CONTENTS ihirangi
Volume One
Guide to the 10-year plan 5
The Big Picture 6
Our Manukau – The Key Issues 12
Financial Overview 20
What We Do 27
City Form and Environment 28
Transport 42
Leisure and Recreation 50
Community Services 62
Thriving Economy 72
Leadership and Governance 78
Regional Levies 84
Corporate Support 85
Council Controlled Organisations 89
Our Elected Representatives 106
Snapshot of Manukau – Facts 110
Audit Report 114 Designed and produced by PortGroup.co.nz by and produced Designed 2009/2019 Ten Year Plan
O r er e P oint
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Manukau City Council Guide To The Plan Mahi A-whina
Good planning is essential for a city to develop sustainably, so that it can provide for its people today as well as for the long term. This lies at the heart of what the council does.
Every three years, Manukau City Council develops a Long Term Council Community Plan (10-year plan) to help achieve this. It sets out what the council plans to do for the next 10 years. The plan also describes what we intend to do and the cost in detail for the first three years, and outlines the following seven years. You’ll also see the council’s financial strategy, which explains what we intend to spend over the next 10 years and how we’ll pay for what we do.
HOW TO USE THE PLAN
The Big Picture shows where Manukau fits internationally, regionally and locally. Our Manukau – The Key Issues is an overview of major highlights in the plan. In the Financial Overview, you will find a broad picture of the financials. What We Do contains more information on other proposed spending and initiatives within the Groups of Activities.
Each Group of Activities describes what’s done through the activities, and how they contribute to achieving the community outcomes within - Tomorrow’s Manukau – Manukau Apo-po-. You’ll also find performance measures and asset information in this section.
Manukau City Council also has a range of council-controlled organisations and information about the wider group is contained in the Council Controlled Organisations section.
In Volume 2 you will find detailed information about the prospective financial statements, financial information for 2008/09 and the years to 2018/19 for the Groups of Activities. You will also find the council’s policies and fees and charges. The Big Picture 2009/2019 Ten Year Plan The Big Picture – Te Wha-nui
INTERNATIONAL National REGIONAL LOCAL
Kyoto Protocol Legislation Auckland Sustainability Tomorrow’s Manukau – the city’s vision and Agenda 21 For example, the Local Government Framework plan for the future Act 2002, Resource Management Regional response to the LGA Tomorrow’s Manukau is a city-wide partnership between more Climate Change Act, Local Government (Rating) 2002, which asks councils to take than 70 organisations and companies, all working to achieve Panel Act. These are the legislative a sustainable approach to the four the vision of a progressive, proud and prosperous city. requirements that the council must wellbeings: Economic, social, cultural See www.tomorrowsmanukau.org.nz follow and take into account in and environmental. everything it does. Towards 2060 The One Plan A city-wide process to reflect the shifts and goals of the Government strategies The One Plan for Auckland will Auckland Sustainability Framework, and the themes of and policies set a clear direction for how the Tomorrow’s Manukau with the four well-beings at its core. When councils develop their region plans to achieve sustainable It will lead to the council’s strategic framework Tomorrow’s strategies and policies, they must development. It will build on current Manukau 2060. ensure they are aligned to those objectives, and better integrate of central government, as these planning, investment and action. It Council city-wide strategies and policies District Plan provide a framework for regional is the responsibility of the Regional and local initiatives. Sustainable Development Forum, Sets out the policies and rules to manage the city’s natural and which is made up of representatives physical environment. of all Auckland councils, central government, adjacent regional councils and Maori. Long Term Council Community Plan (10-year plan) / Annual Plan Regional Strategies Plan of the council’s activities on 10-year and annual basis. Examples include the Regional Growth Strategy, Regional Land Annual Report Transport Strategy, Three Waters Reports on how the council has carried out its activities and Strategy. accounts for the cost of doing so.
The Changing Face of Manukau Reports on progress towards achieving the Tomorrow’s Manukau goals.
International to Local
Manukau City Council’s work centres on making Manukau when doing its job. Internationally, there are agreements and a progressive proud and prosperous city, to achieve the protocols that central government has signed up to that need to be taken into account. National legislation governs a lot things that residents want for their city. of the council’s work, while national and regional strategies and policies have a strong influence over the council’s own While a lot of this work is made up of the myriad of day-to-day strategies and policies, and decision-making. things that keep the city running, there is a bigger picture that has a strong influence on what the council does. These influences, along with the other issues and challenges that affect Manukau socially, economically, culturally and Whether it is sustainability, transport or growth planning, or environmentally, are all taken into account when deciding what dog control and liquor licensing, there is a wide range of other the council’s contribution to the city’s development will be. influences the council has to comply with or take into account
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Manukau City Council 2009/2019 Ten Year Plan The Big Picture The Big Picture – Te Wha-nui
Working regionally council can’t achieve the outcomes on its own, it works with other organisations to help make them happen. Tomorrow’s Manukau is a cornerstone in the council’s own work, forming We work with Auckland’s other six territorial (city and a basis for its 10-year plan. district) councils and the Auckland Regional Council (ARC) on regional strategies and policies. This has The council also monitors progress in achieving the outcomes, reporting back regularly to Tomorrow’s Manukau partners and included the Auckland Sustainability Framework, which to the community. More information can be found on provides direction for the region’s councils and central www.tomorrowsmanukau.co.nz government agencies so they can work together for the region’s future needs. Making The Decisions
The framework explains the way we need to change our Tomorrow’s Manukau was reviewed in 2004 and 2005 in an thinking and actions to achieve long-term goals. Along with extensive city-wide consultation which identified community other existing regional strategies, the framework has shaped concerns, issues and priorities. the One Plan, which is intended to ensure that we bring about Through a comprehensive survey (online and paper-based), our ‘top priority’ projects, working together to get the best focus group meetings hosted by community boards, and results on what are important regional investments. Version 1 workshops with local and central government, businesses and of the One Plan focuses on a limited number of projects that voluntary organisations, the community shared expectations have already been decided and in some cases are and goals. already underway. As a result, while the original vision and principles for The Regional Sustainable Development Forum is responsible the city were kept, stronger outcomes were defined. for the plan’s development, and is a partnership between local government, the emerging regional Mana Whenua Forum and The next Tomorrow’s Manukau review will be in 2010 – 2011. central government. The results of that review will contribute to Tomorrow’s Manukau 2060, which will be a city-wide framework for Throughout this 10-year plan, we’ve identified the projects Manukau’s sustainable development. This means looking or programmes within the One Plan. Many have already gone after the environment, and having a successful economy through public consultation but through this 10-year plan that provides for everybody’s needs and a society that process, you can comment on our commitments for the enjoys and celebrates our diversity. next 10 years including the One Plan projects. Community Outcomes Working locally Most of what the council does is based on the community Tomorrow’s Manukau outcomes that are central to the health and heart