessibility issues, commercial gain where worker protection is concerned or places for congregation. Types of buildings include but are not exclusive to; shops, offices, doctor's rooms, sports venues, clubs, schools, farm sheds and farm buildings. Projects $20,000 and over are subject to levies from the Department of Building and Housing and the Building Research Association of New Zealand. Document lodgement Per consent $61.33 $70.00 Fee to obtain CCC for a project which is five years or greater is charged at actual cost, plus associated administration costs. The process anticipates a full review of the project, including a site/project inspection. A deposit of $1,350.00 is required initially prior to commencement. All modification/waiver fees are additional. Project Information Memoranda (PIM) Per consent $460.00 $295.00 Amendment plan review Per consent New $46.00 Planning check Per hour $139.02 $260.00, plus hourly rate where applicable Amendments (Residential); $150.00 set fee plus an Per application New $150 plus Planning hourly rate after the first 30 minutes for both the review plus $140 per Building and Planning assessments. hour after the first 30 minutes Amendments (Non residential); $170.00 set fee plus Per application New $170 plus Planning an hourly rate after the first 30 minutes for both the review plus $140 per Building and Planning assessments. hour after the first 30 minutes Fee for provision of a certificate (e.g. WOF), execution Per consent $102.22 $100.00 of a document or production of a schedule; payable prior to release of certificate, document or schedule. Memorandum of Encumbrance Per application New $300.00 minimum Hourly rate for technical advice, or complex work, not Per hour $139.02 $140.00 defined as standard; payable prior to release of the building consent. Hourly rate for administration work Per hour $65.00 $70.00 Fast track processing hourly rate Per hour new $175.00 Hourly rate for monitoring, enforcement and Per hour $139.02 $140.00 investigation work. This includes any work relating to and/or inspections of swimming and spa pools. Hourly rate for when the Council requests additional information: - For planning issues Per hour $139.02 $140.00 - For building issues Per hour $139.02 $140.00 Certificate of Public Use (CPU) inspections, if required Per application $204.00 $150 plus $140 per are added separately at $140.00 per hour Minimum deposit hour after the first 30 minutes Producer Statement Author assessments. $300.00 Per application $307.00 $300.00 fee plus the hourly rate of $140.00 per hour Minimum deposit Minimum deposit
Waiver and modification applications. The work will be Per hour $139.02 $140.00 charged at $140.00 per hour
Thames-Coromandel District Council 2011/2012 Annual Plan 133 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Building code certification under the Sale of Liquor Per application New $300.00 Act
Per application New $45.00 administration fee plus $45.00 per Compliance Schedule creation and assessment fee schedule item Per application New $75 plus $140 per hour Exemptions; residential after the first 30 minutes Per application New $90 plus $140 per hour Exemptions; non- residential after the first 30 minutes Per application New $70.00 plus $140 per hour after the first 30 Extension of time requests minutes Per application $307.00 $300.00 Swimming Pool exemption applications will incur a Minimum deposit $300.00 fee plus the hourly rate of $140.00 per hour Minimum deposit $132.89 Swimming Pool inspections Per inspection $164.00 Requests for information other than those relating to either the Resource Management Act 1991 or the Building Act 2004 that cannot be answered by customer service representatives will be processed and costs recovered at the hourly rates specified for the provision of information under the Local Government Official Information and Meetings Act 1987 as specified in the Schedule of Fees and Charges for Requests for Official Information.
Resource Consents
Timing of Payments All the charges and amounts listed in this schedule (unless otherwise specified) are payable in advance of any action being undertaken by the Council. Pursuant to section 36(7) of the Resource Management Act 1991, the Council need not perform the action to which the charge relates until the charge has been paid in full.
Fixed Initial Deposit Charges Fixed Initial Deposit Charges are levied at the start of the application process and are payable at the time an application is submitted to the Council for processing. Notwithstanding that a fixed initial deposit charge may be paid the Council will commence processing the application only when it is satisfied that the information received with the application is adequate. Fixed Initial Deposit Charges are not subject to the rights of objection and appeal. Since resource consent applications can vary significantly in their content and nature, the Council cannot set one Fixed Initial Deposit Charge that would be fair and reasonable in every case. The fixed charges shown in the schedule are the minimum Fixed Initial Deposit Charge for that particular application category. A fixed charge higher than the minimum could be required and this would be dependent on the nature and scale of each specific application (see miscellaneous section). During the course of processing an application, the Council may charge additional charges in relation to costs incurred above the fixed charge already received. Pursuant to section 36(7) of the Resource Management Act 1991, the Council reserves the right to cease or suspend processing of any consent where any amount invoiced remains unpaid. The Fixed Initial Deposit Charges this year have been increased to more closely reflect the actual costs of processing the applications, which will then allow for a quicker issuing of the completed consents. For the larger and more complex applications additional 'Fixed Initial Deposits' may be required or more frequent invoicing may occur.
For public notified and limited notified resource consents there is an additional 'Fixed Initial Deposit Charge', which needs to be paid before the notified process is begun, to cover the costs of notification. For applications that require a hearing it is likely there will be further costs and applicants may be required to pay these prior to the commencement of the hearing.
Any unused portion of your deposit will be refunded.
Additional Charges Additional charges will be required under section 36(3) of the Resource Management Act 1991 where the fixed charge is inadequate to enable the Council to recover its actual and reasonable costs relating to any particular application. An additional charge to recover actual and reasonable costs will be made where the costs exceed the fixed charge paid. Additional charges may be invoiced on a monthly basis as they are incurred.
Set Fees Set fees are payable at the time of application and no additional charges will be made.
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2010/2011 2011/2012 Units (Post 1 October) Pre application meetings on larger resource consent Actual cost of Actual cost of applications (as determined by the Development Planning Actual attendance attendance experts Manager, Principal Planner or Senior Planner) experts Pre-lodgements meetings Set fee $92.00 $95.00
Applications for Land Use Consent
NB: In addition to the listed charge, all land use consent applications (except those for outline plans) incur a monitoring charge as detailed below.
Non-notified Applications The following fixed charges apply for non-notified applications for land use consent: A. Controlled activities Fixed Initial Deposit $920.00 $1,100.00 Charge B. Restricted discretionary activities Fixed Initial Deposit $1,022.00 $1,200.00 Charge C. Discretionary activities Fixed Initial Deposit $1,124.00 $1,600.00 Charge D. Non-complying activities Fixed Initial Deposit $1,687.00 $2,000.00 Charge E. Housing activities that do not meet the restricted discretionary Fixed Initial Deposit $920.00 $1,100.00 activity standards specifically for yards, day lighting, height and Charge privacy circle providing written approvals have been provided by the affected parties. (If the written approvals are not provided the application will be subject to the fees and charges of a non- complying activity).
Notified Applications
The Fixed Initial Deposit Charge for any limited notified application Fixed Initial Deposit As above plus $6,000.00 for land use consent will be the amount required for a non-notified Charge $5,111.00 application of the same type plus $6,000. The Fixed Initial Deposit Charge for public notified land use Fixed Initial Deposit As above plus $15,000.00 applications will be the amount required for a non-notified Charge $10,222.00 application of the same type plus $15,000. (For larger or more complex applications, the fixed charge for notified applications may be increased to $20,000 at the discretion of the Development Planning Manager. This is to cover increased notification costs associated with the application including publicity, organising the hearing and expert referrals etc.)
