Wdc Long Term Plan 2012-22

Whakatāne District Council | Long Term Plan 2012 - 22 | 1

CONTENTS Message from the Mayor and Chief Executive 3 Environmental Sustainability 139 We Listened 5 Resource Management - Policy 141 WHO WE ARE 7 Resource Management - Consents 143 Your Council 7 Community Safety 145

Your Community Boards 8 Licensing (Liquor & Gambling) 147 INTRODUCTION Your Iwi Liaison Committee 9 Environmental Health 149 Your Youth Council 9 Regulation Monitoring 151 Council Structure 10 Building 153 Management & Staff Structure 11 Animal Control 155 Your District 12 Emergency Management 157 THE BIG DECISIONS 17 Community Development 160 Key Issues 18 Arts and Culture 163 Key Projects 25 Library 165 WHERE WE ARE GOING 29 Exhibition, Research, Storage & Archives 167 Overview of this Chapter 29 Community Property 169 Our Vision & Purpose 30 Pensioner Housing 171 Community Outcomes 31 Halls 173 Financial Strategy 34 Commercial Property 175 All About Rates 50 High Level Strategies and Plans 68 Recreation & Community Facilities 177 Assumptions and Data 76 Parks, Reserves, Recreation & Sportsﬁ elds 179 Cemeteries & Crematorium 183 OUR WORK IN DETAIL 79 Public Conveniences 185 Introduction to ‘Our work in detail’ 79 Aquatic Centres 187 Leadership 85 Ports & Harbour 189 Governance 87 Visitor Information 192 Community Support 89 Corporate & District Activities 193 Strategy & Policy 91 Customer Services 196 Roads & Footpaths 93 Communications 197 Transport Networks 95 Human Resources 199 Road Safety 99 Finance 200 Parking Enforcement 101 Corporate Information 201 Water Supply 103 Corporate Property 202 Water Supply 105 District Income and Expenditure 202 Sewage Treatment & Disposal 111 Council Controlled Organisations 203 Sewage Treatment & Disposal 113 Council Controlled Organisations 204 Tradewaste 120 Whakatāne Airport 205 Bay of Plenty Local Authority Shared Service Limited 207 Stormwater Drainage 121 Toi economic development agency 209 Stormwater Drainage 123 Local Government Funding Agency 211 Waste 129 OUR COSTS IN DETAIL 213 Waste Disposal 131 Revenue & Financing Policy 214 Waste Recycling 134 Key Capital Expenditure Projects 235 Waste Reprocessing 136 Forecast Financial Statements 241 Audit Opinion 267 2 | Whakatāne District Council | Long Term Plan 2012 - 22 INTRODUCTION

PHOTO CREDITS With thanks to the following photographers Front Cover Cashy Ball Introduction Lydia Tulip Who We Are Lydia Tulip The Big Decisions Lydia Tulip Dr Randall Watson Where We Are Going Lydia Tulip Our Costs in Detail Nicola Dobson Groups of Activities Lydia Tulip Nicola Dobson Charis Henton Cashy Ball Jim Tetlow Cherie Robinson Byron Elliot Barbara Davies and the Beacon

With thanks to Councillor Pouroto Ngaropo for supplying the Māori Translations Whakatāne District Council | Long Term Plan 2012 - 22 | 3

MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE

Piki mai ra, kake mai ra ki tēnei Te Ara Poutama mo ngā tau Good planning is essential for the Council to ensure it can In developing this Long Term Plan, we asked you what you 2012-22, e tu mai nei, hei arataki i a tatau mō ngā tau tekau provide for our community’s current and future needs. want for your community. We received 245 submissions with e tū mai nei. He mihi maioha tēnei kia koutau e ngā iwi, e The Long Term Plan helps to achieve this. It sets out the around 80 submitters speaking to their submissions at the INTRODUCTION ngā hapū me ngā reo maha o te rohe whānui ō Whakatāne, Council’s strategic direction, priorities, work programme hearings. Every submission was considered by the Council tae atu ki te Moananui a Toi. Takahia te ara poutama ko and budget for the next 10 years. and some tough decisions had to be made. This plan tēnei ara, ko ia te tāhūhū hei whakatinana i ngā wawata o te represents a step in the right direction. rohe whānui. He nui ngā mahinga kua oti rawa i roto i tēnei The development of this Long Term Plan has been guided tau kua mahue ake nei. Ōtira, kua tūtuki ngā take i wawatia by three key principles. They are affordability, sustainability Our District is a place that we can be proud of. We have a nei e te Hapori, kua takoto te Mānuka, hei arataki te titiro and responsibility. These principles aim to balance people’s rich history, a strong cultural identity and a diverse natural whakamua kua tīmata, kua neke. Kua whakaritea tēnei ara ability to pay, with the need to maintain assets and deliver landscape. Our vision as a Council is to make the most of Poutama hei whakapakari i ngā rohe whānui o Whakatāne. services. This ensures the community gets the best value the opportunities that our District provides, to be the place Mā tēnei kaupapa hei whakatinana i ngā wawata kia pākari for money from its Council. of choice for people to live, work and play. ake te hāpori whānui mai i Whakatāne ki Tāneatua, mai As part of this Long Term Plan we completed a substantial Tāneatua ki Waimana, mai Waimana ki Rūātoki, mai Rūātoki review of our rating system. We have worked hard to keep ki Ruatāhuna. Mai Ruatāhuna ki Te Whaiti, mai Te Whaiti rates increases to a minimum. The average rates increase ki Murupara, mai Murupara ki Waiōhau. Mai Waiōhau ki for the ﬁ rst year of the Long Term Plan (2012/13) is 5.69% Te Teko, mai Te Teko ki Matatā, ka hoki mai anō ki te rohe and average rates increases for the subsequent nine years o Whakatāne. “Ma tāu kete mātauranga, mā tāku kete are all lower than this. The Council’s focus on affordability mātauranga, te waka ka tae ki uta.” has come through strongly in this review. To achieve the

Nō reira, tēnā koutou, tēnā koutou, tēnā koutou katoa. average rates increases, the plan focuses on maintaining Tony Bonne MartyMMarty GrGGrenfellenfellnf existing levels of service. We will not take on any new, non MAYOR CHIEFCHC IEF EXECUTIVEXE UT On behalf of the Councillors and staff of the Whakatāne essential services and initiatives unless we can source a 27 June 2012 27 JJune 20120 District Council, we are pleased to introduce ‘A Foundation substantial portion of funding from somewhere other than for our Future’. This is the Long Term Plan for the period rates or where a strong case has been put forward for why 2012 to 2022. It represents our fourth Long Term Plan and it is needed. updates our previous plan covering the 2009-19 ﬁ nancial years.

PROVISION OF SERVICES

AFFORDABLE SUSTAINABLE RESPONSIBLE 4 | Whakatāne District Council | Long Term Plan 2012 - 22

ABOUT THE LONG TERM PLAN

THE PLANNING CYCLE INTRODUCTION The following diagram shows our three key corporate planning documents - the Long Term Plan (LTP), Annual Plan, and Annual Report, and how they relate to each other.

LONG TERMM PLANPLAN::

The Long Term Plan (LTP) sets out our strategic ANNUALANNUAL PLANPLAN:: direction and work programme for the 10 years ahead. It outlines the services we will provide, In each of the two years between LTPs, the projects we will undertake, the cost of doing we produce an Annual Plan. The Annual this work, how it will be paid for, and how we will Plan takes a fresh look at the budgets and measure the quality and our effectiveness. The work programme that we planned for the issues we face and the context within which we year, according to the LTP, and considers work are continuously evolving. For this reason, whether adjustments are needed. an LTP is produced every three years.

ANNUALANNUAL REPREPORTORT

At the end of each ﬁ nancial year the Council produces an Annual Report. This sets out how we performed for the year compared to what we said we would do. It lets you know what we delivered and analyses whether we met our budgets and performance targets. Whakatāne District Council | Long Term Plan 2012 - 22 | 5

WE LISTENED CHANGESCHANGES FRFROMOM THE DRADRAFTFT TTOO THTHEHE FIFINALNAL POLICIESPOLICIES AND PRPROPOSALSOPOSALS YOU HAD YOUR SAY, ANDAND WE LLISTENEDISTENED During the deliberations, the Council made a Alongside the LTP, we consulted on a number of INTRODUCTION The draft Long Term Plan 2012-22 was open number of decisions based on what we heard from policies and proposals. you. Some of the key changes from the draft LTP to for consultation from 12 March to 13 April These included: this fi nal LTP include: 2012. This was your opportunity to ‘have • Policy on Determining Signifi cance your say’ on our proposals contained in the • Increase in the UAGC to reduce the impact of the rates review on high value property - see • Consultation Policy draft LTP. the All About Rates section. • Development Contributions Policy You told us what you liked and what you did • Stormwater will be funded 100% from the • Rates Remission and Postponement Policies not like. We listened to you at our open days various schemes in the District - see the All • Policy on the Remission and Postponement of around the District, at the public hearings About Rates section. Rates on Māori Freehold Land and we read through every submission that • Increase in the proportion of Matatā disaster • Proposal to join LGFA mitigation costs to be paid by the whole was received. • Fees and Charges 2012/13 district from 68% to 75%. This recognises the In total 245 submissions were made on rating burden faced by the Matatā community The majority of the policies have remained unchanged. Changes were made to the rates the draft LTP with around 80 submitters - see the All About Rates section. remission and postponement policy regarding • Water rates will now be billed six monthly speaking to their submissions at the multiple UAGCs on contiguous property. These rather than quarterly in an effort to reduce hearings. We considered and incorporated documents have now been fi nalised and published administrative costs - see the All About Rates what the community wants and tried our best separately. They can be found on our website section. to balance this with our key principles of www.whakatane.govt.nz or on request from the • The Harbour Endowment Fund will be used affordability, responsibility and sustainability. Council. to pay for some of the operational costs This LTP is a step in the right direction. of assets built on harbour land - see the Financial Strategy section. • Contribution to the Bay Artifi cial Reef Trust from the Harbour Endowment Fund for the NEEDNEED TTOO KNKNOWOW MMORE?OORE? CCONTACTONTACT UUSS creation of an artifi cial reef. Whakatane District Council • Increase in contributions to reinstate the Civic Centre, Commerce street, Local Authority Protection Programme (LAPP) Private Bag 1002, Whakatane 3158 fund by $80,000 - see the Financial Strategy ph: 07 306 0500 section. fax: 07 307 0718 [email protected] www.whakatane.govt.nz INTRODUCTION 6 |Whakat ā ne DistrictCouncil|Long Term Plan2012-22 Who We Are Ko wai ra te Kaunihera me ōna āhuatanga katoa

WHO WE ARE Whakatāne District Council | Long Term Plan 2012 - 22 | 7

RANGITRANGITĀIKI WARWARDD

YOUR COUNCIL ARE WHO WE Council Your

The Whakatāne District Council is your Council. We are here to look after your interests and try to develop a district in which we all want to live, work and Tony Bonne George Johnston Russell Orr Gerard Van Beek COUNCILLOR COUNCILLOR COUNCILLOR play. Like you, we are also ratepayers MAYOR

and members of this community and Ph: 07 312 4787 Ph: 07 304 8373 Ph: 07 322 8473 Ph: 07 308 6474 care about the same things you do. Mob: 027 440 1126 Mob: 027 667 3645 Mob: 027 290 7565 Mob: 027 444 4940 [email protected] thorntonjohnstons@ [email protected] [email protected] You have elected us to represent the hotmail.com whole community. This LTP has been developed GALATEA-MURUPARARUPARA WARD TĀNEATUA-WAIMANAWAIMANA WARD to ensure the well-being of our community. This section looks at who we are, how we operate and how you Pouroto Ngaropo Andrew Iles COUNCILLOR COUNCILLOR can get in contact with us if you have any questions or comments. Ph: 07 304 8777 Ph: 07 312 3191 Mob: 021 242 5978 Mob: 027 294 1849 [email protected] [email protected]

WHAKATĀNE ŌHOPEHOPE WARD

Judy Turner Christine Chambers David Dowd Scott Jarrett Dave Sheaff DEPUTY MAYOR COUNCILLOR COUNCILLOR COUNCILLOR COUNCILLOR

Ph: 07 312 4965 Ph: 07 308 7898 Ph: 07 307 0299 Ph: 07 308 7556 Ph: 07 312 5744 Mob: 021 309 803 [email protected] [email protected] Mob: 027 493 8019 Mob: 027 495 3022 [email protected] [email protected] [email protected] 8 | Whakatāne District Council | Long Term Plan 2012 - 22

YOUR COMMUNITY BOARDS

The Council has ﬁ ve community boards covering the entire District. Each board enhance your community, then you might like to contact your local community WHO WE ARE WE WHO Boards Community has six members elected from within the community board areas and one board representative. Alternatively, community boards meet every seven weeks appointed councillor from the same area. in an open meeting that you are welcome to attend. Contact information for your community board representatives and more details on meeting dates and Community boards provide a link between the Council and the community. venues are available on our website: www.whakatane.govt.nz If you have issues in your local community, have a question about a Council process or service, looking for more information or advice, or have an idea to

Jacob Te Kurapa - Chair Chris Dohrman - Chair Graeme Bourk - Chair Dave Kyle - Chair Neville Delahunty - Chair Arleen Tanirau - Deputy Chair Gerard Casey - Deputy Chair Gavin Dennis - Deputy Chair Diane Yalden - Deputy Chair Mike Naude - Deputy Chair Pouroto Ngaropo - Councillor Judy Turner - Councillor Gerard Van Beek - Councillor Andrew Iles - Councillor Scott Jarrett - Councillor Charlotte Skeet Jose Howe Viv Barr Geoff Chater George Chambers Trish Ammunson Mike King Kris Byrne Les Knowles Tony Hall Peter Lander Awhina Chapman Hugh Lovelock Evan Harvey Monty Kora Ken Lynch Honey Tuhua Sabine Poppe Vicky Richards Luke Ruiterman Whakatāne District Council | Long Term Plan 2012 - 22 | 9

YOUR IWI LIAISON COMMITTEE

The Iwi Liaison Committee membership consists of representatives from across the District. The committee ARE WHO WE Iwi Liaison Committee provides a Māori world view to decision-making with the following contexts: mana atua - spiritual dimension; mana tipuna - ancestral dimension; mana whenua - land dimension, landmarks of cultural and/or historical importance; mana tangata - community (social input) at waka, hapū and iwi levels. The Committee meet every seven weeks in an open meeting. More information on the Iwi Liaison Committee can be found in the ‘High-level Strategies and Plans’ section of this LTP.

IWI LIAISON COMMITTEE

Joshua Kalan - Chair - Te Kōmiti o Runga Huia Pacey - Ngāti Tūwharetoa Mihipeka Sisley - Deputy Chair - Ngāti Awa ki Rangitāiki Henry Pryor - Ngāti Rangitihi Joe Mason - Ngāti Awa Bruce Pukepuke - Upokorehe Paki Te Pou - Te Waimana Kaakū Tony Bonne - Mayor Te Makarini Temara -Te Manawarū Ruatāhuna Pouroto Ngaropo - Councillor Robert Jenner - Ngāti Manawa George Johnston - Councillor Bronco Carson - Ngāti Whare

YOUR YOUTH COUNCIL

The Whakatāne District Youth Council consists of 22 young people aged 12 – 24. The team has been appointed to work on youth related projects and provide the Council with a youth perspective. Members consist of a mixture of ethnicity, age, gender, experience and from different geographic locations around the District. More information about our Youth Council can be found on our website www.whakatane.govt.nz. 10 | Whakatāne District Council | Long Term Plan 2012 - 22

COUNCILCOUNCIL SSTRUCTURETRUCTURE

BOARDSBOARDSS COUNCILCOUNCIL JOINTJOINT COMMITTEESCOMMITTEESS WHO WE ARE WE WHO Council Structure Meets every seven weeks or as required for LTP, Annual Plan and • Bay of Plenty Civil Defence • Whakatāne Airport other relevant legislative requirements Emergency Management Group Board • Non-delegatable functions (e.g. set rates, adopt Bylaws) • Regional Transport Committee • Toi EDA • Civic matters • Chief Executive performance

MMONITORINGONITORING & PPOLICYOLIICY PROJECTSPROJECTS & SSERVICESEERVICCES HEARINGSHEARINGS CCOMMITTEEOMMMITTTEE IWI LIAILIAISONSON COCOMMITTEEMMMITTTEE AUDITAUDIT COCOMMITTEEMMIITTEE COMMITTEECOMMITTEEE COCOMMITTEEMMITTEEE Meets twice a month and as Meets seven weekly Meets three to four times a required Meets seven weekly or Meets seven weekly or • Provides a Māori perspective year and as required as required as required to decision making • Resource consent applications • External and internal ﬁ nancial • Monitors and reviews • Monitors activities and • Matters related to the: • A Tūtohi Ngā (Memorandum of control and reporting Council’s performance against services of Council • Environment Court appeals Understanding) between the approved plans and policies Committee and the Council • Monitors operational • Reserves Act Hearings • Develops strategies, policies performance against levels of was updated and signed in and plans service • Sales of Liquor Act Hearings March 2011 • Develops LTP and Annual • Develops proposals, options • Hears objections to Plan and costs of projects Development Contributions and Resource Management • Approves Council submissions • Monitors progress of projects to other organisations Act decisions • Progresses sale of properties • Receives Treasury Reports approved in LTP and Annual YOUTHYOUTH COCOUNCILUUNCIIL and monitors Treasury Plan function • Receives minutes of quasi Meets Monthly Council bodies such as Whakatāne District Sister Cities Association, Pride SPECIALSPECIAL COCOMMITTEESMMITTEEES COMMUNITYCOMMUNITY BBOBOARDSARRDS Whakatāne Committee and • Preservation Incentive Fund Special Committee Eastern Bay Road Safety Meets seven weekly Committee • Young Achiever Awards and Annual Grants Special Committee • Creative NZ Local Communities Funding Assessment Special • Rangitāiki Committee • Murupara • Community Sports Fund Assessment Special Committee • Ōhope Beach • Whakatāne District Museum and Gallery Board • Tāneatua • Plains Water Supply Special Committee • Whakatāne Whakatāne District Council | Long Term Plan 2012 - 22 | 11

MANAGEMENTNAGEMENT & SSTAFFTAFF SSTRUCTURETRUCTURE WHO WE ARE WHO WE Structure Management & Staff COUNCILCOUNCIL

CHIEFCHIEF EXEEXECUTIVECUTTIVE

GENERALGENERAL MANAGERMANAAGER GENERALGENERAL MAMANAGERANAGGER GENERALGENERAL MANAGERMANAAGER GENERALGENERAL MANAGERMANAGGER GENERALGENERAL MANAGERMANNAGGER STRATEGY & PLANNING INFRASTRUCTURE COMMUNITY & ECONOMIC DEVELOPMENT FINANCE HUMAN RESOURCES

Resource Management - Consents Water Arts & Culture Financial Accounting Human Resource Building Sewerage Visitor Information Centre Management Accounting Services Environmental Health Stormwater Parks & Reserves Rates Executive Administration Liquor Licensing Solid Waste Recreation & Sportsfields Payroll Health & Safety Planning Monitoring Transport Networks Ports & Harbours Strategy & Policy Contract Management Airports Resource Management - Policy Utlities Property (halls, aquatic centres, Emergency Management Projects pensioner housing) Animal Control Operations Business Customer Services Parking Unit IT Services Democratic Services Location Services Regulation Monitoring Records Marketing & Events Economic Development Communications BUDGETEDTED SSTAFFTAFF NUMBENUMBERSRSS ((FTE’S)FTTE’S) Community Development Annual Plan 2011/12 174.4 Public Conveniences LTP 2012/13 166.98 Cemeteries/Crematorium 12 | Whakatāne District Council | Long Term Plan 2012 - 22

YOUR DISTRICT

WHAKATĀNE DISTRICT HISTORY The arrival of Europeans In 1884 Hutton Troutbeck purchased 21,694 acres and established Galatea Station. In 1931 the estate was European settlement began in the 1830s when whalers, The fi rst inhabitant, more than 1000 years ago, was purchased by the Crown to be offered for ballot farms. WHO WE ARE WE WHO District Your sealers and later missionaries and traders made their Tīwakawaka, a grandson of Maui, the legendary voyager Galatea was further developed after World War II when homes here. The Whakatāne area became a major ship and discoverer of Aotearoa. Tīwakawaka’s people had land was offered to ex-servicemen for ballot. lived in Kakahoroa (later to be named Whakatāne) for building centre and the vessels were used to carry maize, potatoes, wheat and fl ax to other northern population some generations before the arrival of ancient tribes Te The establishment of industrial complexes near Kawerau centres for sale or barter. Tini o Toi, Te Hapuoneone and Ngā Potiki. Many of Te was the impetus for major development in the District. Tini o Toi people married original settlers and from his This included the construction of an integrated pulp, Although many Eastern Bay of Plenty Māori took no stronghold - Kapu-te-rangi (one of the oldest known pā paper and timber mill, utilising largely radiata pine from active part, the area nevertheless became embroiled in sites in New Zealand) above Whakatāne, his sons Rauru Kaingaroa Forest, during 1953-1956 by a consortium of the New Zealand land wars during the 1860s and 70s. and Awanuiarangi founded tribes of their own. construction fi rms. Kawerau was developed as a result In 1866, 448,000 acres (181,000 hectares) of land of the mill construction. At fi rst there were no shops belonging to the Bay of Plenty ‘rebel’ tribes - Tūhoe, Some 200 years later, the waka Mataatua arrived and supplies had to be brought in from businesses at Te Whakatōhea and Ngāti Awa – were confi scated by the bringing, amongst other things, the kūmara. Following Edgecumbe, Te Teko and Whakatāne. the directions of his father Irakewa, Captain Toroa, Government. Tūhoe lost Ōpouriao and Waimana, their only substantial fl at lands, and their only access to the his brothers Puhi and Tāneatua, sister Muriwai, son The development of housing at Otarawairere took place coast through Ōhiwa Harbour. This injustice fanned the Ruaihona, daughter Wairaka and other members of his in conjunction with development of industrial complexes fl ames of war. In 1869, the famed fi ghting chieftain family sailed to Kakahoroa, mooring in the river near at Kawerau to provide accommodation for senior mill Te Kooti raided Whakatāne, razing its few buildings. Whakatāne’s current CBD. The men then climbed the staff. The Murupara township was also developed in This led to the stationing of a unit of armed constabulary hillside to Kapu-te-rangi, leaving Mataatua in the care of the 1950s to house forestry workers and as a railhead in Whakatāne and the construction of a defensive redoubt the small group consisting mainly of women. The outgoing for logs going to the pulp and paper mill at Kawerau. on the promontory above the town centre. tide was threatening to carry away the waka when The diversion of part of the Whakatāne River into a new Wairaka exclaimed: “E! Kia whakatāne ake aui ahau” Industrial and agricultural development channel alongside the township was completed in 1969. (let me act the part of a man). In breach of tradition, the The diversion was a major project of the Bay of Plenty women paddled the canoe back to safety and from this With the advent of more peaceful times, industrial and Catchment Commission’s scheme which aimed to protect incident, Whakatāne received its name. agricultural development continued, accelerating from the town from a “100 year fl ood event”. A fl ood that has a 1910 onwards. Between 1911 and 1925 the Rangitāiki 1% chance of happening each year. This created an area Some time later, Toroa and Puhi fell into dispute over the wetland was drained by diverting the Rangitāiki River of low lying land which saw the development of the planting of the kūmara and Puhi and some of his followers direct to the coast and channelling and stopbanking of the Awatapu subdivision. departed in Mataatua for the Far North where he founded Tarawera River. This enabled major development to occur the Ngā Puhi tribe. Again, Toroa’s people intermarried on the Rangitāiki Plains. The District has fl ourished into a vibrant area with friendly with the tangata whenua and from them descend the people and an amazing environment to live, work and Ngāti Awa, Tūhoe and Te Whakatōhea iwi which remain The residential and commercial development of play. Protecting and promoting our history continues to be guardians of the Eastern Bay of Plenty region to this day. Whakatāne grew through the reclamation of land. Fort an important consideration. Galatea was established as a military redoubt in 1869. Whakatāne District Council | Long Term Plan 2012 - 22 | 13

THE PEOPLE1 Iwi in the District include: • Ngāti Awa TOTAL POPULATION • Ngāi Tūhoe • Ngāti Whare There are approximately 34,700 people in the Whakatāne • Ngāti Manawa

District. This ranks the District 36th in population size out ARE WHO WE District Your • Ngāti Rangitihi of 73 territorial authorities in New Zealand. 50.7% of the • Ngāti Tūwharetoa ki Kawerau population are female and 49.3% are male. • Ūpokorehe hapū GROWTH LANGUAGE

Whakatāne District’s population has increased slowly over Apart from English, the next most common language the past decades. However, we are keen to grow the District spoken in the Whakatāne District is Te Reo Māori. Te Reo to create a more stable and thriving economy. We have Māori is spoken by 17.4% of people, this is substantially developed a Growth Strategy, which is a plan for future higher than the New Zealand average of 4.1%. In the growth, that sets a target for the future growth Whakatāne District 78.2% of people speak only one of Whakatāne and Ōhope of 25,000 people by 2050. language. This compares to 80.5% nationally. While this is a large increase from the current 17,300 population, it signals our desire to encourage investment EDUCATION to facilitate growth. 67.9% of Whakatāne District’s population has some sort of Growth will be proactively encouraged by re-zoning qualiﬁ cation (either a school or post-school qualiﬁ cation). land, reducing resource and building consent fees, This is 7.1% lower than the New Zealand average. through business promotion delivered by Toi Economic Development Agency, and by selling land we own in INCOME residential areas. There is a national trend for people Personal income levels in the District are rising at a steady to move away from rural areas and towards the coast. rate. There was an increase in the medium income of However, development of the economy across our District $5,800 between the 2001 and 2006 census. The most to improve standards of living for all our residents is a major marked change is in the high-income bracket (earnings TABLE 1 – WHAKATĀNE DISTRICT INCOME focus for us. RANGE (2001-2006) over $50,000); with 4% more of the population earning over $50,000 in 2006 than 2001 (see table 1). Whakatāne has a % <$15,000 15,001- $30,001- $50,000+ ETHNICITY slightly smaller percentage of people at 14% earning over $30,000 $50,000 The Whakatāne District has a high Māori population $50,000 compared to the New Zealand national average at 2001 42% 21% 14% 10% compared to the rest of the Country. Māori make up 16% (2006 Census). 2006 31% 23% 17% 14% approximately 42.2% of the Whakatāne District. This In 2006, Ōhope and Coastlands had the highest median NZ compares to 14.6% nationally. The Māori culture is a strong 30% 22% 21% 16% and average personal incomes in the District. The median (2006) and vibrant aspect of the Whakatāne community.

1The statistics in this section are based on the most recent census in 2006, courtesy of Statistics NZ. 14 | Whakatāne District Council | Long Term Plan 2012 - 22

Whakatāne is the Sunshine Capital of the North Island personal income for Ōhope and Coastlands is $28,900 and $31,200 respectively. In comparison, Waimana, Tāneatua The Whakatāne District has one of the sunniest climates in the country, and Te Teko had the lowest median incomes in 2006 (in the especially in our coastal areas, recording one of New Zealand’s highest order of $16,000). sunshine hours. In 2010 Whakatāne’s recorded annual sunshine was WHO WE ARE WE WHO District Your 2561 hours, making it the sunniest place in New Zealand overall. DEPRIVATION Whakatāne’s summer daytime temperatures average 22-26°C, while the winter average daytime temperatures range between 12 and 19°C. The New Zealand Deprivation index ranks areas from zero to 10, 10 being the highest level of deprivation. Factors that increase the score include low income, high unemployment, no academic qualiﬁ cations, overcrowding, no car, no phone, living in rental accommodation and single parent families.

The Whakatāne District had an average deprivation rating of eight (Ministry of Health, 2006). Areas that have the highest level of deprivation include Tāneatua, Te Teko, Trident, Orini, Matahina-Minginui, Waimana, Urewera and Murupara. Areas with the lowest level of deprivation include Coastlands, Ōhope and Otakiri. The high levels of deprivation in our community is one of the reasons for a strong emphasis on affordability through the development of this LTP, especially when we reviewed our rating system.

THE FEATURES

Our environment is stunning

The total area of the District is approximately 4,450km2 encompassing a variety of natural characteristics and landscapes. In the north, the coastline is dominated by sandy beaches including Otamarakau, Matatā, Thornton and Ōhope. Major river mouth systems found along the coast are the Tarawera, Rangitāiki, and Whakatāne Rivers. Signiﬁ cant estuary systems are located at the Whakatāne River mouth and Ōhiwa Harbour. Whakatāne District Council | Long Term Plan 2012 - 22 | 15

The coastal lowlands centred on the Rangitāiki Plains have To the south of our District, Murupara hosts a range of dairy better quality soils than in other parts of the District and are and logging activities. The planting of exotic trees began used for primary production. The total area of the Rangitāiki early in the 1900s on the surrounding scrub land and is Plains is approximately 30,000 hectares. About 45% of this now known as the Kaingaroa Forest. Recent changes to area (14,000 hectares) has suffi ciently high quality soil the forestry industry have brought about a decrease in the ARE WHO WE District Your and has potential for market gardening, cash cropping or number of permanent residents, but Murupara remains a fruit production. well-serviced township with a strong community spirit. The town is also the main accessway to the Te Urewera Low, rolling hill country reaches to the sea west and east of National Park and there are a number if outdoor activities the plains. The largest part of the District rises to the south and tours available. into the Central Volcanic Plateau. Events that have shaken the District The environment plays an important part in the Whakatāne In the past our District has experienced several hazardous lifestyle. The District boasts many outdoor activities natural events, including: centering on forests, rivers/streams and the coast. Whakatāne provides a tourist gateway to Whakaari (White • Severe fl ooding in 1964, 1998 and 2004. Island) - an active marine volcano that can be visited by • A magnitude 6.3 earthquake at Edgecumbe and boat or helicopter. Whakatāne’s premier game fi shing surrounding rural areas in 1987. waters extend to offshore islands, offering a range of • Coastal storm wave run up and erosion at Ōhope species to anglers. during cyclones Bola (1987), Fergus (December 1996) and Drena (January 1997). The Rangitāiki, Tarawera and Whakatāne/ Waimana • Debris fl ows in Matatā in 2005. Rivers offer recreational opportunities for rafting, canoeing, The natural environment has a signifi cant infl uence on swimming and fi shing. Lake Aniwhenua and Lake Matahina, future development of the District. both formed as a result of hydro electricity dams, are also popular for recreation. A number of rare and protected water The Council undertakes projects to mitigate the affects of bird species have been seen in the wetland at the southern natural hazards and raise the level of protection from future shallow end of Lake Aniwhenua. hazard events. The Council also remains prepared for civil defence emergencies, responds to events, assists with the Inland, a signifi cant proportion of the District (41%) is recovery and educates the community. protected native forest within the Te Urewera National Park (the third largest national park in New Zealand). Along with Whirinaki forest, this is part of the largest remaining indigenous forest tract left in the North Island. Bush and forests in the District provide opportunities for hunting, tramping and outdoor adventures. 16 | Whakatāne District Council | Long Term Plan 2012 - 22 WHAKATĀNE WARD Population ...... 14,7000 RANGITĀIKI WARD Number of Households ...... 5,8000 2 Population ...... 9,980 Size ...... 40.23km Number of Households...... 3,570, Special Features: Size ...... 851.28km51.28km2 • Vibrant retail and commercial area that includes excellent Special Features: shopping, cafes and restaurants. WHO WE ARE WE WHO District Your • The Rangitāiki Plains has a thriving agricultural industrydustry due to its • Charter boats offering diving, fishing, dolphin swimming, fertile soils. and trips to White Island from Whakatāne Harbour. • Intensive dairy farming and home to a Fonterra Dairyairy Factory. • The Rangitāiki River offers recreational opportunitiesties for rafting, 4,310 4,700 2,530 3,150 canoeing, fishing and game hunting. Population 0-14 15-39 40-64 65+ Age

ŌHOPE WARD Population ...... 3,090 Number of Households ...... 1,320 Size ...... 16.74km2 Population 2,280 2,290 3,350 1,170 Special Features: 0-14 15-39 40-64 65+ • 11km stretch of golden sand and safe swimming. Age • Port Ōhope and Ōhiwa Harbour are popular areas for fishing, water skiing, sailing, kayaking, and windsurfing among the many attractions. 500 800 1,180 620

Population 0-14 15-39 40-64 65+ Age Population 1,650 1,680 1,740 440 TĀNEATUA WARD 0-14 15-39 40-64 65+ Population ...... 1,430 MURUPARA/GALATEA WARD Age Number of Households ...... 430 Size ...... 1,498.33km2 Population ...... 5,510 Special Features: Number of Households ...... 1,840 Size ...... 4,497.85km2 • Surrounded by native bush which offers a number of opportunities such as fishing, tramping and hunting. Special Features: • The Whakatāne and Waimana Rivers meet just southwest of • A small township, surrounded by dense native bush, rivers, and lush farmland. the Tāneatua township. • Te Urewera National Park is accessible from Murupara, for a myriad of walking and hunting options. 420 500 400 110 • Murupara has a strong logging industry, sourcing its timber from the Kaingāroa Forest.

Population 0-14 15-39 40-64 65+ Age The Big Decisions NgāNga whakataunga matua The Big Decisions

Whakatāne District Council | Long Term Plan 2012 - 22 | 17

THE BIG DECISIONS

As a Council, we have to make some big decisions about the community, for the community. It is not an easy job, making sure we are balancing everyone’s needs.

This LTP represents the options and actions that we feel are the best for our community as a whole. We have worked hard to try and present a plan that reﬂ ects your needs and desires. However, we are aware that we cannot provide all the services the community may want, while maintaining rates at an affordable level for all. We have to make THE BIG DECISIONS choices, balance priorities and occasionally sacriﬁ ce some projects, at least for the time-being. This chapter outlines the key decisions we have made, which make up our LTP and projects for the next ten years.

When consulting on the draft LTP we attached a ‘Big Decisions Survey’ which asked you what you think we should do. Results from the survey have been included in this chapter.

You agreed with our preferred options except in the area of affordability vs. user pays. We have acknowledged this and have made some changes in this area to better reﬂ ect what you as a community want, but also keeping consistent with our key message of affordability, sustainability and responsibility. 18 | Whakatāne District Council | Long Term Plan 2012 - 22

KEY ISSUES OUR ASSETS COST A LOT TO MAINTAIN

FOCUSING ON THE BASICS: Operating, maintaining and managing infrastructure that It helps us understand exactly where faults are likely delivers our services has a huge fi nancial cost. Without to occur and therefore enables us to replace or repair As your Council, we are responsible for providing families, including any upgrades, new facilities or ‘nice to have’ assets when absolutely necessary to avoid increased households and businesses of this District with essential projects, we were already looking at an unacceptable costs. services we all rely on. At the top of our list of priorities average rates increase for next year. As a result, we By taking this approach we have minimised our cost is providing services that ensure the health and safety of looked long and hard at where we might be able to increases and achieved an affordable level of rates for our community, such as providing clean drinking water, reduce some of our costs. This does not mean cutting the next 10 years that we are happy with. Existing assets appropriate disposal of sewage and roads to safely move corners, which would just end up costing the ratepayers will be looked after but you will not fi nd many new assets about the District. Many other things we provide are also more money in the future. Instead we are focusing our being built or many improvements being made to current essential to make this a great community. Places to live, efforts on ensuring we have excellent information about THE BIG DECISIONS THE Key Issues assets, unless substantial subsidy or funding is made work and play. Places to learn, read and develop. the age and state of our assets. available. We are aware of the fi nancial pressures faced by our ratepayers, especially in the current economic climate, AT WHAT LEVEL SHOULD WE MAINTAIN OUR INFRASTRUCTURE? and take our role of balancing how and where we spend your ratepayer dollar very seriously. The cost of operating What you said... OPTION A 10% all the services we deliver is huge and there is constant 82% of you agreed with us Increase our maintenance programme to pressure for us to provide more and improved services to upgrade infrastructure sooner rather than our community. later. This would require an increase in rates.

Through this plan we have focused our spending on the OPTION B (PREFERRED) 882%2%% essential services we offer. This means there are few Increase monitoring of infrastructure to new projects or facilities in this plan. This is what you, the fix faults only where needed. If it is cost effective to upgrade at the same time, community, told us you want from us. this would be done.

OPTION C 8%% Reduce our maintenance programme, allowing things to fail before we fix them. This is a lower cost option but would mean accepting a lower level of service. Whakatāne District Council | Long Term Plan 2012 - 22 | 19

DELIVERING THE BEST SERVICE WE CAN, AT THIS PRICE

As part of a fast-paced, global society, the needs and For most of our other activities, we will maintain the service expectation of the community are changing. People expect we currently deliver, not improve or reduce it. That is why instant responses, lots of options and opportunities, and you will not see much funding included, over and above a high quality service. However, in this economic climate, previous years. We will continue to enhance how we some people are struggling to pay their bills and make operate, or work in partnership with others, to ensure that if ends meet. We believe the standard of the service we we can make efﬁ ciencies and improve systems to deliver a deliver to the community is very good and we strive to better or cheaper service then it will happen. We also hope provide the community with what you want. Nevertheless, that through gaining a better understanding of what the there can always be improvements. We will provide some community wants and working more efﬁ ciently we are able improvements to our core infrastructure in the areas of to ensure greater satisfaction with the services we provide. THE BIG DECISIONS Key Issues stormwater, sewerage, water supply and transport networks through this LTP.

WHAT LEVEL OF SERVICE ARE YOU WILLING TO PAY FOR?

What you said...

67% of you agreed with us OPTION B (PREFERRED)) 667%7%% Maintain our current level of service for most activities.

OPTION C 27%% Save money by cutting back our levels of service.

OPTION A 6% Spend more to improve and/or expand our services. 20 | Whakatāne District Council | Long Term Plan 2012 - 22

OUR SOCIAL RESPONSIBILITY: SETTING LIMITS ON RATES AND BORROWING each year. The actual rates increases we are proposing are lower than these limits again and are conservative Limiting our expenditure is the biggest infl uencing factor As a Council, we are responsible for setting rates on compared to rates increases in the past. The average on rates affordability. Put simply, the more we spend and every property and making decisions about how to spend rates increase for the fi rst year of this LTP is 5.69% and borrow, the higher rates will be. As part of the Financial that money. We take this role very seriously and strive to the average increases over the following nine years Strategy for this LTP, we have set limits for rates and achieve a fair and equitable balance between affordability range from 1.97% to 5.26%. debt to help provide certainty and stability to ratepayers. and the sustainable and responsible management of our We have set the limit for total borrowing at $75 million. assets and services. We have thought hard about where to set these limits While this is not excessive compared to other councils and how these will affect our budgets. We need to make we do want to keep our borrowing at this level. Our Rates affordability has been considered in two key ways. sure that our decisions about affordability now do not community has indicated they do not want to see it The fi rst was through the budgets we have set for each of compromise our ability to sustain services and assets for increasing. We have also set limits on the amount of our activities. The more we spend, the higher rates will be. future generations. Care also needs to be taken so the

THE BIG DECISIONS THE Key Issues rates that is used to repay debt. This is because it is Our budgets have been restricted by the limits we have set decisions we make now do not result in substantial costs our debt repayments, rather than our overall amount for rates and borrowing. While these limits do mean good for future ratepayers. This means paying our fair share of borrowing, that affects ratepayers from year to year. things for the ratepayer’s pocket it also restricts the ability of now. Our limit on the interest expense of our borrowing is the Council to invest in the community. The limits we have set for rates increases are Local 12% of total rates income (for more information see the The second way we considered affordability was by Government Consumer Index (LGCI) plus 2% (for more Financial Strategy). Reducing this limit further has risks reviewing our funding philosophy and rating system. These information see the Financial Strategy). This is based because the borrowing is mostly for renewals (replacing determine how our activities will be funded, and how these on inﬂ ation with a small additional margin. This means assets like water pipes that are nearing the end of their costs should be distributed to each ratepayer. rates increases will be limited to no more than 5-6% for lifespan).