of this Manukau A- po-po- city. These are all the things that Manukau’s people say are important for their quality of life, that affect them socially, economically and culturally, and to the environment they live - Tomorrow’s Manukau – Manukau Apo- po- is for everyone who in. It’s also important that communities can set their priorities lives and works in Manukau. It’s about who we are, and what and to see what progress is being made. we want to be in the future. Tomorrow’s Manukau – Manukau A- po- po- was first published Manukau is young and growing, with opportunities, in 2001 and puts these community outcomes into words, challenges and strengths that we want to capitalise on. expressing what the Manukau community wants for the city Tomorrow’s Manukau outlines the things that Manukau now and in the future. It’s the vehicle that helps residents, people think are most important to them for the city to businesses and community organisations, local and central develop in the way they want. government to work together in the same direction, coordinating their resources and activities so that The council’s role is to help, first to identify, then achieve the city can develop in a unified way. these outcomes. The community first identified the Tomorrow’s Manukau outcomes in 2001 through an extensive Tomorrow’s Manukau has 30 community outcomes, consultation process, with a review in 2005. While the grouped into seven themes:
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Manukau City Council The Big Picture 2009/2019 Ten Year Plan The Big Picture – Te Wha-nui
Educated and Safe Communities Moving Manukau Healthy People Knowledgeable People Th eme A crime-free Manukau in A transport system with good Healthy people in People who have the skills which all people are safe fast links around the city and good housing who are and expertise to achieve from crime region economically secure, active their goals and involved
• People in Manukau will be • The people of Manukau • Appropriate health • Manukau is recognised for an Ou tcomes free from burglary, theft, have safe and convenient services will be accessible effective education system and property damage transport networks that for all Manukau residents that produces confident, provide access from their innovative and skilled people homes to work, education, leisure and services
• Manukau’s families and • Business in Manukau is able • Manukau will have • All Manukau people communities will be free to transport goods and high standards of have access to information from violent crime. services economically and public health that allows them to make efficiently throughout the informed decisions city and the region about education
• Manukau’s public spaces • Manukau will have • Healthy choices will • All members of the Manukau will be crime free. fully integrated, affordable, be easy choices for all community have the safe, clean and user-friendly Manukau people opportunity to be engaged public transport services in supporting or guiding the work of their local schools
• Manukau will have visible • Inequalities as barriers to • All Manukau people have and effective crime- well being are reduced for access to life-long, quality prevention services Manukau people education pathways that strengthen social, economic and cultural wellbeing
• Manukau acknowledges • All Manukau people have cultural health as an access to information and essential component of communications technology community wellbeing to accelerate their learning
Working Together There are 96 Tomorrow’s Manukau partners who are committed to working together for Manukau’s future. For the city to develop in a unified way in a single direction, Seventeen partner representatives from Maori, central the community, organisations and agencies, central and local government and other community organisations, make up the government need to work in partnership. Tomorrow’s Manukau steering group. This group decides what Tomorrow’s Manukau is one way for them to do this. For the important issues are that need to be tackled, and what example, there are five projects under way, supported through the opportunities are to work together on projects. It also Tomorrow’s Manukau. These are: monitors how effectively we are working together.
• Increasing participation in Early Childhood Education So that everyone can see what is happening in Manukau, and how well we’ve done in achieving what we have set • Wiri Improvement Programme out in the Tomorrow’s Manukau publication, a report, • Manukau Festival of the Arts The Changing Face of Manukau, is published every three years. The most recent report was published in 2008. • Reducing family violence
• Maori outcomes
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More information on these can be found on www.tomorrowsmanukau.co.nz
Manukau City Council 2009/2019 Ten Year Plan The Big Picture The Big Picture – Te Wha-nui
Vibrant and Strong Communities Thriving Economy Sustainable Environment and Heritage Th eme People who are proud of their city, feel safe A city that is A green city with dynamic economic development and have a sense of belonging economically prosperous and responsible environmental management Ou tcomes • Rural and urban growth in Manukau • Manukau is the best • Manukau’s natural and cultural heritage and is managed to protect sensitive location in the Pacific significant sites are recognised, protected and environments, enhance lifestyle options, Rim for business to enhanced and improve transport efficiency invest
• Manukau’s town centres will be • Manukau is a logistics • Development in Manukau is designed to reflect the distinctive and distribution hub sensitive to the need to protect cultural character of their local communities, for the Pacific Rim heritage and promote environmental wellbeing and will be commercially vibrant, well maintained, and safe
• Places, spaces and events that celebrate • Manukau has a highly • The natural qualities of Manukau’s lakes, streams, and strengthen the identities of all cultures skilled and educated waterways and coastlines are protected and within Manukau are maintained and workforce which enhanced improved supports a thriving economy
• Manukau people are engaged with their • Manukau will be a high- • Manukau is clean, green and pollution free communities regardless of age, ability quality destination or ethnicity for national and international visitors
• Manukau parks and recreation spaces will be safe, well maintained and designed to reflect the aspirations of their local communities
The following table outlines examples of the types of things that will be measured to show progress against achieving community outcomes.
Themes Examples of measurement
Early childhood attendance: NCEA achievement levels: Library membership: Educated and Knowledgeable People Degree level qualification
Life expectancy: Immunisation rates: General Practitioner ratios: Healthy People Physical activity rates
Moving Manukau Public transport usage: Commuter traffic average spend: Proportion driving to work
Safe Communities Crime rates: Police levels: Crime resolution rates
Sustainable Environment and Heritage Public open space levels: Manukau Harbour water quality: Stream water quality
Thriving Economy Unemployment levels: Visitor numbers: GDP
Vibrant and Strong Communities Cultural heritage site numbers: Attendance at events: Town centre satisfaction 9
Manukau City Council The Big Picture 2009/2019 Ten Year Plan The Big Picture – Te Wha-nui
The Council’s Roles how, as they develop and deliver those strategies and policies. The framework also helps council staff members work more effectively with others who have an interest in what is What the council does in its groups of activities in the happening, and to share resources, expertise and knowledge. 10-year plan contribute to what the community has said it wants through Tomorrow’s Manukau, as well as carrying In addition to its activities, the council also takes a leading role in bringing together the Tomorrow’s Manukau partners to work out requirements under a wide range of legislation. on various projects. It provides funding and resources for the projects, such as with the Manukau Festival of Arts and the Wiri There are also many council strategies and policies which Improvement Programme, as well as funding the production must be in line with and help achieve what the community and publication of Changing Face of Manukau. Advocacy to wants. The council has developed a strategy and policy other agencies and the central government on behalf of the framework which makes it clear who does what, when and community forms part of the council’s role as well.