Monitoring of Land Use Consents There shall be a charge for every land use consent (which will be refunded if consent is refused) relating to the monitoring and associated administration of the consent (Resource Management Act section 36(1)(c)). Units 2010/2011 2011/2012 (Post 1 October) There are two levels of monitoring fees: A. To monitor progress with giving effects to the consent and Fixed Initial Deposit $174.00 $180.00 compliance with consent conditions for minor resource consents - Charge minor waivers e.g. yard encroachments. (This charge is specifically aimed at homeowners making small-scale alterations where few if any conditions are imposed.) B. To monitor progress with giving effect to the consent and Fixed Initial Deposit $307.00 $310.00 compliance with consent conditions for all other resource consents. Charge NB: For larger applications that have numerous conditions or require specialist input such as engineers or other specialists for auditing expert reports this fee will be increased to cover these additional costs.
If adverse effects arise from the development, or breaches of Additional charge $138.00 per $140.00 per conditions are continuing, or repeated, and Council officers visit visit determine that more site visits are required, a per visit charge applies.
Thames-Coromandel District Council 2011/2012 Annual Plan 135 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
NB: Any additional charges of Council officers or specialist time in connection with monitoring and compliance of conditions of the resource consent this fee will be increased to cover these additional costs.
Actions Related to All Types of Land Use Consent
Signing fees are included. Units 2010/2011 2011/2012 (Post 1 October) A. Preparation and signing of any bond, covenant, legal document or Fixed Initial Deposit $312.00 $315.00 variation thereto required as a condition of consent (Resource Charge Management Act 1991 sections 108 and 109). NB: The Council will meet the actual internal legal costs associated with covenant document preparation where covenants are entered into on a voluntary basis. B. Application to extend time in respect of any bond, covenant or Fixed Initial Deposit $312.00 $315.00 consent notice (Resource Management Act 1991 sections 108 and Charge 109). C. Bond discharges plus actual time for inspections. Fixed Initial Deposit $337.00 $338.00 Charge
Applications for Subdivision Consent
Non-Notified Applications The following fixed charges apply for non-notified applications for subdivision consent: Units 2010/2011 2011/2012 (Post 1 October) A. Controlled activities, restricted discretionary activities, rights-of-way. Fixed Initial Deposit $1,124.00 $1,500.00 Charge B. Resource Management Act 1991 section 226 Certificates. Fixed Initial Deposit $1,124.00 $1,200.00 Charge C. Discretionary activities Fixed Initial Deposit $1,395.00 $2,500.00 Charge D. Non-complying activities Fixed Initial Deposit $2,044.00 $3,000.00 Charge
Notified Applications Units 2010/2011 2011/2012 (Post 1 October) The deposit for any limited notified subdivision application will be the Fixed Initial Deposit As above plus $6,000.00 fixed charge required for a non-notified application of the same type Charge $5,111.00 plus $6,000. The fixed charge for public notified applications for subdivision will Fixed Initial Deposit As above plus $15,000.00 be the amount required for a non-notified application of the same Charge $10,222.00 type plus $15,000. (For larger or more complex applications, the fixed charge for notified applications may be increased to $20,000 at the discretion of the Development Planning Manager. This is to cover increased notification costs associated with the application including publicity, organising the hearing and expert referrals etc).
Actions Related to All Types of Subdivision Consent
Signing fees are included except where stated. Units 2010/2011 2011/2012 (Post 1 October) A. Resource Management Act 1991 section 223 Certificates (section Set fee $311.78 $350.00 305, Local Government Act) Survey Plan Approval. B. Preparation and signing of any bond, covenant, legal document or Set fee $224.89 plus $315.00 plus variation thereto required as a condition of consent or to enable document document the issue of a completion certificate (Resource Management Act preparation preparation 1991 sections 108 and 109).
136 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
C. Updating Cross lease flats plans, includes signing 223c, 224c , 224f etc and property charges Subdivisions completions,
processing, inspections and signing of 224c or equivalent certificates.
Set fee New $500.00 For 1 additional lot and boundary change Fixed Initial $409.00 $500.00 Deposit Charge Between 2 and 5 lots Fixed Initial $751.00 $1,000.00 Deposit Charge 5 Lots and 10 lots and units titles up to 10 lots Fixed Initial $1,288.00 $2,500.00 Deposit Charge 11 lots and above and unit titles of more than 11 lots Fixed Initial New $5,000.00 Deposit Charge D. Preparation of any consent notice. Fixed Initial $307.00 $310.00 Deposit Charge E. Change or cancellation of consent notice. Set fee $322.00 $400.00 F. Property File Creation Set fee per lot $66.45 $70.00 G. Application to extend time in respect of any bond, covenant under Fixed Initial $327.00 plus $330.00 plus Resource Management Act 1991 sections 108, 109 and 222(2). Deposit Charge inspection costs inspection costs H. Bond discharges Fixed Initial $332.00 $335.00 Deposit Charge I. Approvals and Certificates under Part XXI Local Government Act. Fixed Initial $332.00 $325.00 Deposit Charge J. Cross-lease amendments (signing fee not included). Fixed Initial $332.00 $325.00 Deposit Charge K. Easement approvals - report and certificate (Resource Fixed Initial $332.00 $325.00 Management Act 1991 section 243). Deposit Charge L. Revocation of easements - report and certificate (Resource Set fee $332.22 $325.00 Management Act 1991 section 243). M Resource Management Act 1991 section 224f and 51(g) unit Set fee $230.00 $230.00 titles. NB: All charges, plus any additional charge outstanding from the processing of the subdivision consent, must be paid prior to the release of the section 224 Certificate.
Thames-Coromandel District Council 2011/2012 Annual Plan 137 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Applications for Requirements for Designations and Heritage Orders
Non-Notified Applications The following fixed charges apply for non-notified applications for requirements for designations or heritage orders: Units 2010/2011 2011/2012 (Post 1 October) A. Requirements for designation. Fixed Initial Deposit $2,044.00 $2,500.00 Charge B. Requirements for alteration to a designation. Fixed Initial Deposit $1,227.00 $1,500.00 Charge C. Requirements for removal of a designation. Fixed Initial Deposit $613.00 $750.00 Charge D. Applications to determine that a designation should not Fixed Initial Deposit $588.00 $600.00 lapse under Resource Management Act 1991 sections Charge 184(1)(b) and 2(b) E. Requirements for heritage orders. Fixed Initial Deposit $588.00 $1,000.00 Charge F. Requirements for the removal of heritage orders Fixed Initial Deposit $588.00 $750.00 Charge G. Outline Plans (Resource Management Act 1991 section Fixed Initial Deposit $526.00 $550.00 176A). Charge H. Waiver of requirement for outline plan (Resource Fixed Initial Deposit $256.00 $260.00 Management Act 1991 section 176A(2)). Charge
Notified Application The fixed charge for any notified notice of requirement or Fixed Initial Deposit As above $6,000.00 heritage order will be the fixed charge required for a non- Charge plus $5,111.00 notified application of the same type plus $6,000.