HOW CONSERVATIVE SHOULD OUR LIMITS BE FOR RATES AND BORROWING?

What you said... OPTION A 4% 60% of you agreed with us Increase the limits for rates and borrowing. This would allow us to improve and/or expand our services but would mean increased costs to ratepayers. OPTION B (PREFERRED) 660%0% Apply conservative limits including rates increases between 2-6% and borrowing limited to current levels. This will allow us OPTION C 36% to deliver services at the current level. Provide even lower limits for rates and borrowing. This will require us to cut back services. Whakatāne District Council | Long Term Plan 2012 - 22 | 21

REVIEW OF OUR FUNDING PHILOSOPHY AND METHOD

The Revenue and Financing Policy sets out the Our rating philosophy means we will spread some costs In response to the large number of submissions we Council’s funding philosophy and describes how we will over a wider number of ratepayers who are likely to received on the rates review, we have made some fund each of our activities, including the rationale for benefi t from the service. This means an increase in the changes from the proposal contained in the draft the use of each funding method. The full Revenue and use of general rates and a reduction in targeted rates. LTP. These changes have retained the shift towards Financing policy can be found in the ‘Our Costs in Detail’ It also means some targeted rates will be amalgamated increased use of the general rate and a greater reliance section of this LTP. or spread over a larger group of ratepayers where this is on capital value rating, but not to the same extent as appropriate. proposed through the draft LTP. The biggest changes Over the last six years the Council’s Revenue and made to the rating system were the removal of a Financing Policy has had a strong user pays philosophy. We are also basing a greater proportion of rating on portion of stormwater to be funded across the District. As part of this approach ‘where users of services cannot capital value rather than fi xed charges. This means Stormwater will now continue to be funded by schemes, be identifi ed, everyone was charged the same’. owners of lower value properties will pay less and those with the exception of Matatā where an increased THE BIG DECISIONS Key Issues This approach resulted in a greater use of fi xed charges of higher value properties pay more, relative to the proportion (75%) will be funded through the General and targeted rates. The old system resulted in less current system. Some costs will continue to be passed Rate. The use of the UAGC has increased from a difference between rates for higher value versus lower on to those who specifi cally use services where they can proposed $530.45, to $567.72 (excluding GST) for the value properties. The new rating approach that we have be identifi ed and where there is no benefi t to the wider 2012/13 year, slightly reducing the emphasis on capital adopted through this LTP is a more balanced approach community of the service. value rating. and has a stronger emphasis on rates affordability. More information about these, and other changes, can be found in the ‘All About Rates’ section of this LTP. SHOULD WE FOCUS MORE ON USER-PAYS OR AFFORDABILITY IN OUR RATING SYSTEM?

What you said...

27% of you agreed with us OPTION A 58% Keep our current approach to rating which OPTION B (PREFERRED) 27% has a strong user-pays focus. Alongside user-pays, increase our focus on affordability. This would generally mean owners of high value property pay more relative to owners of lower value property.

OPTION C 15%% Place an even greater emphasis on rates affordability rather than user-pays. THE BIG DECISIONS Key Issues 22 |Whakat 62% ofyouagreedwithus What yousaid... EVENTS DO YOU THINKISNEEDED? WHAT LEVEL OFPROTECTIONFROMSTORM aware of,andpreparedforhazardousevents. such events.We alsoaimtoensurethatthecommunityis our communitytotrymanage,mitigateandrespond cannot controltheseevents,wedohavearesponsibilityto of hazardsthatcanthreatenourcommunity. Whilewe Zealand andourDistrict. This hasledtogreaterawareness an internationalscale,butalsoclosertohomewithinNew and landslideshavebeencommoninthenewsrecentlyon Natural eventsincluding BUILDING COMMUNITY RESILIENCE: ā ne DistrictCouncil|Long Term Plan2012-22 increase ourdebtlevelsandrepayments. from aone-in-100yearfloodevent. This willsubstantially Upgrade ourentirestormwatersystem toprovideprotection OPTION A 5% fl ooding, earthquakes, tsunamis pipes areduefor renewal. protection, providing upgradesonlyas Maintain ourcurrentlevelofflood OPTION C33% % associated with of thisLTP wehave decidedtominimisetherisks meet aonein10yearstormevent. Through thelife Most ofourstormwaternetworkshavebeenbuiltto ensure completeprotectionfromlocalised built upurbanareasisverycostlyandwillnever However, increasingthestormwatersystemsinour this couldaddanother1.2%toourrateseachyear. events tothoseexperiencedinthelasttwoyears, stormwater systems.Ifwecontinuetoreceivesimilar meant thereisacommunitydesireforimproved recent years,leadingto The largenumberofstormeventsexperiencedin HEAVY RAINFALL KEEPSCAUSINGHAVOC fl ooding atacostthatisaffordable to fl ooding inourDistrict,has fl ooding. and acceptlocalisedflooding in extremeevents. reliable protectionfromaone-in-10-year floodevent Upgrade ourstormwatersystems toprovideamore OPTION B(PREFERRED) 62% limits containedwithinourFinancialStrategy. and willensureweremainwithintheratesincrease for yearstocome,isaprudentandequitableoption that arefortheprotectionofcommunitynowand rates increaseinthenextyear. Borrowingforworks for ahighproportionoftheworkstoavoidsigni the Whakat infrastructure requiredtoreducethe in moreextremeweatherevents. To providethe urban areaswillstillbevulnerabletosurface from aonein100yearevent.Butthismeansthatour with overland a morereliableonein10year our community. This LTP includes projectstoachieve ā ne and fl ow pathsdesignedtoprotecthouses Ō hope urbanareas,wewillborrow fl ood protectionlevel, fl ooding riskwithin fl ooding fi cant Whakatāne District Council | Long Term Plan 2012 - 22 | 23

ECONOMIC PROSPERITY FOR THE COMMUNITY: SUPPORTING BUSINESS GROWTH AND DEVELOPMENT

A prosperous economy helps to grow our District and Economic growth is highly dependant on the growth We have looked carefully at our building consent and ensure our community can afford to pay for essential and development of our local businesses. A District that resource consent fees and have reduced both of these infrastructure. As our economy grows, we will have is highly attractive to businesses and families will help fees. This is an effort to encourage growth and prevent more money and opportunities to spread around the to reduce future costs by spreading rates over a wider fees from being perceived as an obstacle. In this way District, helping to improve the quality of life for our population. The Council cannot control this growth, we hope to signal to the business and development community. As a Council we would like to see our however, we have looked at what we can put in place community that the Whakatāne District is a great place District grow, and a fundamental part of growth is a to try to support it and remove restrictions. Most of to invest and has plenty of potential for growth. Reducing strong and vibrant economy. the infrastructure we have to put in place to cater for these fees does mean that a larger portion of the cost growth is paid for by developers through Development will be covered by general rates. This is in recognition Contributions. Our Development Contributions Policy of the wider community beneﬁ t from regulated

was open for consultation alongside this LTP and a more development. THE BIG DECISIONS Key Issues in-depth review of our Policy will take place in 2012/13. While we are trying to retain rates at an affordable We are also in the process of undertaking a District Plan level, we recognise there are things we can do to review. Through this review, we are able to look at land help business and development in the District without zoning to plan for growth. This must be balanced with the investing heavily. preservation of our natural and physical character.

SHOULD WE TAKE A STRONGER STANCE IN SUPPORTING GROWTH?

What you said... OPTION A 8% Drive growth by investing more ratepayer 64% of you agreed with us money now to try to attract more people and businesses to our District.

OPTION B (PREFERRED) 664%4% Support growth by reducing barriers and costs of development (such as reducing building and OPTION C 28% resource consent fees). Keep our current approach of placing most of the costs of growth and development of our District onto developers and businesses. 24 | Whakatāne District Council | Long Term Plan 2012 - 22

MAXIMISING ASSETS AND OPPORTUNITIES

We have a responsibility to ensure we make the most the District Plan review and the Aquatic Centre rebuild. For example, we have removed the construction of a of the assets we own for the benefi t of our community. This will benefi t both our current and future ratepayers multi-sports centre from this LTP, with investigations A number of our property holdings are not being used because this debt would otherwise have to be funded proposed for 2022, as it is not something we are able for the delivery of services or providing a return to the over time by rates. Retiring debt will mean we have the to afford on our own within the next 10 years. However, Council. We believe that the best benefi t we can get capacity to take new loans for key projects like improving we will always be open to opportunities for partnerships from some of these properties is to sell them. This our level of protection from stormwater. In particular, with others to develop such a facility in the future, should includes the Piripai block, adjacent to Coastlands, land if we do not retire debt by selling Piripai, it would add we fi nd a partner. If a change was seen as appropriate at Port Ōhope and some other minor holdings. The another 2.2% to the rates requirement, in total over the it would be properly considered and, if signifi cant, would sale of land at Piripai and Ōhope will support growth as 10 years of this plan. It also means that we will have to be consulted on with the community. they have potential to be subdivided for new housing. reconsider any new capital projects, like those providing

THE BIG DECISIONS THE Key Issues An area we are specifi cally looking to work in partnership Increased residential development also has the potential increased protection from storm events. with others is on walking and cycling initiatives. to generate a large number of rating units which will As well as maximising use of our assets, we also want In recognition that Central Government funding for spread the rate requirement over more properties and to make the most of new opportunities as they come up. walking and cycling projects has been reduced, we therefore benefi t the current and future community. We share a number of valuable working arrangements would welcome an opportunity to work with other groups Based on conservative estimates, we are expecting the and partnerships with other organisations and groups to improve the facilities available in our community. sale of these selected land holdings to release around to improve the services available in our District. We We have included $75,000 per year in this LTP for this $21.97m. The majority of this will be used to pay off would like to build on these partnerships and will remain purpose. debt from projects such as Library and Exhibition Centre, fl exible to enter into new partnerships where we can.

SHOULD WE SELL SURPLUS LAND HOLDINGS TO REDUCE DEBT AND SUPPORT GROWTH? OPTION B (PREFERRED) 56%% Sell land at Piripai and Port Ōhope and some What you said... limited other property holdings. Piripai and Port Ōhope land could be used for residential growth. 56% of you agreed with us OPTION C 13% Retain all Council property and use rates to pay off debt. This would increase rates by 2.2% in total over the next 10 years.

OPTION A 31% Sell any Council property that is not making a return nor being used to deliver services. Whakatāne District Council | Long Term Plan 2012 - 22 | 25

How we manage our waste Despite this funding, the remaining cost of the project could potentially still be high. It is essential that we develop a Since the closure of our landfi ll in 2009, we have been KEY PROJECTS scheme that is of maximum benefi t to the whole community transporting our waste out of our District to Tirohia Landfi ll in and is supported and joined by all residents of Matatā. We the Waikato Region. Originally, we intended to build a new The following issues are things we are continuing to investigate the best option and how much landfi ll in the District, potentially working in conjunction with have been aware of and working on the scheme will cost. Any decision on the fi nal scheme, other organisations and local councils. However, we are for a number of years. This information will be made after further iwi and community consultation currently undertaking a more thorough investigation into our is provided as an update on the work to hear the views of affected or interested residents. We waste disposal options. This is because a new landfi ll may we are currently undertaking to try and have included $7.10m, spread over the 2012-16 years, to not be the most sustainable or cost effective solution for resolve some of our ongoing issues. complete the preferred option once fi nalised. This project is our community. Until we have completed this investigation, These issues are all currently being reliant on the Ministry of Health funding. we will not know the best solution to our waste problem. investigated to ascertain the best way

In the meantime, we will continue delivering programmes THE BIG DECISIONS Key Projects to progress. Once the studies have A secure and reliable source of water and services to reduce the amount of waste we transport been completed we will consult with We have 10 water schemes servicing the District. These to Tirohia. We are not currently planning to develop a new you further on these issues and our all have unique characteristics based on their geographic landﬁ ll within our District over the 10 year period of this LTP. preferred solutions. location and the infrastructure that delivers the water to Dealing with sewage in Matatā the community. An ongoing issue for many of the water schemes has been ensuring the water supply is secure Most of the urban areas within our District have reticulated and will not fail in case of a disaster, either natural sewerage systems that pipe sewage away from built up or mechanical. In many of our smaller schemes we areas and deal with it in a contained and managed way. have undertaken works to provide for greater back-up, Matatā is a notable exception to this. Most Matatā residents including providing increased storage capacity. However rely on septic tanks to dispose of their sewage. There is in Whakatāne, which supplies water to half our residents, concern that this may be starting to cause environmental and on the Plains, the mitigation works required are more and health issues as Matatā grows, partly due to the high in-depth. In Whakatāne we have been undertaking tests to level of water in the ground. We have been looking to locate an alternative water bore to provide a back-up source provide a solution to this problem for many years and have or emergency supply if required and as demand grows. now secured funding from the Ministry of Health of $6.72m to help fund a reticulated scheme. 26 | Whakatāne District Council | Long Term Plan 2012 - 22

In the Plains we are undertaking a 50 year strategy to included budget within the LTP for construction. Further address issues of low water pressure, increased demand consultation alongside our next LTP (2015-25) will occur and a back-up source. The investigations for these two before we commence any construction. More information water supply schemes are ongoing and will lead to projects about this can be found in the ‘Ports and Harbour’ activity. being proposed in the future to resolve our water security How we get in and around our District issues. The roading networks we provide in the District are core An accessible river entranceway assets that the whole community rely on for transportation Access to the Whakatāne River for both recreational of goods, travel to essential services and day to day living. and commercial vessels is essential for the growth of Roads and Footpaths is our largest group of activities, Whakatāne. Reliable and consistent passage across representing about 30% of our operating costs and 40% the Whakatāne Bar is important for tourist trips, fi shing of capital spending last year. Ensuring access within and THE BIG DECISIONS THE Key Projects charters, recreational fi shing trips and yachts. Our bar can around our District, especially during times of natural be susceptible to low tides, poor sea conditions and a build disaster, is essential to maintain the safety and productivity up of sand. This can result in a large number of days with of our community. During these natural events our roads the bar being inaccessible or restricted. To address this and bridges are vulnerable to erosion, inundation and in more recent years we have been undertaking regular blockages that can impede or prevent traffi c passing. This discing to remove the sand from the river mouth and can come at a time when moving people, or resources keep the bar deeper and more accessible. This approach around our District is most critical. has been successful over the last year or two, however, it is not a sustainable option and may not be successful The cost to improve the security of our roads is very high, indefi nitely. There have been discussions about a solution as it can require extensive excavation or construction. For to the harbour access way for many years. We are currently example, the construction of a second bridge over the investigating options to make the river more accessible for Whakatāne River would reduce the reliance on our one vessels. We will consult further on these options and will main bridge, but would be very costly to construct, including undertake modelling before applying for resource consent. the road networks either side of the bridge. Until a fi nal option has been determined we have not

Te Urewera National Park Whakatāne District Council | Long Term Plan 2012 - 22 | 27 THE BIG DECISIONS Key Projects 28 | Whakatāne District Council | Long Term Plan 2012 - 22

We are currently undertaking a study to determine how • Integrated Cultural, Environmental and Tourism secure the routes are into and around the Whakatāne Centre (Whakatāne Centre) Township. This study will identify the options and potential • Construction of a multi sports events centre projects that would help to provide a high level of road (investigations are proposed for 2021/22) access security and will specifi cally consider the need for • Extending the water and sewerage systems at the a second bridge over the Whakatāne River. Until this study airport is completed, we will not undertake extensive projects • Te Teko reticulated sewerage system to improve our route security. Any works suggested from • Construction of Matatā Refuge Reserve Road and the study will be considered and potentially incorporated Tarawera River Western Access Road through our next LTP (2015-25). • Seal extension programme • A river walkway from Edgecumbe to Thornton To improve route security through this plan, we will • Tennis courts in Ōhope THE BIG DECISIONS THE Key Projects undertake minor works on both Thornton Road and Wainui • Any new public conveniences and drinking fountains Road, including widening the roads and improving the • Civic Centre and Customer Services refi t bends, to make the roads safer and more reliable. These There is also a large number of small renewals project we projects are dependant on confi rmation of NZTA subsidy. had planned, but which have now been deferred for the These are both key routes through our District that carry term of this LTP. high traffi c volumes and are essential for transporting goods in, out and around our largest urban area.

Deferring projects to keep rates down

Because of our focus on affordability we are not currently planning to pursue a number of other projects which we have previously discussed, unless substantial funding is received from other agencies. The key projects not being pursued are listed below: oing Where We Are going g Te Tirohanga Whakamua Where We Are

WHERE WE ARE GOING Whakatāne District Council | Long Term Plan 2012 - 22 | 29

OVERVIEW OF THIS CHAPTER

This chapter of the LTP shows the pathway and direction OUR OTHER KEY STRATEGIES AND DOCUMENTS that we want to head towards as a Council and a District. We have included a summary of a number of other key OUR VISION AND PURPOSE strategies and documents in this chapter. They are included for your information. These are generally high level strategic The vision and purpose guides everything we do at the documents that cover a wide area of the Council business Council. It sets out, at a high level, where we want to be and and will give you some context to the Council’s planning how we will get there. We identiﬁ ed the vision and purpose process, previous decisions and direction we have set. We after careful consideration of the District’s key issues. note that the decisions contained in this LTP are not made in isolation and there are many things that inﬂ uence our OUR COMMUNITY OUTCOMES decisions. The documents are:

Community outcomes are goals or desired outcomes, • Policy on Determining Signiﬁ cance the Council aims to achieve in order to fulﬁ l its vision • Whakatāne Integrated Urban Growth Strategy. and purpose. Through this LTP we have developed six community outcomes, encompassing all areas of the • Whakatāne Town Vision. Council’s operations. These can be found on the following • Whakatāne District Plan. pages. • Asset Management Plans. FINANCIAL STRATEGY • Community Strategy. WHERE WE ARE GOING WHERE WE Overview of this Chapter

The Financial Strategy outlines what the major drivers of • Sustainability Strategy. our spending are, how much we propose to spend and how • Building Māori Capacity to Contribute to Council we intend to fund this spending. It also includes limits we Decision Making. are setting for rates, rates increases and borrowing. The Financial Strategy is a major driver for this LTP. ASSUMPTIONS AND DATA

ALL ABOUT RATES In preparing this LTP, we have made a number of assumptions about things that may happen. While these This section explains how our rating system works and things may not happen exactly as we predict, we need provides examples of what your rates might look like over to plan our costs and activities based on the most likely the next 10 years. We have reviewed our rating philosophy scenario. This section provides you with a summary of the and rating system and have made a number of changes. assumptions we have made when preparing this LTP. It also identiﬁ es the risks that may affect the Council. A more thorough breakdown of these assumptions can be found on our website: www.whakatane.govt.nz. 30 | Whakatāne District Council | Long Term Plan 2012 - 22

OUR VVISIONISION OUR PUPURPOSERPOSE

To be known as the place of choice for people to To lead the Whakatāne District to sustainable live, work and play economic, social, environmental and cultural well-being. In achieving our vision As a District Council we will acheive this through: • Our community will be safe and surrounded by people who are friendly and caring. • Good governance, leadership and advocacy.

• Businesses will be thriving. • Integrated long term planning.

• There will be respect for and pride in our history. • Effective and reliable community infrastructure. • We will be successful guardians of our natural

WHERE WE ARE GOING ARE WE WHERE & Purpose Our Vision environment. • Outstanding service delivery. Whakatāne District Council | Long Term Plan 2012 - 22 | 31

COMMUNITY OUTCOMES

WHAT ARE COMMUNITY OUTCOMES?

Community outcomes are a high level set of desired goals that we aim to achieve. These outcomes seek to improve the social, economic, environmental, and cultural well-being of our District, now and for the future.

Community outcomes are important to the Council. They are used to guide and inform the planning process and set out priorities. They also help us focus on a vision for the District.

HOW WERE COMMUNITY OUTCOMES IDENTIFIED?

Before setting the outcomes, it was important that the issues affecting our District and the Council were understood. We wanted to ensure our role within the community was considered and we developed a framework to guide our decisions. The resulting community outcomes WHERE WE ARE GOING WHERE WE Community Outcomes were created for the LTP on that basis. WHY HAVE THE COMMUNITY OUTCOMES CHANGED?

Draft community outcomes were presented to the We are required to have community outcomes under community boards and the Iwi Liaison Committee and were the Local Government Act 2002. An amendment to approved by the Council in August 2011. They were then this legislation during 2010 shifted the focus of the included in our draft LTP for consultation. community outcomes.

Six community outcomes have been identiﬁ ed for this LTP. The outcomes are no longer goals for the whole community The following pages set out the outcomes and the goals to achieve. The focus is now on the outcomes that the that accompany them. In the ‘Our Work in Details’ chapter, Council hopes to achieve for the community. This makes it we have also shown which community outcomes each clear that the outcomes are something the Council ‘owns’ activity will contribute towards achieving. and should be working towards. 32 | Whakatāne District Council | Long Term Plan 2012 - 22

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STRIVING FOR OUR FUTURE WELL-BEING WORKING IN PARTNERSHIP A CARING COMMUNITY Goals: Goals: Goals: • To be visible, strong, have a clear vision and • To facilitate an economy that is prosperous in • To create vibrant, connected and safe listen to all sectors of the community. both urban and rural areas. communities. • To work in partnership with iwi and the • To encourage business growth that builds on • To support healthy, active communities. community. the region’s assets. • To build inclusive communities. • To ensure accountability to the community • To support Māori economic development. • To value, celebrate, promote and protect Māori through transparent, open and inclusive • To promote connected businesses through culture. decision making. effective networks. • To respond and advocate on community

WHERE WE ARE GOING ARE WE WHERE Outcomes Community issues.

Community Outcomes Community WHERE WE ARE GOING ARE WE WHERE

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VALUING OUR ENVIRONMENT VALUING VAL

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Q S E C ERVI S the community. helpful and friendly way. timely, EXCELLENT VALUE FOR MONEY EXCELLENT VALUE Goals: • provide services that meet the aspirations of To • ensure all customers are dealt with in a To UALITY UALITY QUALITY SERVICES QUALITY Q 34 | Whakatāne District Council | Long Term Plan 2012 - 22

FINANCIAL STRATEGY FIGURE 1: RATES COMPARED TO OTHER EVERY DAY GOODS AND SERVICES This strategy tells the fi nancial story of the LTP. It is all towards the cost of Council services. On top of this, we about showing you what fi nancial position we want to be in work hard to get funding from other sources like Central at the end of this LTP and helping you to understand our Government. This means that for the $51 that the average approach to managing fi nances. ratepayer pays, we deliver around $85 of services.

Developing a Financial Strategy does not begin with a clean Delivering these services and looking after our assets costs slate. There are a number of key drivers and legislative money. But how much will it cost to undertake our activities requirements that infl uence the Council’s long term fi nancial over the next 10 years? How much does it cost for our core planning. The Council has also made decisions and services? What will the cost be for our ratepayers? At what commitments in the past that infl uence what we can and level should we say ‘enough is enough’ for rates increases cannot do now. and debt? What are we doing to keep costs down? And what fi nancial position do we want to be in at the end of This Financial Strategy responds to the drivers and this LTP? challenges to determine what our rates, borrowing and overall spending levels will be in the coming 10 These are some vital questions we have considered in years. It also provides limits for rates, rates increases order to develop a Financial Strategy to deliver the LTP. and borrowing to help provide certainty and stability to ratepayers. OUR PRINCIPLES ARE ABOUT BEING AFFORDABLE,

WHERE WE ARE GOING ARE WE WHERE Strategy Financial SUSTAINABLE AND RESPONSIBLE The fi nancial information in this strategy includes uninfl ated The Financial Strategy for this LTP is based on the same fi gures, unless otherwise stated. three key principles that underpin the whole LTP. These are outlined in Figure 2. We want to make sure EVERYONE BENEFITS FROM COUNCIL SERVICES we are operating in an affordable, sustainable and responsible manner. If you drive on roads, walk on the footpath, use a boat ramp, go to the library, enjoy the playgrounds and parks, or have These principles aim to balance peoples’ ability to pay your rubbish collected, you are using Council services, and with the need to keep assets and deliver services so the that is only a fraction of the services we deliver. community gets the best value for money.

*All figures are average amounts sourced from HES Statistics As illustrated by Figure 1, rates provide good value for New Zealand June 2010 money when compared to other everyday goods and services. The average ratepayer pays around $51 per week Whakatāne District Council | Long Term Plan 2012 - 22 | 35

FIGURE 2: THE THREE WHAT FINANCIAL POSITION DO WE WANT TO BE IN • We will not take on any new, non essential services KEY PRINCIPLES ARE: AT THE END OF THIS LTP and initiatives unless a strong case has been put forward for why it is needed and how it will be paid We will be responsive and This Financial Strategy seeks to achieve two primary for. This means that over the next 10 years, we do sensitive to the issue of outcomes. These are the reduction of external debt (owed not envisage delivering some of the projects we rates affordability across the to banks), and keeping rates increases to a reasonable indicated we would in the last LTP, unless substantial District. level. To achieve this the Financial Strategy sets limits on funding is received from other agencies. Some AFFORDABLE rates, rates increases and debt. These are set out later in examples of projects that no longer feature in our LTP Our assets and services will this strategy. include seal extensions, and construction of a multi be managed and funded sports events centre. in a way that does not It is fair to say that the limits we have set for the next 10 • We have prepared budgets based on what can compromise our ability to years are restrictive compared to our levels of rates and realistically be achieved and paid for. This includes provide quality services and borrowing in the past. We have thought hard about how budgeting revenue (such as subsidies and grants reliable infrastructure in the restrictive to set these limits and how these will affect our budgets. We need to make sure the decisions we from external funding partners) only when there is a

SUSTAINABLE future. have made about affordability, do not compromise the degree of certainty that it will be obtained. We will take a conservative affordability of rates in the future and our services and • We will bring costs down by looking for smarter approach to our day to day assets are sustained for future generations. and more effi cient ways of operating. This includes budgeting and fi nancial developing more partnerships for the delivery of management and also take Within these limits, we are confi dent that we will be able services, such as working with the community to

up opportunities that provide to provide and maintain the levels of service that our ARE GOING WHERE WE Financial Strategy improve walking and cycling networks or with hall long term ﬁ nancial certainty community will expect over the years of this LTP. That committees to manage our urban and rural halls.

RESPONSIBLE and stability. said, putting this Financial Strategy into practice will mean changing the way we do things. • We will increase our investment into the regular monitoring and maintenance of our infrastructure. PUTTING THIS FINANCIAL STRATEGY INTO PRACTICE This will lengthen their lifespan reducing overall MEANS CHANGING HOW WE DO THINGS costs.

• We will ensure today’s ratepayers pay for their The following list summarises the things we have been fair share of services and assets. This means not doing, and will do over the course of this LTP to put this overpaying to subsidise future ratepayers but also Financial Strategy into practice. These actions will help us not underpaying so future ratepayers are not unfairly stay within the limits we have set for rates and borrowing burdened by large costs. and also put our key principles into action. A number of these actions are outlined in more detail in the ‘Big • We will sell surplus land assets that are not needed Decisions’ section of this LTP. for the delivery of services and are costing us money 36 | Whakatāne District Council | Long Term Plan 2012 - 22

to keep. Sale of land, including the Piripai block and the price of goods and services affects local government is called the Local Government Cost Index land at Port Ōhope will help to retire District-wide (LGCI). Council debt that will otherwise need to be funded (over time) by ratepayers and will support residential Figure 3 shows our operating expenditure over the last 10 years and what we are planning for the growth. next 10 years. The Council is not looking to increase the services we deliver unless we can achieve this with little or no cost to our ratepayers. This might mean being more creative, innovative or looking • We will provide a District fund to support the costs for partnerships to improve how we operate. Increases in operating expenditure from year to year are of unforeseen events like floods, storms or natural largely driven by inflation. As shown in the graph, much of our operating expenditure is related to core disasters. This will help us to pay for the clean up and network infrastructure (roads and footpaths, waste, water supply, stormwater and sewerage). recovery costs that occur whenever these types of events happen.

• We will encourage growth of the District. Growth of FIGURE 3: OPERATING EXPENDITURE OVER THE NEXT 10 YEARS the District in a deliberate and managed way will increase the prosperity of the community and also have a positive impact on the affordability of our services over a longer period of time.

OUR OPERATING COSTS AND RATES

What our operational spending will look like over the next 10 years WHERE WE ARE GOING WHERE WE Financial Strategy Operating expenditure pays for Council’s day to day expenditure of delivering services, maintaining existing assets, or other expenditure that does not buy or build a new asset.

Just as the costs of running your household increase every year with inflation, the cost to provide our services continues to increase each year. This is because costs like energy, property, labour and construction continue to increase, which affects how much it costs for us to deliver services to you. This means that just to continue providing the same services that we always have, rates are likely to increase to fund these extra costs. How changes in 36 | Whakatāne District Council | Long Term Plan 2012 - 22 Whakatāne District Council | Long Term Plan 2012 - 22 | 37

FIGURE 4: WHERE OUR REVENUE WILL COME FROM Where our revenue will come from over the next 10 years Other 23% Rates is the main source of income for the Council. Development contributions 1% General rates 22% Around 55-65% of our income comes from rates. Other major sources are fees and charges, external subsidies, and grants. Wherever possible the Council Subsidies & grants 10% strives to obtain funding from external sources like the Ministry of Health, NZ Transport Agency, the Lotteries Commission and others. This supplements the funding User fees & charges 11% we receive from rates, allowing us to maximise value Targeted rates 33% for money for our ratepayers.

Figure 4 shows where operating revenue is budgeted to FIGURE 5: REVENUE NEEDS FOR THE NEXT 10 YEARS come from over the life of this LTP. This shows the total proportions over 10 years. Individual years will differ slightly from this graph.

Figure 5 shows what our revenue needs have been over the past 10 years and what we are planning for the next 10 years. It also shows what proportion of WHERE WE ARE GOING WHERE WE Financial Strategy this revenue will come from ratepayers versus other sources. 38 | Whakatāne District Council | Long Term Plan 2012 - 22

We are limiting the average rates increases to LGCI FIGURE 6: OUR LIMITS FOR AVERAGE RATES INCREASES* plus 2%

The Council plans to limit rates increases to Local Government Cost Index (LGCI) plus 2%. This will limit average rates increases to no more than 5-6% each year over the period of this LTP. It is important to remember this is an average across the District and that rates increases will vary from property to property with some individual properties seeing increases over this limit.

Figure 6 shows the actual average rates increases from 2004 to 2012 and the limit for the average rates increase over the course of this LTP. As the graph shows, there has been little consistency or predictability around rate movements in the past. The target set by the Council through this LTP will provide more certainty to the community around these movements.

We are limiting rates revenue to 80% of operating

WHERE WE ARE GOING WHERE WE Financial Strategy revenue

The Council will limit rates revenue to a maximum of 80% of operating revenue. This means we will need to continue to source at least 20% from other sources other than rates. Currently we are receiving around 35% - 45% of our revenue from sources other than rates and will continue to maximise these levels as much as we can. Other funding available is largely dependent on the policies and priorities of Central Government and other funding partners.

*see “All about rates section” for more information including specific figures. The figures in this graph are adjusted for inflation. 38 | Whakatāne District Council | Long Term Plan 2012 - 22 Whakatāne District Council | Long Term Plan 2012 - 22 | 39

OUR CAPITAL COSTS AND BORROWING

What our capital spending will look like over the There is little focus on new projects that look to increase the next 10 years service we deliver, particularly in the first few years of the LTP. This helps us to stay within the borrowing limits set out Capital expenditure pays for buying or building new assets, in this strategy. renewing an existing asset or improving an existing one to deliver a better service. Figure 7 shows our actual capital expenditure over the last 10 years and what we are planning for the next 10 years. Our capital expenditure budgets in this LTP focus mostly on Going forward it also shows the proportion of this spending renewals. This is the replacement of assets or portions of each year that is for core services (roads and footpaths, assets that are nearing the end of their lifespan and need waste, water supply, stormwater and sewerage). to be replaced so we can still enjoy those existing services.

FIGURE 7: CAPITAL EXPENDITURE OVER THE NEXT 10 YEARS WHERE WE ARE GOING WHERE WE Financial Strategy 40 | Whakatāne District Council | Long Term Plan 2012 - 22

There are three broad drivers for capital expenditure. • A number of projects to improve the Plains water These are renewals, growth and service improvements. supply

Our total capital expenditure over the next 10 years • Improvements, realignment and/or widening of is shown in figure 8. This graph breaks down capital Thornton Road, Wainui Road, Landing Road and, expenditure to show what proportion is related to renewals, Matahi Road growth and improvements to our services.

Renewals refers to capital expenditure needed to maintain our existing infrastructure/level of service. This makes up the majority of our capital expenditure over the course of the LTP. Renewals on network infrastructure in particular is a FIGURE 8: MAIN DRIVERS FOR CAPITAL EXPENDITURE major cost. This includes Roads and Footpaths, Stormwater Drainage, Water Supply, Sewage Treatment and Disposal.

Capital expenditure to cater for growth is minor throughout all years of the LTP. This capital expenditure is funded through contributions that the Council charges to developers. This recognises that developers should contribute towards the costs related to the growth that they are causing (for example water supply networks expanded WHERE WE ARE GOING WHERE WE Financial Strategy to reach a new subdivision).

Generally the focus of this LTP is on reducing debt and keeping our services at the current level. However, we are also committing capital expenditure towards improving some of the services we provide. Some notable projects that we are planning to undertake to improve our service level include:

• Solution to sewerage reticulation and treatment in Matatā • Upgrade of the Ōhope sewage treatment plant

• Improvements to the stormwater systems in *Note: Network infrastructure includes the following activities: Roads and Footpaths, Stormwater Drainage, Water Supply, Sewerage Treatment and Disposal. Whakatāne and Ōhope 40 | Whakatāne District Council | Long Term Plan 2012 - 22 Whakatāne District Council | Long Term Plan 2012 - 22 | 41

Our current level of external borrowing is As at 30 June 2011 our external debt (owed to banks) was consistent with other councils $40.51 million or around $1,178 per rating unit. This is consistent with or even favourable to many councils around Rates pay for a lot of the things we do day to day but we New Zealand. Figure 9 shows our current external debt borrow money to pay for large projects that will provide levels compared to a selection of other rural councils with services to the community over a long period of time. similar populations. Borrowing money and repaying it over time (rather than just increasing rates to cover the full cost of a project in any one On top of this external debt, like most other councils, we year) means those who benefit from the service in the future also borrow from our own reserves. Internal borrowing is will also contribute. It also evens out the impact on rates, to mainly drawn from the Harbour Endowment Fund. When avoid steep rates increases. This provides greater certainty we include internal borrowings our total debt as at 30 June and fairness for ratepayers. FIGURE 9: OUR DEBT LEVELS 2011 was around $51.01 million. COMPARED TO OTHER COUNCILS

Whakatāne

Horowhenua WHERE WE ARE GOING WHERE WE Financial Strategy Waikato

Matamata

Selwyn

Taupo

Waipa

Manawatu

Western Bay

South Taranaki

Waitomo 42 | Whakatāne District Council | Long Term Plan 2012 - 22

We are limiting our borrowing to $75 million and reduce our reliance on banks We do not expect to eliminate external debt completely. Beyond the horizon of this LTP we expect Over the past six years the Council’s level of debt has been to hold external debt to levels similar to that planned for the 2021/22 year ($9.26m). However, this increasing. This is because we have borrowed for disaster is subject to political decisions about projects, budgets and financial planning in the future, notably mitigation projects and for work to renew our assets for the through each three yearly review of our LTP. For example there are major projects planned beyond the core services of transport networks, waste, water supply, horizon of this LTP or that have not been included because they are still subject to investigations. stormwater and sewerage. This includes wharf renewals, harbour access improvements, the multi sport centre, and a second bridge into Whakatāne. Over the course of this LTP we are planning to limit our total debt (including internal and external) to no more than $75 million. Figure 10 shows our debt profile, including where we have come from and where we predict we will be by FIGURE 10: OUR LIMITS FOR DEBT the end of this LTP. Within this debt profile we will reduce our external debt level substantially and increase our use of internal borrowing from our own reserves. This will allow us to reduce external debt and strengthen our financial position.