CITY FORM & ENVIRONMENT
1.1 Regional & city planning & design 1.2 Resource consents & compliance TOMORROW’S MANUKAU THEMES 1. CITY FORM 1.3 Building consents & compliance & E NV IRO 1.4 District plan & building enforcement EDUCATED & KNOWLEDGABLE PEOPLE NM EN T 1.5 Environmental monitoring HEALTHY PEOPLE 1.6 Environmental health nuisances & licensing
2 1.7 Waste management MOVING MANUKAU . T R 1.8 Stormwater A N SAFE COMMUNITIES S P O R T SUSTAINABLE ENVIRONMENT & HERITAGE TRANSPORT
THRIVING ECONOMY 2.1 Transport (passenger transport and roads) 2.2 Carparking 3
. VIBRANT & STRONG COMMUNITY L
E
I
S
U
R
E LEISURE AND RECREATION
A N
D 3.1 Libraries
7 R
. E
C 3.2 Parks
R E R
G E 3.3 Leisure I A
O T N I
O 3.4 Arts A
L N
L E V I E S
S COMMUNITY SERVICES E IC V R 4.1 Community development E 6 S . L Y 4.2 Housing for the elderly E IT A N D U E M 4.3 Cemeteries and crematorium R M SH O IP . C & 4 4.4 Community safety G OV ER NA NC MY E ONO 5. THRIVING EC THRIVING ECONOMY
REGIONAL LEVIES 5.1 Economic development LEADERSHIP 5.2 Town centres & business precincts 7.1 Regional levies AND GOVERNANCE
6.1 Democracy 6.2 Investments & governance KEY CONTRIBUTIONS 6.3 Emergency management Primary
Secondary
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Manukau City Council 2009/2019 Ten Year Plan The Big Picture The Big Picture – Te Wha-nui
What you’ve said so far: “ The world is a very different place to that prevailing three months ago, let alone three years ago. Probably the greatest difference can be summarised as uncertainty. This leads rapidly to hesitation in our consumer society, followed by company closures, job losses, mortgage difficulties, falling house prices etc.”
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Manukau City Council Overview
Our Manukau – The KEY Issues
The Manukau City Council’s Long Term In this 10-year plan we have tried to Council Community Plan 2009 – 2019 balance meeting our immediate needs, (10-year plan) highlights the strategic keeping in mind the current economy issues which need to be addressed for and the requirements of the next 10 the next decade and beyond. It also sets years, while still making sure that future out what we think the costs and revenues generations can meet their requirements. will be needed to reasonably meet the communities’ needs over that time. In We have received a lot of feedback from developing this plan, Manukau residents Manukau residents when developing had a real opportunity to provide us with the plan, allowing councillors to better direct input into the city’s future. understand the community’s priorities. Some of the comments are included Like the rest of New Zealand, we’re feeling in this plan. the effects of the recession and this has been a primary consideration as we’ve developed the plan.
The present financial and economic challenges are part of a cycle – there are always highs and lows. What’s important is how we deal with them.
Manukau City Council 2009/2019 Ten Year Plan Overview
Our Manukau – The Key Issues
Regional Governance Community input
When the draft 10-year plan was adopted for public We were delighted to see the community respond in record numbers to the draft 10-year plan. A total of 19,800 individual consultation, the Royal Commission of Inquiry into submissions were received, of which 18,623 were partly or Auckland Governance had just been released, but wholly about the TelstraClear Pacific Events Centre Stage Two the Government had not yet made decisions relating proposal. This is aside from the ‘pre-consultation’ feedback we to the Royal Commission’s recommendations. received in 2008 about the big issues that affect Manukau’s communities. We held hearings over four days through the The Government has now decided that one council, the city and 139 submitters spoke in support of their submissions. Auckland Council, and 20 to 30 local boards will replace the This community involvement in planning for our city’s future Auckland Regional Council, the seven local councils and their is essential, and we hope that Manukau people will continue community boards. This will take effect from 1 November to be enthusiastic and involved in their city’s development. 2010. Under the Local Government (Tamaki Makaurau Reorganisation) Act 2009 which was enacted in May, an Auckland Transition Agency has been appointed. Its primary TelstraClear Pacific Events Centre role is to plan and manage the establishment of the new – Stage 2 Proposal Auckland Council so that it can operate from 1 November 2010, at which stage all the existing councils will be dissolved. This proposal was the issue that attracted most public interest. The proposed development was for a white-water While this Act has started the process towards the new kayak facility, a cultural exhibition in association with Tamaki Auckland Council, there are still two more Bills to go through Heritage Tours and an art gallery, as well as office and the select committee stages and to be enacted. The Local exhibition space. The overall cost of the development was $60 Government (Auckland Council) Bill will decide boundaries, million. the Auckland Council’s structure and membership, and what the Local Boards will do. Another Bill will deal with The Counties-Manukau Pacific Trust, which owns the the legislative framework. TelstraClear Pacific Events Centre at Manukau asked the council for $40 million to help fund the development. Until then we must continue making decisions and provide services to Manukau communities and businesses, although There were 18,623 submissions about the proposal and many certain decisions must be confirmed by the Transition Agency arguments were put forward both in support and in opposition to ensure the best interests of the new council are not to the proposal. compromised. After carefully considering the points put forward, the council While Manukau City Council will go out of existence part way decided not to fund the proposal. A key reason was that $40 through the second year of this 10-year plan, we’re still obliged million was unaffordable, especially in the current economic to plan 10 years ahead and this will assist the new Auckland climate. Council when it comes to produce its first 10-year plan. We’ve also reviewed internal projects and the planning policy Living within our means programme to eliminate those projects which no longer have relevance. This will help release some of the resources which We’re aware that rates can be a source of strong debate, and need to be dedicated to the change process. we’re also aware that many in our community find it hard to find the money for their rates bills, especially as they cope We are working with the Transition Agency so that there is a with the effects of the recession. smooth transition to the new Auckland Council. We’re also working hard to ensure that our communities’ interests are at Therefore, we’ve had to think about how we should respond the forefront, so that we can continue to provide the best level to the recession, while still investing in our public facilities, of service we can until the new council takes over. transport and infrastructure. Regardless of the economy, Manukau’s services still have to be maintained and developed. As well, we are aware that government spending, both central and local, is important during a recession to keep the economy moving. It’s also an opportunity to take advantage of the more competitive construction environment.