Monitoring The requiring authority or heritage protection authority shall Fixed Initial Deposit $312.00 $300.00 pay the actual and reasonable costs incurred by the Charge Council in monitoring the condition of notices of requirement and heritage orders (section 36(1)(d)). Miscellaneous Charges Relating to all Types of Resource Consent. Signing fees are included: A. Applications for extensions of time (Resource Fixed Initial Deposit $716.00 $750.00 Management Act 1991 sections 125(b), 126(b)). Charge Change, review or cancellation of consent conditions Fixed Initial Deposit $705.00 $750.00 (Resource Management Act 1991 sections 127-132). Charge Preparation of minor covenants or any variations thereto. Fixed Initial Deposit $307.00 $350.00 Charge B. Certificates of Compliance (Resource Management Act Fixed Initial Deposit $920.00 $1,000.00 1991 section 139). Charge C. Easement approvals (Local Government Act section 348). Fixed Initial Deposit $613.00 $750.00 Charge D. Preparation of any document, encumbrance or certificate Set fee $920.00 $1,000.00 for the purposes of the Overseas Investment Commission or for any purpose under any such enactments or regulations.
E. Resource management planning certificates under the Set fee $337.33 $500.00 Sale of Liquor Act 1989.
138 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
F. Every other certificate, authority, approval, consent, or Set fee $107.33 $120.00 service given, or inspection made by the Council under any enactment or regulation not otherwise mentioned elsewhere in this schedule where such enactment contains no provision authorising the Council to charge a fee and does not provide that the certificate, authority, approval, consent, service or inspection is to be given or made free of charge. Including documentation required for the attachment of Council Seal and signing by authorised officers. G. Fee for uplifting of building line restrictions. Set fee $526.45 $600.00 H. Document lodgement. Set fee $51.11 $70.00 I. Document lodgement fee reduced by 50% for applications Set fee New $35.00 lodged with disk of documents meeting TCDC document management format and protocols.
Fixed Initial Deposit Charges Units 2010/2011 2011/2012 (Post 1 October) A. Any fixed charge required under this schedule of charges The fixed initial deposit The fixed initial for any application for a resource consent or requirement charge* that would deposit charge* for designation or heritage order may be increased where otherwise apply and that would the matter to which the charge relates has any of the otherwise apply following attributes: and - It is a large development proposal. Fixed charge plus 200% plus 200% - It is likely to involve significant potential effects on the Fixed charge plus 200% plus 200% environment. - It involves major policy issues. Fixed charge plus 100% plus 100% - It is likely to involve the Council in significant research or Fixed charge plus 200% plus 200% investigation. - It will involve the notification of over 35 parties. Fixed charge plus 200% plus 200% - It is a subdivision involving more than 10 lots. Fixed charge plus 100% plus 100% - It is a subdivision involving more than 50 lots. Fixed charge plus 200% plus 200% B The Group Manager Environmental Services shall have the right to vary fixed charges and final charges for heritage order requests if, in his or her opinion, some of the benefits are to the community as a whole. C. Where a notified application involves both a land use and *Where more than one *Where more than subdivision consent, then only one fixed charge for a of the attributes listed one of the applies, the % increase attributes listed notified application may be required. shall be applied only applies, the % once at the greater of increase shall be the rates that apply applied only once at the greater of the rates that apply
Hearings Units 2010/2011 2011/2012 (Post 1 October) A Costs for Judicial Committee Set fee per: $1,212.35 $1,212.35 Judicial Committee fees: Half day plus below plus below - Chairperson Per hour $86.89* $86.89* - Members Per hour $69.51* $69.51* - Mileage Per kilometre $0.71* $0.71* - Disbursements Actual costs Actual costs * Or any new rate set by the Remuneration Authority B. For the hearing of any application made under the Part of processing costs Part of processing Resource Management Act 1991 a charge will be made of costs the costs of planning staff and technical advisers. C. (i) The actual costs of employing external Commissioners Actual cost Actual cost to hear any application will be charged to the applicant.
Thames-Coromandel District Council 2011/2012 Annual Plan 139 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
C. (ii) Should a submitter request that the hearing be heard Difference in costs Difference in costs by an external Independent Commissioner, then the between a Council between a Council submitter will be responsible for the difference in costs determined decision and determined between a Council determined decision and an an Independent decision and an Independent Commissioner decision. Commissioner decision Independent Commissioner decision D. In instances where an applicant does not give at least 48 Fixed charge $511.11 Actual costs hours written notice of a request for cancellation, incurred in withdrawal or postponement of a schedule hearing, the preparing for the Council reserves the right to charge the applicant the scheduled hearing. actual costs incurred in preparing for the scheduled hearing. E. Pre-hearing meetings (section 99). Fixed Initial Deposit $613.00 $750.00 Charge
Engineering Charges Basic Engineering Plans and Engineering works Fixed Initial Deposit $818.00 $600.00 inspections (generally 1 to 4 lots) Charge Complex Engineering Plans (Determined by Development Fixed Initial Deposit $1,533.00 $1,600.00 Planning Manager generally 5 lots or more) Charge Supervision of work Actual Cost Actual cost Actual cost
Requests for Private Plan Changes/ Variations
An additional charge to recover actual and reasonable Fixed Initial Deposit $10,222.22 $15,000.00 costs will be made where the costs exceed the fixed initial Charge deposit charge. Additional charges may be invoiced on a monthly basis as they are incurred. Should the processing costs not reach the fixed charge paid, a refund will be provided.
Additional Charges -Planners Per hour $139.02 $140.00 -Engineers Per hour $139.02 $140.00 -Administration Per hour $66.45 $70.00 Council disbursements including: -Advertising As incurred Actual cost Actual cost -Photocopying As incurred Actual cost Actual cost -Postage As incurred Actual cost Actual cost -Printing As incurred Actual cost Actual cost -Telecommunication As incurred Actual cost Actual cost -Travel time As incurred Actual cost Actual cost -Vehicle mileage As incurred Actual cost Actual cost Consultants Costs As incurred Actual cost Actual cost Legal Costs As incurred Actual cost Actual cost Hearing costs including Councillors' fees, Commissioner As incurred Actual cost Actual cost costs, site visits, and meals. Costs paid by the Council to government departments and As incurred Actual cost Actual cost Environment Waikato for charges made to the Council for their input into any application, certificates or other Resource Management Act 1991 process.
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Review of Resource Consent Conditions Units 2010/2011 2011/2012 (Post 1 October) Review of resource conditions under sections 128, 129 of the Fixed $1,226.67 $1,500.00 Resource Management Act 1991. The fixed charge is an estimated charge initial fee but should the application require notification and hearing, then the actual charges will increase significantly.