Internal borrowing will be predominantly from the Harbour Fund reserves but also from some limited other reserves WHERE WE ARE GOING WHERE WE Financial Strategy such as those held for depreciation. While these reserves are held for specific purposes, internal borrowing allows us to maximise the use of these funds until such time as they are required for their intended purpose. Any borrowing from these reserves is repaid, with interest, in the same way that we borrow from banks. Unlike external borrowing this interest would be paid to our own reserves which will help to build them up. If we require funds from our reserves sooner than we have anticipated, we will be able to transfer internal loans to an external funding agency to make the reserves

available. The figures in this graph are adjusted for inflation. 42 | Whakatāne District Council | Long Term Plan 2012 - 22 Whakatāne District Council | Long Term Plan 2012 - 22 | 43

We will limit the amount of rates being used to repay We are planning to enter a more consistent and secure interest environment for borrowing

We will give further certainty to ratepayers by also providing The Council will join the Local Government Funding limits on the amount of rates being used to repay interest. Agency (LGFA). This is a newly formed agency that allows This is because it is our debt repayments rather than our participating local councils to access better interest rates overall level of borrowing that affects ratepayers from year than would otherwise be available. All local authorities are to year. To do this we are proposing to limit the interest able to borrow from the LGFA but there is different levels of expense on our borrowing to 12% of total rates income. benefit depending on the level of participation. The more we Figure 11 shows what these levels were from 2004 to 2012 invest into the agency as security, the better our borrowing and forecasts what this will look like over the course of this benefits will be. LTP. This will give certainty and stability to ratepayers of the impact that debt repayments will have on their rates We are planning to join the LGFA in August 2012 as a principal shareholder. This will require us to invest $100,000 when we join but we are expecting to see a return on that FIGURE 11: OUR LIMIT ON INTEREST AS A PERCENTAGE OF TOTAL RATES INCOME investment. As part of the scheme the Council also needs to grant security in the form of a charge over our rates revenue to lenders, but this is not a change to how we previously operated with banks. Changes to our Liability Management Policy and Investment Policy have been made

to accommodate the requirements of joining the LGFA. ARE GOING WHERE WE Financial Strategy

Joining the LGFA provides a more secure environment for borrowing. That is why, alongside joining the LGFA, the Council will reduce its buffer for term debt and liquidity. Basically, this buffer ensures that we can draw down loans when we need them. A larger buffer provides more security but also costs more money to retain. With a more secure borrowing environment under the LGFA we can confidently reduce this margin and make some cost savings. To ensure we can borrow the amount we need, our policy is to hold a security buffer at 105% of total amount we expect to require over the next six months. This has previously been held at 110% over 12 months. 44 | Whakatāne District Council | Long Term Plan 2012 - 22

DRIVERS AND CHALLENGES more rates relative to the previous rating system. More information about the rates review can be found in the ‘All Affordability is a major driver of this Financial Strategy About Rates’ section of this LTP. Affordability is a fundamental driver in this LTP. The Council Maintaining assets is by far our largest cost acknowledges the socio-economic vulnerability of our District, particularly in southern rural areas and in most rural The main asset based activities, which are sometimes townships. Some parts of the District are better off but we referred to as core services, typically make up around are mindful that wealth can be tied up in property rather 60% of our operating expenditure and 70% of capital than disposable income. We are also conscious the world is expenditure. This includes roads and footpaths, waste, still coming to terms with the impacts of the global economic water supply, stormwater and sewerage. Recreation recession. This will continue to affect us on a local level for and community facilities like halls, parks and public some time. We understand property owners do not have a conveniences take these fi gures to 74% and 79% choice whether or not to pay rates. That is why we need to respectively. make sure rates are affordable. In the past, the level of funds set aside to fund depreciation Rates affordability has been considered in two key ways. of our assets was not adequate. Not enough money was The fi rst is through the budgets we have set for each of our put aside from year to year to renew assets when they activities, because the more we spend, the higher rates will reached the end of their useful lives. When assets did be. Our budgets have been restricted by the limits we have need renewing, this resulted in sudden cost spikes, which set for rates and borrowing, as identifi ed on the previous required the Council to take on more borrowing. This meant WHERE WE ARE GOING ARE WE WHERE Strategy Financial pages of this strategy. While these limits do mean good ratepayers of the past were not paying for the true cost of things for the ratepayer’s pocket they also mean less money the assets they were benefi ting from. Primarily, this has is available to the Council for investing into the community. come about because the Council did not have good asset information to work from. Since 2006, the Council has The other way the Council has considered affordability is developed robust asset management plans and these have through the review of our rating system. The rating system shown us the true cost of keeping our assets. This has been determines how the Council’s costs are to be divided refl ected in increased costs over the past six years for asset amongst ratepayers. Over the past six years a ‘user pays’ maintenance and to fund depreciation for asset renewals. rating philosophy has been prominent. The review of our rating philosophy resulted in the costs of some Council A 25 year view of asset renewals and depreciation is taken services being spread over a greater number of ratepayers. for this LTP. This means the expected costs of renewing The new rating system will also see an increase in the use assets is calculated and smoothed over a 25 year period. of capital value based rating compared to fi xed charges. This ensures there are enough reserves available to This change will mean owners of lower value properties maintain our assets in the future. Some reserve accounts will pay less rates and those of higher value properties pay will refl ect a surplus or defi cit at the end of the 10 year Whakatāne District Council | Long Term Plan 2012 - 22 | 45

period of this LTP but are expected to have a neutral This involves setting aside setting aside $275,000 each balance over a 25 year period. year to pay for damage to our roads from storm events. The New Zealand Transport Agency will also supplement Keeping our assets well maintained will continue to be this fund when these extreme events damage our roading a major driver of costs over the life of this LTP. We have infrastructure. We will continue to set aside this funding over worked hard to strike a balance between these costs and the course of this LTP. the impact this has on peoples’ rates. We have reduced spending on our assets where we can but there is a limit Additionally, we will also put aside additional funding starting to how much this can be done. This is because we need to from the fourth year of the LTP, to help cover general costs make sure essential work continues to keep our assets in of disaster events. This will include an additional $150,000 good condition so they serve us well into the future. per annum for years four and fi ve, $200,000 per annum for years six to eight and $300,000 per annum for years nine Planning for the fi nancial impact of natural hazards and 10. These funds will contribute towards the costs of is challenging recovery during and straight after an event (like clearing Our District is at risk from a number of natural hazards. The roads and drains) and also for rebuilding damaged assets. most common events are fl ooding, but parts of the District We also source external funding to cover some costs of have also been affected by debris fl ows, earthquakes and these unforeseen events from government agencies and coastal storm surges. The District is also potentially at insurance. risk from other natural hazards, including tsunami and volcanic eruptions. The Council is a member of the Local Authority Protection programme (LAPP) which is a scheme designed to provide ARE GOING WHERE WE Financial Strategy Natural hazards result in costs to the Council for the initial some insurance for the underground assets of local response effort, the cleanup, and ongoing capital work to authorities. Due to the scale of destruction in Canterbury, rebuild damaged assets. A high level analysis based on the as a result of the earthquakes during 2010/11, the LAPP fl ood events of the last two years suggest that the annual fund was exhausted. A strategy to reinstate the LAPP cost of these events added around 1.2% to rates each year. fund in 5 years, subject to no disasters, saw councils However, planning ahead for the fi nancial impact of these investing more contributions into the fund over the last events is diffi cult because we do not know when they will year. During 2011/12 the Council increased its contributions happen or how major the impact might be. In particular, from $40,000 to $169,000. Since the development of the the occurrence of a larger event such as the Matatā fl oods draft LTP the Council has been informed of the premiums of 2005, will have a far greater fi nancial impact than these required for 2012/13. This has required an increase in the smaller regular events. budgets for LAPP funding of $80,000 for 2012/13.

The Council has started to establish a fund for responding We acknowledge that the reserve fund that we are setting to the effect of extreme events on our roading infrastructure. aside may not cover the full cost of these events depending 46 | Whakatāne District Council | Long Term Plan 2012 - 22

on their frequency and magnitude. In determining the future ratepayers will also pay their fair share of having a amount to commit to this purpose we have had to consider better system in place. the impact that this would have on rates affordability. This may mean that these events result in unbudgeted spending, More information about our plans to upgrade our which could impact ratepayers in the years following an stormwater systems is included in the ‘Stormwater event. It can also mean some of the things the Council says Drainage’ activity of this LTP. it is going to do cannot be done because resources are Population growth at the current expected rate will not needed for the response, recovery and rebuilding efforts. be a major cost driver Increasing the capacity of our stormwater system is costly Changes in population and land-use can be major drivers of expenditure for some councils. This is because as towns Our District is prone to extreme rainfall events. The Council and cities expand Council services need to be expanded or has assets in place to manage stormwater, including new infrastructure created to service new properties and a reticulated stormwater systems, overland fl ow paths and larger population. fl ood mitigation structures. River stop banks are managed by the Bay of Plenty Regional Council. Our stormwater Based on historical growth rates, the population of the assets are designed to provide a certain level of protection Whakatāne District as a whole is stable. Some areas are from fl ooding but there have been a number of extreme growing, mainly within the Whakatāne and Ōhope Wards, weather events recently that have exceeded the capacity but also in some rural areas of the Rangitāiki Ward. This of our systems. These events have resulted in damage to is offset by population declines in most smaller rural WHERE WE ARE GOING ARE WE WHERE Strategy Financial Council infrastructure as well as private property. settlements and urban areas. According to population projections produced by Statistics New Zealand, these The Council is looking at options for upgrading our existing trends are expected to continue over the course of stormwater systems to provide an increased level of the LTP. The budgets and fi nancial approach set out in this protection, but this will come at a cost. Projects planned LTP are based on serving a stable population according for this LTP will provide more reliable protection for a one to the current trends. Growth will not be a major driver of in 10 year rainfall event, with overland fl ow paths being Council expenditure unless it is actively promoted. This improved to provide protection to homes from a one in 100 means that this LTP does not include many new assets to year rainfall event. These projects are predicted to cost cater for growth. $16.87m in Whakatāne, Ōhope and Edgecumbe. We will need to borrow money to fund a large portion of this work Despite statistical forecasts, the Council does plan to because it would otherwise be unaffordable for ratepayers. stimulate and encourage growth within the District to Borrowing is a fair way to upgrade our stormwater systems increase the prosperity and quality of life of the community. because the assets will have a long lifespan. It means Growth will also have a positive impact on the affordability Whakatāne District Council | Long Term Plan 2012 - 22 | 47

of Council services over a longer period of time. While our If we do not sell these land assets it will impact on our plans LTP assumption is for serving a stable population, we will for debt management. We would have to accept a higher review this approach as and when growth occurs. level of debt and higher debt repayments, or we would need to rethink any new capital projects that we were planning We are introducing a number of incentives to try and to take on, such as improving our stormwater systems. If encourage people, developers and businesses to come we do not sell Piripai, and do not change our programme to our District. This includes reducing our fees for building of capital works, the debt repayments would add another and resource consents to make building and renovating 2.2% to the rates requirement, in total, over the 10 years more affordable. We have reviewed our Development of this plan. This includes $3.88m of principal repayments Contributions Policy to ensure it is not a deterrent for and $4.67m of fi nance costs for the next 10 years, with developers. We are looking at re-zoning land through our further costs continuing beyond this plan. The sale of land District Plan review to provide further opportunities for at Port Ōhope will not be used to repay debt because laws growth and encourage people to develop their land. surrounding the use of harbour endowment assets do not allow this. Any proceeds would have to be returned to the More information about how the Council intends to promote Harbour Endowment Fund. See the next page for more growth is included in the ‘Big Decisions’ section of this LTP. information on this Fund. Selling surplus land holdings will support growth and Funding from Central Government infl uences what we help us meet our borrowing limits can and cannot do The Council is planning to sell surplus land holdings. This External funding is money that the Council receives from will help to support growth and to reduce the Council’s debt. ARE GOING WHERE WE Financial Strategy other organisations or government bodies. This is a major The main holdings we are planning to sell are the Piripai driver of the services and projects the Council can afford to block adjacent to Coastlands, and land at Port Ōhope. Both deliver. External funding in the way of subsidies and grants of these areas of land are identifi ed as having potential can make up anywhere between 15-25% of our operating for residential development. The Council will work closely revenue in any given year. with developers to ensure growth happens in a way that maximises the benefi ts to our community. The level of external funding we are able to access infl uences the projects we are able to undertake and the The sale of surplus land assets is expected to return level of service we deliver to you. In some cases it makes around $21.97 million over the 10 years of this LTP. This the difference between whether or not we can undertake a is a modest expectation based on current valuations. Of project at all. The full cost may otherwise be unaffordable the return from these assets, $12.20m would be used to for our ratepayers. External funding also infl uences when retire debt, which would otherwise need to be funded by projects happen. This is because we don’t want to commit ratepayers. to some projects until funding has been confi rmed. There would be too much risk to our ratepayers if we did. An 48 | Whakatāne District Council | Long Term Plan 2012 - 22

example of external funding is from the Ministry of Health Lagoon (Department of Conservation). who are a major funding partner for water related projects. • Constructing a skate bowl in Edgecumbe With an 85% subsidy from the Ministry, the Council has (Edgecumbe Bluelight). been able to install UV water treatment systems for Matatā, Waimana and Tāneatua, improving the quality of drinking • Developing and operating of a waste transfer station water for these communities. These projects could not have in Minginui (Ngāti Whare Trust). happened without the subsidy. The NZ Transport Agency is • Achieving cost reduction through bulk purchasing also a major funding partner. Every year they fund around on items like insurance and software licenses 45-50% of our transportation programme which is where the (BoPLASS). Council spends the most money. • Transferring land to Kawerau District to allow for

Accessing external funding allows us to deliver projects and industrial expansion adjacent to existing heavy services that we might otherwise not be able to afford, but industry (Kawerau District Council). it also comes with risks. When our funding partners change We want to keep our partnerships strong and we want their policies or priorities (for example following a change in to build new ones where we can. This usually requires a government) it will infl uence what we can and cannot do. fi nancial commitment from the Council but partnerships are also supported by the Council in other ways, like technical We will continue to take advantage of these funding sources support from staff. Where we have entered into committed as much as we can. At the same time our plans are realistic partnerships to deliver projects and services, these have about the level of funding we think we can access and been refl ected in our budgets. Other partnerships may well fl exible about the timing of those projects or services.

WHERE WE ARE GOING ARE WE WHERE Strategy Financial present themselves in the future. We will look to develop Local partnerships help to deliver services partnerships depending on the value they offer to our community. In this LTP we have included some funding to The Council has entered into a number of partnerships support partnerships for walking and cycling projects. This that help us to deliver our services in a more efﬁ cient way. funding has been provided in recognition that local walking This allows the ratepayer’s dollar to go further than it might and cycling projects are no longer a priority of Central otherwise. As noted in the previous section, we partner with Government and local solutions will need to be sought to Central Government where we can. We also have some make these types of projects happen. strong partnerships with neighbouring councils and with local organisations and community groups in our District. The Council also supports the work of some volunteer organisations and community groups. Two examples are Some examples of past or ongoing partnerships include: the Citizens Advice Bureau and surf life saving services. • Environmental improvements at the Karaponga Contestable funding is made available through the Council Reserve (Edgecumbe College). and community boards to support the valuable work that groups such as these do. • Developing a walkway and replanting around Matatā Whakatāne District Council | Long Term Plan 2012 - 22 | 49

The Harbour Endowment Fund can only pay for certain reserves, the Visitor Information Centre and the Exhibition types of projects Centre. Using the harbour fund in this way will reduce the amount of rates that would otherwise be required to fund The Council owns a number of harbour endowment and these operational costs. The budgets contained in this LTP other harbour owned properties. These were originally are based on Ministerial approval being granted. vested in the Council in 1976 when it took over the functions of the Whakatāne Harbour Board. The majority of these are The Council does utilise the Harbour Endowment Fund commercially zoned land holdings around the Whakatāne for internal borrowing and intends to increase this practice CBD but also include a small number of properties in over the term of this LTP. This is used as an alternative Ōhope. Many of these properties are leased and provide a to borrowing from banks and provides more favourable commercial return to the Council. The income from leases borrowing conditions. It also provides a return to the and from the sale of harbour endowment assets is held as Harbour Endowment Fund. Internal borrowing is a common the Harbour Endowment Fund. practice of councils around New Zealand.

The Harbour Endowment Fund is of great benefi t to the Other infl uencing factors District because it allows the Council to progress certain Alongside the drivers and challenges that are discussed capital projects at little or no direct cost to the ratepayer. in this Financial Strategy, we have considered a number The rules around this fund mean any income derived from of other factors that will infl uence our long term fi nancial leases or the sale of those assets, must be invested back planning. Some examples include infl ation, asset into the maintenance or improvement of the harbour or revaluations and expected interest rates. These are covered harbour properties. This provides a dedicated and self in the ‘Assumptions and Data’ section of this LTP.

sustaining monetary source to maintain and improve our ARE GOING WHERE WE Financial Strategy harbour and surrounds. We are also required (under legislation) to disclose our objectives for holding and managing investments and equity The Harbour Endowment Fund can not be used for other securities and any targets that we have for returns on those. purposes except with the approval from the Minister of Our Council holds very minimal investment holdings and Local Government. In the 2010/11 year approval was given these are not expecting any return of note over the course from the Minister to use the harbour fund to help ﬁ x roading of this LTP. damage from storms in May and June 2010.

At the time of ﬁ nalising this LTP, the Council was granted approval from the Minister to use the harbour endowment fund to pay for a greater range of operational costs than it has been used for in the past. We are now able to use the harbour fund to contribute towards the cost of operating and maintaining facilities and services that sit on Harbour Land such as public toilets, playgrounds, lighting, CCTV cameras, 50 | Whakatāne District Council | Long Term Plan 2012 - 22

ALL ABOUT RATES 1. Our budget setting process impacts what your rates will be: THE RATING SYSTEM DETERMINES As we develop the LTP we make choices about the projects HOW COUNCIL COSTS ARE DIVIDED and services that we will deliver and others that do not AMONGST RATEPAYERS AMOUNT OF make the cut. The amount that we spend has a direct FUNDING WE impact on what rates will be. More information about the This section of the LTP provides an overview of how NEED OVERALL our rating system works and outlines the changes we budgets for the next 10 years can be found in the Financial have made. It also provides examples of what your Strategy of this LTP or for more detail see the “Our Work in rates might look like in the future. Detail” chapter.

The rating statement is included at the end of this section. It sets out the total rating impacts of the plans 2. The amount of funding we are able to get from other contained in this LTP. sources impacts what your rates will be:

Your rates are determined by three key factors, as Not all of Council’s spending is paid for by rates. In fact, illustrated to the right. This includes how much the about 35-45% comes from other sources in any given year. RATES Council spends overall, how much funding we can get This includes funding from external sources like the Ministry OTHER from sources other than ratepayers and on the rating of Health, NZ Transport Agency, the Lotteries Commission SOURCES system. and others. We work hard to get as much funding as we can from other places. The amount that we need to source from WHERE WE ARE GOING ARE WE WHERE All About Rates rates in called our “rates requirement”.

3. Our system of rating impacts what your rates will be: YOUR PORTION In our District we have about 15,600 rateable properties. RATES Our “rates requirement” is divided amongst these properties and the amount is different for each one. These differences are based on a balance between the capital value of the property, and on the services those property owners can RATES access or are likely to beneﬁ t from. Our rating philosophy and rating system determines what that balance is. Whakatāne District Council | Long Term Plan 2012 - 22 | 51

WHY DO RATES INCREASE? Rates go up but they rarely, if ever, come down

We are planning conservative rates increases As noted in the Financial Strategy the costs to provide our services continues to increase each year with inﬂ ation. This Over the course of this LTP, rates will continue to means that just to continue providing the same services that change from year to year. The table below shows the we always have, rates need to increase. To reduce rates for average rating increases for the 2012/13 to 2021/22 everyone would require either substantially less spending or ﬁ nancial years. This will be different for each property, increasing the funding that we get from other sources. depending on the services received and on the capital value. Many properties will be higher or lower than the Throughout the budget setting process in this LTP the average. Council has been conscious to keep costs down. The level that we have set our spending and rates requirements at allows us to continue to deliver the services and facilities PROPOSED LIMIT that we currently do. It also allows us to maintain our assets PROPOSED FOR RATES YEAR RATES INCREASE INCREASE at an acceptable level. We do not envisage delivering (LGCI + 2%) any new, non-essential services unless we can secure 2012/13 5.69% 5.79% substantial funding from sources, other than rates. Lowering costs further than the budgets would mean reducing or 2013/14 4.52% 5.46% cutting some of the services we deliver. We do not think this is a good idea and we do not think it is what our

2014/15 2.74% 5.17% community wants. ARE GOING WHERE WE All About Rates

2015/16 2.60% 5.27% The forecast rates increases are very conservative 2016/17 5.26% 5.42% compared to some of the increases we have seen in the past. 2017/18 4.29% 5.26% We work hard to secure external funding from sources 2018/19 2.03% 5.38% other than rates. Some important sources more recently have included: the NZ Transport Agency for maintenance 2019/20 3.82% 5.69% and improvement of our transport networks; the Ministry of Health and Ministry for the Environment for water and 2020/21 3.07% 5.89% sewerage related projects. There are limits to the external 2021/22 1.97% 5.90% funding we can access but we will keep working hard to secure what we can. 52 | Whakatāne District Council | Long Term Plan 2012 - 22

HOW THE RATING SYSTEM WORKS and refuse collection (wheelie bins) are examples of activities funded by targeted rates. Targeted rates can We know rates can be complex be charged on the basis of both capital value or as ﬁ xed This section explains the basic elements of how our rating charge regardless of capital value. Fixed charges targeted system works. to a select group of ratepayers are known as Uniform Rates help to pay for services that the Council delivers Annual Charges or UACs. to you. They are the biggest and most stable source of Capital Value Rates: These rates are based on the value income for the Council making up around 55-65% of our of land plus any improvements, for example a house or income from year to year. We also obtain income from other other buildings. Charging on the basis of capital value sources where we can. Other major sources are grants, results in owners of lower value properties paying less and subsidies and user fees and charges. those of higher value properties paying relatively more. The amount people pay in rates varies from property This is part of the Council’s focus on affordability. We to property. These differences are based on a balance acknowledge that the capital value of property is not an between the capital value of the property, and on the exact measure of people’s ability to pay, however, it does services those property owners can access or are likely to have a close correlation. The Council cannot charge rates beneﬁ t from. based on people’s individual income and does not have this information. Capital value is the most common basis of The basic elements of our rating system are rating in New Zealand. explained below:

WHERE WE ARE GOING ARE WE WHERE All About Rates Fixed Charges (UAGC and UACs): Our rating system General Rates: General rates are charged across the also uses fi xed charges. Unlike capital value rating, which whole District. They are used to raise revenue for activities is different for each ratepayer based on the value of their that are of public good or where recovery from users is not property, fi xed charges are a fl at amount. This means the effi cient or possible. Parks, Reserves and Libraries are charge will be the same for everyone, regardless of the examples of activities funded by general rates. General value of their property. The UAGC is a fi xed charge across rates are charged on the basis of both capital value and as the whole District (as part of general rates). UACs are fi xed a fi xed charge. Fixed charges across the whole District are charges targeted to a select group of ratepayers (as part of known as the Uniform Annual General Charge or UAGC. targeted rates). Targeted Rates: As the name suggests, these rates are Rateable properties in our District targeted to a specifi c group of ratepayers. This is based on the services those property owners can access or are likely The Council’s rating requirement (the amount we need to to benefi t from. For example a rate may be charged to the collect from rates) is divided among the available “rateable commercial sector, or to a specifi c community. Stormwater properties” in the District. Certain types of properties are Whakatāne District Council | Long Term Plan 2012 - 22 | 53

not rateable like schools, churches, recreation reserves PSA and rates revaluations and national parks. Our District is made up of about 15,600 The Council has a process in place that assists any rateable properties. property owners when facing a substantial change in a property’s valuation, for example in the case of a ﬁ re The table below shows the number of rateable properties destroying a house. This process may also be applied to in our District as at 10 January 2012. Properties are valued properties whose values are being affected by the kiwifruit every three years by an independent valuer and were last disease PSA. valued in September 2010.

The rates valuation of kiwifruit orchards includes the value of the vines planted. If vines die or have to be removed due to PSA, the capital value of these orchards will decrease. In NUMBER OF these circumstances, a new valuation can be arranged by RATEABLE RATEABLE CAPITAL VALUE the Council. The rates can then be assessed on the basis RATING UNITS of the new valuation, provided that the valuation is made Whakatāne Commercial 506 $402.53m prior to the beginning of the ﬁ nancial year. This will allow Commercial 10m+ 14 $464.40m any new valuations to take effect before the next general Edgecumbe 647 $146.01m valuation in September 2013. Matatā 332 $82.49m Rates relief in special circumstances Murupara 776 $55.46m The Council provides remission and postponement of rates Ōhope 1,837 $1,002.16m ARE GOING WHERE WE All About Rates in some special circumstances. Remission of rates is where Otarawairere 37 $28.37m the amount owed is reduced or waived. Postponement of Rural 5,203 $3,180.22m rates is where payment is delayed for a certain period of Tāneatua 282 $34.45m time, or until certain events occur. These circumstances are Te Teko 278 $37.40m deﬁ ned in our Rates Remission and Postponement Policies

Whakatāne Urban 5,685 $1,853.81m which are available from Council ofﬁ ces or online at www. whakatane.govt.nz. TOTAL 15,597 $7,287.30m

The Department of Internal Affairs also runs a rates rebate scheme that in some cases allows for a refund or partial discount on rates. The scheme is administered by us and generally applies to those on beneﬁ ts or very low incomes. 54 | Whakatāne District Council | Long Term Plan 2012 - 22

ABOUT THE RATES REVIEW Some costs will continue to be passed on to those who specifi cally use services where they can be identifi ed; We have reviewed our funding philosophy and especially where there is no benefi t to the wider rating system community of the service, such as the refuse removal We have reviewed the rating system and a number of (wheelie bin) rate. changes have been made. The rates review refl ects the We listened to what the community had to say and three key principles of affordability, sustainability and made some further changes responsibility that also underpin the whole LTP. These principles aim to balance peoples’ ability to pay with During the consultation process we received a substantial the need to maintain assets and deliver services so the amount of feedback on the rates review. While the focus community gets the best value for money. on affordability was well received by many, it did mean an increased rating burden for higher value properties. Our funding philosophy will have a stronger emphasis Higher value rural properties were going to be substantially on affordability affected, with many facing considerable rates increases. Over the past six years the Council’s funding philosophy At the same time, many of these properties were also facing has taken a strong user pays approach. We have made considerable rates increases from the Regional Council. changes to this approach and are implementing what we consider to be a more balanced approach with a stronger In response to the submissions, the Council further revised emphasis on rates affordability. the changes to the rating system. The shift towards increased use of the general rate and a greater reliance on WHERE WE ARE GOING ARE WE WHERE All About Rates Some costs will be spread over a wider number of capital value rating has been retained but not to the same ratepayers who are likely to benefi t from the service. extent as the original proposal put forward. This means This will see an increase in the use of general rates and that most lower value properties will continue to be better a reduction of targeted rates. It also means that some off relative to the old system and higher value properties targeted rates will be amalgamated or spread over a larger will still pick up this extra cost. However the impact of group of ratepayers where this is appropriate. this change has been reduced compared to the original proposal contained in our draft LTP. A greater proportion of rates will be based on capital value rather than fi xed charges. This means owners of lower The Council also received a number of submissions from value properties pay a smaller proportion of rates and those the Matatā residents regarding the heavy cost of disaster of higher value properties pay a greater portion, relative to mitigation works on that community. The Council recognise the current system. Increasing the use of rating based on that these costs place a huge and unaffordable burden capital value is the most effi cient means available to us for onto that community and has increased the portion of these addressing affordability through the rates review. costs to be funded District wide from 68% to 75%. Whakatāne District Council | Long Term Plan 2012 - 22 | 55

OUR RATING SYSTEM GENERAL RATE

We have reduced the use of targeted rates and increased the application of general rates. This spreads the costs of our activities As part of this LTP we made some over a wider number of ratepayers (compared to targeted rates) and also increases incidence of funding on the basis of capital changes to our rating system. value. This positively impacts lower value properties which reflects our increasing focus on affordability. The general rate will cover the following activities: The following table outlines the speciﬁ c rating categories, what they cover and • Governance • Exhibition, Research, Storage and Archives who will faces those costs. • Community Support • Halls

• Strategy and Policy • Commercial Property

• Tradewaste • Cemeteries and Crematorium

• Closed Landﬁ lls • Public Conveniences

• Resource Management Consents • Visitor Information

• Resource Management Policy • Emergency Management

• Licensing • Aquatic Centres

• Environmental Health • Parks, Reserves, Recreation and Sportsﬁ elds

• Regulation Monitoring • Libraries WHERE WE ARE GOING WHERE WE All About Rates

• Community Development • Waste Disposal (excluding the refuge removal rate - see below)

• A portion of Disaster Mitigation costs for Matatā (see below) • Building

• Animal Control

UNIFORM ANNUAL GENERAL CHARGE

We have increased the UAGC. This does not increase the rate take but moderates the amount of rates that are to be collected on the basis of capital value. The total of all fixed charges (this includes the UAGC and UACs) will be set at 28% of our rates requirement. With a significant reduction in the use of UACs, this results in the UAGC being set at $567.72 (Excl. GST) for the 2012/13 year. 56 | Whakatāne District Council | Long Term Plan 2012 - 22

DIFFERENTIAL ON THE GENERAL RATE

We have introduced a stepped differential for properties over $15m. For properties that are in this category, the portion of the property valued under $15m will attract the full general rates charges. For the portion of the property valued over $15m, only a half general rates charge will apply.

WATER RATES

We have amalgamated water supply schemes across the District for rating purposes. This will continue to be charged as a targeted rate to the communities that have access.

While water will still be funded through a targeted rate, we have reorganised how this is charged. Although each water scheme has different costs to maintain and operate, water supply schemes across the District have been amalgamated for rating purposes, rather than each scheme paying for its own costs. This means that everyone receiving a similar service of having access to a scheme, pays the same regardless of the costs related to each individual scheme. In general, this benefits smaller schemes which have a higher per ratepayer cost.

The water schemes for Ruatāhuna, Plains and Murupara would not be amalgamated with the others, each for different reasons. The Ruatāhuna scheme is not owned by the Council. The Plains scheme is primarily an agricultural scheme and has a unique 50 year management strategy. The Murupara scheme is gravity fed rather than relying on pumps and therefore requires comparatively low cost to run. Amalgamating the Murupara scheme would place an unaffordable cost on this community.

WATER CONSERVATION INCENTIVES FOR THOSE WITH METERS WHERE WE ARE GOING ARE WE WHERE All About Rates We have removed the peak water charge which increased the price of water over summer months. To continue to encourage water conservation (for those with water meters) we are instead reducing the portion of this activity funded by fixed charges and increasing the portion funded according to the level of consumption. This system will allow us to continue to encourage water conservation but will mean our charges will be consistent over the year. This means that rate payers will be not be charged a higher amount for water use in the summer months. However, under the proposed system, if you conserve water over a year, you will save more money than on the current system.

Where there are no water meters in place the consumption charge will continue to be based on the average level of use. Overall you should have a similar annual cost for water as you currently do. For those with water meters, fixed charges and consumption charges will both be charged on your water invoice. Whakatāne District Council | Long Term Plan 2012 - 22 | 57

SEWERAGE RATES

We have amalgamated sewerage schemes across the District for rating purposes. This will continue to be charged as a targeted rate to the communities that have access.

While sewerage systems will still be funded through a targeted rate, we have reorganised how this is charged. Although each sewerage scheme has different costs to maintain and operate, sewerage schemes across the District have been amalgamated for rating purposes, rather than each scheme paying for its own costs. This means that everyone receiving a similar service of having access to a scheme, pays the same regardless of the costs related to each individual scheme. In general, this benefits smaller schemes which have a higher per ratepayer cost. Similar to the amalgamation of water schemes, Murupara is again an exception.

STORMWATER

Stormwater will be funded through targeted rates to the community that each scheme serves. Disaster Mitigation has also become part of the stormwater activity and be funded accordingly, however, there are some special circumstances regarding funding of Matatā disaster mitigation (see Disaster Mitigation below).

DISASTER MITIGATION WHERE WE ARE GOING WHERE WE All About Rates We have removed the disaster mitigation rate and will fund disaster mitigation works this as part of the stormwater activity. As noted previously this will be funded through targeted rates to the community that each stormwater scheme serves.

Over recent years we have completed a number of disaster mitigation works. While these have been constructed following certain specific natural hazard events, they have the same function as our assets within the stormwater activity. Their purpose is provide a certain level of protection to communities from the impacts of stormwater.

In the case of Matatā, these costs place a huge and unaffordable burden onto that community. The Council’s increased focus on affordability includes spreading these costs to ensure that Matatā ratepayers are not overly burdened. Disaster mitigation costs for Matatā will be 75% funded across the district. 58 | Whakatāne District Council | Long Term Plan 2012 - 22

PROMOTION & ECONOMIC DEVELOPMENT

The Promotion and Economic Development rate will continue to be charged as a targeted rate across the District including a fixed portion and a portion based on capital value.

Promotion and Economic Development will continue to be funded through a targeted rate on commercial/ industrial properties located in the Whakatāne urban area. This includes a fixed portion and a portion based on capital value.

ROADING RATE

The roading rate will continue to be charged as a targeted rate across the District including a fixed portion and a portion based on capital value. Minor changes have been made to the calculation of the fixed charge portion.

Whereas previously the fixed charge portion has been set annually at a considered dollar value, it will now be set at 10% of the rates requirement for this activity. This will result in the fixed charge portion being set at $53.55 (Excl. GST) in the 2012/13 year (compared to $44.44 in 2011/12). The remaining portion required to fund this activity will continue to be based on capital value.

COMMUNITY BOARD

The costs of each community board will charged as a targeted rate to each ward they represent. While there will be some minor changes to the allocation of overhead costs. The way this activity is funded will, for the most part, remain unchanged. WHERE WE ARE GOING ARE WE WHERE All About Rates

REFUSE REMOVAL RATE

No changes are proposed to the rating system for refuse removal. This will continue to be charged as a targeted rate to each household using the service. This is a fixed amount per bin.

WASTE DISPOSAL

The costs of waste disposal that are not covered by the Refuse Removal Rate or by fees and charges for using transfer stations will be funded through the general rate. The use of the general rate will spread the cost of this activity over the District and also increases the proportion of this activity funded by capital value rating. This positively impacts lower value properties which reflects our increasing focus on affordability. Whakatāne District Council | Long Term Plan 2012 - 22 | 59

AQUATIC CENTRES

We will fund Aquatic Centres through the general rate. The use of general rates spreads the costs of this activity over the District and also increases the proportion of this activity funded by capital value rating. This positively impacts lower value properties which reflects our increasing focus on affordability.

DISTRICT WIDE PARKS

We will fund Parks, Reserves, Recreation and Sportsfields through the general rate. The use of general rates spreads the costs of this activity over the District and also increases the proportion of this activity funded by capital value rating. This positively impacts lower value properties which reflects our increasing focus on affordability.

SEPARATELY USED AND INHABITED PARTS OF A RATING UNIT (SUIPS)

We have removed rating on the basis of SUIPs for commercial properties. We are also no longer considering introducing SUIPs rating for residential or rural properties. Multiple SUIPs are reflected in the capital value of a property. With the proposal to increase the application of rating on the basis of capital value, it is not considered to be fair to continue to charge additional rates on SUIPs. WHERE WE ARE GOING WHERE WE All About Rates 60 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT YOUR RATES WILL LOOK LIKE IN 2012/13

The “Indicative Rating Table” below, models a number of example properties from around the District to show what your rates look like under the new system.

NE NE NE NE NE NE Ā Ā Ā Ā Ā Ā Ā HIGH Ā URBAN URBAN MATAT AVERAGE AVERAGE AVERAGE $10M) LOW MURUPARA MURUPARA (LESS THAN (LESS THAN URBAN LOW URBAN HIGH WHAKAT WHAKAT WHAKAT WHAKAT WHAKAT WHAKAT EDGECUMBE MATAT COMMERCIAL COMMERCIAL COMMERCIAL COMMERCIAL (WAS A 5 SUIP) A (WAS $10M) AVERAGE

Capital Value 134,000 322,000 1,000,000 355,000 695,000 2,475,000 216,000 249,000 425,000 68,000

General Rate 119.90 288.12 894.76 317.63 621.85 2,214.51 193.27 222.79 380.27 60.84

Uniform Annual General Charge 567.72 567.72 567.72 567.72 567.72 567.72 567.72 567.72 567.72 567.72

Roading CV 130.88 314.50 976.72 346.74 678.82 2,417.38 210.97 243.20 415.11 66.42

Roading UAC 53.55 53.55 53.55 53.55 53.55 53.55 53.55 53.55 53.55 53.55

Community Boards 13.20 13.20 13.20 13.20 13.20 13.20 11.67 11.67 11.67 32.72

Stormwater UAC 66.38 66.38 66.38 66.38 66.38 66.38 70.83 126.07 126.07 2.24

Stormwater CV 57.48 138.11 428.92 334.99 655.82 2,335.48 130.64 368.78 629.45 7.31

Promotion and Economic - - - 557.63 670.62 1,262.13 ---- Development WHERE WE ARE GOING ARE WE WHERE All About Rates

Refuse Removal 310.23 310.23 310.23 247.11 247.11 247.11 310.23 310.23 310.23 310.23

Water 418.03 418.03 418.03 418.03 418.03 418.03 418.03 418.03 418.03 212.20

Waste Water 175.42 175.42 175.42 175.42 175.42 175.42 175.42 - - 222.58

Total 1,912.79 2,345.26 3,904.93 3,098.40 4,168.52 9,770.91 2,142.32 2,322.05 2,912.10 1,535.80

Plus GST at 15% 286.92 351.79 585.74 464.76 625.28 1,465.64 321.35 348.31 436.81 230.37

2012/13 Total including GST 2,199.71 2,697.05 4,490.67 3,563.16 4,793.80 11,236.55 2,463.67 $2,670.36 $3,348.91 1,766.17

2011/12 Total including GST 2,206.74 2,631.02 4,161.16 3,210.50 $4,249.72 11,873.42 2,526.94 2,650.99 $3,134.20 1,625.35

$ increase (decrease) (7.03) 66.03 329.51 352.66 544.08 (636.87) (63.27) 19.37 214.71 140.82 compared to the 2011/12 year

% increase (decrease) (0.32%) 2.51% 7.92% 10.98% 12.80% (5.36%) (2.50%) 0.73% 6.85% 8.66% compared to the 2011/12 year 1467 ,8.7 3682 ,2.7 ,2.4 ,5.8 ,6.8 1301 ,1.1 6410 6481 Total includingGS 46,478.18 6,431.00 2,511.31 1,300.17 2,066.38 4,258.38 3,127.04 2,824.87 3,678.21 1,488.47 1,466.70 1386 ,2.2 ,3.6 2837 ,5.4 4026 ,3.0 1248 ,9.6 5782 40,033.67 5,778.28 2,299.16 1,224.88 2,137.10 4,092.68 3,153.24 2,833.76 4,132.46 1,423.52 1,348.60 2000 1500 7000 4700 5200 10000 1800 6,5 3,0 ,5,5 11,905,000 2,453,750 632,500 69,750 118,000 1,000,000 532,000 407,000 760,000 135,000 200,000 ,7.91243 ,9.42464 ,1.73729 ,9.51105 ,8.55521 40,415.81 5,592.17 2,183.75 1,130.58 1,796.85 3,702.94 2,719.17 2,456.41 3,198.44 1,294.32 1,275.39 9.4118 4.0375 1.1967 1.56.3677 ,9.211,627.83 567.72 2,396.62 567.72 10,652.06 617.77 2,195.50 567.72 68.13 565.93 567.72 368.46407.87 555.44269.53169.59327.56 838.83 191.31 194.15479.77 6,062.37 115.25 62.40 567.72 976.71 105.58 567.72 519.61 894.74 567.72 397.52 476.00 567.72 742.30 364.16 567.72 131.86 680.00 567.72 195.34 120.80 567.72 178.95 1.06.4(5.5 88)(62)157 7.3 52 1.5627 6,444.51 652.72 212.15 75.28 (70.73) 165.71 (26.20) (8.89) (454.25) 64.94 118.10 4.1302 1.7329 1.7329 1.3271 4.1271 247.11 247.11 247.11 247.11 310.23 312.97 312.97 312.97 312.97 310.23 247.11 MURUPARA .6 .6 1.9)(.1)(.3)40%(.1)61%92%1.0 16.10% 11.30% 9.23% 6.15% (3.31%) 4.05% (0.83%) (0.31%) (10.99%) 4.56% 8.76% 27 16 04 3.3 04 04 99 16 16 16 13.20 53.55 11.67 53.55 11.67 53.55 11.67 53.55 29.90 53.55 30.43 53.55 30.43 53.55 30.43 53.55 30.43 53.55 11.67 53.55 32.72 53.55 LIFESTYLE 7.2154 7.2154 7.2---1,140.25 - 418.03 - 66.38 11,233.88 120.00 - - - 120.00 120.00 - - 175.42 418.03 175.42 - -- 418.03 175.42 418.03 175.42 5.61 15.56 418.03 175.42 230.62 42.75 418.03 - 122.69 42.75 - 93.86 42.75 - 175.27 - 42.75 82.83 ------15.66 - -

TE TEKO

OTARAWAIRERE

ŌHOPE LOW

ŌHOPE AVERAGE

ŌHOPE HIGH

TĀNEATUA

RURAL LOW

RURAL AVERAGE

RURAL HIGH Whakat

DISTRICT WIDE ā 4,395.80 - COMMERCIAL/ ne DistrictCouncil|Long Term Plan2012-22| INDUSTRIAL $10M PLUS PlusGSTat15% Total Waste Water Water Refuse Removal Development Promotion andEconomic Stormwater CV Stormwater UAC Community Boards Roading UAC Roading CV Charge General Uniform Annual General Rate Capital Value year compared tothe2011/12 % increase(decrease) year compared tothe 2011/12 $ increase(decrease) 2011/12 Total includingGST T 61

WHERE WE ARE GOING All About Rates 62 | Whakatāne District Council | Long Term Plan 2012 - 22

WHEN WILL YOUR RATES BE DUE FOR 2012/13

Rates Due Dates Water Due Dates

There will be four equal installments for the 2012/13 rates The following are the due dates for the water invoices: and the due dates are as follows: INSTALLMENT SCHEME DUE DATE INSTALLMENT DUE DATE 1st Reading Plains and Awakeri Extn Friday, 26 October 2012 Installment 1 Friday, 24 August 2012 2nd Reading All metered schemes Friday, 25 January 2013 Installment 2 Friday, 23 November 2012 3rd Reading Plains and Awakeri Extn Friday, 26 April 2013 Installment 3 Friday, 22 February 2013 4th Reading All metered schemes Friday, 26 July 2013 Installment 4 Friday, 24 May 2013

A 10% installment penalty will apply if any of these rates A 10% penalty will apply if any water rates remain remain outstanding after each of the above installment due outstanding after each of the above water rates due dates. dates. A further 10% additional charge will be added on 1 Note: Under our new rating system those on metered water October 2013 to any rates that were set prior to 1 July 2013 will ﬁ nd both the ﬁ xed portion and the consumption charge and which are unpaid at 1 July 2013 and remain unpaid at will both now appear on your water invoice. 30 September 2013. WHERE WE ARE GOING ARE WE WHERE All About Rates

RATING STATEMENT

The following pages show how the rating system will look as dollar fi gures applied across the community. Hopefully this information will help you to understand the fi nancial impact of the ‘All about rates’ section. You will fi nd that this information is very similar to what appears on the back of your rates invoice. Whakatāne District Council | Long Term Plan 2012 - 22 | 63

RATING STATEMENT

Note: All ﬁ gures in this table are GST exclusive. GST will apply at the current rate of 15%

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2012/13 $ $ $ $ $ $ $ $ $ $

GENERAL RATES

Total Amount Required 14,700,277 15,341,190 15,843,618 15,550,571 16,131,766 16,614,005 17,069,529 17,666,160 18,095,757 18,270,268 The Council sets a general rate on the capital value of each applicable rating unit in the District on a stepped differential basis (cents per CV$). District rateable properties 0.00089476 capital value less than $15 6,145,443 6,385,828 6,644,828 6,227,062 6,321,760 6,364,558 6,632,313 6,872,476 6,971,125 6,948,617 (cents per CV$) million (step 1) District rateable properties 0.00044738 capital value portion greater 182,702 189,849 197,549 185,129 187,944 189,217 197,177 204,317 207,250 206,581 (cents per CV$) than $15 million (step 2) Uniform Annual General Charge on all rating units in the $567.72 8,372,131 8,765,513 9,001,241 9,138,380 9,622,062 10,060,230 10,240,039 10,589,367 10,917,383 11,115,071 District

ROADING RATES Total Amount Required 7,896,960 8,188,363 8,390,310 8,920,592 9,381,062 9,757,578 9,908,402 10,452,456 10,649,365 10,791,447 The Council sets the roading rate on the capital value of each applicable rating unit in the District (cents per CV$). 0.00097672 District rateable properties 7,107,264 7,369,527 7,551,279 8,028,533 8,442,956 8,781,820 8,917,562 9,407,210 9,584,429 9,712,302 (cents per CV$) ARE GOING WHERE WE All About Rates Uniform Annual General Charge on all rating units in the $53.55 789,696 818,836 839,031 892,059 938,106 975,758 990,840 1,045,246 1,064,937 1,079,145 District

COMMUNITY BOARDS Total Amount Required 263,107 280,000 281,391 294,720 316,592 316,568 325,667 349,448 350,060 361,080

The Community Board rate is set to fund the costs of the ﬁ ve Community Boards. The Council sets the targeted rate on rating units within each of the following locations.