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Manukau City Council Overview 2009/2019 Ten Year Plan
Our Manukau – The Key Issues
We also need to provide for a big population growth – before However, because of savings in short-term interest, we we reach 2019, Manukau will have grown to 417,000 and in 18 have also been able to incorporate requests made through years time our population will be just short of half a million the many excellent submissions received throughout the people (fig 1). We also need to remember that there are issues consultation process including: which will continue outside this 10-year planning horizon, such • Refurbishment of the artificial hockey turf at as Auckland Manukau Eastern Transport Initiative (AMETI) Lloyd Elsmore Park and other major road-works, as well as our stormwater system replacement and major facilities. The following chart • upgrading facilities for the Mangere East Rugby demonstrates examples of the expected population growth. League Club
• An operating grant to provide management of the + Population of Christchurch Otara skatepark = 664,000 • Increase in the Friendship House contract + Population of North Shore City = 597,000 • Provision of a Crime Prevention Officer in Hunters Corner + Population of Hamilton • Development of extra netball courts at the Howick = 490,000 Pakuranga netball centre
+ Population of Rodney District • Increase in the Te Puru Community Charitable = 417,000 Trust contract
2051 • Bringing forward the Mangere Arts Centre Population 2041 of Manukau • Funding for Ngai Tai Umupuia Marae 2026 329,000 • Operational support for the Papatoetoe Multi-sport facility 2016 Fig 1. • Bringing forward the Mountfort Park Multi-sport facility 2006 Population projections • Restoration and relocation of the old Baverstock school.
In this plan, we’ve taken the recession into account – growth has slowed and the community is facing financial pressures. As Rates increase well, the council’s income has dropped, such as in building and The council has decided on a rates increase of 2.8 per cent resource consents, which reflects the effects of the down-turn. for 2009/10. This is reduced from 3.8 per cent proposed Therefore, we’ve looked at what projects can be pushed in the draft plan because of the short-term interest rates further out in the 10-year programme, beyond the 10 years savings (see financial overview for further details). There or simply left out. We have also focused on areas where will be increases of 3.8 per cent for each of the subsequent operating costs can be reduced without storing up problems years to 2019. for future years. In some operations, there will be some The effect on the average residential rate over the 10 years service level reductions, but not to an extent which will have will be: significant negative impacts. 2000 For example there have been savings of around $280,000 Average Residential Rates in parks operations by allowing for slightly longer grass in non-active areas, using chemical spraying around fixtures 1500 and replacing some annual gardens on road frontages with perennial plants and shrubs. Another example is the $ 1000 community facilities in Flat Bush which include aquatic, library 2000 and arts centres, which have been delayed because of the slow
down in growth. The delay also has the effect of pushing debt 500 and operating costs further out. 1500
0 1000 2018/2019 2017/2018 2016/2017 2015/2016 500 2014/2015 2013/2014 Fig 2. 2012/2013 2011/2012 2010/2011 0 2009/2010 14 2009/2019 Ten Year Plan Overview
Our Manukau – The Key Issues
What you’ve said so far: “ Council has to set the example regarding the environment, rates and affordability and sustainability. ”
The rate increases are calculated to ensure the council National and Regional Initiatives maintains a sustainable financial position over the 10-year period of the plan. Projected inflation over the 10 years is built This 10-year plan isn’t just about what goes on within into the numbers. Overall the rate increases are about 1.4 per Manukau. It has to take into account our social, economic, cent above inflation. cultural and environmental needs and, importantly, how The financial overview highlights increasing debt levels over it might affect future generations. A major part of this is the next 10 years. Although this is well within prudent limits, thinking regionally and we’ve been involved in many regional the increasing cost of servicing debt flows directly through to projects, working with the Auckland Regional Council and the rate increases. The proposed debt levels are a direct result of other territorial councils. the asset development programme. Transport projects tend to dominate the programme with the single biggest project being AMETI. The numbers in this 10-year plan assume current Emissions Trading funding ratios apply to AMETI. However, the council continues to advocate that projects of national and regional significance, and Waste Minimisation such as AMETI, should be funded in the same manner as state highways. That is they should receive a 100 per cent subsidy Climate change prompted central government to sign up to the from the NZ Transport Agency. Kyoto Protocol, which in turn has led to the Emissions Trading Scheme. This scheme is under review, with submissions to the Emissions Trading Scheme Review Committee having closed New targeted (separate) rates on 27 February.
The Government has passed a law – the Auckland We’ve decided not to include this in our budget, given that we Regional Amenities Funding Act 2008 – that requires all of don’t know what the government will decide as a result of the Auckland’s councils to fund region-wide public attractions review. However, if funding were to be included on the basis of and organisations (details in the Regional Levies Group of the present scheme, it would have been as follows: Activities and Rating Policy). Indirect costs (electricity, gas, petrol The effect of this Act is to add another 1 per cent to rates and diesel) for all properties in 2009/10 and more in later years on top of the council’s rate increase. Total from 1/1/2010 to 2019 $6.5 million To achieve greater transparency, the council has decided on a targeted (separate) rate to be shown separately on the rates Whitford Landfill gas emissions bill. This will include the levies imposed on council under the Total from 1/1/2013 to 2019 $3.7 million Auckland Regional Amenities Funding Act. It will also show the levies imposed by MOTAT and the Auckland War Memorial Museum which before were included in the general rate. Another Act, the Waste Minimisation Act 2008 also has an effect on what we do in Manukau. Under this legislation, there will be a charge put on all waste in landfills. This aims at helping reduce the amount of waste.