Judicial Committee Reviews - Development Contributions Units 2010/2011 2011/2012 (Post 1 October) Fixed initial deposit charge for Judicial Committee review of Fixed Initial New $880.00 Development contributions Deposit Additional charges to recover actual and reasonable costs will be Charge made where the costs exceed the fixed initial deposit charge. Should the processing costs not reach the fixed charge paid, a refund will be provided. Costs for Judicial Committee Set fee per: $306.67 $306.67 - Judicial Committee fees: Per hour plus below: plus below: - Chairperson Per hour $86.89* $86.89* - Members Per hour $69.51* $69.51* - Mileage Per kilometre $0.71* $0.71* * Or any new rate set by the Remuneration Authority Additional charges (e.g. disbursements, legal costs) as per Hearing costs above Staff time (preparation) Per hour $139.02 $140.00
Valuations Units 2010/2011 2011/2012 (Post 1 October) Valuation for reserve contribution purposes under the Development As incurred Actual cost Actual cost Contributions Policy. This fee will include the actual cost of obtaining the valuation from a Council appointed valuer, any administrative charges and additional costs such as arbitration.
Encumbrance Monitoring The terms of the Encumbrance Instrument entitle Council to recover actual and reasonable costs to monitor the Encumbrance and acknowledge compliance with it. Units 2010/2011 2011/2012 (Post 1 October) Encumbrance monitoring fee Set fee per New $85.00 annum
Monitoring costs to address non-compliance of terms of Encumbrance. As incurred New Actual cost
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Development Contributions
Catchment Units 2010/2011 2011/2012 (Post 1 October) Hahei $11,310.25 $11,354.00 Matarangi $6,879.30 $6,949.00 Whitianga $22,260.55 $22,305.00 Whangapoua $6,362.95 $6,408.00 Cooks Beach $14,102.45 $14,146.00 Opito Bay $5,171.55 $5,215.00 Kuaotunu West $5,171.55 $5,215.00 Kuaotunu $5,771.85 $5,816.00 Hot Water Beach $5,171.55 $5,215.00 Tairua $18,265.45 $18,692.00 Pauanui $17,568.55 $17,927.00 Thames $9,684.15 $9,728.00 Matatoki $43,142.25 $43,187.00 Thames Valley $51,511.95 $51,557.00 Whangamata $32,700.25 $34,934.00 Onemana $2,876.15 $3,037.00 Coromandel $18,204.50 $18,463.00 Oamaru Bay $3,482.20 $3,680.00 Mercury Bay Rural $5,171.55 $5,215.00 Tairua/Pauanui Rural $2,355.20 $2,405.00 Thames Rural $3,422.40 $3,467.00 Whangamata Rural $2,876.15 $3,037.00 Coromandel/Colville Rural $3,428.20 $3,680.00
District Plan Maps and Text Units 2010/2011 2011/2012 (Post 1 October) Volumes 1, 2 and Planning Maps (Compact Disc) $30.67 $31.00 District Plan Text (hard copy) Volume 1 $112.45 $112.50 Volume 2 (Appendices) $51.11 $51.00 Volume 3 (Thames Heritage Register) $71.55 $71.50 Volume 4 (Coromandel Heritage Register) $51.11 $51.00 Planning Maps A4 Colour (hard copy) Individual Maps (per side) $2.05 $2.10 Planning Maps A3 Colour (hard copy) Individual Maps (per side) $4.09 $4.10 Full Set of Maps - A4 $122.67 $123.00 Full Set of Maps - A3 $163.55 $163.50 Annual Annotation Subscription (hard copy) $204.45 $204.50 Annual Annotation Subscription (CD) $76.67 $77.00 Annual Annotation Subscription (email service) $20.45 $20.50
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Dog Control
Registration Fees Units 2010/2011 2011/2012 (Post 1 October) All dogs except guide dogs and dangerous dogs. Per dog $61.33 $60.00 Working farm dogs in excess of three registered to same Per dog No charge No charge owner. Dangerous dogs. Per dog $92.00 $90.00 Guide dogs. Per dog No charge No charge Penalty fees shall be charged at an additional 50% of annual dog registrations that remain unpaid as at 1 September of each financial year.
Impounding Fees
Registered Dogs Units 2010/2011 2011/2012 (Post 1 October) First offence Per owner/dog $81.78 $90.00 Second offence Per owner/dog $102.22 $110.00 Third offence Per owner/dog $138.00 $140.00
Unregistered Dogs First offence Per owner/dog $122.67 $125.00 Second offence Per owner/dog $148.22 $150.00 Third offence Per owner/dog $194.22 $195.00 Sustenance - impounded dogs Per dog/day $12.27 $12.00 Destruction - impounded dogs Per dog/ offence $56.22 $60.00 Inspection fees for keeping more than two dogs on a Per inspection $51.11 $55.00 property. Hearings for dangerous dogs or classifications for other Per hearing $460.00 $400.00 matters requested by dog owner.
Engineering Code of Practice Units 2010/2011 2011/2012 (Post 1 October) Code of Practice for subdivision and development. Book $71.55 $71.50 Engineering standards. Compact Disc $30.67 $31.00
Halls
Coromandel Units 2010/2011 2011/2012 (Post 1 October) Club hire. Per day $25.50 $26.00 Public meetings.* Per day $31.00 $31.50 Funerals/wakes. Per day $56.50 $57.50 Commercial bookings. Per day $189.00 $192.50 Private functions. Per day $128.00 $130.00
Thames-Coromandel District Council 2011/2012 Annual Plan 143 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Crockery hireage. Per booking $31.00 $31.50 Bond (refundable) Per booking New $118.00
*Unless significant community benefit
Mercury Bay Units 2010/2011 2011/2012 (Post 1 October) All day.* Per booking $97.10 $97.00 All day and night.* Per booking $226.90 $227.00 Permanent total facility.* Per hour $13.80 $14.00 Casual booking (minimum charge).* Per booking $23.50 $23.50 Main hall.* Per hour $9.20 $9.00 Supper room.* Per hour $6.30 $6.50 Sound system* - regular user Per day $12.30 $12.50 - casual user Per day $56.80 $57.00 Bond for local sports and community organisation. Per booking $81.80 $82.00 Bond for dance liquor licence required. Per booking $270.90 $271.00 Bond for private function. Per booking $194.20 $194.00 Bond for private function liquor licence required. Per booking $378.20 $378.00 Supper room.* Per booking $81.80 $82.00 Kitchen, Crockery and cutlery.* $11.20 $11.00 Piano.* $11.20 $11.00
* Unless significant community benefit