Rate $ Whakatāne 13.20 81,621 85,928 87,163 90,879 96,370 97,487 100,435 106,357 107,793 111,320 Rangitaiki 11.67 46,621 49,808 49,888 52,337 56,480 56,243 57,830 62,345 62,195 64,126 Ōhope 30.43 56,621 60,128 60,538 63,349 67,877 68,027 70,003 74,920 75,223 77,610 Tāneatua 29.90 36,621 39,488 39,238 41,325 45,083 44,459 45,657 49,770 49,167 50,642 Murupara 32.72 41,621 44,648 44,563 46,831 50,782 50,351 51,743 56,057 55,681 57,384 64 | Whakatāne District Council | Long Term Plan 2012 - 22

2012/13 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $ $ $ $ $ $ $ $ $ $ $

STORMWATER 2,312,622 2,340,381 2,420,824 2,626,642 2,694,527 2,743,064 2,852,380 2,987,544 3,150,139 3,263,605 The Council sets a differential targeted rate for stormwater on rating units and a rate on the capital value differentially as follows. UAC $ TOTAL $ TOTAL REQUIRED DIFFERENTIAL Per Ratable Unit CENTS PER CV$

Whakatāne Urban 1.0 66.38 0.00042892 1,170,807 1,133,257 1,161,916 1,282,285 1,293,320 1,333,953 1,406,012 1,482,385 1,571,838 1,621,460 Whakatāne Commercial 2.2 66.38 0.00094363 457,473 442,802 453,999 501,032 505,344 521,220 549,376 579,218 614,170 633,559 and Industrial Matatā 1.0 126.07 0.00148106 162,887 199,849 211,578 207,657 198,494 172,144 172,483 175,467 180,631 181,446 Ōhope 1.0 42.75 0.00023062 315,633 341,202 364,811 400,569 458,515 470,525 478,010 499,937 527,057 568,735 Edgecumbe 1.0 70.83 0.00060479 181,045 198,343 203,073 209,255 212,650 218,224 219,551 223,155 228,385 230,340 Tāneatua 1.0 5.61 0.00013185 6,032 6,134 6,212 6,266 6,343 6,477 6,488 6,568 6,673 6,683 Murupara 1.0 2.24 0.00010749 6,596 6,763 6,906 6,896 6,972 7,227 7,121 7,231 7,452 7,376 Te Mahoe Land 1.0 43.01 0.00154606 4,129 3,819 3,855 3,886 3,929 4,028 4,039 4,100 4,162 4,163 Drainage Te Teko Land Drainage 1.0 15.66 0.00061359 8,020 8,212 8,474 8,796 8,960 9,266 9,300 9,483 9,771 9,843

PROMOTION & ECONOMIC DEVELOPMENT RATE WHERE WE ARE GOING ARE WE WHERE All About Rates 415,996 434,271 451,150 481,482 506,686 531,112 552,171 574,787 589,561 605,822 The Council sets a targeted rate of a ﬁ xed amount per rating unit for all commercial $439.66 265,996 284,271 301,150 331,482 356,686 381,112 402,171 424,787 439,561 455,822 and industrial properties within the District. The Council sets a targeted rate on 0.00033231 the capital value for all commercial and (cents per 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 industrial properties within the Whakatāne CV$) urban area.

REFUSE REMOVAL RATE 3,883,415 3,656,491 3,779,438 3,890,898 4,325,615 4,443,868 4,550,191 4,686,325 4,847,639 4,978,729 The Council sets a targeted rate to fund the collection and disposal of the Council approved refuse and recycling bins. This targeted rate is set as a ﬁ xed amount per bin for which the Council is providing a weekly service. . Residential 310.23 2,475,670 2,338,743 2,412,930 2,480,185 2,742,494 2,813,848 2,878,004 2,960,148 3,057,485 3,136,585 Rural/commercial 247.11 867,837 807,576 840,225 869,825 985,267 1,016,670 1,044,905 1,081,056 1,123,894 1,158,706 Ōhope residential 312.97 530,164 501,097 516,846 531,123 586,806 601,953 615,572 633,010 653,673 670,464 Ōhope commercial 249.84 9,744 9,074 9,437 9,766 11,048 11,396 11,710 12,111 12,587 12,974 (The Council provides an additional three collections during the summer holiday period for Ōhope). Whakatāne District Council | Long Term Plan 2012 - 22 | 65

2012/13 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $ $ $ $ $ $ $ $ $ $ $

WATER 5,069,524 5,418,871 5,545,661 5,807,060 6,145,450 6,419,540 6,608,976 6,740,558 7,043,539 7,294,979 The Council sets water rates on a differential based on provision of service, land use and location. Connected - any rating unit that is connected directly or indirectly to a Council operated waterworks. Availability - any rating unit that is not connected to a Council operated waterworks but is within 100 metres of such waterworks. Per connection $ Rate $ $ Total RUATAHUNA Connected 88.92 711 739 765 793 823 852 882 916 953 992 Connected - commercial 222.31 445 462 478 496 515 533 551 572 596 620 PLAINS & AWAKERI EXTN 814,049 826,093 898,435 1,019,166 1,192,441 1,378,155 1,461,642 1,599,468 1,706,850 Plains connected - 120.00 163,680 metered Plains water by meter 0.27 253,674 Awakeri connected - 175.00 66,325 metered Awakeri water by meter 0.38 68,680 Excess water by meter * 0.90 227,708 MURUPARA WHERE WE ARE GOING WHERE WE All About Rates Connected - metered 88.39 3,270 3,475 3,603 3,738 3,879 4,030 4,155 4,314 4,498 4,661 Connected - non 212.20 146,417 155,592 161,325 167,334 173,663 180,440 186,033 193,131 201,373 208,679 metered Available - not 88.39 8,751 9,299 9,642 10,001 10,379 10,784 11,118 11,542 12,035 12,472 connected Water by meter 0.56 24,086 25,596 26,539 27,527 28,568 29,683 30,603 31,771 33,127 34,329 ALL OTHER SCHEMES Connected - metered 156.34 1,374,976 1,476,742 1,512,762 1,573,551 1,643,784 1,674,701 1,673,596 1,686,721 1,738,568 1,783,741 Connected - non 418.03 519,609 558,067 571,679 594,651 621,193 632,876 632,459 637,419 657,012 674,083 metered Available - not 156.34 73,009 78,413 80,325 83,553 87,282 88,924 88,865 89,562 92,315 94,714 connected Water by meter 1.19 2,138,183 2,296,437 2,352,450 2,446,982 2,556,198 2,604,276 2,602,558 2,622,968 2,703,594 2,773,840 *The council sets an additional targeted rate for any excess water consumed that is over and above the purchased entitlement for each property connection to these water supplies. An overuse targeted rate is set for the excess volume consumed over and above the purchased entitlement. 66 | Whakatāne District Council | Long Term Plan 2012 - 22

2012/13 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $ $ $ $ $ $ $ $ $ $ $ Note: Where properties meet the deﬁ nition of being contiguous either under legislated or Council Policy, the entitlements for such properties will be aggregated prior to an imposition of the overuse penalty.

SEWERAGE

2,133,406 2,675,134 2,673,390 2,832,681 3,023,575 3,529,383 3,389,154 3,527,484 3,700,635 3,816,279

The Council sets sewerage rates on land use and provision of service. Land use is residential or commercial / industrial. Commercial / industrial is classed as any property for which the principal undertaking is any commercial / industrial activity, or is zoned commercial / industrial. Commercial / industrial properties are charged per pan. Rural is defined as all rural zoned land except commercial and industrial properties as defined above. Connected - any rating unit that is connected directly or indirectly to a public sewerage drain. Available - any rating unit that is not connected to a public sewerage drain but is within 30 metres of such a drain. Rate $ Available - all schemes excluding Murupara 87.71 32,629 41,421 41,414 43,936 46,969 55,281 52,816 54,976 57,526 59,045 Connected - all schemes excluding 175.42 1,919,823 2,437,162 2,436,764 2,585,112 2,763,597 3,252,685 3,107,596 3,234,728 3,384,736 3,474,158 Murupara Available - Murupara 111.29 9,348 10,154 10,085 10,520 11,004 11,439 11,817 12,284 13,348 14,624 Connected - Murupara 222.58 171,606 186,397 185,127 193,114 202,005 209,978 216,925 225,496 245,026 268,452

Rating units are deﬁ ned as: Commercial and industrial is deﬁ ned as any property zoned or used for commercial / industrial purposes.

WHERE WE ARE GOING ARE WE WHERE All About Rates Rural is deﬁ ned as all rural zoned land except commercial and industrial properties as deﬁ ned above. Whakatāne District Council | Long Term Plan 2012 - 22 | 67

PERCENTAGE OF RATES THAT ARE FIXED CHARGES

Under the Local Government (Rating) Act (LGRA) the Council may only set a maximum of 30% of the total rates income to come from ﬁ xed rates such as targeted rates or uniform charges. The following table shows an analysis of these charges and shows the percentage of the Council’s total rates.

All ﬁ gures in this table are GST exclusive

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 REPORT ON 30% CAP (SECTION 21 LGRA) $ $ $ $ $ $ $ $ $ $

Targeted rates that are set on a uniform basis and calculated in accordance with section 18(2) or clause 7 of Schedule 3 Uniform Annual General Charge 8,372,131 8,765,513 9,001,241 9,138,380 9,622,062 10,060,230 10,240,039 10,589,367 10,917,383 11,115,071 Roading 789,696 818,836 839,031 892,059 938,106 975,758 990,840 1,045,246 1,064,937 1,079,145 Community Boards 263,107 280,000 281,391 294,720 316,592 316,568 325,667 349,448 350,060 361,080 Stormwater 578,156 585,095 605,206 656,661 673,632 685,766 713,095 746,886 787,535 815,901 Promotion 265,996 284,271 301,150 331,482 356,686 381,112 402,171 424,787 439,561 455,822 Total Uniform Rates and 10,269,086 10,733,716 11,028,019 11,313,301 11,907,077 12,419,434 12,671,812 13,155,734 13,559,475 13,827,019 Charges

Total Rates 36,675,307 38,334,700 39,385,783 40,404,647 42,525,275 44,355,120 45,256,470 46,984,764 48,426,695 49,382,210

Uniform Rates as a Percentage of Total Rates 28% 28% 28% 28% 28% 28% 28% 28% 28% 28%

Targeted rates that are set on a differential uniform basis, not included in the 30% cap WHERE WE ARE GOING WHERE WE All About Rates Refuse Collection 3,883,415 3,656,491 3,779,438 3,890,898 4,325,615 4,443,868 4,550,191 4,686,325 4,847,639 4,978,729 68 | Whakatāne District Council | Long Term Plan 2012 - 22

HIGH LEVEL STRATEGIES AND PLANS

The Council has developed a number of strategies and The policy includes the procedures, criteria and some plans that guide the decisions we make. These strategies thresholds that we will use in assessing which issues, help defi ne where we are now, where we want to be in the proposals, decisions and other matters are signifi cant. It future and how we are going to get there. By taking this also identifi es our strategic assets and signifi cant activities. approach we can ensure we maximise resources, improve effi ciencies and focus on our common vision. This section To determine signifi cance, we make judgements about the of the LTP provides a brief summary of our key strategies likely impact of that proposal or decision on: and plans for your information. Copies of these documents • The social, economic, environmental and cultural are available on our website or from the Council offi ces. well-being of the District now and in the future.

POLICY ON DETERMINING SIGNIFICANCE • The persons who are likely to be particularly affected by, or interested in, the proposal or decision.

• The cost to, or the capacity of, the Council to perform its role and carry out its activities, now and in the future.

The following thresholds will be used as a guide to determine whether the proposal or decision being WHERE WE ARE GOING ARE WE WHERE Strategies & Plans High Level considered by the Council is signiﬁ cant.

• Unbudgeted capital expenditure proposals or decisions where the total cost would exceed 5% of the Council’s total annual capital expenditure for the relevant fi nancial year. The purpose of this policy is to provide guidance to the • Unbudgeted operating expenditure proposals or Council when determining the signifi cance of proposals decisions where the total cost would exceed 1% of and/or decisions. This helps the Council to direct the the Council’s total annual operating expenditure for appropriate level of attention, consideration, consultation the relevant fi nancial year. and disclosure to matters, based on their relative importance to the District. Put plainly, the more signifi cant • Any proposal or decision to transfer ownership or a decision is likely to be, the more rigorous the decision control of a strategic asset to or from the Council. making process needs to be. Whakatāne District Council | Long Term Plan 2012 - 22 | 69

• Any proposal or decision to alter signiﬁ cantly WHAKATĀNE INTEGRATED URBAN the intended level of service provision for any GROWTH STRATEGY (2010) signiﬁ cant activity.

The following criteria will be used to determine whether the proposal or decision being considered by the Council is signiﬁ cant.

• The proposal or decision adversely affects all or a large portion of the community.

• The impact or consequences of the proposal or decision on the affected persons (being a number of persons) will be substantial.

• The fi nancial implications of the proposal or decision on the Council’s overall resources are substantial. The purpose of this strategy is to provide ways of planning • The proposal or decision will be diffi cult to reverse for and managing growth in a proactive and sustainable once the Council has committed to it. manner. It provides us with an opportunity to direct how • The proposal or decision is likely to generate a high and where growth is provided, and manage the effects and degree of controversy in the community. costs of such growth. WHERE WE ARE GOING WHERE WE High Level Strategies & Plans • The proposal or decision does not fl ow logically and Growth creates a demand for appropriately located consequentially from a signifi cant decision already and zoned land to provide for expansion of residential, made, or, does fl ow from a signifi cant decision commercial and industrial land uses. The expansion of already made but with substantial variations. zoned land creates an increase in demand for services such as water, sewerage, roading, reserves, and stormwater, in both existing urban areas and new urban areas. 70 | Whakatāne District Council | Long Term Plan 2012 - 22

TOWN VISION DISTRICT PLAN

The Town Vision Plan provides a strategic long-term vision for how the Whakatāne town centre might look in the future. It gives a framework that the Council, developers and the The District Plan manages the way we use and develop wider community can collectively protect and maintain the land in the District. It covers areas such as where to house town centre’s character. a growing population, where certain activities should take The Town Vision Plan aims to restore connections with the place and which land can be developed and subdivided. river, create a vibrant and active environment, and establish The Council has been reviewing its District Plan since July 2009, ‘Shaping Whakatāne: Sustainable Future’. Some of

WHERE WE ARE GOING ARE WE WHERE Strategies & Plans High Level a community/cultural heart within the town centre. the main issues being considered through the District Plan By creating an overall plan for the town centre, we are review are growing our District, opportunities for business ensuring future development keeps with community and a strong rural base. aspirations, protecting aspects of the town centre valued by the community. The Town Vision Plan has themes and principles for the development of the town and suggests a framework to achieve this future development. Whakatāne District Council | Long Term Plan 2012 - 22 | 71

ASSET MANAGEMENT PLANS COMMUNITY STRATEGY (2011-16)

Asset Management Plans (AMPs) are comprehensive strategic planning documents which analyse how we plan to maintain and improve our assets. The AMPs assist the management of Council owned and operated assets such as roads, airports, water mains and buildings. We must design our assets to serve a speciﬁ c purpose and ensure their size or scale is appropriate for the service they perform. We do this through our AMPs.

They include forecasted population growth, the level of service expected by the community, the condition of the asset, planned maintenance and replacement that ensures The purpose of the Community Strategy is to: a complete and consistent approach to the long term • Identify key social issues facing the Whakatāne sustainability of assets. District. We have reviewed our AMPs alongside the development of this LTP for the following eight asset activities: • Recommend actions to improve social well-being in the Whakatāne District. • Arts and culture The strategy provides a framework for decision making • Community property ARE GOING WHERE WE High Level Strategies & Plans and prioritisation of social issues or areas of greatest need • Parks, reserves, recreation and sportsﬁ elds within the District. Policies and other Council initiatives will

• Stormwater focus more clearly on weaving stronger communities. It sets the direction and capacity for how we will respond to • Waste community needs and how it will contribute towards social • Roads and Footpaths well-being in Whakatāne.

• Sewage treatment and disposal

• Water supply

The AMPs are available on our website. 72 | Whakatāne District Council | Long Term Plan 2012 - 22

SUSTAINABILITY STRATEGY (2010-15)

The Council has developed a Sustainability Strategy. The strategy ensures decisions we make, on behalf of the community, provide a balance between the ﬁ nancial costs, environmental impacts, the effect on our community and the cultural implications. We have also developed action plans to improve efﬁ ciencies and reduce costs. WHERE WE ARE GOING ARE WE WHERE Strategies & Plans High Level Whakatāne District Council | Long Term Plan 2012 - 22 | 73

BUILDING MĀORI CAPACITY The Iwi Liaison Committee • The iwi and hapū within the Council rohe are unique TO CONTRIBUTE TO COUNCIL to the Whakatāne District and their values, traditions The Iwi Liaison Committee is a standing committee of the DECISION MAKING and language require protection and fostering. Council ﬁ rst established in 1993. The committee structure • Māori in the District are important in shaping the Introduction and membership is reviewed every three years, coinciding with the local body elections. cultural and social fabric of the Whakatāne District, The Local Government Act 2002 states underlining approaches to the environment and that a council must: Its terms of reference include the following aims: setting the economic direction of the District.

• Provide opportunities for Māori to • To strengthen the relationship between hapū, iwi, • Māori are signiﬁ cant ratepayers as individuals and as contribute to Council’s decision- Māori and the Council. owners of multiple-owned land and they are users of making. Consider ways to foster • To maintain and improve the capacity of hapū, iwi and the Council’s services. development of Māori capacity Māori to contribute to the Council’s decision-making • Māori land ownership structures are complex and to contribute to the Council’s processes. different to ownership structures for general land. decision-making. • To maintain and improve the Council’s capacity to For more information about our current Iwi Liaison engage with hapū, iwi and Māori. • Provide relevant information to Committee see the ‘Your Council’ section of this LTP. Māori for these purposes. • To provide high quality advice and recommendations that guide the Council in applying the principles of Guidance, advice and recommendations the Treaty of Waitangi. Recognising and providing for The Committee is mandated (with appropriate delegations) hapū and iwi perspectives and ensuring the well- to provide guidance, advice and recommendations to the being of Māori generally, in promotion of the social, Council on:

economic, cultural and environmental well-being of ARE GOING WHERE WE High Level Strategies & Plans • Any matters affecting the social, economic, cultural the Whakatāne District. and environmental well-being of whānau, hapū, iwi The terms of reference recognises: and Māori in the Whakatāne District. • The Whakatāne District has a signiﬁ cant Māori • Internal Council processes, consultation with whānau, population. hapū, iwi and Māori and alternative processes for • The Council has a duty to recognise and respect the consultation and engagement that may be required Crown’s responsibility to take appropriate account from time to time. of the principles of the Treaty of Waitangi and to • Opportunities to experience, celebrate and share maintain and improve opportunities for Māori to hapū, iwi and Māori cultural events with the wider contribute to local government decision-making community. processes. Hapu, iwi and Māori perspectives and • Statutory acknowledgements arising from Treaty of interests can be different. Hapu, iwi and Māori need Waitangi settlements. the opportunity to represent themselves to the

The remote Ohaua ki Te Rangi Marae in the Tūhoe rohe Council. 74 | Whakatāne District Council | Long Term Plan 2012 - 22

• The promotion and protection of Te Reo Māori me • Participate in the celebration of Matariki. ōna tikanga within the rohe of the Council. • Promote Māori Language Week. • Other options for developing hapū, iwi and Māori • Support Mana Wahine week. capacity to contribute to the Council’s decision- • Compete in the annual Rangatahi (Youth) Debate. making processes, particularly in respect to the LTP, Information Requests Annual Plan, District Plan and the development and The Committee can request information from the Council on monitoring of community outcomes. a topic or issue. Review of policies, plans and proposals The iwi representatives on the Committee report back to The Committee can: their respective iwi and bring issues from their iwi to the • Make submissions as the Iwi Liaison Committee on Council for consideration. The types of issues raised have the LTP, the Annual Plan and the District Plan, on included effective consultation and engagement processes, any matters affecting, or likely to affect, hapū, iwi, or and operational issues such as roading, rates, waste, Māori within the rohe of the Council; capital works, asset and resource management. • Make submissions as the Iwi Liaison Committee on Tūtohinga any matters or proposed to be undertaken by third parties that may affect hapū, iwi or Māori within the The members of the Committee have signed a Tūtohinga rohe of the Council (e.g. government legislation or the (Memorandum of Understanding) with the Council. actions of government agencies). The essence of the Tūtohinga is to formalise the

WHERE WE ARE GOING ARE WE WHERE Strategies & Plans High Level • Formally receive iwi/hapū management plans, commitment of iwi and the Council to work together in and oversee processes for the Council to receive, good faith and gain an understanding and respect for one respond to and have due regard to those plans. another’s needs. Discretionary fund The Tūtohinga is a living document, and will be reviewed after each local body election. The Committee is given an annual discretionary fund to support Māori cultural events/initiatives, promote Māori Hui on Marae cultural awareness, encourage and support Te Reo Māori, The Committee aims to meet on marae four times per and to celebrate, promote and protect Māori culture year. This enables hapū to raise issues directly with the and sports. committee and the Council, and for different hapū to host Groups/organisations and individuals have received the committee, councillors and staff. This also brings the funding to: Council and staff into contact with different tikanga and kawa and improves knowledge of cultural protocols in • Compete in Waka Ama events. the District. • Attend Māori performing arts and/or kapa haka. Whakatāne District Council | Long Term Plan 2012 - 22 | 75

Training for iwi representatives These processes enable Māori to be involved in ﬁ nalising an application and/or the decision making process as Iwi members are offered training in local government a submitter. processes and legislation. This enables iwi representatives to understand the framework we are working within. We will continue to work with Māori to identify the types Training is offered in relation to the Local Government Act of applications that need iwi or hapū input, and in 2002 and the Resource Management Act 1991. which locations.

Cultural protocols Iwi partners contact list

We are committed to increasing awareness and practice of A comprehensive iwi partners contact list has been Māori cultural protocols. We have written cultural protocols developed as part of the processes for consultation under for powhiri (formal welcome) and mihi whakatau (semi the Resource Management Act 1991 in respect to resource formal welcome), tangihanga (bereavement/lying in state), consent applications and District Plan development. If you blessings and whakawaatea (removal of tapu). would like to be added to the contact list, please let us The protocols are not only used for Council events, they know. also educate councillors and staff about cultural protocols Council policies and projects they will encounter when attending events hosted on marae. We undertake many capital works projects each year and Resource consents develop strategic plans and policies. We rely on the Iwi We follow best practice to encourage early consultation Liaison Committee in the ﬁ rst instance, as a sounding board

with iwi and hapū to determine the effects of proposed for what their respective iwi may think about a project or an ARE GOING WHERE WE High Level Strategies & Plans projects on Māori and their culture and traditions. While issue and what further consultation is deemed necessary for the Resource Management Act 1991 does not require the projects and policies planned each year. consultation with iwi for resource consent applications, we We are committed to meaningful and ongoing consultation have an obligation to consider potentially affected parties in advance of projects commencing. We will achieve this by when a consent application is lodged. In a district with providing the planned (capital expenditure) programme to such diverse Māori history, consultation with iwi or hapū is the Iwi Liaison Committee at the start of each ﬁ nancial year. important to clearly identify the impacts on cultural values. The intention would be for Iwi Liaison Committee members The settlement of Treaty claims is leading to statutory to identify, after consultation, with their iwi and hapū, the acknowledgements being formalised through settlement projects that require further discussion. We are aware that acts. We must consider the effects of an application iwi and hapū have an interest in activities in particular rohe in, adjacent to, or directly affecting a statutory or that involve earthworks, gravel extraction, discharges to acknowledgment area. land, air or water, or involve works near known waahi tapu

Kaiwero lays down challenge to Council staff visiting Motuhora sites or within statutory acknowledgement areas. 76 | Whakatāne District Council | Long Term Plan 2012 - 22

ASSUMPTIONS AND DATA

In preparing our budgets and planning for our work to how we operate, what we do, and who pays for Risk: That changes to the criteria or level of over the next 10 years, we have to make a number of things. Changes could have a signifi cant fi nancial funding available may change, resulting in less, assumptions about things that may happen over the impact on the way we operate. or no money being available for our projects. If coming years. While these things may not happen this is the case, the relevant project will not be Mitigating the risk: We have set our work exactly as we predict, we need to plan our costs and progressed or will need to be adjusted to meet the programme to take into account the expected activities based on the most likely scenario. The actual Council’s ability to pay. This may impact on future outcome of legislative changes where possible. events may differ substantially from these assumptions. levels of service. This risk has been highlighted If this occurs the result may be a signifi cant change in Availability of contractors as a result of the recent events in Christchurch, costs and our work plan. The following pages give you The assumption is that we will be able to fi nd skilled where it is likely that Government and philanthropic a summary of the assumptions we have made when contractors to undertaken the work we require, to the funding will be redirected. preparing this LTP. It also identifi es the risks that may agreed standards, deadlines and cost. Mitigating the risk: We will continue to seek affect the Council. Where this risk is high, the fi nancial subsidies for projects where available. However, effect and how we intend to mitigate the risk has Risk: That there will be a shortage of contractors, where funding becomes unavailable, we will been provided. A more thorough breakdown of these or that contractors will not deliver to the agreed reassess the viability of the project before assumptions can be found on our website: standards and specifi cation within the agreed time. progressing. www.whakatane.govt.nz. If the risk occurs, it could result in an increase in There are other assumptions which have been made the price of the project and may impact on the Sale of assets about the expected lives and future replacement completion of projects and therefore levels of Money from selling assets has been included as a WHERE WE ARE GOING ARE WE WHERE & Data Assumptions of signifi cant assets. Further information on these service. source of funds. This money will be used to pay-off debt as the funds become available. assumptions can be found in the ‘Our Costs in Detail‘ Mitigating the risk: We have a procurement chapter. manual which ensures we have robust contracts. Risk: That the assets are not sold or that the Our contracts outline what we expect to receive money from these sales is not as much as hoped. HIGH RISK from our contractors. If the work is not completed This would result in an increase in rates to cover to the agreed standards and specifi cations then we the cost of debt that is intended to be repayed from Legislative demands on Council have legal rights. asset sales. It may also impact on the Financial There are changes to legislation which have not been Strategy and Treasury Policy limits. fi nalised, but will affect our work programme. Funding from other sources Mitigating the risk: The expected income from the We have had to make assumptions around the There are a number of projects signalled in this LTP as sale of assets is based on a prudent and realistic likely outcome of these changes, where possible. being funded from other organisations. It is assumed that the projects will meet the criteria for the relevant sale price. More information about this proposal is Risk: That there will be major unexpected changes funding scheme. available in the Financial Strategy. to the legislation that will cause signifi cant changes Whakatāne District Council | Long Term Plan 2012 - 22 | 77

Natural hazards Borrowing and expected interest rates MEDIUM RISK Our District is at risk of a range of natural hazards such We have a number of loans for different projects, which as earthquakes, fl ooding, debris fl ows, slips, tornado, Growth forecasting have varying interest rate commitments. We have fi re and volcanic activity. assumed the interest rate will gradually increase from Population growth across our District is expected to Risk: That there will be a disaster event needing 5.45% in 2012/13, to 7.52% in 2021/22 refl ect the medium population projection by Statistics emergency works that we cannot afford to fund NZ over the next 10 years. These fi gures are 34,700 Risk: Future interest rates may be higher than within our current budget. Some emergency works for 2011, 34,600 for 2016, 34,600 for 2021, 33,800 for forecasted. are covered by the Local Authority Protection 2026 and 32,900 for 2031. Programme Disaster Fund Trust (LAPP), but there Renewability or otherwise of external funding is also a risk that the LAPP fund is exhausted and Risk: Where actual growth differs substantially Our loans are due to mature at different times and the Council may have to pay for all emergency from the assumption, growth related projects and we may need to raise more loans for new projects. works. The potential effect of a disaster on the work programmes will need to be adjusted. We have made assumptions that we will be able to Council’s fi nancial position depends on the scale, negotiate favourable borrowing terms. Potential social changes duration and location of the event. Risk: We will be unable to get new loans with We acknowledge there is increasing socio-economic Mitigating the risk: While we are a member LAPP reasonable terms to pay for approved projects or to vulnerability, particularly in rural parts of our District. we have also decided to build up a contingency repay old loans that are maturing. fund to pay for storm damage to roading. We Risk: Where social change differs substantially Cost factors are putting $275,000 per year into a special fund from expectations, the projects and work We use best estimates to predict what things will cost in (excluding subsidies). We are also putting aside programmes may need to be adjusted. the future, including infl ation expectations. WHERE WE ARE GOING WHERE WE Assumptions & Data general funds to help cover the costs of disaster Potential climate change impacts Risk: The actual price of inputs and outputs will not events. This will include $150,000 for years four increase at the rate assumed. and fi ve, $200,000 for years six to eight and Climate change is likely to impact on various activities $300,000 for years nine and 10. Where these of the Council. Revaluation of assets reserve fund are not likely to cover the full cost From time to time we revalue our assets to understand Risk: Our District may experience effects of of disaster events it may result in unbudgeted how much they are worth. Through our planning, we climate change in the short term. spending or reprioritisation of work programmes make assumptions about how much we think the within the affected activities. Rating base assets will be worth when they are revalued. The number of properties from which we receive rates Risk: There may be a big difference between how Alongside us, Central Government also has a role is expected to increase by approximately 1% annually. much we thought the asset would be worth and in disaster recovery and restoration works after how much it is actually revalued at. This may be natural disasters happen. Risk: The rateable properties may not increase as due to better information about the asset being expected. available. 78 | Whakatāne District Council | Long Term Plan 2012 - 22

Project Management Preliminary cost estimates Risk: Should any project increase in costs signifi cantly beyond our estimates, it may have an The LTP assumes projects will be within cost, quality Costs listed for some projects are initial estimates impact on the rates requirement. and the timeframes specifi ed. based on information available at the time. Business continuity planning Risk: Projects will be delayed due to things we Risk: Costs will be signifi cantly different from those cannot predict or have cost or quality changes from estimated. It is assumed we are able to continue operating to those planned. deliver essential services to the community in the event NZTA subsidies of a disaster. Environmental consent requirements We get subsidies from the NZ Transport Agency for the Risk: If the Council’s ability to function is severely It is assumed the majority of consent requirements will operation and upkeep of the local road network in the disrupted in the event of a disaster affecting the remain the same. District. An assumption is made on the level of fi nancial District, we will be unable to provide the essential assistance we will get. Risk: Renewed consents could include tougher services. environmental conditions than expected, or could Risk: That the Funding Assistance Rate (FAR) LOW RISK fail to be granted. will be adjusted downward or that policy priorities change and affect the availability of some Overhead allocations Funding growth related development subsidies. The way we work out overheads and the costs Infrastructure needed for growth related development Creation and realisation of investments, reserves associated with each Council activity will stay the same will be paid for by development contributions and and assets during the LTP. fi nancial contributions. We will continue to own investments and reserves

WHERE WE ARE GOING ARE WE WHERE & Data Assumptions Risk: The way we work out overheads will not stay Risk: Development contributions do not cover the in line with our current practice, unless stated in this the same during the time of the LTP, putting extra cost of growth related infrastructure because there LTP. The capital expenditure programme in this LTP costs on speciﬁ c activities. This could have an is less growth than expected. represents new assets we are going to create. impact on our funding structure. Service delivery options Risk: Should we sell any assets to reduce rates, Council structure and elections We will continue to deliver our services to the the sale would only have a short term positive It is assumed there will be no change in the Council community in the same way. impact on rates. structure, including the Mayor and 10 Councillors. Risk: We will not be able to take advantage of Estimates of commitments and contingencies Risk: There could be an unexpected change in the more efﬁ cient and effective methods of delivering To allow for variations between our expected cost of a Council structure during the life of the LTP. services because we are unable to exit the current project, and the actual cost of a project, we allow for a method of service delivery. contingency in our budgets. This may range between 10% for fully scoped projects and up to 30% for projects in concept or preliminary design. il our Work in DeTAil n De TA

Ngā mahinga whānui ur Work i o

Whakatāne District Council | Long Term Plan 2012 - 22 | 79

INTRODUCTION TO ‘OUR WORK IN DETAIL’

This ‘Our work in detail’ chapter of the LTP provides a Groups of Activities: detailed overview of the activities we will undertake over the • Leadership next 10 years. We currently have 48 internal and external • Roads and Footpaths activities organised into 12 groups of activities. • Water Supply • Sewage Treatment and Disposal These groups incorporate the core services that we deliver, • Stormwater Drainage as deﬁ ned by the Local Government Act 2002, and we • Waste give particular consideration to how these core services • Environmental Sustainability contribute to the community in our decision making process. • Community Safety • Arts and Culture Within each group of activities you will ﬁ nd a breakdown of • Community Property each activity, including what the activity delivers, why we do • Recreation and Community Facilities it, responding to our issues, what we want to achieve, what • Corporate and District Activities the activity will cost and how it is funded.