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Manukau City Council Overview 2009/2019 Ten Year Plan
Our Manukau – The Key Issues
Vision and long term Auckland Sustainability Framework goals
Regional Policy Statement
ROSS Strategic RGS RLTS AREDS ARPASS
direction H ERS OT 3 Waters
Growing ARTA P LA N Metro Smarter Plans ONE
Long Term Council One Plan programmes Community Plans
Improving public Manukau transport transport interchange
Action Completing Local road planning and the network improvements delivery associated with SH20 Building Communities AMETI
Destination Rugby World Auckland Cup 2011
RGS – Regional Growth Strategy ARPASS – Auckland Regional Physical Activity RLTS – Regional Land Transport Strategy and Sports Strategy AREDS – Auckland Regional Economic ROSS – Regional Open Space Strategy Development Strategy ARTA – Auckland Regional Transport Authority
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Manukau City Council 2009/2019 Ten Year Plan Overview
Our Manukau – The Key Issues
More people means more waste and a new recycling service Towards 2060 to deal with increased waste began in 2008 which has been a big success. Under the Waste Minimisation Act 2008 the Through the Towards 2060 project we are also taking a longer council will have increased landfill disposal costs of $10 per view of the city’s development (Stage One – the Strategic tonne of waste, which will put up the targeted refuse rate by Spatial Plan was consulted on at the same time as the draft $9.80 per ratepayer. This will be offset by half of the council’s 10-year plan and the submissions received will help inform the levy being returned to spend on reducing waste. In Manukau’s future thinking). The issues taken into account within this plan case this will be around $1.2 million. The impact of the Waste also need to be addressed with the next 50 years in mind. Minimisation Act is included within the 2.8 per cent We must take renewable energy and sustainable practices into rate increase. account as we work with communities and agencies to provide services and continue to build the city. We’ll also be reviewing our Waste Management and Minimisation Plan this year, to be operative in 2010/11 Providing Manukau’s response to the Auckland Sustainability and we’ll be asking you to take part in this review. Framework, Towards 2060 will result in a strategy that influences the planning and action of those taking part Planning for Growth – community groups, government agencies and other stakeholders. We also have to think about how we design and develop our city. Manukau’s population is expected to grow to 600,000 Towards 2060 will enable Manukau’s communities to think by 2050 and it is important to plan for where people will live, about the next 50 years and to build collective responsibility where businesses will be located and how rural land will to achieve social, cultural, environmental and economic be protected. well-being for all. This work will be included in the thinking for the Regional Policy Statement (presently under review) which sets the One Plan for the Auckland Region direction for growth in the Auckland region. It will also guide the review of our District Plan. Where and how our city The One Plan has been developed as a single framework develops (urban form) is important. We’re already prioritising and plan of action for a sustainable future. It contributes to the revitalisation of our town centres, focusing on creating achieving the Auckland Sustainability Framework goals and safe, lively places that are easy to get around, emphasising sets out priority programmes that central and Auckland’s people and the environment, and reflecting the area’s heritage. local government will work on together. (See City Form and Environment Group of Activities). The Auckland Sustainability Framework was agreed and The Government’s proposed amendments to the Resource adopted by all councils in 2007. The first version of the Management Act will have a big influence on the District Plan. One Plan was agreed and adopted in October 2008. In particular, the changes address plan development and plan change processes, as well as resource consent processes, There are seven programmes in the first version of the One and decision-making. The next phase of the RMA reform will Plan, all of which affect Manukau directly or indirectly. Each also have an effect on how cities deal with urban design and programme generally was a primary initiative with several infrastructure issues. others which together add value and opportunities to each.
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Manukau City Council Overview 2009/2019 Ten Year Plan
Our Manukau – The Key Issues
These programmes link to Manukau projects as follows: Destination Auckland: We have provided a total of $2.55 million in the years up to and including 2011 for regional Improving Public Transport: Part of the electrification of initiatives, events and team hosting for the Rugby World the Auckland rail network is the development of a rail link Cup 2011. to the Manukau City Centre. In this 10-year plan we have provided $19.9 million for development of a Manukau transport CBD and Waterfront: While Manukau has no direct interchange, $4.6 million for rail related projects and $24.1 involvement in this project, we agree that having a vibrant million for a Manukau City Centre car park. In addition, the Central Business District and waterfront in central Auckland development of the Papatoetoe and Manurewa town centres is important for the whole region. will benefit from the rail electrification project. Building Communities: This project brings together a range Completing the Network: The Western Ring Route provides of social and economic development projects within Tamaki an alternative route from Albany, through west Auckland, (Glen Innes, Point England and Panmure). Associated to this across the Manukau Harbour and connects to State Highway joint central and local government programme is the Auckland 1, (the Southern Motorway) at Manukau city. The connection Manukau Eastern Transit Initiative (AMETI). This has a total from Roscommon Road through to the Southern Motorway estimated cost of $1.5 billion over a 15-20 year period to be is under construction and the embankment for the Manukau developed and funded by Auckland City, Manukau and the Rail Link is being constructed as part of the project. Manukau New Zealand Transport Agency. We have provided a total of has provided $4.5 million for local roading improvements $118 million, plus additional funding for land purchases, within associated with the State Highway 20 development. this 10-year plan for that part of the AMETI development within Manukau. More will be required beyond the 10 years. This project and the rail project will together act as a catalyst for the development of the city centre – identified Growth through Skills: Targeting the up-skilling of workers as a regional centre in the Auckland Growth Strategy – and to develop language, literacy, numeracy and communication will continue to develop as a hub for central government skills necessary for the modern workplace, this programme agencies, commercial and retail development, together has a national budget of about $165 million from 2008 to with residential apartments. 2012. Details of this programme are yet to emerge and no specific amount has been provided within this 10-year plan for Related to this is the development of the city centre this programme. However, it is a programme which should be university campus which the council and Manukau Institute of of significant benefit in Manukau communities and the council Technology are jointly planning. Apart from the planning, the is likely to have a role in the programme’s roll-out. council’s input will be limited to the provision of a suitable site, possibly within Hayman Park. Work is continuing on the next version of the One Plan which will include a number of programmes important Digital Auckland: Auckland, Manukau and Waitakere City to the Auckland region. Our commitment to this ongoing Councils, together with Vector Ltd, developed a proposal work is recognised in the strategy and policy programme. under the Broadband Investment Fund to roll out high speed The commitment will be mainly staff time. fibre optic broadband within the three city districts. Since then the new government has eliminated the Broadband Investment Fund and replaced it with the NZ Government Broadband Initiative to get fibre-optic into homes. Local government investment is not required and therefore we have not made any provision for broadband initiatives.
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Manukau City Council 2009/2019 Ten Year Plan Overview
Our Manukau – The Key Issues
Other Issues Flat Bush is a major greenfields development area in Manukau city. Significant residential development has already taken Transport is a significant feature of this 10-year plan. place, but more is to come. A junior and middle school has been built and construction of a new college will start soon. The $53 million Mill Road upgrade, timed for 2019 onwards and which is going through a major consultation process, is another Tomorrow’s Manukau Properties Limited is working with project to be included in a regional infrastructure its selected developer, Melview Developments Limited, in plan within the One Plan Version Two. the planning of a future town centre. Details of how we’re providing for development or upgrading of connecting roads and passenger transport routes as well as new community Major transport projects include: facilities such as aquatic, library and recreational centres are in the Transport and Leisure and Recreation Group of Activities. • AMETI (Auckland-Manukau Eastern Transport There is also ongoing development of Barry Curtis Park as a Initiative) projects premier park for the city.