144 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Thames
Units 2010/2011 2011/2012 (Post 1 October)
Whole Complex Commercial. Per hour New $88.50 Private. Per hour New $68.00 Community. Per hour New $50.50 Community - weekly user. Per hour New $36.00 Bleachers (Set up and dismantle charge) Per booking New $172.00
Auditorium Commercial. Per hour $51.00 $52.00 Private. Per hour $41.00 $42.00 Community. Per hour $31.00 $31.50 Community - weekly user. Per hour $17.50 $18.00 Bleachers (Set up and dismantle charge) Per booking $169.00 $172.00
Function/Conference Room Commercial. Per hour $36.00 $36.50 Private. Per hour $25.60 $26.00 Community. Per hour $18.50 $19.00 Community - weekly user. Per hour $17.50 $18.00 Storage hire. Per square metre $4.60 $4.50 Piano hire Per booking $51.00 $52.50 Kitchen (included in Whole Complex, Auditorium and Conference Hire) Commercial. Full day (8 hours) New $90.00 Commercial. Half day (4 hours) New $50.00 Other. Per hour New $11.00
Thames Hall Bonds (Refundable) Bonds shall be required for bookings of the Thames Hall as follows: Bond - Local user, Sports and Community Organisations Per Booking $102.50 $104.50 Bond - Commercial Business users Per Booking $153.50 $156.50 Bond - Commercial Shows Per Booking $255.60 $261.00 Bond - Private Function without liquor Per Booking $153.50 $156.50 Bond - Private Function with liquor Per Booking $204.50 $209.00 Bond - Kitchen (if booked separately) Per Booking New $104.50 Bond - Cordless Microphone Per Booking $41.00 $42.00
Custodian Service Charges
Pack up/Set up of Room Per Hour New $23.00 Basic Cafe Service Per Hour New $23.00 Extra Cleaning/Weekend Cleaning Fee Per Hour New $25.00
Thames-Coromandel District Council 2011/2012 Annual Plan 145 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Whangamata Units 2010/2011 2011/2012 (Post 1 October)
Commercial Use Whole complex. Per booking/per day $654.22 $655.00 Existing hall and supper room. Per booking/per day $296.45 $295.00 Existing hall. Per booking/per day $219.78 $220.00 Auditorium and supper room. Per booking/per day $434.45 $435.00 Auditorium. Per booking/per day $357.78 $360.00 Auditorium foyer Per booking/per day $102.22 $105.00 Auditorium foyer office Per booking/per day $61.33 $65.00 Craft room/mini theatre. Per booking/per day $219.78 $220.00 Mezzanine floor. Per booking/per day $102.22 $105.00 Car park (use other than vehicle parking) Per booking/per day $306.67 $310.00 Supper room fee. Per booking/per day $112.45 $115.00 Crockery hire Per booking/per day $20.45 $20.00 Piano - regular user Per booking/per day $61.33 $65.00 Piano - casual user Per booking/per day New $150.00 Sound system - regular user Per booking/per day $51.11 $55.00 Sound system - casual user Per booking/per day New $100.00 Theatre lighting system - regular user Per booking/per day $51.11 $55.00 Theatre lighting system - casual user Per booking/per day New $100.00 Bleacher seating Per set-up and dismantle $153.33 $155.00 Bond Per booking/per day $465.11 $500.00
Not for Profit Local Users, Sports and Community Organisations Whole complex Per booking/per day $97.11 $100.00 Existing hall and supper room Per booking/per day $40.89 $40.00 Existing hall Per booking/per day $35.78 $35.00 Auditorium Per booking/per day $51.11 $50.00 Auditorium and supper room Per booking/per day $61.33 $60.00 Auditorium foyer (when hired as a separate room) Per booking/per day $15.33 $15.00 Auditorium foyer office Per booking/per day $10.22 $10.00 Craft room/mini theatre Per booking/per day $35.78 $35.00 Mezzanine floor Per booking/per day $15.33 $15.00 Car park (use other than vehicle parking) Per booking/per day $51.11 $50.00 Supper room Per booking/per day $15.33 $15.00 Crockery hire Per booking/per day $5.11 $5.00 Piano - regular user Per booking/per day $20.45 $20.00 Piano - casual user Per booking/per day New $70.00 Sound system - regular user Per booking/per day $15.33 $15.00 Sound system - casual user Per booking/per day New $40.00 Theatre lighting system - regular user Per booking/per day $15.33 $15.00 Theatre lighting system - casual user Per booking/per day New $40.00 Bleacher seating Per set-up and dismantle New $50.00. Refundable Bond Per booking/per day $163.55 $500.00 Local users, sports and community organisations operating for profit: above fees plus 30%.
146 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Upon application a discretion may be available for a booking where a significant community benefit would be gained from the event.
Storage Per cupboard/ New Kitchen - Small Overhead Cupboard $15.00 per financial year Per cupboard/ New Kitchen - Small Under Bench Cupboard $20.00 per financial year Per cupboard/ New Kitchen - Large Cupboard $30.00 per financial year Per roller door/ New Old Hall - Small Roller Door $100.00 per financial year Per roller door/ New Old Hall - Large Roller Door $200.00 per financial year Old Hall - Under Stage - Bay 1 Per bay/per financial year New $50.00 Old Hall - Under Stage - Bay 2, 3, 5, 6 and 7 Per bay/per financial year New $100.00 Old Hall - Under Stage - Bay 4 Per bay/per financial year New $150.00 Old Hall - Under Stage - Bay 8 Per bay/per financial year New $200.00 Per roller door/ New Auditorium - Roller Door $300.00 per financial year Per storage area/per New Little Theatre - Under Stairs $50.00 financial year Per cubic meter/per New Other - per m³ $20.00 financial year
Whangamata Area Office Meeting Room Half day $10.00 Non-profit users: New Full day $25.00 Half day $25.00 Commercial users: New Full day $50.00 Kitchen Per hire New $10.00
Miscellaneous Non-returned key fee Per key $102.22 $100.00 Excessive noise call outs Per call out $61.33 $60.00 Security call outs Per call out $61.33 $60.00 Fire brigade call outs Per call out New $350.00
Set-up time will be charged at 5% of the 'per booking/per day' fee for each hour until midnight the day before the booking.