GUIDE TO THE LAYOUT AND CONTENT OF ‘OUR WORK IN DETAIL’

GroupGroup of aactivitiesctivities

This cover page for each group of CY MANA ITY DEVELO AL CONTR LIQUOR & G NMENTAL H ION MON BUILDING EN GE N P NIM OL G ( A O EA AT ITO G M MU M A N M IR L UL R R E E I B V T G IN E N M N S L N H G T O T N I E E M E N R E C G IC ) L activities indicates what the group is and the activities undertaken within that group. COMMUNITY SAFETY Te Whakamaru o Tū OUR WORK IN DETAIL Introduction 80 | Whakatāne District Council | Long Term Plan 2012 - 22

122 | Whakatāne District Council | Long Term Plan 2012 - 22 WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT What these activitieses wiwillll ccostost anandd ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 how we are going ttoo papayy foforr ththemhem OPERATIONAL Sources of operating funding - General rates, uniform annual general charges, rates penalties 253 367 408 400 418 442 456 477 507 526 2,025 Targeted rates (other than a targeted rate for water supply) 2,313 2,340 2,421 2,627 2,695 2,743 2,852 2,988 3,150 3,264 These statements set out the budgeted - Subsidies and grants for operating purposes ------Fees, charges, and targeted rates for water supply ------costs for the group of activities over the 1,881 Internal charges and overheads recovered 2,021 2,052 2,102 2,152 2,215 2,292 2,373 2,461 2,560 2,664 200 Local authorities fuel tax, fi nes, infringement 200 208 215 223 232 240 248 257 268 279 fees, and other receipts course of the LTP, and describes how they 4,106 Total operating funding (A) 4,787 4,967 5,146 5,402 5,560 5,717 5,929 6,183 6,485 6,733 Applications of operating funding 1,507 Payments to staff and suppliers 1,585 1,647 1,705 1,789 1,857 1,922 1,992 2,067 2,152 2,243 are funded. Explanations of the categories 868 Finance costs 778 889 1,003 1,146 1,210 1,289 1,327 1,401 1,500 1,525 1,200 Internal charges & overheads applied 1,544 1,536 1,568 1,585 1,624 1,686 1,739 1,804 1,883 1,951 - Other operating funding applications ------used in the statements can be found later 3,575 Total applications of operating funding (B) 3,907 4,072 4,276 4,520 4,691 4,897 5,058 5,272 5,535 5,719 532 Surplus (defi cit) of operating funding (A-B) 880 895 870 882 869 820 871 911 950 1,014 in this introduction. CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------4 Development and fi nancial contributions 114 119 123 127 132 137 142 147 153 159 (78) Increase (decrease) in debt 323 437 1,387 1,242 448 505 1,292 592 825 544 - Gross proceeds from sale of assets ------Lump sum contributions ------(74) Total sources of capital funding (C) 437 556 1,510 1,369 580 642 1,434 739 978 703 Applications of capital funding Capital expenditure - - to meet additional demand ------588 - to improve level of service 1,300 1,433 3,129 2,402 1,382 1,627 2,908 1,874 2,037 1,750 - - to replace existing assets ------Responding to ouourr isissuessues (130) Increase (decrease) in reserves 17 18 (749) (151) 67 (165) (603) (224) (109) (33) STORMWATER DRAINAGE STORMWATER - Increase (decrease) of investments ------458 Total applications of capital funding (D) 1,317 1,451 2,380 2,251 1,449 1,462 2,305 1,650 1,928 1,717 (532)The Surplus (de Communityfi cit) of capital funding (C-D) Outcomes (880) this (895) acactivityti (870)vity (882)ccontributesontr (869)ibuut (820)es ttoo (871) (911) (950) (1,014) The issues that are facing the - Funding Balance ((A-B) + (C-D)) ------The Council conducts its activities to achieve the high level goals activity are identifi ed and an known as ‘Community Outcomes’. The community outcomes that explanation as to the action we will each activity helps to promote are identifi ed under each activity. undertake to address these issues More information about our community outcomes can be found in is provided. Whakatāne District Council | Long Term Plan 2012 - 22 | 131 the ‘Where We Are Going’ chapter. WASTE DISPOSAL THETTHE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS transport costs such as fuel and the extra wear on our roads. We also have to cover the charges incurred through The Council provides a kerbside waste collection service using space at an external organisation’s landfi ll. The for approximately 12,700 households in urban Whakatāne, alternative option of developing a landfi ll within our District Ōhope, Tāneatua, Edgecumbe, Te Teko, Matatā and R is very costly and would require a huge investment. We e e r l u ia t V t b c Murupara. This collection includes an 80 litre general refuse a n le ru have looked at options of developing a landfi ll with external lu e t in m Q & as g on u es A fr waste bin collected weekly. Our Envir ality Servic ffordable In parties, such as other councils in the area, but we are not in a position to commit to a preferred long-term waste disposal We also provide a number of transfer stations in the District, option within our District at this time. The operation of our including Whakatāne, Murupara and Minginui. These What this activity delivers transfer stations and recycling park require general renewal, enable the community to dispose of extra waste, especially improvements and replacement works. This is estimated to those residents who do not have access to the collection cost $90,000 over the 10 years of this LTP. This section helps to give you an idea of exactly what each activity service. Reducing the amount of waste we send to landfi ll Our waste collection, disposal recycling and reprocessing delivers. It tells you what you should receive as a service from us, services are managed through private contractors. As we We are looking at ways of reducing the amount of waste do not own a landfi ll, waste is transported and disposed of sent to landfi ll. This can signifi cantly reduce costs in this and how it is provided. outside our District to Tirohia in the Waikato. area and reduce the environmental impacts. Currently over half the waste we dispose in Tirohia landfi ll could have WHY WE DO IT been taken out if the waste stream was correctly sorted. For further detail on how we are reducing waste to landfi ll, see OUR WORK IN DETAIL WORK IN OUR Introduction Providing the facilities for the community to dispose of the waste recycling and waste reprocessing activities on the waste in a convenient and secure way helps to protect following pages. Why we do it public health and reduces the harmful effects of waste getting into the environment. These facilities are designed Options for managing our waste This section sets out the rationale behind providing the activity. to minimise fl y-tipping and reduce issues of odour or The Council’s Waste Management and Minimisation Plan TE DISPOS contamination caused by incorrectly disposed waste. 2010 lays out a number of initiatives and actions to address AS AL W the waste issues facing our District. The LTP is consistent Generally our activities contribute to the community’s well being and RESPONDING TO OUR ISSUES WASTE Disposal Waste with this plan. we undertake them because the community wants us to. How we dispose of our waste The cost of waste management last year was over 10% of the Council’s total operating costs. All residual waste A number of activities are also required by legislation. is transported to a landfi ll site in the Waikato. Costs associated with the transport of the waste include direct something wewillcontinuetomonitor. to mitigateagainstthem. This is have inplacesustainablemeasures If furthernegativeeffects arise,we undertake. effects resulting fromtheactivitieswe a numberofsigni ForthisLTP, wehaveidenti four well-beingsmustbeidenti negative effect ononeormoreofthe activities thatmayhaveasigni Under theLocalGovernment Act, any Signi fi cant negativeeffects ‘Customer Satisfaction Indexscore’. The higherthescore, thebetter wearedoing. answers received andranksthemonascale of0-100. This isreferredtoasthe annually togauge fromthecommunityhow we aredoing. The surveycollatesthe table. Somemeasures arebasedonaperception surveywhichwillbeundertaken planned levels of serviceandthetargetswe areaimingforalsostated inthis This tableoutlines thelevelofserviceweaim toprovidethecommunity. The What wewanttoachieve fi cant negative cant can befoundintheRevenue and FinancingPolicy. activity isgivenonahigh/medium/low scale.Furtherinformationaboutthesefundingsplits system. An indicationofhowmuchthedifferent fundingsources contributetowardsthis sets outhowwefundtheoperational costsofrunningthisactivityisbasedonthenewrating consider howanactivityisfunded togetabetterunderstandingoftheactivity. The piechart charges, andsubsidiesfromexternal organisations,justtonameafew. Itisimportantto The Councilreceivesincome from avarietyofsources. These includerates,feesand How thisactivityisfunded fi ed fi fi ed. cant minimise theseeffects. a trade-off. The tablebelowshowsthepossiblenegativeeffects ofthisactivityandalsowhatwearegoingtodotry ensure thatweoperateinawayprovidesthemostpositiveoutcomes,havetoacknowledgesometimesthereis Sometimes theactivitiesthatwedocanhaveanegativeimpactononeormoreoffourwell-beings.Whilestriveto WHAT NEGATIVE IMPACT THISMIGHTHAVE Note: The figuresinthistablearenotadjustedforinflation. projects canbefoundinthe‘OurCostsDetail’ chapter. To respondtosomeoftheissues,Councilisplanningundertakefollowing keyprojects. The fulllistofcapital WHAT WE ARE GOINGTO DO times ofdroughtoremergency. Insuf the rawwatersupply. Potential contaminationof SIGNIFICANT NEGATIVE EFFECT bore siteandreticulation Plains Water Supply-PaulRoad main fromPaulRoad Edgecumbe Water Supply-supply and Te Teko toimprove Water mainsupgrade inEdgecumbe to improve Plains Water Supply-pipeupgrades fi cient watersuppliesduring fl ow andpressure ECITO ERTTL()FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION fi re fl ow  CULTURAL AFFECTED WELL-BEING  SOCIAL 061 2,500,000 1,800,000 2016-18 2012-16 061 550,000 2,000,000 2016-18 2016-21 ECONOMIC

ENVIRONMENTAL Whakat Plains 50yearstrategy. bore fortheWhakat Tests areunderwayonabackup provide tankwaterinoursmallerschemes. as ensuringabackupsystemisinplaceto worth ofwaterstorageisavailable,aswell Minor worksareunderwaytoensure24hours supplies. PublicHealthRiskManagementPlan. procedures andmonitoringoftherawwater Emergency responseplans,operational ā ne DistrictCouncil SUSTAINABLE SOLUTION ā ne area. | Long Term Plan2012-22 Contribution 20% Development Subsidy 85% Loan 100% Loan 100% Loan 80% Loan 15% LEADERSHIP Governance | 88

109

| | Whakat Whakat Report eachyear, soyouwillknowwhether wehaveachievedthislevelofservice. The followingtableshowsthesetargetsforthenext10years.We willreportbacktothecommunitythrough Annual The Councilhassetsometargetstoshowwhetherweareachieving ourgoalsforthisactivity. WHAT WEWANT TO ACHIEVE funding decisionsonhowtospenditsdisc funding decisionsonhowtospenditsdiscretionaryfund. or IwiLiaisonCommittee,whowillconside or IwiLiaisonCommittee,whowillconsiderandmake community canmakeapplicationstothecom community canmakeapplicationstotheboards funds aredistributedovertheircom funds aredistributedovertheircommunity. Membersofthe Committee withadiscretionaryfund. Committee withadiscretionaryfund. The costs The costsofthese The Councilprovidesthecommunityboards The CouncilprovidesthecommunityboardsandIwiLiaison Discretionar Discretionary fund community toaccess. community toaccess. availa available onourwebsiteforelectedmembersandthe 10 years.We10 years.We willmakefullagendasforCo willmakefull agendasforCouncilmeetings increased transpar increased transparencyforthecommunityovernext This systemshouldresultinimprovedef Whakat manner inclusive andtransparent decisions inanopen, The Councilmakes nding decisions wi LiaisonCom munity canmake ble on are distributed ā ā ā ne District ne DistrictCouncil ne DistrictCouncil

ee WATER SUPPLY

cil Water Supply olMeasure Goal ourw r y fund ac par ll m w C ouncil d ebsite Detail’ chapter. projects canbefoundinthe‘OurCosts for thisLTP. A fullbreakdownofourcapital not alltheprojectsCouncilwillundertake Note theseareonlythekeycapitalprojects planned for, andhowtheywillbefunded. much theywillcost,whatyearsare we areundertakingtoaddressissues,how This tablesetsoutthekeycapitalprojects What wearegoingtodo mitte ency fe ho | | Long Term Plan2012-22 Lon Long Term Plan2012-22 or thecommu for e Whakat g Index score) in decisionmaking (Customer Satisfaction opportunities forcommunity involvement Satisfaction thatthe Councilisproviding Standing Orders accordance withLocalGovernment Act and meetings andareconducted in available atleasttwoworkingdaysbefore committees andcommunityboardsare noti Proportion ofmeetingsthatarepublicly Term Plan2012-2 lected ﬁ ed andagendasoftheCouncil,its munity membe nity o ﬁ ciencies and ciencies ā cienci . Mem retion r and uncil ne DistrictCouncil|Long Term Plan2012-22| rs ver a mu 2 cil s d m n l u e nd

o meetings f thes Iw w the iLi Liai e so

‘Our CostsinDetail’ chapter. found intheRevenueandFinancingPolicycontained Further explanationsonthefundingofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED 755 6 7-6 8-6 59-63 58 -62 57-61 100% 56-60 100% 100% 57.5 100% 100% performance (2010/11) General Rates Current (2012/13) - Year 1 High (2013/14) Year 2 Target (2014/15) Year 3 Years 4-10 81

OUR WORK IN DETAIL Introduction 82 | Whakatāne District Council | Long Term Plan 2012 - 22 INDICATIVE FUNDING IMPACT STATEMENT - WHOLE OF COUNCIL* ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding 8,804 General rates, uniform annual general charges, rates 15,286 15,908 16,429 16,224 16,762 17,264 17,738 18,356 18,812 19,010 penalties 23,550 Targeted rates (other than a targeted rate for water 18,934 19,742 20,214 21,372 22,709 23,890 24,221 25,275 26,106 26,737 supply) 2,490 Subsidies and grants for operating purposes 2,889 3,077 3,167 3,146 3,179 3,347 3,397 3,590 3,642 3,843 9,816 Fees, charges, and targeted rates for water supply*** 10,344 10,826 11,225 11,666 12,152 12,569 13,000 13,389 13,900 14,662 76 Interest and dividends from investments 40 40 60 70 50 40 40 40 40 40 1,929 Local authorities fuel tax, fines, infringement fees, 2,137 2,217 2,283 2,312 2,521 2,453 2,601 2,692 2,778 2,835 and other receipts 46,665 Total operating funding (A) 49,630 51,810 53,378 54,790 57,373 59,563 60,997 63,342 65,278 67,127 Applications of operating funding 33,891 Payments to staff and suppliers 34,978 36,551 37,500 38,669 40,345 41,922 42,701 44,664 46,090 47,537 2,196 Finance costs 2,517 2,749 2,768 2,396 2,094 2,333 2,334 2,197 2,035 1,790 413 Other operating funding applications 430 440 451 463 475 486 497 510 524 538 36,500 Total applications of operating funding (B) 37,925 39,740 40,719 41,528 42,914 44,741 45,532 47,371 48,649 49,865 10,165 Surplus (deficit) of operating funding (A-B) 11,705 12,070 12,659 13,262 14,459 14,822 15,465 15,971 16,629 17,262 CAPITAL

Sources of capital funding 7,050 Subsidies and grants for capital expenditure 3,458 4,386 8,671 5,399 4,977 4,180 4,534 4,027 4,169 5,412 536 Development and financial contributions 465 483 500 515 534 553 572 592 615 638 724 Increase (decrease) in debt (4,001) (1,569) (12,060)** (6,895)** 3,233 1,622 (739) (4,588) (4,148) (3,525) 350 Gross proceeds from sale of assets 609 264 12,811 8,289 ------Lump sum contributions ------8,660 Total sources of capital funding (C) 531 3,564 9,922 7,308 8,744 6,355 4,367 31 636 2,525 Applications of capital funding Capital expenditure 790 - to meet additional demand 165 43 54 327 608 1,015 135 87 144 178 12,321 - to improve level of service 4,862 5,773 14,339 10,140 9,887 8,977 7,466 6,580 6,306 5,984

OUR WORK IN DETAIL WORK IN OUR - Statement Funding Impact Council Whole of 7,584 - to replace existing assets 9,430 9,772 8,476 10,719 13,232 12,070 12,219 9,684 11,857 14,013 (1,870) Increase (decrease) in reserves (2,321) 45 (288) (617) (525) (885) 13 (349) (1,042) (388) - Increase (decrease) of investments 100 ------18,825 Total applications of capital funding (D) 12,236 15,633 22,581 20,569 23,202 21,177 19,833 16,002 17,265 19,787 (10,165) Surplus (deficit) of capital funding (C-D) (11,705) (12,069) (12,659) (13,261) (14,458) (14,822) (15,466) (15,971) (16,629) (17,262) - Funding Balance ((A-B) + (C-D)) ------* Further explanations to the categories in this table can be found on the following pages. Further detail on our rating system is found in the ‘Changes to our Rating System’ table ** Retirement of debt funded by sale of surplus land (refer to the ‘Drivers & Challenges’ section of the Financial Strategy for impact if surplus land not sold) *** Targeted rates for water supply include volumetric charges only Whakatāne District Council | Long Term Plan 2012 - 22 | 83

EXPLANATION OF CATEGORIES IN THE FUNDING IMPACT STATEMENTS WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT OPERATIONAL Included in this chapter are Funding Impact Statements (FIS) at a group Sources of Operating Funding (Revenue) – note: more information on these funding sources can be found in the ‘All about rates’ section of activity level and also for the whole General rates, uniform annual general Income from general rates charged on the capital value of all properties within the District, of Council. The table on the previous charges, rates penalties fixed charges across the whole district (UAGC), and penalties for late payment of rates. page - ‘Indicative Funding Impact Statement – Whole of Council’, Targeted rates (other than a targeted rate Rates where the benefit or use of a service can be assigned to specific households or for water supply) communities, such as stormwater or promotion and economic development. gives you an idea of what it costs to provide all of our services and how Subsidies and grants for operating purposes Money received from other organisations that contribute to the operational cost of the service. we will fund them. They are broken down by operational and capital Fees, charges, and targeted rates for water Includes admission charges for Council facilities and regulatory fees e.g. permits, dog costs. Operational costs include the supply registration, and targeted rates for water supply. ongoing maintenance and delivery of Internal charges and overheads recovered Money received from other departments of the Council such as overheads and direct costs. our services, and capital costs create a completely new asset or extend Interest and dividends from investments Money earned from our saving and investments through interest and dividend payments. or renew an existing asset. Capital Local authorities fuel tax, fines, Miscellaneous income from other sources generally not of a significant nature e.g. local expenditure is generally ‘one-off’ in infringement fees, and other receipts authority petrol tax. nature. Taking all this information into Total Operating Funding Total income from the day to day operation of this activity. account we can then see how much will be received and how much will be APPLICATIONS OF OPERATING FUNDING (EXPENDITURE) spent and whether or not we have a surplus or deﬁ cit. Payments to staff and suppliers The day to day cost of running this activity e.g. salaries and wages, materials and services.

You will notice that every group of Finance costs Interest payments we make on funds borrowed (loans). activities have a FIS which gives you Internal charges and overheads applied Money paid to other departments of the Council such as overheads and direct costs. more detailed information Miscellaneous expenses including bad debt expense, rates remissions and loss on disposal Other operating funding applications on what the activity costs. of assets. OUR WORK IN DETAIL Funding Impact Statement - Whole of Council More detail on what each line means in the FIS is contained Total Applications of Operating Funding Total operating expenditure for this activity. in the following table. Surplus (Deficit) of Operating Funding Total revenue less total expenditure.

continued.... 84 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM

CAPITAL

Sources of Capital Funding

Subsidies and grants for capital Money received from other organisations that contribute to the capital cost of the service. expenditure

Money paid by developers towards providing assets or extending existing assets to cater for Development and financial contributions increased demand due to growth, e.g. extending sewerage systems.

Borrowing money to pay for new assets, parts of assets or to fund temporary deficits. Less Increase (decrease) in debt loan repayments.

Gross proceeds from the sale of assets Revenue to be raised from the sale of assets belonging to this activity.

Payments made by an eligible ratepayer for the purposes of contributing to a capital project. Lump sum contributions However, we do not accept lump sum contributions for targeted rates.

Total Sources of Capital Funding Total capital funding for this activity.

APPLICATIONS OF CAPITAL FUNDING

Capital expenditure creating a completely new asset or extending or renewing an existing asset to provide the same or greater service than it currently provides e.g. extending a sewer pipe to increase capacity. The expenditure is split to fund level of service improvements Capital expenditure versus population growth and/or renewal works. While a lot of our capital projects contribute to more than one of these drivers, legislation requires us to allocate each project to just one driver in the Funding Impact Statements. See the ‘Key Capital Expenditure Projects’ table in the ‘Our Costs in Detail’ chapter for more specific information on how each project is funded.

Transferring money into and from a reserve account held for a special purpose. Includes: transferring development contribution revenue to development contribution reserves; using Increase (decrease) in reserves funds from depreciation reserves, and using funds from operational reserves to provide or to assist with maintaining existing assets or services.

Increase (decrease) of investments Net movement of investments.

Total Applications of Capital Funding Total capital expenditure for this activity. OUR WORK IN DETAIL WORK IN OUR - Statement Funding Impact Council Whole of Surplus (Deficit) of Capital Funding Sources of capital funding less applications of capital funding.

Funding Balance Net operating funding less net capital funding. VERNANC NITY SUP GY AND P O E MU PO TE OL G M R A IC O T TR Y C S

LEADERSHIP Te Poumanukura 86 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT Annual Plan LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 2,597 2,271 2,425 2,468 2,570 2,684 2,753 2,789 2,981 3,141 3,086 penalties 415 Targeted rates (other than a targeted rate for water supply) 263 280 281 295 317 317 326 350 350 361 - Subsidies and grants for operating purposes ------Fees, charges, and targeted rates for water supply ------23 Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement fees, and other 2 3653 3724 4794 4 receipts 3,037 Total operating funding (A) 2,537 2,770 2,752 2,868 3,073 3,074 3,119 3,410 3,495 3,451 Applications of operating funding 1,604 Payments to staff and suppliers 1,580 1,772 1,732 1,816 1,979 1,924 1,937 2,183 2,219 2,145 7 Finance costs 6 6 6 6 6 6 5 5 5 4 1,420 Internal charges & overheads applied 913 947 965 983 1,014 1,062 1,087 1,125 1,175 1,204 - Other operating funding applications ------3,031 Total applications of operating funding (B) 2,499 2,725 2,703 2,805 2,999 2,992 3,029 3,313 3,399 3,353 6 Surplus (defi cit) of operating funding (A-B) 38 45 49 63 74 82 90 97 96 98 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------Development and fi nancial contributions ------(6) Increase (decrease) in debt (6) (6) (6) (6) (6) (6) (6) (6) (6) (6) - Gross proceeds from sale of assets ------Lump sum contributions ------(6) Total sources of capital funding (C) (6) (6) (6) (6) (6) (6) (6) (6) (6) (6) Applications of capital funding Capital expenditure

LEADERSHIP LEADERSHIP - - to meet additional demand ------to improve level of service ------to replace existing assets ------Increase (decrease) in reserves 32 39 43 57 68 76 84 91 90 92 - Increase (decrease) of investments ------Total applications of capital funding (D) 32 39 43 57 68 76 84 91 90 92 (6) Surplus (deﬁ cit) of capital funding (C-D) (38) (45) (49) (63) (74) (82) (90) (97) (96) (98) - Funding Balance ((A-B) + (C-D)) ------THE COMMUNITY OUTCOMESTHIS ACTIVITY CONTRIBUTES TO

G O V

d e r s h ip members areelected,they areinducted intotheCouncil to to befollowed to ensureprivacyandfairness. Whennew are tightregulations aroundthevotingprocess thatneeds Regional Council andDistrictHealthBoardelections. There local elections are runatthesametimeas BayofPlenty Councillors andCommunityBoard representatives. These to electitsrepresentatives. This includeselecting aMayor, Every threeyearsweholdan electionforthecommunity Elections everythreeyears RESPONDING TO OURISSUES Management Act 1991andStandingOrders. Of Local Government Act 2002(LGA),theLocalGovernment makes suredecisionsaremadeinaccordancewiththe This activitysupportsthatdecisionmakingprocessand decisions inanopen,transparentandaccountablemanner. years. They must representtheircommunitiesandmake The electedmembersarechosenbyyoueverythree WHY WEDOIT and runslocalbodyelectionseverythreeyears. ensures agendasarepublishedandavailabletothepublic Council, committeesandcommunityboardmeetings, and accountabledecisionmakers. This activityfacilitates that supportselectedmemberstobeeffective, responsible Council provides48activities,itisthegovernanceactivity Governance isatforefrontofeverythingwedo.Whilethe WHAT THIS ACTIVITY DELIVERS GOVERNANCE fi cial InformationandMeetings Act 2002,theResource system in 2012/13year. implementation ofanautomatedagendamanagement towards moresustainable approaches. This includesthe more information electronicallyandtheCouncil isworking decisions. There isanincreasing demandtoprovide to enablethemmakeef We ensureinformationisprovidedtotheelected members Providing informationtoelected members community isreceivingmaximum bene fund. The focusofthisreviewwillbetoensure thatthe to reviewtheirdelegations,including theirdiscretionary During 2012/13wewillalsowork withCommunityBoards ‘delegations’). at ourcommitteesandwhattheyareabletodo(their look atourgovernancestructures. As partofthiswelook Act 2001.Everythreeyearsfollowingtheelections,we Board structures. This isrequiredbytheLocalElectoral are elected,howmanyCouncillorswehaveandCommunity This involvesuslookingathowtheMayorandCouncillors the District.Ournextreviewisscheduledfor2014/15. Every sixyears,weconductarepresentationreviewfor Review ofgovernancestructuresandrepresentation October 2013,2016and2019. During theperiodofthisLTP, wewillholdelectionsin in planning sessionssotheyunderstandhowcan expectations. They undertaketrainingaswellstrategic ensure theyunderstandtheprocesses,responsibilitiesand fl uence thedecision-makingprocess. Whakat ā ne DistrictCouncil fi cient andcosteffective | Long Term Plan2012-22 fi t fromtheBoards. |

LEADERSHIP Governance 88 | Whakatāne District Council | Long Term Plan 2012 - 22

This system should result in improved efﬁ ciencies and HOW THIS ACTIVITY IS FUNDED increased transparency for the community over the next 10 years. We will make full agendas for Council meetings Our activities are funded from a variety of sources. available on our website for elected members and the The pie chart illustrates how we will pay for the operational community to access. running of this activity.

Discretionary fund Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the The Council provides the community boards and Iwi Liaison ‘Our Costs in Detail’ chapter. Targeted Rates - Low Committee with a discretionary fund. The costs of these funds are distributed over their community. Members of the community can make applications to the community boards General Rates - High or Iwi Liaison Committee, who will consider and make funding decisions on how to spend its discretionary fund.

WHAT WE WANT TO ACHIEVE

Target Current Goal Measure performance Year 1 Year 2 Year 3 Years (2010/11) (2012/13) (2013/14) (2014/15) 4-10

Proportion of meetings that are publicly notiﬁ ed and agendas of the Council, its committees and community boards are

LEADERSHIP Governance available at least two working days before 100% 100% 100% 100% 100% The Council makes meetings and meetings are conducted in decisions in an open, accordance with Local Government Act and inclusive and transparent Standing Orders manner Satisfaction that the Council is providing opportunities for community involvement 57.5 56 -60 57 - 61 58 - 62 59 - 63 in decision making (Customer Satisfaction Index score) THE COMMUNITY OUTCOMESTHIS ACTIVITY

C CONTRIBUTES TO O M M U

t y

e l l- b e in g disposal andleasesubsidy grants. These grantsare per year towardsgrants forthisLTP. This includeswaste Community Funding Policy. We havesetaside$150,000 of communitygrants inaccordancewiththe Council’s One ofthekey partsofthisactivityistheallocation Lending ahelping hand RESPONDING TO OURISSUES the community. contribution madebyorganisations andgroupswithin offer ahelpinghandinappreciationofthevoluntary recognise thisandoffer supporttopromote,enable and cultural andeconomicwell-being oftheDistrict.We make amajorcontributionto the social,environmental, The localcommunity, throughitsdiverserangeofactivities, WHY WEDOIT Mayor, CouncillorsandtheWhakat We alsoholdthe annualover80smorningteawiththe Anzac Daycommemorationsandcitizenshipceremonies. Through thisactivity, weprovidecivilceremoniessuchas WHAT THIS ACTIVITY DELIVERS COMMUNITY SUPPORT Queensland, Australia. city relationshipwithSouthernDownsRegionalCouncilin Japanese citiesofKamagayaandShibukawaasister relationships. We haveanactiverelationshipwiththe friendship toanumberofotherculturesandhasdeveloped or subsidisedrentals. This activityalsoextendsthehandof and supportcommunityorganisationsinthewayofgrants recognise youngachieversatthe Young Achievers Awards; ā ne CommunityBoard; Coastguard andtheWhakat organisations suchasBayofPlentySurfLifesaving,the also beenallocatedfromtheHarbourFundtohelpout well-being oftheDistrict. Additional tothis,$60,000has acknowledge andbetterenablethemtocontributethe given tocommunitygroupsandvoluntaryorganisations us andpossiblybeginarelationship withus. extended aninvitationforrepresentatives fromChinatovisit High Schoolwillbegoingonan exchange.We havealso our supportandinOctober2012, studentsfrom Trident happen. However, wecontinuedtokeepincontact, offer meant exchangestoKamagaya, Japanwerenotableto The March2011 tsunamiandearthquakeinJapanhas Sister Cities some changesmayneedtobemade. However, wherethisbecomesunreasonableorinef activity. We will continuetostickwhatwehaveplanned. may affect thecosts ofprovidingcertainservicesunderthis to certainlegislationthatmayaffect thisactivity. Change Every nowandthen,CentralGovernmentmakechanges Legislative changes Whakat ā ne DistrictCouncil ā ne SurfLifesavingClub. | Long Term Plan2012-22 ﬁ cient, |

LEADERSHIP Community Support 90 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

Target Current performance Goal Measure (2010/11) Year 1 Year 2 Year 3 Years 4-10 (2012/13) (2013/14) (2014/15)

Community Groups, Voluntary Community funding is Organisations and Landowners Available Available Available Available available and distributed in are supported in contributing $306,000 distributed funds funds funds funds accordance with Council’s to the well-being of the distributed distributed distributed distributed Community Funding Policy Whakatāne District

HOW THIS ACTIVITY IS FUNDED General Rates - Full Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. LEADERSHIP Support Community THE COMMUNITY OUTCOMESTHIS ACTIVITY

S TR A CONTRIBUTES TO T E G

I C

d e r s h ip the websiteatwww.whakatane.govt.nz. such astheLGA. A fulllistofourpoliciesareavailableon developed inthisactivityarerequirements oflegislation the community. The majorityoftheplansandpolicies their policyanddirectiondecisionsforthebene Providing strategicadvicetotheelectedmemberssupports WHY WEDOIT Council’s decision-making processes. for thecommunitytounderstandandgetinvolvedin and Pre-ElectionReports,whichprovideanopportunity develops Long Term Plans, Annual Plans, Annual Reports can ensurelong-termstabilityandconsistency. This activity effectively setting directionrequiresaframeworksothatwe improve communitywell-being.Makinggooddecisionsand them tomakeeffective policydecisionsandplansto delivering highqualitystrategyandpolicyadvicetoenable We supportthe elected membersandmanagersby WHAT THIS ACTIVITY DELIVERS STRATEGY &POLICY ﬁ t of t current bylaws. about whatisworkingwellandideashowtoimprove ensure weareawareofyouropinions,includingthoughts current bylaws,wewillconsultwiththecommunityto Through theprocessofdevelopingnewandreviewing every 10years. over theLTP. Previouslythiswascompletedasaproject bylaws every10yearsandweundertakearollingreview every To manageanincreasingworkloadwewillreviewpolicies made tolegislationwhichrequiresthembereviewed. due forreview, orchangeshavebeenarelikelytobe We haveanumber ofpoliciesandbylawsthatareeither Review ofpoliciesandbylaws RESPONDING TO OURISSUES ﬁ ve years.We haveanobligation toreviewour Whakat ā ne DistrictCouncil | Long Term Plan2012-22 |

LEADERSHIP Strategy and Policy LEADERSHIP Strategy & Policy 92

| Whakat ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefunding ofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. know whetherwehaveachievedthislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WEWANT TO ACHIEVE HOW THIS ACTIVITY ISFUNDED and needsofthecommunity support thesustainabledevelopment strategies, policiesandplansthat Council willdevelopandmaintain ā ne DistrictCouncil olMeasure Goal | Long Term Plan2012-22 clear auditopinion completed andreceivea Annual Reports)are LTPs, Annual Plansand requirements (including Council’s corporateplanning General Rates New measure performance (2010/11) Current - Full Report Annual Plan, Annual (2012/13) Year 1 Report Annual Plan, Annual (2013/14) Year 2 Target Report Annual LTP, (2014/15) Year 3 Report Annual LTP, Plan, Annual Years 4-10 RT NE SAF NFOR PO TWO OAD ETY G E CE NS R R IN ME A K RK N R S A T T P P 60

ROADS & FOOTPATHS Ngā Huarahi ara Rau 94 | Whakatāne District Council | Long Term Plan 2012 - 22 WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT Annual Plan LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000

OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 55 ------penalties 6,840 Targeted rates (other than a targeted rate for water supply) 7,897 8,188 8,390 8,921 9,381 9,758 9,908 10,452 10,649 10,791 2,307 Subsidies and grants for operating purposes 2,693 2,875 2,964 2,936 2,962 3,121 3,164 3,350 3,393 3,585 65 Fees, charges, and targeted rates for water supply 45 46 48 50 51 53 54 56 58 60 339 Internal charges and overheads recovered ------Local authorities fuel tax, ﬁ nes, infringement fees, and 594 590 606 646 667 695 697 725 738 762 815 other receipts 10,200 Total operating funding (A) 11,225 11,715 12,048 12,574 13,089 13,629 13,851 14,596 14,862 15,251 Applications of operating funding 5,650 Payments to staff and suppliers 5,846 6,240 6,238 6,564 6,776 7,000 7,117 7,639 7,631 8,041 624 Finance costs 613 638 674 641 558 633 642 671 719 737 1,919 Internal charges & overheads applied 1,737 1,802 1,879 1,888 1,934 2,047 2,060 2,149 2,274 2,303 - Other operating funding applications ------8,193 Total applications of operating funding (B) 8,196 8,680 8,791 9,093 9,268 9,680 9,819 10,459 10,624 11,081 2,008 Surplus (deﬁ cit) of operating funding (A-B) 3,029 3,035 3,257 3,481 3,821 3,949 4,032 4,137 4,238 4,170

CAPITAL Sources of capital funding 2,213 Subsidies and grants for capital expenditure 3,264 3,192 4,117 4,436 4,977 4,180 4,534 4,027 4,169 5,412 192 Development and ﬁ nancial contributions 68 70 73 75 77 80 83 86 89 92 200 Increase (decrease) in debt (354) (341) (1,094) (1,493) 1,327 327 373 403 449 802 - Gross proceeds from sale of assets ------Lump sum contributions ------2,605 Total sources of capital funding (C) 2,978 2,921 3,096 3,018 6,381 4,587 4,990 4,516 4,707 6,306 Applications of capital funding Capital expenditure 8 - to meet additional demand ------878 - to improve level of service 1,193 1,060 2,883 3,052 4,118 2,020 2,548 2,094 2,175 2,595 ROADS AND AND ROADS ROADS FOOTPATHS FOOTPATHS 3,202 - to replace existing assets 4,553 4,602 4,780 5,420 5,421 5,657 6,006 5,377 5,521 6,931 525 Increase (decrease) in reserves 261 294 (1,310) (1,973) 663 859 468 1,182 1,249 950 - Increase (decrease) of investments ------4,613 Total applications of capital funding (D) 6,007 5,956 6,353 6,499 10,202 8,536 9,022 8,653 8,945 10,476 (2,008) Surplus (deﬁ cit) of capital funding (C-D) (3,029) (3,035) (3,257) (3,481) (3,821) (3,949) (4,032) (4,137) (4,238) (4,170) - Funding Balance ((A-B) + (C-D)) ------

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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I n f ra s tr uc ture risks associated withnatural hazards tourbanWhakat We arecurrently undertaking astudy to investigatethe remainder ofthis costisdistributedamongst ourratepayers. subsidised byNZ Transport Agency (NZTA), however, the worth ofdamage. The majority oftherepairworkwas In thepasttwo years,theroadingnetworksuffered $11.5m rural areasofthe Districtwhicharesusceptible toerosion). footpaths andalsodrainagefacilities (especiallyinthehilly to thetransportnetworksincluding theroads,pavements, heavy rainfallevents,whichhave causedextensivedamage Unfortunately, ourDistricthas beensubjecttoanumberof More rainmeansmoredamage RESPONDING TO OURISSUES and economically. regions toensureweareef activities wewouldnototherwisehave.We workwithother have accesstofacilities,servicesandrecreational movement ofpeople,goodsandservices. This meanswe roading network. The District’s roadnetworkhelpswiththe We dothisactivity toensureasafe,ef WHY WEDOIT length witharound78%ofthenetworkbeingsealed. The Council’s road networkisapproximately903kmin lighting androadmarkings). shelters) andtraf infrastructure, publictransportinfrastructure(suchasbus as roads,footpaths,parkingfacilitiesandbridges),airport Through thisactivityweprovidetransportnetworks(such WHAT THIS ACTIVITY DELIVERS TRANSPORT NETWORKS fi c controlmechanisms(suchassignage, fi ciently connectedbothsocially fi cient andaffordable ā ne, us identifyand categorisesafetyde is guidedbythe SaferJourneys2020Strategy, whichhelps decrease thehigh accidentrateintheDistrict. The Council calming devices wouldbeuseful.Works inthisareahelpto of accidents. the country andworks inthisareaaim toreducethe number network. We haveoneofthe highestroadaccidentrates in programmes. Areas arealsoidenti and freefromvandalism.Ifnot, wecarryoutimprovement Route fromMatat security. This includes theworksonCoastal Arterial A numberofsmallerprojectsareplannedtoimproveroute this LTP. study iscompletedprojectshavenotbeenplannedforin second bridgeovertheWhakat key routes.Partofthisstudywillconsidertheneedfora will lookatprojectsthatmayimprovethesecurityofsome including accesstoandmovementaroundthearea. This they aresuf currently carryoutinspections ofourroadstomakesure that theroadsaresafeforusers andresidents.We lights andtraf As partofthisactivityweinstall andmaintainsigns,street Ensuring wehavesaferoads funding islikelytocomein August 2012. projects aresubjectonNZTA funding.Con Whakat safe andcomfortabletravelto,fromthroughthe holiday makersandtheaimoftheseworksistoensure widening. This routeisverypopularforcommutersand Wainui Roadincludingcurveimprovementsandseal includes minorworks,speci ā ne District. The Thornton RoadandWainui Road fi ciently litandsignsare fi Whakat c calmingdevices. The issueisensuring ā throughto ā ne DistrictCouncil fi cally to Thornton Roadand Ō ā p ne river. Howeveruntilthis ō fi tiki. The programme tiki. The ed wheretraf fi ciencies intheroading fi t fortheirpurpose | Long Term Plan2012-22 fi rmation ofthis fi c |

ROADS & FOOTPATHS Transport Networks 96 | Whakatāne District Council | Long Term Plan 2012 - 22

Maintaining our roads What we are going to do

Providing and managing the roading network around To respond to some of the issues, the Council is planning to our District is where we spend the most money. These undertake the following major projects. The full list of capital expensive assets require a lot of maintenance to ensure projects can be found in the ‘Our Costs in Detail’ chapter. they remain safe and in good condition. To maintain our

roads, it currently costs us $0.04 per vehicle kilometre DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE travelled (vkt). This is below the average for similar Thornton Road Loan 47% councils of $0.054 vkt. As the Roads and Footpaths group realignment and seal 2014-22 4,300,000 Subsidy 44% of activities represents a high percent of our expenditure, widening Development Contribution 9% we are looking at ways to keep this cost down wherever Matahi Valley Road Subsidy 55% possible. During the last two ﬁ nancial years we have 2014/15 300,000 realignment Loan 45% temporarily reduced our roading programme for reasons of affordability. The cost of the ongoing maintenance, renewals Development Contribution 6% Landing Road Loan 36% and associated improvements are expected to cost roundabout 2014-16 750,000 Subsidy 44% reconstruction $58.99m over the 10 years of this LTP. This means there Renewal 14% is very little work planned in this area beyond the required Loan 50% ongoing maintenance and renewals. For example, we Wainui Road seal 2015-22 1,400,000 Subsidy 44% widening have not included in the budget any provision for extending Development Contribution 6% the seal extension network in our District. However, we 2012/13 Loan 41% do recognise that residents of an unsealed road may be Property Purchases 1,400,000 2016-22 Subsidy 59% willing to cover the Council cost to seal their road, and in this instance, we will work with residence to ﬁ nd a mutually Note: The figures in this table are not adjusted for inflation. agreeable solution.

At the time of undertaking renewal works we sometimes take the opportunity to provide associated upgrades. As a result of legislative changes, the Funding Impact

ROADS AND ROADS FOOTPATHS Networks Transport Statement records these projects as being solely driven by an improvement in levels of service. Therefore, the true proportion of projects ‘to improve level of service’ is affected in the Funding Impact Statement. Whakatāne District Council | Long Term Plan 2012 - 22 | 97

WHAT NEGATIVE IMPACT THIS MIGHT HAVE

Sometimes the activities we do can have a negative impact on one or more of the four well-beings. While we strive to ensure that we operate in a way that provides the most positive outcomes, we must acknowledge that sometimes there is a trade-off. The table below shows the possible negative effects of this activity and what we are going to do to try and minimise this effect.