• Major passenger transport routes Other areas in the city are also experiencing growth, and there’s a demand for better services. The projects • Whitford arterial route included in the draft plan, as well as those we have added as a result of community submissions, reflect this.
• Clevedon rural arterial road upgrade Each year our surveys show that our residents rank safety as one of their major concerns. We are constantly advocating • Flat Bush to Manukau city centre road upgrade for increased police presence in the city and this is starting to show results. The council also has a direct role in safety in the • Footpaths and cycleways way we provide services such as street-lighting, CCTV, graffiti control and funding for the Ambassadors Programme. There • Chapel Road realignment is also a strong emphasis on road safety initiatives.
• Murphys Road bridge improvements Regardless of uncertainty with the recession, other global changes and changes to local governance in Auckland, our • Murphys Road upgrade city still has to develop and services continue so that our communities’ interests and well-being are provided for.
• Rural forestry road improvements This plan contains both broad outlines and detail about the continuing development of Manukau, providing a direction • Ormiston/Preston/East Tamaki Road intersection beyond 2019. realignment We would like to thank the many people who took the time (See the Transport Group of Activities and financials to provide feedback during the planning process, and who sections for more details) provided considered and constructive submissions. This is the last 10-year plan prepared by the Manukau City Council, and we feel we are handing over to the new Auckland Council a plan that sets out the current and future priorities of We’re also developing plans that set a framework for future this community, while still retaining the wider regional focus city development, in particular in our town centres (see also that must be taken for Auckland to be a successful city. the Leadership and Governance Group of Activities). However, we can’t do all of this at once, because we have to focus our resources. In the meantime we’ll be carrying out ongoing ‘main-street’ work to keep our centres looking good, improving access and safety.
The city’s growth is putting more pressure on our basic services, including stormwater. The budget has $63 million for capital spending on stormwater infrastructure to provide for growth. (Details in the City Form and Environment Group of Activities Financials).
Len Brown leigh Auton Mayor Chief Executive Officer 19
Manukau City Council Overview 2009/2019 Ten Year Plan
Financial Overview
Introduction The graph below shows the trend for rates, borrowings and asset development expenditure which are the key financial aspects of this plan. Inflation is assumed to average 2.4 per The city is growing and is expected to continue cent over the 10 years, which is included in all figures in to grow by 1.9 per cent per annum over the 10 the plan. years. This growth continues to place pressure on maintaining and creating an infrastructure to 500,000 $’000s support a growing community at an affordable rate. 450,000
The council has spent a number of days considering the 400,000 final long term plan. A key part of that consideration has been 350,000 the affordability for the community of the work programme contained in the plan. Manukau is a growing city and the plan 300,000 assumes that growth will continue. The economy is currently slowing and we have seen significant reductions in the level 250,000 of development in both the residential and commercial sector, 200,000 however this is not the first time growth within the community has slowed. While growth may vary from year to year we believe 150,000 the assumed growth rate over the 10 years remains reasonable. 100,000
Overall the guiding principle in preparing this 10-year plan has 50,000 been to ensure the council remains financially sustainable. 0 Balancing the budget 2010/20112011/2012 2009/2010 2012/20132013/20142014/20152015/20162016/20172017/20182018/2019 The council is required under the Local Government Act 2002 to ensure that each year’s projected operating revenues are Borrowings Rates Income Capital Expenditure set at a level to meet each year’s operating costs. This is a simple profit and loss test where council must make a surplus. The council is forecasting that its operating expenditure will The council is further required to manage its revenues, increase from $334 million to $460 million between 2009 expenses, assets, liabilities, investments and general dealings and June 2019. These increases are as a result of: prudently and in a manner that promotes the current and future interests of our community. This requires a more • Growth – there are or will be more households in the city holistic view of the costs and services council provides. based on our growth assumption of 1.9 per cent growth per annum In assessing a financially prudent position, consideration is to be given to: • Price increases – inflation and the factors that influence it will mean that it costs more to do business • the estimated expenses of achieving and maintaining the predicted levels of service contained in the 10–year • Service level increases – in some areas council will be plan, including the estimated expenses associated with providing a higher level of service maintaining the service capacity and integrity of assets • Depreciation and interest payments – the increased capital throughout their useful life expenditure programme means corresponding increases • the projected revenue available to fund the estimated in costs in these areas. expenses associated with delivering services and Public consultation was undertaken on the draft 10 year plan maintaining the service capacity of assets throughout their in the knowledge that there was some capacity for council to useful life increase expenditure in certain areas as a result of consultation, • the equitable allocation of responsibility for funding the potentially reduce rates and have a higher level of debt while provision and maintenance of assets throughout their still adhering to the overall financial strategy adopted by useful life the council. Council is comfortable that the changes made as a result of the consultation process do not • the council’s funding and finance policies. disadvantage ratepayers.
The council has assessed the Local Government Act requirements and has adopted strategies to ensure that over the period of the 10-year plan, we continue to move to a financially sustainable position. 20
Manukau City Council 2009/2019 Ten Year Plan Overview
Financial Overview
The council pays for its services from a variety of sources with Rates and rates increase rates being the largest portion. The graph below shows how the council’s activities are funded: The plan contains a rates increase at inflation for 600,000 2009/10 and at 1.4 per cent above the average $’000s rate of inflation for each of the next nine years of 500,000 the plan. This means that rates will rise by around 2.8 per cent for 2009/10 and 3.8 per cent for 400,000 each of the next nine years excluding the impact of the regional amenities levy. Given the current 300,000 economic environment and the financial pressures our community is facing the council has reduced 200,000 the rates increase in the 10 year plan to the underlying rate of inflation applied to council costs. 100,000 The council has general rates and targeted rates for refuse 0 collection charge, business improvement districts and a new regional amenities rate for funding Auckland wide organisations. General rates are charged at different levels 2010/20112011/2012 2009/2010 2012/20132013/20142014/20152015/20162016/20172017/20182018/2019 depending on the type of property and are levied on the annual value of the property. Contributions Capital Subsidies Activity Revenue The main impact from the targeted rates is the regional Loans Rates amenities rate which will add 1 per cent, 0.8 per cent and 0.7 per cent respectively to all ratepayers in the first three years of the 10-year plan.
The addition of the regional amenities levy means that the overall rate increase for 2009/10 will be 3.8 per cent.