Harbours Units 2010/2011 2011/2012 (Post 1 October)
All Harbours Recreational Boat Launching / Trailer Parking Annual Permit. Per permit $65.00 $65.00
Recreational Boat Launching / Trailer Parking Daily Permit. Per permit $6.00 $6.00
Annual wharf use permit for mooring holders. Per permit $65.00 $65.00
Coromandel Wharf Jetties. Per jetty $540.00 $550.00
Thames-Coromandel District Council 2011/2012 Annual Plan 147 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Commercial Wharfage. Per metre/per annum $798.00 $815.00 Slipway Grid. Per berth/per day $50.00 $51.00 Boat Sheds. Per shed $200.00 $205.00 Slipways. Per slipway $495.00 $505.00
Tairua/Pauanui Commercial Wharfage. Per metre/ per annum $36.75 $38.00 Casual Berthage. Per berth/per day $24.15 $25.00 Berthage. Per berth/per annum $138.60 $142.00
Thames Commercial Wharfage. Per berth/per annum $551.25 $565.00 Berthage. Per berth/per annum $200.00 $205.00 Casual Berthage. Per berth/per day $10.50 $11.00
Whangamata Commercial Berthage. Per metre/ per annum $36.75 $38.00 Casual Berthage. Per berth/per day $24.15 $25.00
Whitianga Commercial Wharfage. Per metre/ per annum $36.75 $48.00 Casual Berthage - Home Port. Per berth/per day $24.15 $25.00 Casual Berthage - Non Home Port. Per berth/per day $57.75 $60.00 Service Vehicles (High). Per annum $672.00 $687.00 Service Vehicles (Low). Per annum $477.75 $490.00
Health Licences
Existing Premises Units 2010/2011 2011/2012 (Post 1 October)
Food Premises High risk: full year. Per premise $439.55 $440.00 Medium risk: full year. Per premise $291.33 $295.00 Low risk: full year. Per premise $173.78 $175.00 High risk: half year. Per premise $306.67 $305.00 Medium risk: half year. Per premise $184.00 $185.00 Camping Grounds. Per premise $178.89 $180.00 Hairdressers. Per premise $173.78 $175.00
Mobile Shops Food stall. Per stall $178.89 $180.00 Seasonal camp. Per camp $178.89 $180.00 Mobile shop. Per licence $178.89 $180.00
New Premises Establishment. Per premise $357.78 $360.00 Transfers. Per premise $76.67 $80.00
148 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Repeat or one-off actions Follow-up inspection. Per inspection $158.45 $160.00 Food sample. Per inspection $112.45 $115.00 Water sample. Per inspection $112.45 $115.00
Public Use Swimming Pools Schools. Per inspection $112.45 $115.00 Other. Per inspection $112.45 $115.00 Short Term Licences Per premise $71.55 $115.00
Libraries
Thames, Mercury Bay, and Tairua (NB: not all services are available at all libraries) Units 2010/2011 2011/2012 (Post 1 October) Book rentals for fiction books up to a year old Per book $2.05 $2.10 (excludes children's' books) Book rentals for fiction books over one year old Per book No charge No charge Video/DVD rentals. Per video/DVD $2.05 $2.10 Magazine rentals. Per magazine $0.50 $0.50 Talking books (for non print disabled). Per book $2.05 $2.10 Membership cards. Per card $2.05 $2.10 Library fines: Children Per day $0.10 $0.10 Adult and young adult: Books (excluding rental). Per day $0.25 $0.30 Rental books. Per day $0.35 $0.40 Interloans $6.10 minimum 6.00 Per item (variable) Magazines. Per day $0.25 $0.30 Videos/DVDs. Per day $0.35 $0.40 Photocopy sales: (black & white A4 size) Per page $0.20 $0.20 Photocopy sales: (black & white A3 size). Per page $1.00 $1.00 Photocopy sales: (colour A 4 size). Per page $2.00 $2.10 Photocopy sales: (colour A 3 size). Per page $4.10 $4.10 Subscriptions (out-of-District). Per card $81.78 $82.00 Subscriptions (visitor valid 3 months). Per card $20.45 $20.00 Internet fees. Per 15 minutes No charge No charge Printing: Black and white. Per page $0.20 $0.20 Fax Charges: National calls. First page $2.00 $2.10 Following pages $1.00 $1.00 International calls. First page $4.10 $4.10 Following pages $2.00 $2.10 Reservation Charges: Thames, Mercury Bay and Tairua request. Per item $1.00 $1.00 Whangamata request. Per item $1.00 $1.00
Thames-Coromandel District Council 2011/2012 Annual Plan 149 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Tairua Library Meeting Room hire: For non-profit users Per half day $20.45 $20.50 Per day $40.90 $41.00 For Commercial users Per half day $51.10 $51.00 Per day $102.20 $102.00 Kitchen Per hire $10.20 $11.00
Land Information Memoranda (LIM) Units 2010/2011 2011/2012 (Post 1 October) Standard LIM. Per LIM $173.00 $190.00 Commercial LIM (2 ¾ hours). Per LIM $235.00 $260.00 Commercial LIM (per ½ hour after 2 ¾ hours). Per LIM $40.00 $40.00 Urgent fee. Per LIM $103.00 $100.00 Fax fee. Per LIM $10.00 $10.00
Miscellaneous Charges Units 2010/2011 2011/2012 (Post 1 October) Photocopying (Black/White): - A2 Per sheet $2.55 $2.60 - A3 Per sheet $1.02 $1.10 - A4 Per sheet $0.21 $0.20 Photocopying (Colour): - A3 Per sheet $4.09 $4.10 - A4 Per sheet $2.05 $2.10 Plan Prints: - AO Per sheet $6.75 $6.80 - A1 Per sheet $4.50 $4.50 Aerial Photos: $45.00 - A1 Per sheet $44.98 - A2 Per sheet $22.49 $22.50 - A3 Per sheet $11.25 $11.50 - A4 Per sheet $5.62 $6.00 Contour Aerial Maps: $56.00 - A1 Per sheet $56.22 - A2 Per sheet $33.73 $34.00 - A3 Per sheet $22.49 $22.50 - A4 Per sheet $16.87 $17.00 Property Files Per DVD/CD $10.22 $30.00 Photocopying charges less than $20.00 must be paid at the time of request of service. If an invoice is required there will be a minimum charge of $20.00 (this includes monthly account holders).
Monitoring Units 2010/2011 2011/2012 (Post 1 October) Inspection charge. Per hour $139.02 $140.00 Administration charge. Per hour $36.80 $70.00 Engineering and asset management. Per hour $130.85 $140.00 Disbursements. As incurred Actual cost Actual cost
150 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Order Papers
(These charges will only apply when the service is available electronically) Units 2010/2011 2011/2012 (Post 1 October) Single Copies Council. Per copy $23.00 $23.00 Judicial Committee. Per copy $13.80 $14.00 Audit Committee. Per copy $13.80 $14.00 Policy and Planning Committee. Per copy $13.80 $14.00 Service Delivery Committee. Per copy $13.80 $14.00 Other Committees. Per copy $13.80 $14.00 Community Boards. Per copy $11.50 $11.00 Reports. Per sheet As per photocopying charges Annual Subscription Council. Per annum $253.00 $253.00 Judicial Committee. Per annum $207.00 $207.00 Audit Committee. Per annum $41.40 $41.00 Policy and Planning Committee. Per annum $151.80 $152.00 Service Delivery Committee. Per annum $151.80 $152.00 Community Boards. Per annum $126.50 $126.00
Parks and Reserves
Events - All Areas Units 2010/2011 2011/2012 (Post 1 October) Non Commercial - Per application $51.11 $51.00 Minor Event (less than 500 people) Application Fee* Non Commercial - Per application $81.78 $82.00 Large Event (more than 500 people) Application Fee* Non Commercial - Per event $357.78* $358.00* Large Event (more than 500 people) Event Fee Per Day* Commercial - Per application $51.11 $51.00 Minor Event (less than 500 people) Application Fee. Commercial - Per application $81.78 $82.00 Large Event (500 - 1000 people) Application Fee. Commercial - Per application $163.55 $164.00 Major Event (more than 1000 people) Application Fee. Commercial - Per event $357.78 $358.00 Minor Event (less than 500 people) Event Fee Per Day* Commercial - Per event $511.11 $511.00 Large Event (500 - 1000 people) Event Fee Per Day* Commercial - Per event $1022.22 $1022.00 Major Event (more than 1000 people) Event Fee Per Day*
Parks Concessions - All Areas Units 2010/2011 2011/2012 (Post 1 October) Commercial Operator - operate during the summer period Per operator/ $357.78 $358.00 and holiday weekends. per annum Commercial Operator - operate all year and in one location. Per operator/ $511.11 $511.00
Thames-Coromandel District Council 2011/2012 Annual Plan 151 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
per annum Commercial Operator - operate all year and in multiple Per operator/ $766.67 See below locations. per annum Commercial Operator - operate all year and in 2-4 locations New $767.00 Commercial Operator - operate all year and in 4+ locations New $1000.00 Street Flags Commercial booking fee Per booking $102.22 $102.00 $51.11 Not for profit booking fee Per booking $51.00 * Unless Significant Community Benefit A bond may be required for any event at the discretion of the Council.