AFFECTED WELL-BEING

SIGNIFICANT NEGATIVE EFFECT SUSTAINABLE SOLUTION CULTURAL SOCIAL ECONOMIC ENVIRONMENTAL

The maintenance of the Comply with resource consent conditions during roading network may cause a maintenance activities and track and record number of nuisances including complaints. dust and smells.

Liaise with Central and Regional Government Changing weather patterns with regard to trends and any monitoring that may result in extreme events is being undertaken and develop appropriate causing damage to critical responses to changing trends. Investigations assets (weather bombs). are in place to look at how secure our routes are.

HOW THIS ACTIVITY IS FUNDED Targeted Rates - Medium

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be ROADS AND FOOTPATHS Networks Transport found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

Grants & Subsidies - Medium 98 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

Target Current Goal Measure performance (2010/11) Year 1 Year 2 Year 3 Years (2012/13) (2013/14) (2014/15) 4-10

Smooth travel exposure; Roads are reasonably the percentage of vehicle smooth and comfortable to New measure 89 - 93% 90 - 94% 91 - 95% 92 - 96% kilometres travelled on travel on smooth*, sealed roads

Satisfaction that local roads are maintained to an appropriate standard 61.5 60-64 61-65 62-66 63-67 (Customer Satisfaction Index score) Roads are maintained to an appropriate standard Pavement Integrity Index for Sealed Roads. This measures pavement faults to produce an index out 96 94-98 95-99 96-100 100 of 100. The higher the number, the greater the integrity of our pavements

Maintenance and renewal Roads are maintained in a costs for this activity per <$0.05/ <$0.05/ <$0.05/ <$0.05/ New measure cost effective way vehicle kilometres travelled vkt vkt vkt vkt (vkt) on our local roads

*Indicates the ride quality experienced by motorists. ROADS AND ROADS FOOTPATHS Networks Transport

THE COMMUNITY OUTCOMESTHIS ACTIVITY CONTRIBUTES TO

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e l l- b e in g bikes, orgoforawalk,withtheassurancetheywillbesafe. promotes anenvironmentwherepeoplecangooutontheir alcohol andspeedbeingthemain causes. roads. OurDistrictisahighrisk areaforcrashes,with reduce thenumberofdeaths and seriousinjuriesonour We educatethecommunityaboutroadsafety tohelp can bebetterspentinotherareas. Plenty communitywas$72min2010. This ismoneythat The totalsocialcostofroadcrashesintheEasternBay WHY WEDOIT to deliverthesesafetyprogrammes. collaboratively withintheEasternBayofPlentyRegion Government’s Safer Journeys2020Strategy. We work road use,andsafevehicles. All ofwhichcomefromCentral They are:saferoadsandroadsides,speeds, cornerstones thatweusetodevelopprogrammes. to helpensurethesafetyofourroads. There arefourmain The roadsafetyactivitydeliversanumberofprogrammes WHAT THIS ACTIVITY DELIVERS ROAD SAFETY

The activityalso commercial partnerships,andsponsorships. safety services. This maybeintheformofbusinessand we willlookintootheroptionstocontinuedeliverroad 2020 Strategy. Iffundingsuddenlybecomesunavailable, At themomentweareguidedbySaferJourneys This meanslongtermplanninginthisareaisdif dependant onCentralGovernmentpriorities. One ofthechallengesthatthisactivityfacesisit means planningisdif Changing CentralGovernmentpriorities RESPONDING TO OURISSUES Whakat ā ne DistrictCouncil ﬁ cult | Long Term Plan2012-22 ﬁ cult. |

ROADS AND FOOTPATHS Road Safety ROADS AND FOOTPATHS Road Safety 100 ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefundingofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED Report eachyear, soyouwillknowwhetherwehaveachievedthislevelof service. The followingtableshowsthesetargetsforthenext10years. We willreportbacktothecommunitythrough Annual The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. WHAT WEWANT TO ACHIEVE

| Whakat through informationandeducationalcampaigns To reducenetworkrelatedinjuriesandfatalities ā ne DistrictCouncil olMeasure Goal | Long Term Plan2012-22 Index score) our roads(CustomerSatisfaction Satisfaction withthesafetyof Targeted Rates - 636-86-96-067-71 66-70 65-69 64-68 66.3 High performance (2010/11) Current (2012/13) Year 1 Grants &Subsidies (2013/14) Year 2 Target (2014/15) - Year 3 Low Years 4-10

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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e l l- b e in g This serviceisde hazard orobstructionforotherroadusers. parking isdoneinawaythatsafeanddoesnotcause The ParkingEnforcementactivityalsohelpstoensure available forshoppersandbusinesses. busiest areashaveanappropriatelevelofturnoverandare and businessesoftheCBD,soparkingspacesinour We providethis serviceattherequestofcommunity WHY WEDOIT they aregenerallysafetobeontheroad. these roadsforregistrations,warrantsof shopping area. The wardensalsocheckvehiclesparkedon primarily intheWhakat This activityprovidesparkingenforcementservices WHAT THIS ACTIVITY DELIVERS PARKING ENFORCEMENT fi ned bythe Traf ā ne towncentreandKopeopeo fi c andSpeedBylaws. fi tness andthat cameras toensurethatvehiclesparkedaresafe. areas, publiccarparkformation,streetcleaning,orCCTV may contributetowardstheset-upcostsforpayanddisplay maintaining andrenewingareasofparkingorroading, collected. Fundsareusedtomeetthecostofoperating, transport relatedactivitiesintheareafromwhereitwas to CentralGovernmentandtheremainderisusedfor for unwarrantedorunregisteredvehicles,halfofitgoes annually. Oftherevenuecollectedfrominfringements infringement notices. Approximately 7,500ticketsareissued This activityisselffundedthroughtheissuingof Where themoneygoes RESPONDING TO OURISSUES Whakat ā ne DistrictCouncil | Long Term Plan2012-22 |

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ROADS AND FOOTPATHS Parking Enforcement ROADS AND FOOTPATHS Parking Enforcement 102 ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefunding ofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfrom avarietyofsources. HOW THIS ACTIVITY ISFUNDED Report eachyear, soyouwillknowwhetherwehaveachievedthislevelof service. The followingtableshowsthesetargetsforthenext10years. We willreportbacktothecommunitythrough Annual The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. WHAT WEWANT TO ACHIEVE

| Whakat are safe parking andensuresvehicles maximises theavailabilityof Parking enforcement ā ne DistrictCouncil olMeasure Goal | Long Term Plan2012-22 day inWhakat out atleastthreetimesa Regular patrolsarecarried Satisfaction Indexscore) Whakat Council parkingin Satisfaction withthe Kopeopeo least threetimesaweekin ā ne (Customer ā ne andat 387-67-77-875-79 74-78 73-77 72-76 73.8 Kopeopeo per weekfor Whakat Three perday Current performance (2010/11) ā ne, three Fees &Charges Whakat per day Three Kopeopeo week three per (2012/13) Year 1 ā ne, - Full Whakat per day Three Kopeopeo week three per (2013/14) Year 2 ā ne, Target Whakat per day Three Kopeopeo week three per (2014/15) Year 3 ā ne, Kopeopeo week three per Whakat per day Three Years 4-10 ā ne, Ng WATER SUPPLY ā Punawaihei orangam ō terohewh Whakat ā ne DistrictCouncil | ā Long Term Plan2012-22 nui |

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Waste - Waste Reprocessing, Waste Disposal and Waste Recycling 104 | Whakatāne District Council | Long Term Plan 2012 - 22

Sources of capital funding - Subsidies and grants for capital expenditure - 88 914 664 ------37 Development and ﬁ nancial contributions 25 26 27 28 29 30 31 32 34 35 1,089 Increase (decrease) in debt (182) (415) (255) 587 1,493 1,386 (447) 734 332 (381) - Gross proceeds from sale of assets ------Lump sum contributions ------1,127 Total sources of capital funding (C) (157) (301) 686 1,279 1,522 1,416 (416) 766 366 (346) Applications of capital funding Capital expenditure 355 - to meet additional demand 41 43 44 269 568 49 51 53 55 57 260 - to improve level of service 240 114 1,075 1,779 2,171 2,127 - 1,068 685 -

WATER SUPPLY SUPPLY WATER WATER 1,646 - to replace existing assets 1,079 635 562 1,042 615 579 2,324 499 548 1,340 (134) Increase (decrease) in reserves (96) 547 642 (83) 28 555 (849) 1,033 1,045 313 - Increase (decrease) of investments ------2,127 Total applications of capital funding (D) 1,264 1,339 2,323 3,007 3,382 3,310 1,526 2,653 2,333 1,710 (1,001) Surplus (deﬁ cit) of capital funding (C-D) (1,421) (1,640) (1,637) (1,728) (1,860) (1,894) (1,942) (1,887) (1,967) (2,056) - Funding Balance ((A-B) + (C-D)) ------

* Targeted rates for water supply include volumetric charges only Whakatāne District Council | Long Term Plan 2012 - 22 | 105

WATER SUPPLY THE COMMUNITY OUTCOMES THIS ACTIVITY WHAT THIS ACTIVITY DELIVERS For properties in the District that are not connected to the CONTRIBUTES TO Council’s water supply network, we provide an advisory and We provide water to over 12,300 households and education service as required. businesses throughout the District. This water is treated to ensure it is safe to drink. We aim to provide water WHY WE DO IT R

e e r l u ia t continuously and at a suitable pressure and quantity. We b c V t le ru a n t lu e & as Q in m There is a strong community demand for us to provide this A fr u es g on operate 10 different water supply schemes to provide water ffordable In ality Servic Our Envir throughout the District. Each scheme operates slightly activity. The main reason we deliver this activity is to protect differently. The water we provide comes from a variety of public health. For households, this means you have healthy sources such as rivers, springs and bores. We then treat drinking water and fresh water to wash with.

C the water, as needed, to ensure it is safe to drink. Pump o g m in m be We also promote public safety by ensuring adequate water unity Well- stations help to transport the water to our storage reservoirs pressure is available across the urban areas for fi re fi ghting and then it is gravity fed through our pipe networks to each for residential dwellings. Larger non-domestic buildings property. Some of our water connections have meters require special systems to increase the fi re fi ghting capacity. on them, which measure how much water is used on

that property. In Whakatāne, Ōhope, Plains and Rūātoki, Metered water connections were introduced to help manage all connections are metered, while our other unmetered water demand. schemes have some commercial properties that are metered. For metered properties, people pay based on their Under the Local Government Act 2002, we are required consumption level. Properties not metered pay a ﬁ xed price to provide the community with a reliable supply of safe based on an average consumption rate. drinking water, where this service has previously been delivered. This means we cannot cease to offer this The water pressure we deliver varies across the District service to households and businesses currently depending on the scheme and physical location of the connected to our system. property. We try to ensure the service we deliver is of a high enough pressure to fulﬁ l the needs of businesses and RESPONDING TO OUR ISSUES

homes. Our aim is to provide drinking water that meets the SUPPLY WATER Supply Water How secure is our water supply? current Drinking Water Standards of New Zealand. Our water schemes throughout the District have different This activity also provides the infrastructure for water supply water sources and individual processes to get it to our required for future developments, such as new subdivisions households. We have been looking at the security of our or new businesses, schools etc. supplies and in particular what would happen if there was a major problem, resulting from a mechanical failure or a WATER SUPPLY Water Supply 106 source has beencon and no budget hasbeen plannedfor this LTP untila for this project hasbeen carriedforward fromourlast LTP back-up source tohelpprotectourwatersupply. The budget closer totown and thisworkwillleadtoanalternative or from thewater treatment plant. A sourceis stillbeingsought mapped, withat leastonesourcebeingcon investigation andpotentialwater sourceshavebeen the Whakat focussed on alternative watersupplysource. Investigationshavebeen the Whakat To addressthe potentialforahighriskincidentaffecting particularly forhealthcare,businesses andschools. outbreak couldcauseaserious healthriskandhazard, incidents todate,butthepotentialforaseriousbacterial to getourwaterfrom. These havebeenrelativelyminor the Whakat small degreewithsaltwaterandalgaebloomsimpactingon long drysummers.We havealreadyexperiencedthistoa Whakat With thewatersupplyforthisschemecomingfrom scheme isourmostsigni breakage, thesecurityofwatersupplyinWhakat particularly fromamechanicalsupplyfailureorpipe While risksarepresentinallofourwaterschemes, covers thewatersupplyforhalfofDistrict’s population. providing waterforWhakat The Whakat can bevulnerableifamajorfaultoccurred. With onesourceandnoback-upsystem,ourwatersupply water source,withtheexceptionbeingPlainsscheme. natural disaster. Nineofour10schemeshaveonlyone

| Whakat ā ā ne River, itisvulnerabletoseasonaleffects during ne DistrictCouncil ā ā ā ā ne watertreatmentplant. This isanongoing ne watersupply, weareinvestigating an ne townshipsupplyandnoalternativesource fi nding agroundsource(bore)thatisclose to ne waterschemeisourbiggestsupply, fi rmed. fi | Long Term Plan2012-22 cant issueforthisactivity. ā ne and Ō hope. This scheme hope. This fi rmed 5km rmed fi nal ā ne Whakat are uneconomicaltomaintainoverthenext10yearsin has beenplannedthroughthisLTP toreplacepipesthat condition ofsomepipesisdeteriorating. A programme continuous assessmentofthepipeshasshownthat were used. These pipesarestartingtoagenowanda in the1960sand1970swhenasbestosconcretepipes A lotofthewaterpipesaroundDistrictwerelaidback Ageing pipesandconnectionsneedreplacing the storagecapacity. storage capacityorprojectsareunderwaytoincrease in otherschemes,wehaveeitherprovidedadequate To minimisepotentialriskinvolvedwithbulksupply Edgecumbe, Matat A connectionreplacementprogrammeisplanned for reaching theendoftheirlifeandneedreplacing. Many connectionsandmetersintheDistrictarealso within thenext10years. T issues while alsoconsidering futuredemand. Scheme. The strategy istakinginto accountthepresent A 50yearstrategyisbeingdeveloped forthePlainsWater for thislevelof demandinsomeareasincluding Awakeri. same level. The pipenetworks werenotdesignedtocater and is aboutsupplyanddemand. There isnot enough pressure levels intheDrinkingWater Standards. The secondissue there isarsenicinthewatersupply whichisabovethe There aretwomainissuesin the Plainsscheme.Firstly, Water onthePlains ā neatua. Pipesinotherschemesdonotneedreplacing fl ow tomeetthedemandsof the wholeschemeat ā ne, Edgecumbe,Plains,Matat ā , Whakat ā ne and Ō ā hope. , Muruparaand Aerial view ofRuatokishowing waterpipes inblue be implementedinstagestoreducethe strategy isacceptedbythestakeholders,projectswill system tocaterfordomesticandbusinessdemands.Ifthe probably includeupgradingpipecapacityandextendingthe projects tomanagefuturedemand. These projectswill will includeprojectstoaddressthetwocurrentissuesand connected tothesystem. undertaken andthelarger numberof propertiesable tobe Supply. This willtakeintoconsideration theupgradeworks undertaken on the chargingregimeforPlains Water As partofthe50 yearstrategyareviewwill also be would becoveredbythepipe network. potential forcontaminationas aresultofthelargeareathat need tobeaddedthewater sourcebecauseofthe water isofaverygoodquality, however, chlorine would townships, aswellthe Awakeri andOnepuareas. The bore couldprovidewaterforthe Edgecumbeand Te Teko If thecommunityagreesto proposal,thePaulRoad working topurchasetheland on whichtheboreissited. Council toextractwaterfor30 yearsandwearecurrently has alsobeengrantedbytheBayofPlentyRegional established thisasaviablesource. A resourceconsent to besituatedonPaulRoad,whereatrialborehasbeen fully consulted. The proposalforanalternativeboreislikely a projectwillnotcontinueuntilthecommunityhasbeen is analternativeborewithinthePlainsarea.However, such A highcostprojectlikelytocomeoutofthe50yearstrategy pressure andquantity, improvingtheserviceprovided. the community. This willhopefullyseeanincreaseinwater It isproposedthatoncethestrategyhasbeen stakeholders inthecomingyears,beforebeing The strategywillbeconsultedonwiththecommunityand fi nancial burdento fi nalised, it nalised, fi nalised. for theconstructionofanewwaterreservoirinMatat We havealsosecured $170,000fromtheMinistryofHealth Housing NewZealand. from CentralGovernmentthroughtheMinistryofHealthand Drinking Water Standards.Fundingforthisprojectiscoming the pipenetworkandensuringwatermeetscurrent treatment plant,increasingthestoragecapacity, expanding community. The projectwillincludeupgradingthewater and expandthereticulatedsystemacrosswhole whole R The waterschemeinR Funding forwatersupplies peak and delaytheneed forcostlyupgrades. conservation inthecommunity totry and smoothout this sustainable. Instead, wearelookingtoencourage water peak periodsand noteconomicallyorenvironmentally pipes. Itiscostly toupgradeoursystems cope withthese increased pressure onourwatersupplynetworks and to holidaymakers insomepartsofourDistrict. This puts a rapidlyincreasedpopulation inthesummermonthsdue especially indrierperiodsofthe year. We alsoexperience we couldalsobepronetowater shortagesinfuture, often haveanexcessof While weseemtobesurrounded bywaterways,and Water watereverywhere loan. application, thebalancewillbepaidforthroughalongterm remaining $54,000.However, ifweareunsuccessfulinthe for asubsidywillbemadetotheMinistryofHealth the 2012/13yearatatotalcostof$224,000. An application interruptions. This projectisexpectedtobecompletedin improve thelevelofserviceintermscapacityandfewer ūā toki community. A projectisplannedtoupgrade Whakat ā ne DistrictCouncil ūā fl oodwater aroundourDistrict, toki doesnotprovidewaterforthe | Long Term Plan2012-22 ā to |

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WATER SUPPLY Water Supply WATER SUPPLY Water Supply 108 minor upgrades. This includes replacements ofvarious planned tospend$9.94m onwatersupply renewals and and ingood condition. Overtheperiod ofthisLTP we have It requiresalot ofmaintenancetoensurethey remainsafe water supplyaround ourDistrictcanbeacostly exercise. Providing andmanaging theongoingmaintenance ofthe The ongoingcosts ofmaintenance conservation. in education aswellconsidering ouroperationsand for theDistrict. This willlookatfurtheropportunities for In additionwewilldevelopaWater ConservationStrategy www.whakatane.govt.nz. and providinginformation tipsonourwebsite: providing informationthroughlea the communitytoraiseawareness. This includes We arealsofocussing onimprovingeducationwithin increasing thecostforthosewhouseexcessivewater. of rewardingthosehouseholdswhoconservewaterand on usageratherthan we haveincreasedtheamountofwaterchargebased not continuepeakwaterpricingthroughthisLTP. Instead charge forwateruseduringthesummermonths.We will we haveinpreviousyearsimplementedanincreased To furtherencouragethecommunitytoconservewater, would dothisalongsideconsultationwiththecommunity. however, wewouldliketoincreasemetersovertimeand extension ofthemeterconnectionsisplannedatthistime, potential leaksandleadingtotheirquickrepair. Nofurther consumption byraisingawareness,butalsohighlighting of ourcommunity. Meterscansigni Water metershavebeenintroducedtoalargeportion

| Whakat fl uencing decisionsinourDistrictPlantoencourage water ā ne DistrictCouncil fi xed charge. This willhavethe effect | Long Term Plan2012-22 fl ets inyourratesbill fi cantly reduce water this canbefoundinthe‘Allaboutrates’ section. the PlainsandMuruparaschemes.Moreinformationabout supply willpaythesame. The exceptionsareRuat be amalgamated. This willmeaneveryonereceivingwater of eachschemepayingfortheirowncosts,schemeswill We willcontinue tousetargetedrates,howeverinstead There hasbeenachangeastohowwefundthisactivity. All payingthesame affected intheFunding ImpactStatement. the trueproportionofprojects‘toimprovelevelservice’ is driven byanimprovementinlevelsofservice. Therefore, Impact Statementrecordstheseprojectsasbeingsolely of service. As aresultoflegislativechanges,theFunding this opportunitytoupgradeoursystemsimprovelevels At thetimeofundertakingrenewalworksweoftentake and repairs. assets suchaspipes,pumpsandvalves,connections ā huna, website: www.whakatane.govt.nz the assessmentareavailableonour the updatedassessment.Copiesof Services. This LTP isconsistentwith Assessment ofWater andSanitary We haverecently reviewedour minimise theseeffects. a trade-off. The tablebelowshowsthepossiblenegativeeffects ofthisactivityandalsowhatwearegoingtodotry ensure thatweoperateinawayprovidesthemostpositive outcomes,wehavetoacknowledgethatsometimesthereis Sometimes theactivitiesthatwedocanhaveanegativeimpact ononeormoreofthefourwell-beings.Whilewestriveto WHAT NEGATIVE IMPACT THISMIGHTHAVE Note: The figuresinthistablearenotadjustedforinflation. projects canbefoundinthe‘OurCostsDetail’ chapter. To respondtosomeoftheissues,Councilisplanningundertakefollowingkeyprojects. The fulllistofcapital WHAT WE ARE GOINGTO DO times ofdrought or emergency. Insuf the rawwatersupply. Potential contaminationof SIGNIFICANT NEGATIVE EFFECT and Te Teko toimprove Water mainsupgradeinEdgecumbe to improve Plains Water Supply-pipeupgrades bore siteandreticulation Plains Water Supply-PaulRoad main fromPaulRoad Edgecumbe Water Supply-supply fi cient water suppliesduring fl ow andpressure ECITO ERTTL()FUNDING SOURCE TOTAL ($) YEAR DESCRIPTION fi re fl ow  CULTURAL AFFECTED WELL-BEING  SOCIAL 062 2,000,000 2016-21 061 550,000 2016-18 061 2,500,000 2016-18 021 1,800,000 2012-16 ECONOMIC

ENVIRONMENTAL Whakat supplies. PublicHealth RiskManagementPlan. procedures andmonitoringofthe rawwater Emergency responseplans,operational Plains 50 yearstrategy. bore for the Whakat Tests areunderway onaback up provide tankwater inoursmallerschemes. as ensuringaback upsystemisinplaceto worth ofwaterstorage isavailable,aswell Minor worksare underway toensure24hours ā ne DistrictCouncil SUSTAINABLE SOLUTION ā ne area. | Long Term Plan2012-22 Contribution 20% Development Subsidy 85% Loan 100% Loan 100% Loan 80% Loan 15% |

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WATER SUPPLY Water Supply WATER SUPPLY Water Supply 110 ‘Our CostsinDetail’ chapter. found intheRevenue andFinancingPolicycontained inthe Further explanations onthefundingofthisactivity canbe running ofthis activity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfrom avarietyofsources. HOW THIS ACTIVITY ISFUNDED know whetherwehaveachievedthislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WEWANT TO ACHIEVE *Note: actualworksrequiredtoremedy breakagesandblockageswillvaryaccordingtotheextentoffault

| Whakat with drinkingwaterstandards commercial areasthatcomplies District’s urban,residentialand water systemthroughoutthe Provide acontinuousandsafe ā ne DistrictCouncil OLMEASURE GOAL | Long Term Plan2012-22 to withinonehour* urban systemsresponded and majorbreaksaffecting Percentage ofpipebursts Satisfaction Indexscore) resident’s homes(Customer of drinkingwatersuppliedto Satisfaction withthequality Drinking Water Standards with speci water schemescomply Percentage ofthetimeour litre bucketinoneminute adequate pressureto systems (excludingPlains)with Percentage ofwatersupply ﬁ ed NewZealand ﬁ ll a15 Targeted rates 97 9 9 9 100% 99% 65-69 99% 64-68 99% 63-67 90% 62-66 90% 90% 99.7% 90% 95% 64.3 New Measure 97% CURRENT PERFORMANCE - High (2010/11) Fees &Charges (2012/13) YEAR 1 (2013/14) YEAR 2 - TARGET Low (2014/15) YEAR 3 YEARS 4-10 W ME RADE ASTE EAT NT & T TR DI E SP G O A S W A E L S

SEWAGE TREATMENT & DISPOSAL Te Tukuhanga o ngā Parapara 112 | Whakatāne District Council | Long Term Plan 2012 - 22 WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000

OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 18 14 14 15 16 17 18 18 19 20 20 penalties 1,956 Targeted rates (other than a targeted rate for water supply) 2,133 2,675 2,673 2,833 3,024 3,529 3,389 3,527 3,701 3,816 - Subsidies and grants for operating purposes ------113 Fees, charges, and targeted rates for water supply 182 189 196 203 211 218 226 235 244 254 148 Internal charges and overheads recovered 146 149 152 156 160 165 171 177 185 192 Local authorities fuel tax, fi nes, infringement fees, and other 97 175 182 188 195 203 210 217 226 235 244 receipts 2,331 Total operating funding (A) 2,650 3,209 3,224 3,403 3,615 4,140 4,021 4,184 4,385 4,526 Applications of operating funding 760 Payments to staff and suppliers 918 1,109 987 1,037 1,087 1,439 1,192 1,237 1,297 1,358 265 Finance costs 171 261 398 548 637 742 795 840 888 889 841 Internal charges & overheads applied 887 916 944 962 992 1,035 1,061 1,103 1,157 1,194 - Other operating funding applications ------1,866 Total applications of operating funding (B) 1,976 2,286 2,329 2,547 2,716 3,216 3,048 3,180 3,342 3,441 465 Surplus (defi cit) of operating funding (A-B) 674 923 895 856 899 924 973 1,004 1,043 1,085 CAPITAL Sources of capital funding 2,921 Subsidies and grants for capital expenditure 134 1,044 3,603 299 ------39 Development and fi nancial contributions 168 175 181 187 194 201 208 216 225 234 2,064 Increase (decrease) in debt 537 1,541 2,565 1,480 1,246 1,290 771 338 72 122 - Gross proceeds from sale of assets ------Lump sum contributions ------5,023 Total sources of capital funding (C) 839 2,760 6,349 1,966 1,440 1,491 979 554 297 356 Applications of capital funding Capital expenditure

SEWAGE TREATMENT & TREATMENT SEWAGE DISPOSAL - - to meet additional demand ------5,257 - to improve level of service 738 1,979 6,210 2,069 917 1,659 1,104 716 368 457 323 - to replace existing assets 828 1,354 469 145 1,472 740 381 81 414 1,241 (92) Increase (decrease) in reserves (53) 350 565 608 (50) 16 467 761 558 (257) - Increase (decrease) of investments ------5,488 Total applications of capital funding (D) 1,513 3,683 7,244 2,822 2,339 2,415 1,952 1,558 1,340 1,441 (465) Surplus (deﬁ cit) of capital funding (C-D) (674) (923) (895) (856) (899) (924) (973) (1,004) (1,043) (1,085) - Funding Balance ((A-B) + (C-D)) ------

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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l e e l l- I b n e fr in a g s tr uc ture enclosed areas. rivers. There arealsologistical issueswithseptictanksin lead toexcessive contaminantsseepinginto thegroundand of septictanks in anarea,particularlyurban area,can large distancescovered.However, havinga large number reticulated systemwouldbetoo expensivebecauseofthe useful, especiallyforruralproperties, wherethecostofa is theuseofseptictanks.Septic tankscanbevery The alternativetoaCouncilprovided seweragesystem of harmfulwaste. the community’s healthbyremoving,treating anddisposing environments fromcontaminants. We arealso protecting By providingthisserviceweareprotectingournatural WHY WEDOIT Whakat and operatesixsewerageschemesintheurbanareasof sea, whereitcanreturntothenaturalwatercycle.We own treated liquidisthendischargedintoariver, streamoroutto treatment plant.Oncetreatedtoanacceptablelevel,the a networkofundergroundpipesandpumpstations,to from yourhouseandbusinesstransportsit,through Under thisactivitytheCouncilcollectsusedwater WHAT THIS ACTIVITY DELIVERS SEWAGE TREATMENT &DISPOSAL have areticulatedseweragesystemareMatat Murupara. The two mainurbanareasthatdonotcurrently Matat Teko. We arelookingatoptionsfortheseareas,particularly ā . ā ne, Edgecumbe, T ā neatua, Ō hope, Te Mahoeand ā and Te than during dryweather. in dry weather. An acceptableincreaseduetoin sewerage system canbeover10timesgreater thanduring the wetseason theamountofwatertravelling throughthe In then stormwater canover situated inanareathatisprone topuddlesorponding, If thegullytrapsarenotfarenough off the ground,orare installed gullytrapstooclose to groundlevel. and canbeunderwaterduring heavyrainperiods,orpoorly sewerage scheme,manholecovers thatarepoorly main causes;stormwaterdrains illegallyconnectedtothe of stormwatergettingintothe system. There arethree the pipesandalsobecauseofin into theseweragesystemthroughcracksandgapsin cracks inthepipes. A largeamountofstormwaterisgetting and generalwearontheserepairshavecausedfurther was repairedatthetime,morerecentsmallerearthquakes damage duringtheearthquakein1987.Whilesystem The seweragesysteminEdgecumbesuffered severe have signi over our schemes,theareawithbiggestproblem getting intothesystem.Whilethisisaproblemforallof from ourseweragesystemsbecauseofstormwater The majorissueforthisactivityissewageover getting intoseweragesystems Sewage over RESPONDING TO OURISSUES fi fl ltration attimeofheavy rainwould be fourtimesgreater ow andin fl ows isEdgecumbe; fi cant issues. cant Whakat fi ltration issobadinEdgecumbe thatduring fl owing duetostormwater ā ne DistrictCouncil fl Ō ow intotheseweragesystem. hope andWhakat fl ow.In | Long Term Plan2012-22 fl ow istheprocess ā fl ow and ow ne also fl owing fi tted |

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SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal 114 In Whakat three yearsofthisLTP. method. completed toa levelthatisappropriateforour discharge at our We haveplannedworktoimprove theleveloftreatment sewage depends onhowandwhereweare discharging it. for disposalisobtained. The standardoftreatment forour disposing sewageouttosea until thenewresourceconsent carry outinvestigations. This meansthatwe cancontinue the expiryofpreviousresource consent,weappliedto forestry blockorothersuitable land.Sixmonthspriorto discharge ofthetreatedliquid overalandareasuchas we havebeeninvestigatingis landdisposal,whichisthe at optionsforfuturetreatedsewage discharge.Oneoption Ō Regional Counciltodischargeourtreatedsewagefromthe The resourceconsentweholdfromtheBayofPlenty investigated in Alternative disposaloptionsbeing joins andgullytraps. This workwillcontinueduringthe look atreplacingorrepairingpartsofthesystemsuchas To addressthisissue,workisunderwayinEdgecumbeto and pipesinWhakat increasing thecapacityofpumpstations,storagetanks planned forthecomingyearstoimprovethesesystemsby station thatisunabletocopewiththecapacity. Works are also suffers from in this increasedcapacity. The This ismadeworsebypipesnotdesignedtocopewith to in

| Whakat hope schemeouttosea,expiredin2010.We arelooking fl ow andin Ō ā hope treatment plantthroughthisLTP. This willbe ne DistrictCouncil ā ne, theissueofsewageover fi ltration duringheavyrainevents. Ō hope fl ow andin ā ne and | Long Term Plan2012-22 Ō Ō fi hope seweragesystem ltration, aswellapump hope. fl ow isduelargely fi rst We haveoutfallpipesforbothourWhakat What stateareourassetsinoutatsea? buildings andtreatedbeforebeingdisposedof.InMatat systems wheresewageispipedfromindividualhousesor Most ofoururbanareashavereticulatedsewerage reticulation constructioninMatat Wastewater treatmentplantand repairs ormaintenance. depending onthe This assessmentwillbeundertakenduring2012/13and are inandhowmuchmaintenancetheyrequire. outfall pipessowecan systems. We need toundertakeanassessmentofthe sea. Outfallpipesarecriticalassetsinthesesewerage sewerage systemsthatdischargetreatedsewageoutto range ofoptionstomanagesewage inMatat project havenotbeen to helpthecommunitypayfor thisproject.Plansfor secured asubsidyfromtheMinistry ofHealth$6.72m scheme inMatat cause problems. The Councilwillintroduceanewsewerage residents haveindividualseptictanks. This isstartingto there isnocommunitywideseweragesystemandinstead locally andoutsideofMatat systems, andtreatmentdisposal ofsewageboth are lookingatincludebothreticulated andnon-reticulated that timewewill beabletocon with thecommunity priortoanyoptionbeing form animportantpartofthis project andwewillconsult subsidies. forward from2011/12 of$2.94m,which included $2.44mof years ofthisLTP. This isadditional tothemoneycarried At thisstage,we areplanningtospend$7.10m overthree ā , originallyplannedfor2011/12. We have fi ndings, mayneedtoschedulesome fi nalised andwearelookingata fi nd outexactlywhatconditionthey ā . Communityconsultationwill fi rm acostfortheproject. ā ā ne and ā fi nalised. At . Optionswe Ō hope ā , the seweragesystem aroundourDistrictcan beacostly Providing andmanaging theongoingmaintenance of The ongoingcosts ofmaintenance this LTP. Whakat removing thesludgefromour ponds. Two ofourponds,in to bedesludged. This isanexpensiveprocess involving Approximately every20-25years ouroxidationpondsneed Desludging ouroxidationponds minor upgradesandrepairsto maintainthelevelofservice. replacements assetssuchaspipes,manholesandpumps, the seweragesystemacrossDistrict. This includes An additional$5.04mwillbespentonotherrenewalsto the LTP. required. This is estimatedtocost$1movertheperiodof of thepipesandwillundertakenecessaryworksas need repairworkssoon.We aremonitoringtheconditions currently operatingadequately, thepipesareagingandwill works overthecoming10years.Whilesystemis The seweragesysteminMuruparawillneedsomerenewal costing $1minWhakat This replacementwouldtakeplaceoverthenext10years, programme toreplacethepipeshasbeenplanned. been completedtolookattheconditionofpipesanda pipes in Corrosive gashasbeenattackingtheconcretesewerage Some majorrenewalsrequiredonourseweragesystem ā Ō ne and T hope andWhakat ā neatua, areduetobedesludged during ā ne and$800,000in ā ne. An assessmenthas Ō hope. ‘All aboutrates’ section. proposal. Moreinformationabout thiscanbefoundinthe sewerage willpaythesame.Murupara isexcludedfromthis amalgamated. This willmeaneveryonereceiving reticulated scheme payingfortheirowncosts, schemeswillbe continue tousetargetedrates, howeverinsteadofeach We havechangedhowthisactivityisfunded. We will All payingthesame in theFundingImpactStatement. proportion ofprojects‘toimprovelevelservice’ isaffected by animprovementinlevelsofservice. Therefore, thetrue Statement recordstheseprojectsasbeingsolelydriven As aresultoflegislativechanges,theFundingImpact of serviceorcaterforfuturedemand,asnecessary. this opportunitytoupgradeoursystemsimprovelevels At thetimeofundertakingrenewalworksweoftentake extending theseweragesystematWhakat include areticulatedseweragesystemin Te Teko and previously beenplannedfortheperiodofthisLTP. These our communitywewilldefersomeprojectswhichhad fi to ensuretheyremainingoodworkingorderandare assets whichthisactivityholdsrequirealotofmaintenance exercise, however, thiscannotbeavoided. The expensive t fortheirpurpose. To tryandensureaffordability for Whakat ā ne DistrictCouncil | Long Term Plan2012-22 ā ne Airport. |

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SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal 116 ‘Our CostsinDetail’ chapter. found intheRevenue andFinancingPolicycontained inthe Further explanations onthefundingofthisactivity canbe running ofthisactivity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfrom avarietyofsources. HOW THIS ACTIVITY ISFUNDED projects canbefoundinthe‘OurCostsDetail’ chapter. To respondtosomeoftheissues,Councilisplanningundertakefollowingkeyprojects. The fulllistofcapital What wearegoingtodo

| Whakat Whakat T Whakat Sewer pipeupgradestoaddressover Matat Edgecumbe reticulationupgrades including increasingcapacity Edgecumbe PumpStationrenewalsandupgrades increasing capacity Ō Whakat Ō including increasingcapacity ā hope PumpStationrenewalsandupgradesincluding hope Treatment Plantupgrade neatua pondsupgrade ā Treatment Plantand reticulationconstruction ā ā ā ā ne DistrictCouncil ne treatmentplantdesludging ne ne PumpStationrenewalsandupgrades ECITO ERTTL()FUNDING SOURCE TOTAL ($) YEAR DESCRIPTION | Long Term Plan2012-22 fl ows in Targeted Rates- 021 7,100,000 2012-16 071 1,100,000 2017-19 031 570,000 592,000 2013-17 944,000 2015-18 2016-20 021 1,550,000 2012-16 1,500,000 2012-17 022 2,109,000 2012-22 2012/13 150,000 High Development Contribution5% Development Contribution8% Development Contribution8% Development Contribution5% Development Contribution5% Fees & Charges- Renewal 42% Subsidy 67% Loan 100% Loan 100% Loan 100% Loan 33% Loan 95% Loan 92% Loan 92% Loan 95% Loan 53% Low minimise theseeffects. a trade-off. The tablebelowshowsthepossiblenegativeeffects ofthisactivityandalsowhatwearegoingtodotry ensure thatweoperateinawayprovidesthemostpositive outcomes,wehavetoacknowledgethatsometimesthereis Sometimes theactivitiesthatwedocanhaveanegativeimpact ononeormoreofthefourwell-beings.Whilewestriveto WHAT NEGATIVE IMPACT THISMIGHTHAVE the oceanoutfallsatWhakat Discharge ofsewagethrough other plantmalfunction,in to blockages,pumpstationor from theseweragenetworkdue Over issues. environmental andhealth and insuf the seweragenetworkand/or in SIGNIFICANT NEGATIVE EFFECT fi ltration ofstormwaterinto Ō fi fl cient capacity. cient ows ofuntreatedsewage hope maycause fl ow/ ā ne   CULTURAL AFFECTED WELL-BEING

SOCIAL

ECONOMIC

ENVIRONMENTAL Whakat section. under ‘Respondingtoourissues’ earlierinthis disposal ofsewage. This isexplainedinmore detail Alternative optionsarebeinginvestigated onthe Compliance withresourceconsent. environmental controls. Maintaining ourmaintenanceprogrammeand Engineering CodeofPracticeandGuidelines. Compliance withresourceconsentandCouncil’s ā ne DistrictCouncil SUSTAINABLE SOLUTION | Long Term Plan2012-22 |

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SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal 118 **Providing areticulatedschemein Matat * Note: Actual worksrequiredtoremedybreakagesandblockageswillvary accordingtotheextentoffault know whetherwehaveachievedthislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WEWANT TO ACHIEVE

| Whakat commercial communities needs oftheurbanand that meetthereasonable and reliableseweragesystems To providehighquality, ef earlier inthissectionformoredetail. ā ne DistrictCouncil OLMEASURE GOAL ﬁ cient | Long Term Plan2012-22 the systeminWhakat and breakagesaffecting Percentage ofblockages schemes inurbanareas providing reticulated impacts ofsewageby Reducing environmental hour* are respondedtowithinone of PlentyRegionalCouncil notices receivedbytheBay infringement andabatement related resourceconsent Number ofsewerage Satisfaction Indexscore) of sewage(Customer disposal andtreatment Satisfaction withtheoverall ā isstilldependantonfurtherinvestigations andcommunityconsultation.See‘Respondingtoourissues’ ā ne 36 0 0 0 90% 90% 90% 90% Whakat 93.6% Te Mahoe T Murupara Edgecumbe Ō 046-26-37-471-75 70-74 69-73 68-72 00000 70.4 PERFORMANCE ā hope neatua CURRENT (2010/11) ā ne Te Mahoe T Murupara Edgecumbe Ō Whakat ā hope (2012/13) neatua YEAR 1 ā ne Te Mahoe T Murupara Edgecumbe Ō Whakat ā hope (2013/14) neatua YEAR 2 ā ne TARGET Te Mahoe T Murupara Edgecumbe Ō Whakat ā hope (2014/15) neatua YEAR 3 ā ne Matat Te Mahoe T Murupara Edgecumbe Ō Whakat YEARS 4-10 ā hope neatua ā ** ā ne Whakat ā ne DistrictCouncil Whakat | Long Term Plan2012-22 ā ne Water Treatment Plant |

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SEWAGE TREATMENT & DISPOSAL Sewage Treatment & Disposal 120 | Whakatāne District Council | Long Term Plan 2012 - 22

TRADEWASTE THE COMMUNITY OUTCOMES THIS ACTIVITY WHAT THIS ACTIVITY DELIVERS CONTRIBUTES TO The Council’s sewerage system is also used by commercial Where monitoring reveals issues, we undertake education and industrial properties to dispose of sewage. We call programmes to ensure that the requirements of the bylaw this tradewaste, as it is often quite different from the are made clear and are understood. sewage produced by households in terms of quantity and V t a n HOW THIS ACTIVITY IS FUNDED lu e in m Q quality. We provide the same service of removing trade g n u es Our Enviro ality Servic waste from businesses as we do for removing sewage Our activities are funded from a variety of sources. from households. The pie chart illustrates how we will pay for the operational running of this activity. WHY WE DO IT

Further explanations on the funding of this activity can be By providing this service, we are protecting our natural found in the Revenue and Financing Policy contained in the environments from contaminants. We are also protecting ‘Our Costs in Detail’ chapter. community health by managing the removal, treatment and disposal of hazardous waste. Because trade waste produced by businesses is often more contaminated than Fees & Charges - High household sewage, we administer and charge for this service in a different way to recover the true cost of treating tradewaste.