The value of all properties within Manukau City Council boundaries are reviewed as part of the three – yearly valuations. These values were published in September 2008 and will come into effect from 1 July 2009 for rating purposes. The annual value for the average residential property has increased by 16 per cent over the past three years.
Depending on whether an individual property’s annual value has changed by more or less than the 16 per cent average increase will impact on the actual rates increase for that property. If the value has increased by more than the average increase in values then the rates for that property will increase by more than the proposed rates increase. Conversely if the value has increased by less than the average then the increase in rates will be less than the average proposed rates increase.
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Manukau City Council Overview 2009/2019 Ten Year Plan
Financial Overview
How much will my rates be? Rates calculator
Write in your 2008 Annual Value here (available from your revaluation notice received from Quoteable Value or by (a) going to www.manukau.govt.nz and accessing “Your Property”)
Uniform Annual General charge (b) $346.00
Rating factor from table below (c)
Multiply the annual value by the rating factor (d) = (a) x (c)
Regional Amenities Factor (e) $0.0026
Multiply the annual value by the Regional Amenities factor (f) = (a) x (e)
Write in the number of dwellings here (g)
Annual Refuse/Recycling Charge (Residential & Rural only) (h) $185.00
Multiply the number of dwellings by the refuse charge (i) = (g) x (h)
Add all the different rate types together (this is the total (j) =(b) + (d) + (f) + (i) projected rates for your property)
Rating Factors
Residential $0.0354 Rural (Greater than 50ha) $0.0132 Business $0.0713 Refuse/Recycling Charge $185.00 Rural (up to 50ha) $0.0264 Uniform Annual General charge $346.00
What is a reasonable rates level? Our analysis indicates that rates are not high enough in the first years of the plan to fund all the expenditure In setting rates at the appropriate level the council must proposed within the plan. Historically rates have not been balance what is affordable for both the council and community. set at a level to fully fund our asset development renewals. This is a delicate balancing act which needs to take account of the services that the council delivers and whether the current 350,000 or future ratepayers should pay for them. This is sometimes $’000s referred to as intergenerational equity. This is particularly important for the council given that many of its assets have 300,000 Ratepayers are paying long service lives and the benefits that these assets provide additional rates to offset the are over a long period of time. The main tool used is the use of under rating in earlier years debt and then rating future ratepayers to service the debt. This is similar to how many people purchase their first home. 250,000
In assessing the appropriate funding level the council has to consider the following 200,000 Ratepayers are receiving a • have we set revenues at a level to cover all our expenses? benefit as rates income is less than the rates requirement • have we set our revenue at a level so that we can afford an ongoing asset renewal and replacement programme? 150,000 • Is the number of projects and the total cost of the asset development programme affordable? 2010/20112011/20122012/20132013/20142014/20152015/20162016/20172017/20182018/2019 2008/20092009/2010 • have we considered the needs of current and future ratepayers? Rates Income Total rates requirement 22 • Overall have we balanced our budget?
Manukau City Council 2009/2019 Ten Year Plan Overview
Financial Overview
Given the current economic environment and the pressures The council has considered the timing of the programme faced by our community a large one-off rates rise is and the associated borrowing required to ensure that this considered not viable. As such the funding shortfall is spread best meets the needs of current and future generations. over the 10 years of the plan. This continues the strategy of the 2006-2016 10 year plan by having rates increases above inflation although this is now being spread over a longer Asset development expenditure period of time. However, to acknowledge the difficulties that ratepayers are facing, a 1% reduction in the rates increase The council currently has assets worth close to $5 billion and for Year One of the plan has been agreed. during the next 10 years the council is planning to undertake additional capital works of $1.6 billion. Asset development The impact of spreading this increase means that ratepayers expenditure is for purchasing, building, replacing or developing in the first five years of the plan receive a benefit at the expense the city’s assets (e.g. roads, bridges, libraries). For each asset of ratepayers in the second five years of the plan. category, asset management plans are in place, which are the key planning tool for the maintenance, future renewal and Debt and interest additional assets required to meet increased levels of services or growth in the city. These are generally prepared for 20 years to allow council to have a view beyond the 10-year plan Council debt is predicted at the end of 10 years to be timeframe. The asset management plans also inform how $440 million, with a peak in 2015-16 of $491 million. While the planned expenditure will be paid for. this debt level is almost double our existing debt, it is still at an affordable level in relation to our income. The council has developed the asset development programme assuming that all projects will be completed in the year Due to changes made as a result of consultation the identified in the plan. However, past experience shows that borrowings level is higher than the draft 10 year plan largely due to external factors such as land acquisition or obtaining due to the following changes being made: resource consents there can be delays in the completion of the project. Therefore projects that have similar amounts and • Reduction of rates increase in Year One by 1%. This is funding may be substituted from the later years of the plan to acknowledge that ratepayers are finding the current for other projects which have experienced delays. Conversely economic conditions difficult. projects that are delayed in one year of the plan will be • Some asset development projects have been brought completed in the following years. forward and are scheduled to be completed in earlier years Renewals are the replacement programme for the existing of the plan assets. Levels of service improvements relate to where council • The Prospective Statement of Cash flows better reflects the believes the current assets do not provide an appropriate timing of cash receipts and payments anticipated over the level of service. Growth assets are constructed to support the 10 year plan. growing city and provide the infrastructure that is required by the increasing population. As the table below illustrates even with the increased debt level, the council is operating well within the guidelines Renewals of assets are generally funded from operating contained in the treasury policy. revenue and rates are set at a level to ensure that renewals can be funded from this source. However, given the level of Treasury rates increase that would be required to achieve this, the 2008/09 2015/16 2018/19 Policy council has elected to borrow to pay for some of the renewals in the first five years of the plan. In subsequent years the Borrowings $200m $491m $440m growth in the rating base will mean renewals can be funded from operations. This is an important intergenerational issue Cash ($35m) ($19m) ($3m) as the current ratepayers are consuming part of the asset Net debt $165m $472m $437m and not meeting the full cost of that consumption which then passes on to future ratepayers. Net debt as a % of <175% 59% 101% 79% Level of service improvements and growth assets are income generally funded from debt, capital subsidy or from capital contributions in the form of contributions (development Net interest contributions, financial contributions and cash in lieu of as a % of <15% 3.7% 7.1% 6.0% reserves). Contributions can fund capital works to the income extent that the work contains an element of meeting the requirements of future growth. Each project within these The main reason for the increased debt is to fund the asset categories has been considered to determine whether it is development expenditure programme proposed within meeting future growth and if it does, then what portion of that work has a growth component. this plan. If the council has too much debt then the future 23 ratepayers will subsidise the current ratepayers.