Rates Postponement (Aged 65 years and over) Units 2010/2011 2011/2012 (Post 1 October) Independent advice. Per application $306.67 $307.00 Register statutory land charge. Per application $61.33 $110.00 Interest. Total postponement 7.75% 7.75%
Refuse Bags & Recycling Bins Units 2010/2011 2011/2012 (Post 1 October) Official refuse bags (Standard Size). Per bag $2.05 $2.05 Official refuse bags (Half Size). Per bag $1.23 $1.23 Recycling bin. Per bin $14.00
Requests For Official Information Units 2010/2011 2011/2012 (Post 1 October) Time spent by staff searching for relevant material, abstracting and collating, copying, transcribing and supervising access where the total time involved is in excess of one hour: Each chargeable half hour or part thereof. Per half hour $43.95 $44.00 Photocopying charges: Photocopying on standard A4 paper where the total number of pages is in excess of 20: For each page after the first 20 pages. Per copy $0.21 $0.20 Disbursements will be charged if incurred. As incurred Actual cost Actual cost Please refer to Miscellaneous Charges.
Service Connections Units 2010/2011 2011/2012 (Post 1 October) Non refundable application fee. Per application $129.82 $ 130.00 Inspection fee: Per inspection $135.95 $ 136.00 - Initial - Subsequent Per inspection $84.85 $ 85.00
152 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Stock Control Units 2010/2011 2011/2012 (Post 1 October) Impounding Fees For each animal impounded. Per animal $30.67 $35.00 Sustenance - impounded horse, bovine and similar Per animal/per day $15.33 $16.00 size. Sustenance - impounded sheep, goat and similar Per animal/per day $5.11 $5.00 size. Fee for second and subsequent impounding of Per animal Twice the fee above Twice the fee above animals.
Swimming Pools Units 2010/2011 2011/2012 (Post 1 October)
Thames Admission Fees: Adult I swim $4.00 $4.50 Child/Students/Senior Citizen I swim $3.00 $3.50 Pre-schoolers. I swim $1.00 $1.00 Family - 2 Adults, 2 Children (children 5yr -15yrs). I swim $10.50 $10.50 Admission Concession Cards: Adult Concessions: 10 swim concession. 10 swims $37.00 $37.00 30 swim concession. 30 swims $102.00 $102.00 60 swim concession. 60 swims $194.00 $194.00 Child/Student/Senior Citizen Concessions: 10 swim concession. 10 swims $28.00 $28.00 30 swim concession. 30 swims $78.00 $79.00 60 swim concession. 60 swims $148.00 $148.00 SWIM ALL ACTIVITIES YEAR ROUND* Unlimited use $1000.00 $1000.00 (*Excludes all levels of LTS, Squad, Lane/Pool hire).
Learn To Swim (LTS): Fees for LTS must be paid in advance and are non-refundable. One child 10 lessons $67.00 $75.00 Two children 10 lessons $107.00 $135.00 Three children 10 lessons $153.00 $190.00 One adult per tutor 5 lessons $60.00 $60.00 10 lessons $87.00 $110.00 Baby 10 lessons New $70.00
Aquarobics: Adult 1 session $5.00 $5.00 10 sessions. $45.00 $45.00 Seniors 1 session $4.00 $4.00 10 sessions $35.00 $35.00
Pool/Lane Hire:
Thames-Coromandel District Council 2011/2012 Annual Plan 153 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF FEES AND CHARGES
Lane hire 1 hour $50.00 $50.00 Pool hire. - (Non-school) ½ day (up to 3 hours) $41.00 $180.00 + Entry fee per swimmer $1.00 $1.00 Pool hire. - (Non-school) 1 day (up to 8 hours) $307.00 $350.00 + Entry fee per swimmer $1.00 $1.00 Pool hire. - (School) ½ day (up to 3 hours) New $160.00 + Entry fee per swimmer $1.00 Pool hire. - (School) 1 day (up to 8 hours) New $310.00 + Entry fee per swimmer $1.00 Hire: Pool Toy (includes Lifeguard cover) Flat rate - up to 3 hours $220.00 $220.00 Hire : Pool Toy (includes Lifeguard cover) Flat rate - up to 8 hours $400.00 $400.00
NOTE: Other charges may be included in the price list throughout the year as new programmes are developed. These can be found on the Pool website (www.tcdc.govt.co.nz - Services A to Z - Thames Centennial Pool) and at the Centennial Pool complex.
Transfer Stations (Solid Waste Fees) Units 2010/2011 2011/2012 (Post 1 October)
Where no weigh bridge available: Un-compacted waste. Per cubic metre $40.89 $ 41.00 Compacted waste. Per cubic metre $122.67 $ 123.00 Green waste. Per cubic metre $20.45 $ 20.50
Where weigh bridge available: Waste. Per tonne $147.20 $ 147.00 Green waste. Per tonne $73.60 $ 73.50 Unofficial refuse bags. Per bag $2.05 $ 2.00 Designated recyclables. Per cubic metre No charge No charge
Water Meter Reading Fee Units 2010/2011 2011/2012 (Post 1 October) Special reading fee. $20.45 $32.00
Water Connection Charges Units 2010/2011 2011/2012 (Post 1 October) 20mm connection up to 5m without meter, in grass berm. Per connection $669.55 $669.50 No footpath, driveway or road crossing. 20mm connection up to 5m with meter, in grass berm. No Per connection $805.51 $805.50 footpath, driveway or road crossing. 20mm connection up to 5m without meter, in concrete Per connection $896.49 $896.50 footpath. 20mm connection up to 5m with meter, in concrete Per connection $1,043.69 $1,044.00 footpath.
Water Usage Units 2010/2011 2011/2012 (Post 1 October) Extraordinary water usage fee for users of metered water Per cubic metre $0.87 $0.87 in excess of 50,000 cubic metres per annum.