RESPONDING TO OUR ISSUES

Discharge of hazardous chemicals Occasionally liquids are disposed of into the sewerage system, which include toxic levels that exceed the limits allowed under our Tradewaste Bylaw. This ADEWAST General Rates - Low TR E

SEWAGE TREATMENT & TREATMENT SEWAGE DISPOSAL Tradewaste puts extra pressure on our wastewater treatment plant and can be harmful for both people and the environment. To address this hazard we undertake regular monitoring and inspections of the tradewaste premises, with half the premises inspected each year. TER D WA RAI RM NA O G T E S

STORMWATER DRAINAGE Te Wai Āwhiowhio me ōna rītenga 122 | Whakatāne District Council | Long Term Plan 2012 - 22 WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding - General rates, uniform annual general charges, rates penalties 253 367 408 400 418 442 456 477 507 526 2,025 Targeted rates (other than a targeted rate for water supply) 2,313 2,340 2,421 2,627 2,695 2,743 2,852 2,988 3,150 3,264 - Subsidies and grants for operating purposes ------Fees, charges, and targeted rates for water supply ------1,881 Internal charges and overheads recovered 2,021 2,052 2,102 2,152 2,215 2,292 2,373 2,461 2,560 2,664 200 Local authorities fuel tax, fi nes, infringement 200 208 215 223 232 240 248 257 268 279 fees, and other receipts 4,106 Total operating funding (A) 4,787 4,967 5,146 5,402 5,560 5,717 5,929 6,183 6,485 6,733 Applications of operating funding 1,507 Payments to staff and suppliers 1,585 1,647 1,705 1,789 1,857 1,922 1,992 2,067 2,152 2,243 868 Finance costs 778 889 1,003 1,146 1,210 1,289 1,327 1,401 1,500 1,525 1,200 Internal charges & overheads applied 1,544 1,536 1,568 1,585 1,624 1,686 1,739 1,804 1,883 1,951 - Other operating funding applications ------3,575 Total applications of operating funding (B) 3,907 4,072 4,276 4,520 4,691 4,897 5,058 5,272 5,535 5,719 532 Surplus (defi cit) of operating funding (A-B) 880 895 870 882 869 820 871 911 950 1,014 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------4 Development and fi nancial contributions 114 119 123 127 132 137 142 147 153 159 (78) Increase (decrease) in debt 323 437 1,387 1,242 448 505 1,292 592 825 544 - Gross proceeds from sale of assets ------Lump sum contributions ------(74) Total sources of capital funding (C) 437 556 1,510 1,369 580 642 1,434 739 978 703 Applications of capital funding Capital expenditure - - to meet additional demand ------588 - to improve level of service 1,300 1,433 3,129 2,402 1,382 1,627 2,908 1,874 2,037 1,750 - - to replace existing assets ------(130) Increase (decrease) in reserves 17 18 (749) (151) 67 (165) (603) (224) (109) (33) STORMWATER DRAINAGE STORMWATER - Increase (decrease) of investments ------458 Total applications of capital funding (D) 1,317 1,451 2,380 2,251 1,449 1,462 2,305 1,650 1,928 1,717 (532) Surplus (defi cit) of capital funding (C-D) (880) (895) (870) (882) (869) (820) (871) (911) (950) (1,014) - Funding Balance ((A-B) + (C-D)) ------

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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I n f ra s tr uc ture Regional Councilmanageslanddrainageinruralareas. to tryandreducethechance of this continually makeimprovements tothestormwatersystems community withinourDistrict can beveryhigh.We The emotionaland fl infrastructure etc,whichcanget damagedbyexcessive protect ourowninfrastructure, suchasroads,sewerage and operatestormwaterinfrastructure.We alsoneedto and safewithinourhomes. To respondtothis,webuild There isstrongcommunitydemandtobeprotected WHY WEDOIT identi desired levelofservice.We managethestormwaterwithin waterways. However, furtherworksarerequiredtomeetthe away frombuiltupurbanareasanddisperseitwithinour our stormwatersystemsaredesignedtotake fl This includesundergroundpipes,opendrains,overland stormwater withinoururbanareas. The Councilprovidesavarietyofinfrastructuretodealwith WHAT THIS ACTIVITY DELIVERS STORMWATER DRAINAGE oodwater. ow paths,pumpstationsandstormwaterponds. All of fi ed urbanandresidentialareas,theBayofPlenty fi nancial costof fl fl ooding onour ooding occurring. ooding using improvedornewoverland event,(taking intoaccountclimate changes)wherepractical, not includinggaragesfroma one inhundredyearrain target istoprovide buildings dueto locationorgroundlevelofthese buildings. provide ourdesired levelofservicetosome of thehabitable that itisnotpractically possibleoreconomically feasibleto necessary infrastructure.However, wealso acknowledge of serviceisnotmet,overland drains, pumpstationsand,in urban areaswherethislevel 10 yearrainevent,wherepractical, usingpipenetworks, habitable buildings,notincluding garages,fromaonein Our more frequentsevereweatherevents. climate changeandwearepreparingforthelikelihoodof recent yearsisunusual,however, itcouldbeasignof each event. The highnumberofeventsexperiencedin Increased stormsare RESPONDING TO OURISSUES tends tobethesamepropertiesthatare nature ofthewater fl been hitbyahighnumberofsevererainevents,causing experienced majorissuesinrecentyears. The Districthas and Edgecumbe. These threelargerschemeshaveall three mostsigni The Councilmanagessevenstormwaterschemes. The ooding onnumerousoccasions.Unfortunately, duetothe fi rst targetistoprovideprotectionfrom Whakat fi cant schemesareWhakat ā fl fl ood protectiontohabitablebuildings ow, groundheightsandlocation,it ne DistrictCouncil fl ooding Whakat fl ow paths.Ourlongterm fl ow pathsandother | Long Term Plan2012-22 fl ā ooded through ooded ne and ā fl ooding to ooding ne, Ō hope Ō hope |

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STORMWATER DRAINAGE Stormwater Drainage STORMWATER DRAINAGE Stormwater Drainage 124 limit wherewater can built upurbanareas physicalstructures,such asbuildings, We areconstrainedinsomeoftheworkwecan do.Inour service’. Statement onthepreviouspageas‘toimprovelevelof works forstormwaterarerecordedintheFundingImpact intended levelof of ourinfrastructure,weupgradethesystemtomeet meet thislevel. Therefore, whenweundertakerenewals of protection,historicalinfrastructuredoesnotalways However, whilewebuildnewsystemstomeetthislevel Henderson Streetarea. Street area,Hinemoapumpstationcatchmentand catchment, McAlister/Pohutu/BrackenStreetarea,Kirk Douglas streetarea,Wainui Te WharaStreamurban to helpachievethislevelofservice; Alexander Avenue/ we haveincludedsixprojectsinthefollowingcatchments the costofmitigationworks.During number ofpropertiesaffected, thescaleofdamageand priority basisdependingonthefrequencyof Stormwater systemsareupgradedintargetedareasona relies on pumpstations andgravitydischarge intothe river. the Whakat scheme, thetown isconstrainedbyhillsonone sideand

| Whakat has a1%chanceofoccurring inanyoneyear. Similarly, aonein100yeareventisanthat has a10%chanceofoccurring inanyoneyear. A onein10year rainfalleventisanthat Did youknow? ā ne DistrictCouncil ā ne Riveronthe other. The schemeheavily fl ood protection. This meansthat allcapital fl ow. InWhakat | Long Term Plan2012-22 ā ne, ourbiggest fi rst threeyears fl ooding, the ooding, issues inWhakat Two studieshavebeguntoidentifysolutionsthe required tominimisetheriskof protection inWhakat the years.Work hasbeendonetoimprovethelevelof the stormwaterthatfallsonhillsbetweenWhakat Heavy raineventshavecausedfrequent to signal theworksrequired toraisethe levelofprotection completed. However, theprojects areincludedinthisLTP detail ofthese projects willbe pumping stations, pipesandoverland Whara stream in Whakat a solutiontothewaterover have beensignalledfromthe studies. These include programme forthecomingyears. Somemajorprojects This risk-basedassessmentwill providearankedwork be prioritisedaccordingtolikelihood andconsequence. Once thetwostudiesarecompleted, identi taking intoaccountclimatechange. level forhousestomeettheone in100yearrainfallevent pipe andpumpstationupgradestoimprovetheprotection can go.Itwillimproveourunderstandingoftheneedfor look atoverland Whakat in-depth studyintotheurbanstormwatercatchmentof Awa. This uppercatchmentstudywillleadtoasecond working closelywithlandownersinthearea,includingNg and theBayofPlentyRegionalCouncil.Itwillinvolve is ajointinitiativebetweentheWhakat stormwater withoutcausing and Ō hope toidentifyappropriatewaysdischargethis ā ne. The second studywillinclude2Dmodellingto fl ā ow pathstotrackwherethestormwater ne. Firstly, aprojecthasbeguntolookat ā ne, buttherearestillmoreprojects ā ne, upgradingthe undersized fl owing fromtheWainui Te fl ooding intheurbanarea. This fi nalised oncethestudiesare fl ooding inthisscheme. fl ā ow paths.Speci ne DistrictCouncil fl ooding over ooding fi ed workswill fl ooding fi ā nding ne fi c ā ti Emergency Servicesresponding to fl oods inEdgecumbe Whakatāne District Council | Long Term Plan 2012 - 22 | 125

within Whakatāne. Work for the Ōhope catchment to Silt and debris in our streams improve the level of fl ood protection includes local pipe We have experienced an increase in debris and silt in upgrades and projects and other measures to address the some of our streams over the past few years, particularly threat from the four streams in Ōhope. in Whakatāne and Matatā. This is the result of ground becoming exposed due to tree felling from de-forestation, Edgecumbe keeps fl ooding leading to slips on stream banks in the catchments. The The Edgecumbe township is highly vulnerable to localised increased silt and debris is causing maintenance issues fl ooding and this has caused some huge issues over recent that are increasing costs of operating this activity, with silt years. Geographically the town is very fl at and the fl oor and debris having to be cleared on a regular basis. Disaster level lowered during the earthquake in 1987. Watercourses mitigation works in Matatā have been underway since in the area are under capacity and pumping systems are the fl ood events in 2005. At present we are reviewing the required. We have constructed two pump stations in the proposal to build a debris detention structure in Matatā. vicinity of the town and are now planning to upgrade some Further community consultation will be carried out following pipes and overfl ow paths through this LTP. The level of the review of this project. upgrades required will depend, to some degree, on the Paying for protection effectiveness of the two new pump stations. As highlighted under the ‘Sewage Treatment and Disposal’ activity, Stormwater costs are paid for fully by the community that stormwater also causes some problems for our sewerage benefi t from the scheme, including the costs of disaster system. By managing stormwater more effectively the mitigation. However, Matatā is the exception, with 75% amount of stormwater getting into the sewerage system will of the disaster mitigation costs being funded through be reduced. the general rate. The Council acknowledges that this is inconsistent with the funding for the rest of this activity, but it is necessary to ease the unaffordable rating burden on the Matatā community. STORMWATER DRAINAGE STORMWATER Stormwater Drainage STORMWATER DRAINAGE Stormwater Drainage 126 projects canbefoundinthe‘OurCostsDetail’ chapter. To respondtosomeoftheissues,Councilisplanningundertakefollowingkeyproject. The fulllistofcapital What wearegoingtodo Note: The figuresinthis tablearenotadjustedforinflation.

| Whakat localised Edgecumbe stormwaterupgrade toaddress McAlister/Pohutu/Bracken Streetarea fl Wainui Te WharaStreamurbancatchment Kirk Streetarea mitigation works mitigation works Alexander Avenue/Douglas streetarea Ō mitigation works Further Whakat works Henderson Streetarea fl Hinemoa Streetpumpstationcatchment ood mitigationworks ood mitigationworks hope upgradesandworks ā ne DistrictCouncil fl ooding issues ā ECITO ERTTL()FUNDING SOURCE TOTAL ($) YEAR DESCRIPTION fl ne upgradesand ood mitigationworks fl ood mitigation | Long Term Plan2012-22 fl ood fl ood fl ood 031 1,450,000 2013-15 022 3,620,000 2012-22 1,365,000 2012-15 725,000 2012-15 052 8,361,370 100,000 2015-22 2012-14 021 350,000 2012/13 031 450,000 450,000 2013/14 2014/15 Development Contributions4% Development Contributions2% Renewal 30% Renewal 13% Renewal 29% Loan 70% Loan 83% Loan 69% Muriwai Drive, Whakat ā ne during theJan2012 fl oods Whakatāne District Council | Long Term Plan 2012 - 22 | 127

WHAT WE WANT TO ACHIEVE The Council has set some targets to show whether we are achieving our goals for this activity. The following table shows these targets for the next 10 years. We will report back to the community through the Annual Report each year, so you will know whether we have achieved this level of service.

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

Initial response time to blockages affecting the system within three hours. Note: Actual Provide a quality and safe 87% 85% 86% 87% 88% urban stormwater system works required to remedy blockages will accessible throughout vary according to the extent of fault Whakatāne (including Otarawairere), Ōhope, Edgecumbe, Matatā, Percentage of stormwater systems built Murupara, Tāneatua, 81% 80% 80% 80% 85% Te Mahoe and Te Teko to meet one in 10 year rainfall event STORMWATER DRAINAGE STORMWATER Stormwater Drainage STORMWATER DRAINAGE Stormwater Drainage 128

‘Our CostsinDetail’ chapter. found intheRevenue andFinancingPolicycontained inthe Further explanations onthefundingofthisactivity canbe running ofthisactivity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfrom avarietyofsources. HOW THIS ACTIVITY ISFUNDED minimise theseeffects. a trade-off. The tablebelowshowsthepossiblenegativeeffects ofthisactivityandalsowhatwearegoingtodotry ensure thatweoperateinawayprovidesthemostpositive outcomes,wehavetoacknowledgethatsometimesthereis Sometimes theactivitiesthatwedocanhaveanegativeimpact ononeormoreofthefourwell-beings.Whilewestriveto WHAT NEGATIVE IMPACT THISMIGHTHAVE | Whakat on publichealth. stormwater impacting Discharge ofpolluted social andeconomichardship. ﬂ large rainfalleventscausing stormwater assetstocopewith Inadequacy ofexisting ooding, whichcould resultin SIGNIFICANT NEGATIVE EFFECT ā ne DistrictCouncil | Long Term Plan2012-22  CULTURAL AFFECTED WELL-BEING  SOCIAL

ECONOMIC General Rates–

ENVIRONMENTAL to ourissues’ earlierinthissection explained inmoredetailunder‘Responding of protectioninlargerainfallevents. This is Works are proposedtoimproveourlevel Engineering CodeofPractice. Compliance withCouncil’s management planforWhakat Preparation ofacomprehensivecatchment issues associatedwithstormwater. underway. This planwilladdressthepollution Low SUSTAINABLE SOLUTION Targeted Rates– ā ne is High E DISPO EPROC E RECYC ST SA E R ESS ST LIN A L ST IN A G W A G W W

WASTE Ngā Parapara 130 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding 169 General rates, uniform annual general charges, rates penalties 501 500 517 535 597 622 633 653 678 689 4,190 Targeted rates (other than a targeted rate for water supply) 3,883 3,656 3,779 3,891 4,326 4,444 4,550 4,686 4,848 4,979 - Subsidies and grants for operating purposes 100 103 107 110 114 118 122 126 130 135 1,238 Fees, charges, and targeted rates for water supply 1,350 1,393 1,438 1,487 1,539 1,591 1,643 1,698 1,759 1,820 51 Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement ------fees, and other receipts 5,648 Total operating funding (A) 5,834 5,652 5,841 6,023 6,576 6,775 6,948 7,163 7,415 7,623 Applications of operating funding 4,191 Payments to staff and suppliers 4,371 4,358 4,498 4,661 5,196 5,372 5,550 5,735 5,941 6,150 332 Finance costs 248 262 272 277 266 263 245 234 227 207 745 Internal charges & overheads applied 734 746 775 784 811 855 861 896 946 959 - Other operating funding applications ------5,268 Total applications of operating funding (B) 5,353 5,366 5,545 5,722 6,273 6,490 6,656 6,865 7,114 7,316 380 Surplus (defi cit) of operating funding (A-B) 481 286 296 301 303 285 292 298 301 307 CAPITAL Sources of capital funding 875 Subsidies and grants for capital expenditure ------53 Development and fi nancial contributions 8999101010111111 523 Increase (decrease) in debt (240) (202) (218) (213) (238) (227) (231) (233) (248) (239) - Gross proceeds from sale of assets ------Lump sum contributions ------1,451 Total sources of capital funding (C) (232) (193) (209) (204) (228) (217) (221) (222) (237) (228) Applications of capital funding Capital expenditure 205 - to meet additional demand 10 - - 11 - - 12 - - 13 1,975 - to improve level of service 75 26 16 11 - 12 - 13 - - - - to replace existing assets 10---17291831-40

WASTE (349) Increase (decrease) in reserves 154 67 71 75 58 27 41 32 64 26 - Increase (decrease) of investments ------1,831 Total applications of capital funding (D) 249 93 87 97 75 68 71 76 64 79 (380) Surplus (deﬁ cit) of capital funding (C-D) (481) (286) (296) (301) (303) (285) (292) (298) (301) (307) - Funding Balance ((A-B) + (C-D)) ------Whakatāne District Council | Long Term Plan 2012 - 22 | 131

WASTE DISPOSAL THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS transport costs such as fuel and the extra wear on our roads. We also have to cover the charges incurred through The Council provides a kerbside waste collection service using space at an external organisation’s landfi ll. The for approximately 12,700 households in urban Whakatāne, alternative option of developing a landfi ll within our District Ōhope, Tāneatua, Edgecumbe, Te Teko, Matatā and R is very costly and would require a huge investment. We e e r l u ia t V t b c Murupara. This collection includes an 80 litre general refuse a n le ru have looked at options of developing a landfi ll with external lu e t in m Q & as g on u es A fr waste bin collected weekly. Our Envir ality Servic ffordable In parties, such as other councils in the area, but we are not in a position to commit to a preferred long-term waste disposal We also provide a number of transfer stations in the District, option within our District at this time. The operation of our including Whakatāne, Murupara and Minginui. These transfer stations and recycling park require general renewal, enable the community to dispose of extra waste, especially improvements and replacement works. This is estimated to those residents who do not have access to the collection cost $90,000 over the 10 years of this LTP. service. Reducing the amount of waste we send to landfi ll Our waste collection, disposal recycling and reprocessing services are managed through private contractors. As we We are looking at ways of reducing the amount of waste do not own a landfi ll, waste is transported and disposed of sent to landfi ll. This can signifi cantly reduce costs in this outside our District to Tirohia in the Waikato. area and reduce the environmental impacts. Currently over half the waste we dispose in Tirohia landfi ll could have WHY WE DO IT been taken out if the waste stream was correctly sorted. For further detail on how we are reducing waste to landfi ll, see Providing the facilities for the community to dispose of the waste recycling and waste reprocessing activities on the waste in a convenient and secure way helps to protect following pages. public health and reduces the harmful effects of waste getting into the environment. These facilities are designed Options for managing our waste

to minimise ﬂ y-tipping and reduce issues of odour or The Council’s Waste Management and Minimisation Plan TE DISPOS contamination caused by incorrectly disposed waste. 2010 lays out a number of initiatives and actions to address AS AL W the waste issues facing our District. The LTP is consistent RESPONDING TO OUR ISSUES WASTE Disposal Waste with this plan. How we dispose of our waste

The cost of waste management last year was over 10% of the Council’s total operating costs. All residual waste is transported to a landﬁ ll site in the Waikato. Costs associated with the transport of the waste include direct WASTE Waste Disposal 132 know whetherwehaveachievedthislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WE WANT TO ACHIEVE value properties. funded bycapitalvalueandwillpositivelyimpactlower targeted rate. This increasestheportionofthisactivity through thegeneralrateratherthana our focusonaffordability. This activitywillnowbefunded We havechanged thewaythisactivityisfundedtore All payingthesame

| Whakat place tomanagewasteforthelong term residents/ratepayers andstrategiesareputin Waste Minimisationisactivelypromotedtoall ā ne DistrictCouncil OLMEASURE GOAL | Long Term Plan2012-22 fi xed charge xed and recycling to greenwaste land portion ofwasteto Decrease inthe fl ect fi ll compared ll sent toland 51% ofwaste PERFORMANCE CURRENT (2010/11) fi ll 0 8 6 44% 46% 48% 50% (2012/13) YEAR 1 (2013/14) YEAR 2 TARGET (2014/15) YEAR 3 YEARS 4-10 . ‘Our CostsinDetail’ chapter. found intheRevenue andFinancingPolicycontained inthe Further explanationsonthefunding ofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfrom avarietyofsources. HOW THIS ACTIVITY ISFUNDED minimise theseeffects. a trade-off. The tablebelowshowsthepossiblenegativeeffects ofthisactivityandalsowhatwearegoingtodotry ensure thatweoperateinawayprovidesthemostpositive outcomes,wehavetoacknowledgethatsometimesthereis Sometimes theactivitiesthatwedocanhaveanegativeimpact ononeormoreofthefourwell-beings.Whilewestriveto WHAT NEGATIVE IMPACT THISMIGHTHAVE water fromclosedland contaminants tolandand caused bythedischargeof Environmental impacts the Council’s roadingsystem. the trucksandimpacton cost offuel,theemissionsfrom negative impactthroughthe of theDistricthasincreased Transporting wasteoutside SIGNIFICANT NEGATIVE EFFECT fi lls.   CULTURAL AFFECTED WELL-BEING

SOCIAL Targeted Rates-

ECONOMIC Fees andCharges -

Medium ENVIRONMENTAL Whakat Regular monitoring. and aftercaremanagement. Compliance withresourceconsent Management andMinimisationPlan. and reprocessingasdescribedintheWaste out oftheDistrictthroughincreasedrecycling Reducing theamountofwastebeingtransported ā ne DistrictCouncil Low SUSTAINABLE SOLUTION | General Rate- Long Term Plan2012-22 Low |

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WASTE Waste Disposal 134 | Whakatāne District Council | Long Term Plan 2012 - 22

WASTE RECYCLING THE COMMUNITY OUTCOMES THIS ACTIVITY WHAT THIS ACTIVITY DELIVERS Education: CONTRIBUTES TO

Recyclables are collected in tandem with general refuse Through education campaigns, working with community and can also be dropped off, free of charge, to any of the groups, use of websites, Facebook, displays etc, we are Council’s transfer stations. The materials currently being trying to get the messages through to the community about how it can recycle, what can be recycled and why it should V t recycled via the crate collection service include paper, a n lu e Q in m be recycled. Often people do not act because they are u es g n cardboard, plastics (grades 1 and 2), glass (clear, green, ality Servic Our Enviro brown), tin and aluminium cans, and plastic bags. Larger uncertain about what the best thing to do is.

items such as household appliances, steel, cars, timber, Enabling: tyres etc can be taken to either the Murupara and Minginui We currently provide a crate for recycling collection, with Transfer Stations or the Whakatāne Recycling Centre, further crates available for $15. To ensure we encourage where they are sorted for shipping. increased recycling, we are considering increasing the WHY WE DO IT recycling facilities. A full review of the way we collect and dispose of waste is being undertaken. This will include Recycling stops materials that could be reformed for future considering different options to help encourage and use going to the landﬁ ll. By reducing waste to landﬁ ll we enable recycling. reduce transportation and disposal costs, and reduce

negative impacts of harmful chemicals getting into the Transfer stations enable local communities easy access to environment. By recycling products we are also reducing recycling facilities, especially those communities who don’t the need for new natural resources to be extracted from have the recycling collection service. We are investigating the ground. increasing the number of waste handling facilities around RESPONDING TO OUR ISSUES the District to make the option of recycling easier. This forms part of the wider review of services in the waste Increasing recycling area and will depend on the feasibility of providing an Over 17% of the waste we collect from wheelie bins and increased service. TE RECYCL then ship to the Waikato for disposal is material that could AS ING

WASTE Recycling Waste W and should be recycled. As a community we are wasting The types of material we are able to recycle is limited by money and negatively impacting on the environment when the cost of recycling them and the value of the material we do not recycle. The Council sees it as a key challenge to once recycled. We are looking at further recycling options change behaviours, including our own, and facilitate more to increase the types of materials we can recycle. However, recycling. There are two approaches we are planning to increasing the recycling options can only be done where an address this issue. opportunity arises. manage wasteforthelongterm and strategiesareputinplaceto promoted toallresidents/ratepayers, Waste Minimisationisactively ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefunding ofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED know whetherwehaveachievedthislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WEWANT TO ACHIEVE OLMEASURE GOAL of wastebeingrecycled Increase intheproportion diverted forrecycling 20.7% ofwastewas CURRENT PERFORMANCE (2010/11) General Rate- Whakat Targeted Rates- 1 2 3 24% 23% 22% 21% (2009/10) YEAR 1 Low ā ne DistrictCouncil (2010/11) YEAR 2 High TARGET | Long Term Plan2012-22 (2011/12) YEAR 3 YEARS 4-10 |

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g in lu Va ll. Education fi lls, with material that fi ll leaches harmful chemicals fi cally in our District. We want people to cally in our District. We fi lling up valuable space in land fi will take hundreds of years to break down. We reuse the will take hundreds of years to break down. We reprocessed concrete in the construction of new roads to reduce our roading costs. Greenwaste sent to the land waterways as well emitting carbon into the District’s Through composting of greenwaste, we dioxide into the air. can use the compost to restore healthy soil for plant and vegetation growth. Concrete reprocessing prevents us transporting large chunks of waste out our district at high cost. It also avoids OUR ISSUES RESPONDING TO Increasing greenwaste disposal Of the waste that goes into our standard wheelie bins, 40% is greenwaste and could be put into our bins. Investigations into future greenwaste solutions are planned increase the use of greenwaste To at a cost of $50,000. bin for all garden waste, we are planning a number of approaches. Education This is about ensuring people understand the waste issue, globally and speci understand the cost to environment and also direct cost to rates of sending our waste the land when and what is also about making sure people know how, they should be putting into their greenwaste bin. ll if we fi ne and Murupara. We then take ne and Murupara. We ā Long Term Plan 2012 - 22 Term Long | neatua, Te Teko, Edgecumbe, Teko, neatua, Te ā hope, T Ō ne District Council ne, ā ā and Murupara receive this service. Greenwaste bins ā Whakat |

the greenwaste to a composting facility and turn it into valuable compost material. also provide a service for people to dispose of concrete. We This service is primarily focussed at the construction industry where large amounts of concrete rubble can be The service is not able to handle large quantities of created. concrete at one time. can include garden waste such as leaves, grass clippings and old plants. The greenwaste disposal service allows people to dispose There are their greenwaste at one of our transfer stations. transfer stations in Whakat Matat WASTE REPROCESSING WASTE DELIVERS ACTIVITY THIS WHAT This activity provides greenwaste collection, disposal and concrete reprocessing services. The greenwaste collection service we currently provide includes fortnightly collection of large 240 litre greenwaste bins to just under 10,000 properties. Households in urban Whakat WE DO IT WHY can reuse some waste we send to the land We process it. By reprocessing waste, we can reduce the cost of waste disposal, reduce the harm caused to environment by disposing of this waste and turn the waste into a product that is valuable to the Council and the community.

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Waste Reprocessing Waste WASTE Composting foodscraps that aspeci However, aneedtoconsiderourwiderwasteissuesmeans Construction ofacompostingplantwasplannedfor2011/12. any workbeingscheduled. access toourfacilities. A feasibilitystudywouldbedonepriorto facilities aroundtheDistricttoincreaseruralcommunities’ future. This may includeincreasingthenumberofreprocessing to somechangesthewaywedeliverthisservicein service. This ispartofthewiderwastereviewandmaylead are lookingatanumberofprojectstoimprovethegreenwaste opportunity andincentivetodisposeofwasteinthisway. We As wellaseducatingpeople,itisimportantweprovidethe Providing theservice environmentally bene identify thatbuildingacompostingplantwouldbe construction hasbeenbudgetedatthisstage,butthestudy may fi c businesscaseisnowscheduledin2012/13.No Whakat fi cial tothecommunity. ā ne DistrictCouncil | Long Term Plan2012-22 fi nancially and nancially |

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WASTE Waste Reprocessing WASTE Waste Reprocessing 138 ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefunding ofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwe willpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED of service. year, soyouwillknowwhetherwehaveachievedthislevel back tothecommunitythrough Annual Reporteach shows thesetargetsforthenext10years.We willreport achieving ourgoalsforthisactivity. The followingtable The Councilhassetsometargetstoshowwhetherweare WHAT WEWANT TO ACHIEVE

| Whakat place tomanagewasteforthelongterm residents/ratepayers, andstrategiesareputin Waste Minimisationisactivelypromotedtoall ā ne DistrictCouncil OLMEASURE GOAL | Long Term Plan2012-22 waste beingreprocessed Increase intheproportionof Targeted Rates- reprocessing was divertedfor 28.3% ofwaste High PERFORMANCE CURRENT (2010/11) General Rate- 9 0 1 32% 31% 30% 29% (2012/13) YEAR 1 Low (2013/14) Fees andCharges- YEAR 2 TARGET (2014/15) YEAR 3 Low YEARS 4-10 NAGEM GEM MA EN ANA ENT E T M - C C - P E O R O C N U R O L S I U E S C O N E Y S T R

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ENVIRONMENTAL SUSTAINABILITY Te Pūtaiao 140 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 `$000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 1,188 873 1,055 1,771 1,727 1,774 1,849 1,893 1,830 1,592 1,551 penalties - Targeted rates (other than a targeted rate for water supply) ------Subsidies and grants for operating purposes ------421 Fees, charges, and targeted rates for water supply 421 434 448 464 480 496 512 529 548 568 - Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement fees, and other 131 147 152 157 162 168 173 179 185 192 198 receipts 1,740 Total operating funding (A) 1,441 1,641 2,376 2,353 2,422 2,518 2,584 2,544 2,332 2,317 Applications of operating funding 1,390 Payments to staff and suppliers 1,102 1,129 1,429 1,225 1,250 1,307 1,346 1,394 1,422 1,472 89 Finance costs 97 141 155 149 105 84 57 29 6 - 822 Internal charges & overheads applied 593 598 607 604 614 641 656 678 707 725 - Other operating funding applications ------2,302 Total applications of operating funding (B) 1,792 1,868 2,191 1,978 1,969 2,032 2,059 2,101 2,135 2,197 (562) Surplus (defi cit) of operating funding (A-B) (351) (227) 185 375 453 486 525 443 197 120 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------Development and fi nancial contributions ------562 Increase (decrease) in debt 381 268 (136) (740) (365) (388) (416) (324) (78) - - Gross proceeds from sale of assets ------Lump sum contributions ------562 Total sources of capital funding (C) 381 268 (136) (740) (365) (388) (416) (324) (78) - Applications of capital funding Capital expenditure - - to meet additional demand ------ENVIRONMENTAL SUSTAINABILITY ENVIRONMENTAL - - to improve level of service ------to replace existing assets ------Increase (decrease) in reserves 30 41 49 (365) 88 98 109 119 119 120 - Increase (decrease) of investments ------Total applications of capital funding (D) 30 41 49 (365) 88 98 109 119 119 120 562 Surplus (defi cit) of capital funding (C-D) 351 227 (185) (375) (453) (486) (525) (443) (197) (120) - Funding Balance ((A-B) + (C-D)) ------Whakatāne District Council | Long Term Plan 2012 - 22 | 141

RESOURCE MANAGEMENT - POLICY THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS District Plan review is to enable growth and development, while protecting natural and cultural values that make Through this activity we prepare plans and policies that Whakatāne special. implement the Resource Management Act 1991 (RMA),

t u n specifi cally the District Plan. The District Plan controls the Where things are working well the plan is not being s e t a m i n p C a lo E g way we use, subdivide and develop land in the District. changed and it is business as usual. However, the draft b e f p o n le v fe hi m i E e ct rs m -be conomic D ive Leade unity Well It identifi es where activities can take place, what land can plan proposes some key changes. Some examples are the be developed and what special features of our District creation of new zones, new subdivision rules in some areas should be protected. and the identifi cation of natural and cultural features that need to be protected.