Manukau City Council Overview 2009/2019 Ten Year Plan
Financial Overview
Contributions from development are generally paid after • Public transport and rail facilities in the Manukau the council’s asset development. The current balance of work city centre ($20m) undertaken to meet future growth is $30 million and while • Car parking in the city centre ($24m) contributions of around $172 million are expected during the 10 years, the running balance in the development accounts is The split of capital expenditure by group of activities expected to be a deficit in excess of $60 million at the end of is as follows: the plan. Based on the proposed level of capital works funded from development contributions the amounts levied are 200,000 forecast to increase as follows: $’000s
Residential $5956.00 + GST 150,000 per HEU
Minor household units $2978.00 + GST (less than 60m2) per minor dwelling* 100,000
Non-residential $17.31 + GST per m2 50,000
The council has resolved to undertake an independent review of the methodology for calculating development contributions 0 by December 2009. Until this review is completed development contributions will remain at the current levels 2010/20112011/2012 2009/2010 2012/20132013/20142014/20152015/20162016/20172017/20182018/2019 100
90 Activity 1. City Form and Environment 80 Activity 2. Transport 70 Activity 3. Leisure and Recreation Activity 4. Community Services 60 Activity 5. Thriving Economy 50 Activity 6. Leadership and Governance 40
Percentage Activity 8. Corporate Support 30 20 Most transport capital expenditure receives a New Zealand Transport Agency subsidy of between 43 per cent and 53 per 10 cent. Those projects necessary to cover for growth will be 0 partially funded by development contributions. Revenue from fees and charges will partially or fully cover operating and debt servicing costs associated with projects such as the Manukau 2010/20112011/2012 2009/2010 2012/20132013/20142014/20152015/20162016/20172017/20182018/2019 10 Year Total City Centre car park, the Flat Bush aquatic, recreation and sports centre, and housing for the elderly units. Renewals Level of Service Growth The council treads a fine balance when setting its 10-year programme. The programme needs to be established During the 10-year period our capital is relatively balanced recognising that growth is occurring and that growth has between renewals, levels of service improvement and growth. a significant impact on the requirement for council services. Transport is the largest asset area. However, over the While some assets are put in place by developers, the council next 10 years there are also additional community facilities must put in place most of the collective infrastructure and (library and swimming pool) planned in the Flat Bush area services. The council’s service levels for community facilities and a rail station and car park in the Manukau Central Business reflect the geographic spread of the population and also reflect District. Growth also puts pressure on the council transport proximity to services for the population. Examples are for network and the plan has a significant increase in transport libraries and swimming pools which reflect that 98 per cent of related asset development expenditure compared to the the population will be within 3km and 5km (respectively) from 2006 plan. The main increases are: the appropriate council facility.
• Increased provision for Auckland Manukau Eastern 24 Transport Initiative (now $118m and additional funding for land purchases)
Manukau City Council 2009/2019 Ten Year Plan Overview
Financial Overview
Operating expenditure Projects that have been considered and deferred beyond the 10 year timeframe:
Operating expenditure covers the council’s day-to-day • City centre library development operations and services, from collecting rubbish and providing street lighting to maintaining gardens and • City centre library fit out issuing building consents. • Flat Bush arts and cultural centre
The majority of the operating expenditure is spent on transport Projects that have not been included: followed by parks, libraries and stormwater. The table below splits out the rates funding for the major activity areas for the • Rural Fire Appliance 2009/10 year, for the average residential ratepayer (excluding targeted rates for regional amenities and refuse and recycling). Policy changes The council is required to include specific policies in its 10 year Other plan and full copies of these are included in volume 2. Expenditure Consents Most of the policies remain unchanged (or have had minor wording changes to improve clarity) from the 2006-16 10 Year Arts Plan. We outline below the main changes that have been made. Regional & City Planning & Design Treasury Risk Management Policy Waste Management The Treasury policy which incorporates the Liability Democracy Management and Investment Management Policies Town Centre & was reviewed to ensure that it met current and future Business Precincts Economic requirements. As a result of our proposed increase in Development borrowings over the 10 year term and to manage our Community risk profile it is necessary to increase the limits for each Development counterparty. (see the table in Volume 2 – Pages 79 -83) Leisure
Stormwater Rating Policy
Libraries The rating policy has been reviewed with the introduction
Rates Activity Rates Parks of a new targeted rate and the addition of one new business improvement district for the Greater East Tamaki Business Transport Association.
0 50 100 150 200 250 300 350 For further information on these two changes see Volume 2 $ Rates Funding – Pages 87 to 96.
Development Contributions Policy Changes from 2006 – 2016 There are no initial changes to the funding model that Asset Development programme changes drives the development contributions. A review of this area is continuing during 2009/10. The council has reviewed the projects included in the 2006-16 10-year plan as well as identifying new projects and initiatives. For further information on this adjustment, see Volume 2 We will discuss the asset development programme throughout – Page 99 – 108. this document in each of the activity areas, but listed below are the projects included in the 2006-16 plan and either not included in this plan or there has been a change to the timeframe of the project.
Projects deferred but within 10 year timeframe of the 2009-19 plan:
• Flat Bush library
• Flat Bush library fit out
• Flat Bush leisure centre
• Flat Bush leisure centre fit out 25 • half Moon Bay Ferry Terminal
Manukau City Council 26
Manukau City Council 2009/2019 Ten Year Plan What We Do
What we do
It’s important that the council has a strong direction and through the community outcomes we’ve established where the community wants the city to head. It’s also important that what the council does – our activities – are in line with this direction. The eight groups of activities contain the details of what we want to do and why, our targets and how we’ll measure them. We’ve also included the budgets for each activity, and information about associated assets and their management.
The first six groups of activities contribute to keeping the city running, providing the services and facilities required so that Manukau’s residents’ needs are met and the issues and priorities they identified through Tomorrow’s Manukau are achieved. There are many other issues that have an impact across the city, and these are also reflected in the 10-year plan. The plan also reflects the feedback and priorities the community has told us about through focus groups and workshops held in August and September 2008 and through submissions in April 2009.
While some of the activities relate to legislation such as the Building Act 2004 and the Resource Management Act 1991, they contribute to the community’s social, cultural, environmental and economic well-being and therefore also contribute to the community outcomes in some way, either directly or indirectly.
Corporate Support provides the internal processes and support required for the organisation to carry out its activities, while Regional Facilities is the city’s contribution to the Auckland region’s facilities such as the Auckland War Memorial Museum and MOTAT.
Manukau City Council