154 FINANCIAL IMPLICATIONS AND FORECASTS SCHEDULE OF GRANTS AND CONTRACTS FOR COMMUNITY SERVICES
Schedule of Grants and Contracts for Community Services
GRANTS CONTRACTS FOR COMMUNITY SERVICES (Cont) District Thames Gold Star Awards 1,448 Social Development Housing for the Elderly 20,000 Citizens Advice Bureau 796 Enviroschools 5,000 Tapu Fire Brigade 3,183 Miscellaneous 7,000 Puriri Fire Brigade 3,183 Rescue Helicopter 25,000 Tapu Hall Committee 10,500 Thames Community Halls 14,590 Community Grants 24,923 Thames Youth Centre 3,183 Coromandel Thames Museum 2,122 St John Ambulance 11,010 Bella Street Pumphouse Society 2,122 Treasure Chest 20,500 Thames Citizens Band 2,122 Mercury Bay Thames Mineralogical Museum 2,122 Community Grants 40,000 Thames Community Services Contract 12,440 Tsunami Planning Project 5,000 Miscellaneous 1,021 Tairua/Pauanui Community Grants 36,605 Coromandel Whangamata Coromandel Library Community Grants 29,635 Coromandel Library Society 11,554
226,121 Mercury Bay Mercury Bay Library Ferry Landing Community Library 1,302 Hahei Community Library 1,626 Kuaotunu Community Library 542 Mercury Bay Halls Cooks Beach Hall Committee 3,308 CONTRACTS FOR COMMUNITY SERVICES Hahei Hall Committee 3,308 Coroglen Hall Committee 2,205 District Kuaotunu Hall Committee 2,205 Emergency Management Te Rerenga Hall Committee 1,322 Bay of Plenty Life Saving 101,753 Mercury Bay Museum Society 22,052 Thames Valley Rural Fire District Com 77,597 Mercury Bay Social Development Economic Development Mercury Bay Community Pool 16,538 Information Centres 205,000 Mercury Bay Community Patrol 6,615 Events Coordination 152,055 Destination Mercury Bay 19,847 Tourism Coromandel 256,738 Social Development Tairua/Pauanui Community Arts Council 695 Tairua/Pauanui Halls Life Education Trust 11,582 Hikuai Hall Committee 1,930 Sport Waikato 78,756 Tairua/Pauanui Library Waikato Social Services 22,150 Pauanui Community Library Society 5,147 Whangamata Whangamata Halls Opoutere Hall 4,412 Whangamata Library Whangamata Library Society 47,750 Whangamata Social Development Community Swimming Pool Society 32,637 Whangamata Summer Festival 20,000 Whangmata Night Owls 6,200 Additional Summer Law Enforcement 4,500
1,178,710
Thames-Coromandel District Council 2011/2012 Annual Plan 155
Glossary
Activity: Goods or services provided by or on behalf of Council.
Activity Groups: Related activities clustered together under a single category, such as 'strong communities'.
Annual Plan: Contains the Council's proposed budget and funding impact statement for one financial year. Identifies any variation from the financial statements and funding impact statement included in Council's current Ten Year Plan for that year.
Annual Report: A report that the Council prepares once a year to assess performance against its objectives, activities, performance targets and budgets outlined in the Ten Year Plan.
Asset: A resource controlled by the Council, such as a park, road, stormwater system, water or wastewater plant.
Asset Management Plans: Plans that provide operational guidance concerning service standards, maintenance and capital costs for assets.
Assumptions: A statement that is used as the basis for making particular predictions that may or may not occur.
Biodiversity Strategy: A strategy to define the Council's key goals and approach to working with agencies to improve biodiversity. By biodiversity (short for biological diversity), we mean the variety of all life on earth, and the places where they live.
Capital Expenditure: Money spent to build or buy a new asset or to improve the standard of an existing asset.
Catchment: A specific geographic area within which services are provided (a water supply catchment for example).
Community: A network of people and organisations linked together by factors such as place (geographic community), common interest or identity (e.g. hapu, voluntary organisation) or administrative community (e.g. the District).
Community Grant: A sum of money (or goods and services provided in lieu of money) provided by the Council or community boards to non-profit organisations within the District.
Community Outcomes: A set of aspirations that reflect the community's desires for economic, social, environmental, and cultural well-being.
Community Wellbeing: The overall wellbeing of the community including economic, cultural, social and environmental wellbeing.
Coromandel Peninsula Blueprint Project: A strategy and set of local blueprint plans, which will define the Council and Environment Waikato's approach to managing growth, and planning for use, development and protection of resources in the Thames-Coromandel District.
Council Organisation: Any organisation in which the Council owns or controls any proportion of voting rights or has the right to appoint one or more of the directors, trustees, etc.
Council Contract Standards: The standards defined in specific contracts for service delivery by contractors.
Council-Controlled Organisation (CCO): An organisation in which one or more local authorities owns or controls 50 percent or more of the voting rights or has the right to appoint 50 percent or more of the directors of the organisation. Thames-Coromandel District Council is one of 13 local authority shareholders in Local Authority Shared Services Limited, a Council-Controlled Organisation.
Design Standards: Standards established by professional engineers responsible for the design of particular works or projects.
Development Contributions: A contribution from developers to cover the cost of servicing growth.
Differential (Rating): A technique used to 'differentiate' or change the relative rates between different categories of rateable land in order to adjust the rating burden on one or more groups of ratepayers.
Distribution of Benefits: The degree or scope to which a Council activity generates benefits to individuals, parts of the community or the District as a whole.
156 GLOSSARY
District Plan: A detailed plan of the way the District's environment will be managed to achieve the purpose and principles of the Resource Management Act 1991.
Equity: As a financial term, also known as net worth. The total value of assets less total liabilities.
Exacerbator Principles: The actions or inactions of individuals or groups that contribute to the need for the Council to undertake or not undertake activities.
Funding Impact Statement: A document that includes information that discloses revenue and financing mechanisms and indicates the level or amount of funds to be produced by each mechanism.
Investment Policy: A document that states the Council's policies in respect to investments.
Levels of Service: The service parameters or requirements for a particular activity. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost.
Liability Management Policy: A document that states the Council's policies concerning the management of both borrowing and other liabilities.
Local Authority: A regional, district or city council.
LTCCP (Long-term Council Community Plan): See Ten Year Plan.
New Zealand Drinking Water Standards: Drinking water standards set by the Ministry of Health.
Operating Costs: Money spent to deliver a service, maintain an asset, or any other expenditure, which does not buy, or build on, a new asset.
Period of Benefits: Time over which the benefit of engaging in a Council activity will occur. If required by statute, the activity's period of benefit may be ongoing as opposed to finite.
Revenue and Financing Policy: A comprehensive policy stating how each activity of the Council is to be funded - from rates, user charges, subsidies, other income or a combination of these. It also includes details of the various rating mechanisms used by the Council.
Significance: The degree of importance attached by the Council to an issue, proposal, decision or other matter in terms of its likely impact on the well-being of the District.
Significant Decision: A Council decision that has a high degree of importance in terms of economic, social, environmental, or cultural wellbeing.
Special Consultative Procedure: A process required by the Local Government Act 2002. This sets out a series of steps that a local authority must take when consulting on certain types of decisions.
Statutory Requirements: Requirements identified and defined in law.
Sustainable Development: Meeting current needs without reducing the ability of future generations to meet their own needs. This includes social and economic needs as well as environmental ones.
Ten Year Plan (LTCCP): A Ten Year Plan adopted every three years under section 93 of the Local Government Act 2002. It describes the Council's activities, why it participates in these activities and how the activities will be funded. It includes information, which is regarded as the Annual Plan for the first year to which it relates and is reported on through the Annual Report.
UAGC (Uniform Annual General Charge): A fixed rate that is identical for all ratepayers across the District.
Transit New Zealand Standards: Standards defined in the Transit New Zealand Act 1989 and found within New Zealand Transport Agency guidelines.
Thames-Coromandel District Council 2011/2012 Annual Plan 157