V a t WHY WE DO IT l n ui e ng nm The cost of the District Plan review Our Enviro We provide this activity to enable the use and development The District Plan review, including the associated of land while protecting the special places the community consultation and appeals process, is a major project under values. This is done through careful consideration of the this activity. Through the District Plan review process social, cultural, economic and environmental well-beings of we might encounter appeals made to the District Plan, the community. The District Plan is the key tool for achieving however, the extent of any appeals is currently unknown. this and is also a legal requirement under the RMA. This could increase our costs and may delay making the Our District Plan is currently under review. The review plan operative. We are undertaking a consultative process process involves a robust process of weighing up the costs to reviewing our District Plan, which involves talking to a (both fi nancial and environmental) and benefi ts (to the number of stakeholders as well as the general public. A long term well-being of the community) of the decisions we draft District Plan was released for public consultation in make. July 2011 for public feedback. This was not required by legislation but is good practice. By doing this we hope to RESPONDING TO OUR ISSUES understand issues that may be brought forward. We hope to make the new plan operative in 2014/15. NAGEM Why the District Plan is under review MA EN E T C - Changes in legislation R P SUSTAINABILITY ENVIRONMENTAL Resource Management - Policy U O The Whakatāne District Plan needs to be reviewed and O L I S C updated to deal with new legislation and issues, such as The RMA is currently under review. Central Government is E Y R climate change, renewable energy and urban design. Some likely to implement phase 2 of the RMA reforms over the parts of our current Operative District Plan are over 10 next few years. This may affect the District Plan review years old and it does not contain sections on indigenous process. Where this happens, staff will implement the biodiversity or fi nancial contributions. A major focus of the changes. 142 | Whakatāne District Council | Long Term Plan 2012 - 22

Encouraging growth

We are including a number of initiatives in this LTP which has reduced in some areas. After the implementation of seek to encourage growth in the district. One of the this policy, a further review will take place and if necessary, initiatives was a review of our Development Contributions changes will be made alongside the Annual Plan 2013/14. Policy. With a reduced level of development being This review will assess whether the policy is effective, fair anticipated over the next 10 years, the capital programme of and equitable to all residents and will include an economic works to cater for growth has also been reduced. analysis. This means that the amount of contributions being received

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

Growth and development is Status of the second Under review Under Under Plan Plan planned while our natural and generation Whakatāne review review made operative physical resources are managed in District Plan operative a sustainable manner

HOW THIS ACTIVITY IS FUNDED

Our activities are funded from a variety of sources. General rates – Full The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ENVIRONMENTAL SUSTAINABILITY ENVIRONMENTAL Management - Policy Resource ‘Our Costs in Detail’ chapter. THE COMMUNITY OUTCOMESTHIS ACTIVITY

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r v i c e s a great improvement in ourservice.However, ifthis was to At present, consentapplications are low whichhas meant resources todemand isoftendif consents varies fromtimetotime. This meansmatching One oftheissues wefaceisthatthenumber ofresource Having friendly facestocomeandtalk RESPONDING TO OURISSUES development decisions. we issuebene can useland.We ensuretheadvicewegive and consents have anumberofconditionson how, what andwhereyou our DistrictPlan. The DistrictPlanandsupporting policies enjoys whereweliveanddecisions aremadeinlinewith The aimofthisactivityistoensure everybodyintheDistrict WHY WEDOIT process isanimportantpartofthisactivity. Environment Courtonourdecisionsandmanagingthis This sometimesmeansthereareappealstothe environment areavoided,remediedormitigated. conditions ofconsentstoensureanynegativeeffects onthe of theapplicant.We alsomonitorcompliancewiththe community asawhole,whilebalancingthiswiththeneeds or providingadvicewelookathowitwillaffect the develop andsubdivideland.Whenassessingapplications We receive,process, anddetermineapplicationstouse, and advice. policies, andsocialpoliciesthroughresourceconsents This activityimplementstheDistrictPlan,environmental WHAT THIS ACTIVITY DELIVERS RESOURCE MANAGEMENT-CONSENTS fi t thewidercommunity, whilefacilitatinggood fi cult. to getinvolved intheDistrict Planprocess. educational material andadvice,weencourage people and implications ofthesedocuments.However, weprovide important andwe realisenoteveryonewillknow thedetail of theDistrictPlan andotherenvironmental policies is or duringworkstoavoidthissituation. An understanding costs. We encouragepeopletocomeandtalk tousbefore to anincreasetheirplanned timeframesandunforeseen are workingonrequirearesource consent. This canlead landowners ordevelopersdo not realisetheprojectsthey requirements, includingcosts andtimeframes.Some We workhardtoensurepeopleareclearabout the People donotknowwhatthey arerequiredtodo Decisions’ chapter. the individual.Moredetailaboutthisisincludedin‘TheBig activity hasabene reduced byonethirdinthe2012/13year, asitisfeltthis pay. The feesand chargesforresourceconsentswillbe fairness andequity, aswellconsideringtheabilityto development inourDistrict.Chargesarebasedon idea ofaffordability, withoutoverlyburdeningorlimiting developing property. We haveworkedtobalanceourkey The needtodothisactivityiscreatedbypeople or thegeneralpublicinanegativeway. environment fromdevelopmentsthatimposeonneighbours The communityreliesonthisactivitytoprotectthewider How itworks that wecan. We alwaysendeavour toprovidethebestcustomerservice change thenresourcingoptionswillneedtobelookedinto. Whakat fi ā t tothegeneralpublicaswell ne DistrictCouncil | Long Term Plan2012-22 |

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ENVIRONMENTAL SUSTAINABILITY Resource Management - Consents 144 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

CURRENT TARGET PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

Satisfaction with Council's resource consent 54.6 53 - 57 54 - 58 55 - 59 56 - 60 process (Customer Satisfaction Index score)

Average working days for processing land use 17 days 15 days 15 days 15 days 15 days Resource Management resource consents Act (RMA) Average working days for processing non- administrative services 18 days 20 days 20 days 20 days 20 days notiﬁ ed subdivision resource consents are provided to facilitate environmentally Number of resource consent decisions 00000 sustainable overturned by the Environment Court development within the Whakatāne District Percentage of land use consents (excluding consents to remove trees) granted in the previous ﬁ nancial year are monitored for 100% 100% 100% 100% 100% compliance with conditions of consent by 30 June each year

HOW THIS ACTIVITY IS FUNDED General Rates – Medium Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ENVIRONMENTAL SUSTAINABILITY ENVIRONMENTAL Management Resource - Consents ‘Our Costs in Detail’ chapter. Fees & Charges – Medium CY MANA ITY DEVELO AL CONTR LIQUOR & G NMENTAL H ION MON BUILDING EN GE N P NIM OL G ( A O EA AT ITO G M MU M A N M IR L UL R R E E I B V T G IN E N M N S L N H G T O T N I E E M E N R E C G IC ) L

COMMUNITY SAFETY Te Whakamaru o Tū 146 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 1,570 1,339 1,437 1,460 1,539 1,494 1,566 1,649 1,705 1,755 1,803 penalties - Targeted rates (other than a targeted rate for water supply) ------77 Subsidies and grants for operating purposes 87 90 87 90 93 97 100 103 107 111 1,258 Fees, charges, and targeted rates for water supply 1,184 1,239 1,278 1,322 1,368 1,414 1,461 1,509 1,564 1,618 - Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement fees, and 500 509 525 521 539 557 576 595 615 637 659 other receipts 3,405 Total operating funding (A) 3,119 3,291 3,346 3,490 3,512 3,653 3,805 3,932 4,063 4,191 Applications of operating funding 1,897 Payments to staff and suppliers 1,862 2,013 1,976 2,076 2,047 2,116 2,186 2,259 2,340 2,422 - Finance costs 1 2 2 2 2 1 1 - - - 1,318 Internal charges & overheads applied 1,027 1,034 1,046 1,041 1,058 1,101 1,131 1,168 1,215 1,249 - Other operating funding applications ------3,215 Total applications of operating funding (B) 2,890 3,049 3,024 3,119 3,107 3,218 3,318 3,427 3,555 3,671 190 Surplus (defi cit) of operating funding (A-B) 229 242 322 371 405 435 487 505 508 520 CAPITAL Sources of capital funding 100 Subsidies and grants for capital expenditure ------Development and fi nancial contributions ------Increase (decrease) in debt 39 (5) (5) (5) (5) (6) (6) (7) - - - Gross proceeds from sale of assets ------Lump sum contributions ------100 Total sources of capital funding (C) 39 (5) (5) (5) (5) (6) (6) (7) - - Applications of capital funding Capital expenditure - - to meet additional demand ------COMMUNITY SAFETY COMMUNITY 139 - to improve level of service 39 ------to replace existing assets - - - - 114 118 - - - 135 151 Increase (decrease) in reserves 229 237 317 366 286 311 481 498 508 385 - Increase (decrease) of investments ------290 Total applications of capital funding (D) 268 237 317 366 400 429 481 498 508 520 (190) Surplus (defi cit) of capital funding (C-D) (229) (242) (322) (371) (405) (435) (487) (505) (508) (520) - Funding Balance ((A-B) + (C-D)) ------Whakatāne District Council | Long Term Plan 2012 - 22 | 147

LICENSING (LIQUOR & GAMBLING) THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS undertaken by the Liquor Licensing Authority. We will continue to monitor the progress of this review and respond This activity is about monitoring and controlling alcohol and to changes where necessary. gaming venues in our District. Through our role of District Licensing Agency. This involves processing and issuing There are too many gaming machines in the District

C o g m in licences relating to the sale of liquor, for example, on and m be The number of gaming machines per population for unity Well- off licenses, temporary, clubs, and special licences and the Whakatāne District is signiﬁ cantly higher than the managers licences. We also work with other organisations national average. The Council cannot take existing gaming to perform controlled purchase operations. We do this machines away from currently licensed venues. However, to minimise the harmful effects that alcohol can have on the Council can prevent new machines from being licensed. youth. The Council is given this authority through the Sale Our Gambling Policy aims to reduce the number of gaming of Liquor Act 1989. Under this activity we also develop machines in the Whakatāne District through a cap, which and administer the Gambling Policy for Class Four Venues stops new machines being introduced. Eventually this will (Gaming machine venues) and Board Venues (TABs). see a reduction in the number of machines in our District. A copy of this policy is available on the Council website at WHY WE DO IT www.whakatane.govt.nz. The policy will be reviewed under We undertake this activity to protect the well-being of the Community Development activity before March 2013 the community from excessive and unsafe exposure to Limitations to what we can control alcohol and gambling facilities. This activity also promotes responsible drinking habits and helps to create safe The community expects improved protection from the environments. Legislation also requires us to provide harmful effects of alcohol and gambling. The Council has this activity. a strong desire to protect our community. However, we must act within the constraints of legislation. We work RESPONDING TO OUR ISSUES hard to ensure we are meeting the social and cultural LIQUOR & G needs of our community, while not burdening or unfairly G ( A IN M Review of the Sale of Liquor Act

B SAFETY COMMUNITY Licensing (Liquor & Gambling) S L limiting the business community. There is an expectation N I E N G This activity is governed by the Sale of Liquor Act 1989 and that we can control a wide range of alcohol related issues. IC ) L the Gambling Act 2003. The Sale of Liquor Act is currently For example, the behaviour of patrons and location of under review. It is expected these changes will occur in the outlets. Unfortunately, these are outside of our control. 2012 year and with the anticipated changes, we may be The proposed changes to legislation will extend the range required to take on a much greater role. More speciﬁ cally, of issues we can control, including the location of liquor picking up some of the functions that are currently being outlets, particularly in residential zones. 148 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEARS YEAR 1 YEAR 2 YEAR 3 4-10 (2015- (2010/11) (2012/13) (2013/14) (2014/15) 22)

Percentage of licensed 100% (all 83 premises premises inspected 100% 100% 100% 100% inspected) Licensed premises comply each year with the Sale of Liquor Act Controlled purchase and Gambling Act Six licensed premises Two per Two per Two per Two per operations are visited year year year year conducted annually

HOW THIS ACTIVITY IS FUNDED

Our activities are funded from a variety of sources. General Rates - Medium The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

Fees & Charges - Medium COMMUNITY SAFETY COMMUNITY (Liquor & Gambling) Licensing Whakatāne District Council | Long Term Plan 2012 - 22 | 149

ENVIRONMENTAL HEALTH THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS RESPONDING TO OUR ISSUES

This activity has three key functions. Firstly, we provide Identifying contaminated sites licensing of registered premises such as food premises, One of our functions is to highlight known contaminated camping grounds, funeral directors and hairdressers. sites, at the time of a building or resource consent V t C a n g lu e o n Secondly, we monitor the state of the environment including in m Q m ei application. If a site is identiﬁ ed as contaminated, we will g n u es m -b Our Enviro ality Servic unity Well public and private water supplies, environmental noise incorporate measures to reduce the risk to public health. and contaminated land. Thirdly, we respond to nuisance We do this mainly to ensure the public’s health and safety complaints such as excessive and unreasonable noise, is in line with new national environmental standards on offensive refuse and odour from neighbouring properties. contaminated site management. We also provide an on-call service to respond to complaints, as well as regular monitoring of premises and sites. Changing legislation This activity is heavily reliant on legislation. We proactively RESPONSE TIMES FOR AFTER HOURS EXCESSIVE NOISE COMPLAINTS: monitor legislative reviews and keep up to date with any AREA 1 <60 min (Ōhope, Whakatāne, Tāneatua, Coastlands, Awakeri, amendments. The review of the Food Act 1981 is underway. Thornton Rd to Golf Links Rd) However, we have made changes to the way we operate to AREA 2 <100 min (Edgecumbe, Matatā, Otamarakau, Manawahe, Otakiri, anticipate this likely change. The focus of our programme Onepu, Te Teko, Te Mahoe and Wainui to the Ōpōtiki Intersection) is now on the auditing of premises rather than inspections. AREA 3 <120 min (Murupara, Galatea & Environs) Some businesses have volunteered to keep quality assurance plans that we audit to ensure compliance. When WHY WE DO IT the Food Act is implemented we will look at up-skilling our staff in the area of quality auditing. This activity is important because we act in an advisory

and monitoring role as well as an enforcement agency for Balancing the needs of our community the community. We ensure that public health is maintained NMENTAL H There are a variety of perceptions in the community about O EA so you are conﬁ dent that your food is safe when you IR L whether the interpretation of legislation is balanced correctly V T SAFETY COMMUNITY Environmental Health N H go out to eat, or your water supply is safe and free from E between differing interests. For example, business owners contamination. We also work to ensure people can live of food premises and their diners. We work hard to balance peacefully without the impact of loud noise or bad odour. the needs of our community with the needs of businesses. This activity is regulated by the Food Act 1981, the Health However, we also have to operate within the requirements Act 1956, the Resource Management Act 1991, the Building of legislation this activity operates under. A consistent Act 2004, and associated regulations and bylaws. 150 | Whakatāne District Council | Long Term Plan 2012 - 22

approach to interpreting legislation is taken by following adopted policies and procedures, industry standards and national guidelines. Our staff undergo regular training and have formal qualiﬁ cations. We also participate in the regional cluster for environmental health ofﬁ cers. This cluster is a forum where staff are trained and issues are discussed to ensure consistency across the Bay of Plenty.

WHAT WE WANT TO ACHIEVE

TARGET CURRENT GOAL MEASURE PERFORMANCE YEARS YEAR 1 YEAR 2 YEAR 3 (2010/11) 4-10 (2012/13) (2013/14) (2014/15) (2015-22)

Satisfaction that the Environmental Control Services such as public health, food, noise, litter and liquor 66.8 65 - 69 66 - 70 67 - 71 68 -72 100% of residents licensing make the environment a healthier place to and ratepayers have live (Customer Satisfaction Index score) access to healthy buildings and a healthy Percentage of after hours excessive noise complaints environment responded to within contracted timeframes (see New measure 100% 100% 100% 100% response times on previous page)

HOW THIS ACTIVITY IS FUNDED General Rates - Medium Fees & Charges - Medium

Our activities are funded from a variety of sources. COMMUNITY SAFETY COMMUNITY Health Environmental The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. Whakatāne District Council | Long Term Plan 2012 - 22 | 151

REGULATION MONITORING THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS RESPONDING TO OUR ISSUES

This activity enforces a number of Council bylaws. Enforcement is not the only option Key duties include licensing of street stalls, removing Where nuisances arise that breach our bylaws, public obstructions in public places such as overgrown trees, health and safety may be compromised. This can require V t C a n g lu e o n responding to complaints about long grass in urban areas, in m Q m ei some enforcement action to correct the situation. However, g n u es m -b Our Enviro ality Servic unity Well ﬁ re prohibitions, removing abandoned vehicles or vehicles enforcement action is not always well received and can parked in the wrong place and responding to illegal result in a negative response. To manage this risk we dumping. operate in a holistic way, considering a range of solutions to issues. The cost of bylaw enforcement can be high, and we WHY WE DO IT try to avoid formal legal action where possible.

We undertake this activity in response to public demand to deal with the issues of nuisance, public health and safety and offensive behaviour. There is a public expectation we will respond to and enforce bylaws and statutes where required. We have an obligation under the Local Government Act 2002 and the Litter Act 1979 to undertake these activities.

ON MON ATI ITO UL R G IN SAFETY COMMUNITY Regulation Monitoring E G R 152 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE V t a n GOAL MEASURE YEARS lu e YEAR 1 YEAR 2 YEAR 3 Q s in m (2010/11) 4-10 ua ice g O ron (2012/13) (2013/14) (2014/15) lity Serv ur Envi (2015-22)

Percentage of urgent* 100% 100% 100% 100% 100% The Council administers complaints relating to and enforces bylaws bylaws infringements to deal with issues that responded to within create nuisance to the one hour and non community urgent within 24 hours

*Urgent, in this context, means anything with an immediate and significant impact on people’s health and safety, or on the environment.

HOW THIS ACTIVITY IS FUNDED Fees & Charges - Low

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

General Rates - High COMMUNITY SAFETY COMMUNITY Monitoring Regulation Whakatāne District Council | Long Term Plan 2012 - 22 | 153

BUILDING THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS However, it is important for us not to deter development and growth through high consent costs. This means we The Building activity is responsible for receiving, processing have to fi nd the right balance between having the cost of and issuing building consents. We conduct inspections and this activity sitting with the developers or with the general enforce building consents in terms of what is built and how public. Through this LTP we are shifting more of the costs V t a n C lu e o g it is built. This means we also respond to building related i Q m in ng nm u s m be of undertaking this activity onto the ratepayer because O iro ali ice un ell- ur Env ty Serv ity W complaints and people come to us when they are buying or of the nature of the buildings and developments that are building a home for advice on development rules. happening. They have an intergenerational aspect to them, such as the new Whakatāne Hospital, and it cannot WHY WE DO IT reasonably be justifi ed to have all the costs attributed to one This activity focuses on protecting the community from applicant. This issue is discussed in more detail in the ‘The unsafe buildings and ensures buildings are designed Big Decisions’ chapter of this LTP. and constructed in a manner that promotes sustainable More changes to legislation development. There is strong community demand to ensure we undertake building consents in a manner that This activity is subject to changes in the Building Act. contributes to the health, and well-being of the community. The likelihood of these changes is high and may affect the This activity is heavily dependant on legislation, specifi cally running of this activity. The Building Amendment Bill and the Building Act 2004. We work hard to try and ensure related discussion documents were released for public people, including developers, are clear about requirements, consultation in 2011 and we submitted a comprehensive including costs and timeframes. We encourage people to submission on the proposed changes as they may not come in and talk to us before or during works to ensure produce positive outcomes for consumers. Until these things are done correctly the fi rst time. changes are fi nalised, the Council will continue to deliver the same service. RESPONDING TO OUR ISSUES BUILDING Public versus private benefi t COMMUNITY SAFETY COMMUNITY Building While an individual constructs a building, this activity is also undertaken for the wider community’s well-being. This includes ensuring buildings are safe for the public, people using the buildings for years to come will be safe and buildings in the District are of a reasonable standard to withstand our natural environment and remain intact. 154 | Whakatāne District Council | Long Term Plan 2012 - 22

Earthquake-prone buildings

At the moment, some buildings where public have increased protection from earthquakes, with the increased access to are not as safe as they should be. The recent construction and compliance costs. The Earthquake–prone, tragedies brought about by the Canterbury earthquakes Dangerous and Insanitary Buildings Policy plans a staged have reminded us of the importance to bringing buildings strengthening programme over the next 10-20 years to try up to a safe standard. We live in an area that is prone and ease the ﬁ nancial burden on building owners. to earthquakes and it is very important to identify and The cost to Council in implementing this programme is strengthen earthquake prone buildings to avoid a potentially $100,000 per year. A copy of this policy is available on the devastating event. However, we must balance the need for Council’s website at www.whakatane.govt.nz.

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS (2010/11) (2012/13) (2013/14) (2014/15) 4-10 (2015-22)

High quality outcomes Satisfaction with the process Council 57.3 55 - 59 56 - 60 57 - 61 58 - 62 for building consent used for your building consent and code compliance (Customer Satisfaction Index score) applications are provided in a timely and Average working days for processing 9.37 days 15 days 15 days 15 days 15 days professional manner building consents

HOW THIS ACTIVITY IS FUNDED General Rates - Low

Our activities are funded from a variety of sources. COMMUNITY SAFETY COMMUNITY Building The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. Fees & Charges - High THE COMMUNITY OUTCOMESTHIS ACTIVITY

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e l l- b e in g ownership and responsibilities. and clearlycommunicating keymessagesaround animal Police (incertain circumstances),improving staff training partnering withanotherstaff member, workingwiththe of ourstaff, anumberofmeasuresaretaken. These include animal orsometimesanangry owner. To ensure thesafety aggressive dogcomplaints.Staff canbeatrisk fromthe Staff securityisimportant,especiallywhen respondingto Security ofstaff RESPONDING TO OURISSUES 1955. Impounding Act activity, throughtheDogControl Act 1996andtheStock We haveastatutory responsibilitytoundertakethis re-housing strayanimalswherepossibleandappropriate. or abandonedanimalsshelterandfood. This involves animals. We also operatethepoundservicetogiveroaming the publicfromwandering,threateningandattacking Our aimistoprotectpublicsafety. This servicesafeguards WHY WEDOIT also runsunderthisactivity. complaints andissue public onresponsibleanimalownership,andwereceive We deliverservices fordogregistration,educatingthe This activitycoverstheareasofdogandstockcontrol. WHAT THIS ACTIVITY DELIVERS ANIMAL CONTROL ﬁ nes forbreaches. The pound service receiving thecomplaint. to complaintsofaggressivedogswithinhalfanhour of responsibleanimalownership.We aimtorespond process andpublicityarealldesignedtoraiseawareness educational campaignsandinformation,thedogregistration While wecannotcontrolallanimalandownerbehaviour, regarding threateningsituationsassoonpossible. The animalcontrolactivityaimstorespondcomplaints of adogattackcouldleadtoseriousorevenfatalwounds. we willallbesafeinpublicplaces.However, theseverity There isagrowingexpectationfromthecommunitythat The safetyofourcommunity Whakat ā ne DistrictCouncil | Long Term Plan2012-22 |

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COMMUNITY SAFETY Animal Control 156 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS (2010/11) (2012/13) (2013/14) (2014/15) 4-10 (2015-22)

Percentage of aggressive/threatening 100% 100% 100% 100% 100% dogs and roaming stock complaints responded to within half an hour. All other Public safety and complaints responded to within 24 hours comfort is protected Satisfaction with Councils Dog Control 67.5 66 - 70 67 - 71 68 - 72 69 -73 Service (Customer Satisfaction Index score)

HOW THIS ACTIVITY IS FUNDED General Rates - Low

Our activities are funded from a variety of sources. In previous years this activity has been funded 80% from fees and charges and 20% from general rates. Over the course of this LTP we are moving to a new funding regime with an increased general rates component, as illustrated in the pie chart. We will transition into this new regime over a number of years. Fees & Charges - High COMMUNITY SAFETY COMMUNITY Animal Control Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

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e l l- b e in g ensure thesafety ofourcommunity. effects ofnaturalhazardsand emergency situationsand is undertaken, both locallyandregionally, to mitigatethe Substances planning andresponse.Planning andtraining to beinvolvedinCivilDefence, RuralFireandHazardous situation. There arealsostatutoryobligations fortheCouncil community desireforustotake theleadinanemergency Primarily weundertakethisrole duetothestrong WHY WEDOIT objectives andgoalsdetermined withintheplan. Plan throughannualworkplanning relatedtoachievingthe the BayofPlentyCivilDefence EmergencyManagement The EmergencyManagementactivityalsogiveseffect to functions. the CivilDefence,RuralFireandHazardousSubstances community recoverfromadisaster. We achievethisthrough have theresourcesandinformationrequiredtohelp our community. Partofourroleinvolvesensuringwe respond quicklyandappropriately, toasituationthreatening or emergency. This includesmakingsureweareableto to, andtherecoveryfrom,amajornaturalhazardevent This activityensureswearepreparedfortheresponse the adverseenvironmentaleffects thatmayfollow. community isreadyandpreparedforanaturalhazard tsunami andmore. The purposeofthisactivitytoensurethe variety ofnaturalhazards,including We recogniseour Districtislocatedinanareaexposedtoa WHAT THIS ACTIVITY DELIVERS EMERGENCY MANAGEMENT ﬂ ooding, earthquakes, ooding, will bekept uptodate inthecaseof an event. Join the Whakat event occurs. prepared foran eventandwhattoexpectfrom usifsuchan itself. We provideinformation tothepubliconhowbe is importantto be preparedandforthecommunity tohelp emergency wehavetoprioritise ouractions. This iswhyit While wetrytolimittheimpacts ofadisaster, duringalarge come atthecostofpeople’s propertyorthe environment. priorities areprotectingpeople’s safetyandhealth. This may emergency eventoccurs.During anemergency, ourmain There isaperceptionwewilltake careofeverythingifan What toexpect understanding throughoutthe region. across theBayofPlentytoprovide greaterawarenessand We areworking toprovideservicesthatareconsistent with theeconomicimpactonourcommunity, isachallenge. Balancing thecostofprovidingahighlevelprotection, have putmoreofanemphasisonemergencymanagement. recent yearswehavehadahighnumberofeventsthat what resourcesshouldbemadeavailable.However, during unpredictable natureofthisactivity, itishardtopredict This canrequireahighlevelofresources.Duetothe is providingprotectionandbeingpreparedatalltimes. The biggestissuewhentryingtomanagenaturalhazards The needtobeprotected RESPONDING TO OURISSUES supported. but alsothesurroundingareasof and ensuresnotonlytheWhakat The CivilDefencerolehasanEasternBayofPlentyfocus Whakat ā ne District Councilon Facebook and you ā ne DistrictCouncil ā Ō ne Districtisprepared, p | Long Term Plan2012-22 ō tiki andKawerauare |

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COMMUNITY SAFETY Emergency Management 158 | Whakatāne District Council | Long Term Plan 2012 - 22

Reorganisation of Rural Fire Bay of Plenty Emergency Management Group Plan

Within New Zealand there are over 80 rural fi re authorities, The Council is a member of the Bay of Plenty Civil Defence working together with a large number of other local and Emergency Management Group. This group provides Civil regional stakeholder groups. There is a general awareness Defence and Emergency Management within the Bay of across the sector that better results could be achieved Plenty Region according to the Civil Defence Emergency through the pooling of resources. The National Rural Fire Management (CDEM) Group Plan. The Group Plan Authority has produced a strategy for enlarged rural fi re provides a framework for all agencies involved in CDEM in districts and this may affect how the Council delivers rural the Bay of Plenty region to manage signifi cant hazards and fi re services. Discussions about an enlarged rural fi re risks that may affect the region. Through this LTP, we have district are ongoing and these are expected to be completed increased the budget by $14,000 to allow for additional in the 2012/13 year. full time employees. These employees will help give effect Tsunami Warning System to the Group Plan. Without this support, the outcomes of the Group Plan will be unachievable and this could result The Bay of Plenty Civil Defence Emergency Management in the community not being prepared for a Civil Defence Group chose to adopt a suite of warning systems for emergency. alerting the community to an emergency. It is acknowledged that not every warning system will be effective across the entire community, so a suite of methods for alerting is more effective than relying upon a single system. For this reason other systems, such as Readynet, are currently available to the community and further solutions are being investigated for areas where the fi re sirens might not be effective. These include mobile alerting systems that can be deployed using vehicles. Budget of $39,000 for a public alerting system and tsunami evacuation plan has been included in this LTP.

WHAT WE ARE GOING TO DO

COMMUNITY SAFETY COMMUNITY Management Emergency To respond to some of the issues, the Council is planning to undertake the following key project. The full list of capital projects can be found in the ‘Our Costs in Detail’ chapter.

DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE

Public alerting systems and Tsunami 2012/13 39,000 Loan 100% evacuation plan

Note: The figures in this table are not adjusted for inflation. Whakatāne District Council | Long Term Plan 2012 - 22 | 159

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

Percentage of major New measure 100 % 100 % 100 % 100 % events where an Emergency Operation Centre is setup and functional within two hours of the controller The Council will respond establishing the event as a and lead the community major emergency in an emergency Frequency of regular Fortnightly Fortnightly Fortnightly Fortnightly Fortnightly and ongoing training undertaken by the Whakatāne Emergency Response Team and the Whakatāne Rural Fire Force

HOW THIS ACTIVITY IS FUNDED

Our activities are funded from a variety of sources. Grants & Subsidies - Low The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be

found in the Revenue and Financing Policy contained in the SAFETY COMMUNITY Community Development ‘Our Costs in Detail’ chapter.

General Rates - High 160 | Whakatāne District Council | Long Term Plan 2012 - 22

COMMUNITY DEVELOPMENT THE COMMUNITY OUTCOMES THIS ACTIVITY WHAT THIS ACTIVITY DELIVERS RESPONDING TO OUR ISSUES CONTRIBUTES TO

This activity includes coordinating the Whakatāne District Availability of external funding Youth Council and developing projects, strategies and One of the key drivers for this activity is the availability policies that improve social well-being or reduce crime. We of external funding. External funding is likely to decrease C o g deliver projects that promote a District response to national m in because of the current economic environment. We may also m be unity Well- social issues that threaten the safety and health of our experience a shift in Central Government funding to aid in communities. These projects also address speciﬁ c social the rebuild of Canterbury after the devastating earthquakes needs of our community. Much of the work in this activity is in 2010 and 2011, which may then limit the number of either completed in partnership with other agencies already programmes we can deliver. One of our main projects, working in this area or subject to external funding. which is reliant on external funding, is the CCTV upgrade. We will continue to extend the CCTV network when funds WHY WE DO IT are available from charitable trusts, however, we have put

We take on a leadership role in this activity to tackle social aside $300,000 for the renewal of our current network. issues in our District. These include our high level of We have a diverse community deprivation (especially in our rural communities), high levels of criminal offences related to burglary, family violence and There are a number of social issues that affect our District. destruction of property, and generally poor health. The These range from high deprivation levels to poor health, Council provides this activity in response to public demand, including low life expectancy and high smoking and alcohol although many of the policies developed in this area are consumption. To address these issues, the Council recently required by legislation, such as the Gambling Policy. We approved its ﬁ rst Community Strategy. This strategy sets recognise we have an important role to play in improving the direction and capacity for how we will respond to the and guiding social issues. This includes promoting and community’s needs. It provides a framework for the many coordinating projects, as required, which lead to a better activities the Council is already involved in. A copy of the Y DEVE quality of life for all our residents. Because of the nature of Community Strategy is available on the Council’s website at NIT LO U PM M E COMMUNITY SAFETY COMMUNITY Development Community www.whakatane.govt.nz this activity, most projects are funded through grants and M N O T subsidies from Central Government and charitable trusts. C Whakatāne District Council | Long Term Plan 2012 - 22 | 161

What we are going to do

To respond to some of the issues, the Council is planning to undertake the following key projects. The full list of capital projects can be found in the ‘Our Costs in Detail’ chapter.

DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE

CCTV camera network renewals 2016-18 300,000 Renewal 100% 2021/22

Note: The figures in this table are not adjusted for inflation.

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS (2010/11) (2012/13) (2013/14) (2014/15) 4-10 (2015-22)

Number of Social well-being is programmes or improved in the District projects completed through a range of on an annual basis 44444 strategies, policies and in response to social projects issues facing the District

HOW THIS ACTIVITY IS FUNDED General Rates - Medium

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational COMMUNITY SAFETY COMMUNITY Community Development running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. Grants & Subsidies - Low 162 | Whakatāne District Council | Long Term Plan 2012 - 22 COMMUNITY SAFETY COMMUNITY Development Community IBRARY ARCH, STOR L SE AG E E , R & N A O R I C IT H B I I V

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ARTS AND CULTURE Ngā Mahi Toi Whakairo 164 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE’RE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general 1,249 3,038 3,125 3,199 2,910 3,141 3,273 3,426 3,560 3,670 3,780 charges, rates penalties 1,693 Targeted rates (other than a targeted rate for water supply) ------50 Subsidies and grants for operating purposes 3 3 3 3 3 4 4 4 4 4 12 Fees, charges, and targeted rates for water supply 25 26 30 33 34 39 41 42 46 47 244 Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement 68 72 72 76 77 82 83 87 88 93 95 fees, and other receipts 3,315 Total operating funding (A) 3,138 3,226 3,308 3,023 3,260 3,399 3,558 3,694 3,813 3,926 Applications of operating funding 1,122 Payments to staff and suppliers 1,021 1,052 1,084 1,129 1,169 1,209 1,249 1,291 1,337 1,384 191 Finance costs 204 231 238 248 37 38 37 36 37 36 1,767 Internal charges & overheads applied 1,649 1,637 1,649 1,637 1,660 1,715 1,764 1,822 1,890 1,946 - Other operating funding applications ------3,081 Total applications of operating funding (B) 2,874 2,920 2,971 3,014 2,866 2,962 3,050 3,149 3,264 3,366 234 Surplus (defi cit) of operating funding (A-B) 264 306 337 9 394 437 508 545 549 560 CAPITAL Sources of capital funding 942 Subsidies and grants for capital expenditure ------18 Development and fi nancial contributions ------207 Increase (decrease) in debt (74) (83) (85) (3,262) (12) (12) (13) (14) (15) (16) - Gross proceeds from sale of assets ------Lump sum contributions ------1,168 Total sources of capital funding (C) (74) (83) (85) (3,262) (12) (12) (13) (14) (15) (16) Applications of capital funding Capital expenditure - - to meet additional demand ------ARTS & CULTURE CULTURE & & ARTS ARTS 1,234 - to improve level of service ------30 31 33 34 118 - to replace existing assets 125 129 133 138 142 147 152 157 163 169 50 Increase (decrease) in reserves 65 94 119 (3,391) 240 278 313 343 338 341 - Increase (decrease) of investments ------1,402 Total applications of capital funding (D) 190 223 252 (3,253) 382 425 495 531 534 544 (234) Surplus (defi cit) of capital funding (C-D) (264) (306) (337) (9) (394) (437) (508) (545) (549) (560) - Funding Balance ((A-B) + (C-D)) ------

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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e l lb e in g community throughaccess toinformation printedor on-line. hub, whichprovides resourcesandopportunities tothe on behalfofthe community. The Library isacommunity We providethisactivityinresponse topublicdemandand WHY WEDOIT Murupara, Edgecumbeand books andactivities. They arelocatedinWhakat offer accesstocollections ofcontemporaryandrelevant There arefourlibrariesintheWhakat WHAT THIS ACTIVITY DELIVERS LIBRARY Te K Te The constructionofthenewLibrary andExhibitionCentre, ancestry.com. Kaharoa) andonlineaccessto databases,including printers, freewirelessinternet (AotearoaPeoplesNetwork are providedforinternetaccess. You alsohaveaccessto play educationalgamesandasmallnumberofcomputers electronic books. There arealsoareaswherechildrencan reference material,videos,audiobooks,DVDs,puzzlesand Collection –M borrowing andreference. These includeaNewZealand over 12,000cardholdersandoffer arangeofitemsfor are resourcedbyvolunteers.Collectivelythelibrarieshave staffed libraries. The librariesinEdgecumbeand District andalongwithMurupara;theyaretheonlyCouncil is thelargestandmostcentrallylocatedlibraryin Library. signi ō ﬁ cant developmentisthenewhometoWhakat putu ateWhanga Toi, opened inJune2012. This ā ori LandCourtRecords,localauthors, Ō hope. The Whakat hope. The ā ne District,which ā ā Ō ne Library ne, hope ā ne The peopleoftheWhakat A helpinghand library sectionofourwebsite www.whakatane.govt.nz. databases andwirelessinternet, fromthelibraryor our selectionofelectronicbooks, electronicaudiobooks, as aplacetoread. You canuseyourtablet toborrow can downloadyourreadingmaterial andenjoythelibrary of theseavailable,andmorespaceavailablewhereyou no different. The libraryisworkingtowardsmakingmore books haverapidlygrowninpopularityandourDistrictis up todatewithcurrentdemand. At themoment,electronic Changes inthedigitalenvironmentmeanwemustkeep The wayofthefuture RESPONDING TO OURISSUES Library andweaverage7.42issuesperpersonyear. Currently over35%ofourDistrictmembersthe increasing thesocio-economicconditionsofourDistrict. our communityoutcomeof‘CommunityWell-being’ by leisure, researchoreducation.Italsoassiststoachieve them accesstorelevantinformationwhetheritisfor and empowermentofthewidercommunityprovides Providing thismaterialsupportstheongoingdevelopment annually. We encourage everyoneto comeinandask for programme andother targeted programmes areoffered support ofthe Friends oftheLibrary, thesummer reading such asSPELD andDuffy Books. Through the generous these barriersby supportingopportunitiesand programmes to therestof country. The Councilhelpstobreakdown levels ofquali Whakat ﬁ cations andhigherilliteracyratescompared ā ne DistrictCouncil ā ne Districtgenerallyhavelower | Long Term Plan2012-22 |

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ARTS & CULTURE Library 166 | Whakatāne District Council | Long Term Plan 2012 - 22

help if they need it and our friendly staff are more than HOW THIS ACTIVITY IS FUNDED happy to provide advice and support. Our activities are funded from a variety of sources. The pie Sharing of resources chart illustrates how we will pay for the operational running We are currently exploring options to better share resources of this activity. with other local libraries, speciﬁ cally Rotorua District Council Further explanations on the funding of this activity can be and Western Bay of Plenty District Council. This will happen found in the Revenue and Financing Policy contained in the through the InfoShare programme. The programme is a ‘Our Costs in Detail’ chapter. partnership between us and the two councils mentioned above allowing for collaborative purchasing, resourcing and Fees and charges – Low information sharing. Collaborative purchasing means that our budget for buying books of $125,000 per year goes a bit further. With the global economic situation, buying is becoming more expensive, especially when we are sourcing from overseas.

General rates – High WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE YEARS GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 (2010/11) 4-10 (2012/13) (2013/14) (2014/15) (2015-22)

ARTS & CULTURE & ARTS Library Satisfaction with the Library & The Council ensures all members of Exhibition Centre (Customer 80 78-82 79-83 80-84 81-85 the community have ready access Satisfaction Index score) to a wide range of resources for information, education, leisure Increase in the number and cultural enrichment of card holders across 12,000 12,100 12,200 12,300 12,400 the District Whakatāne District Council | Long Term Plan 2012 - 22 | 167

EXHIBITION, RESEARCH, STORAGE & ARCHIVES THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS WHY WE DO IT

The Whakatāne Library and Exhibition Centre, Te Kōputu We do this activity to support the cultural, educational, a te Whanga a Toi, offers an exhibition space for a number leisure and community values of the District. Not only is

t u n s e of local, national and international exhibitions. These t the role of the museum and gallery to preserve our cultural a m in p a o C b l o g le ve Q m in exhibitions include items of local interest, objects found heritage intergenerationally, but it is also used to provide E e u es m lbe conomic D ality Servic unity Wel in the District, as well as the nationally recognised Molly a signifi cant sense of pride in the place we have chosen Morpeth Canaday Awards. The museum and gallery to live. The facilities attract a number of researchers to the collections are largely drawn from the Eastern Bay of Plenty area and with the new and improved location and exhibition area with some items from overseas, including the South space it will be a popular choice for cultural heritage Pacifi c and Europe. The facilities will contribute to the tourists. The role of the combined facilities is to ensure economic growth and development of the wider community kaitiakitanga is maintained for successive generations, through the preservation, presentation, protection and through secure and sustainable storage. education of the community on its origins – past, present and future. The facilities will also encourage and develop RESPONDING TO OUR ISSUES cultural tourism and other economic activities within the District. Keeping the collections safe The main issue for this activity is how the collections The Research, Storage and Archives Facility will provide are cared for. A number of steps are taken to ensure safe, environment-controlled storage of our community’s the environmental effects are identifi ed and mitigation treasures. This includes a combination of the activities of measures are in place to maintain the collection. A number the H D London Library, Community Archive Collections, of things can affect the condition of the collections, the Social and Natural History Collections and the Council’s including; unnecessary handling, lighting, heating, humidity, archives. The collection contains over 200,000 items, pests, and a natural disaster. We only handle the collections CH, STO which includes a number of items deemed to be of national EAR RA where necessary and the lighting, heating and humidity are ES GE R & importance – these range from Taonga Māori to the Beacon , at a level to not damage the assets. We cannot prevent an & CULTURE ARTS Exhibitions, Research, Archives Storage & N A O R I C Photographic Collection, recently gifted to the museum IT H earthquake or tsunami from occurring. However, we can B I I V and gallery. H E help to minimise the damage that may occur to the artefacts

X S E as a result. Through housing the collection in acid free boxes, digitalisation, staff training, audits of the collection, and emergency contingency planning, we can ensure the collections are kept in a safe environment. 168 | Whakatāne District Council | Long Term Plan 2012 - 22

This is important as some items are irreplaceable and HOW THIS ACTIVITY IS FUNDED considered objects of national importance. If these are damaged, lost or stolen, it can affect New Zealand’s sense Our activities are funded from a variety of sources. of identity. The pie chart illustrates how we will pay for the operational running of this activity. In line with national standards Further explanations on the funding of this activity can be There are a number of statutes, standards and guidelines found in the Revenue and Financing Policy contained in the that aim to protect, preserve and promote arts and culture in ‘Our Costs in Detail’ chapter. New Zealand. The Council is required to keep its important information under the Public Records Act 2005. This activity is responsible for the safe storage of the Council’s ofﬁ cial General rates – High records in its Research, Storage and Archives Facility. In terms of the collections, many of these items are protected by the Protected Objects Act 1975. A safe, secure, long term environment must be maintained to preserve our collections for future generations to enjoy. The new facility will provide this with stable temperature and humidity conditions, and secure storage. These are only a couple

of examples of standards which we must follow in this Fees and charges – Low activity. There are many more that ensure the safety of our information and collections.

WHAT WE WANT TO ACHIEVE

The Council has set some targets to show whether we are achieving our goals for this activity. The following table shows these targets for the next 10 years. We will report back to the community through the Annual Report each year, so you will know whether we have achieved this level of service. ARTS & CULTURE & ARTS Research, Exhibitions, Archives Storage & CURRENT TARGET PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

The Council provides dynamic facilities and services that help create a strong sense Number of exhibitions Minimum Minimum Minimum Minimum New measure of community pride and identity, reﬂ ecting per year of 10 of 10 of 10 of 10 the heritage and culture of our region R H LLS IAL PR IONE OUS HA ERC OP NS IN M ER E G M T P O Y C

HALLS

HANICS SUPERMARKET DAIRY

COMMUNITY PROPERTY Ngā Rawa o Te Hapori 170 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general 475 631 623 671 781 715 789 727 794 848 811 charges, rates penalties - Targeted rates (other than a targeted rate for water supply) ------41 Subsidies and grants for operating purposes ------665 Fees, charges, and targeted rates for water supply 730 751 773 796 821 844 867 893 923 953 - Internal charges and overheads recovered ------Local authorities fuel tax, fi nes, infringement - 6667777788 fees, and other receipts 1,181 Total operating funding (A) 1,367 1,380 1,450 1,584 1,543 1,640 1,601 1,694 1,779 1,772 Applications of operating funding 613 Payments to staff and suppliers 670 692 681 701 705 713 730 754 777 802 40 Finance costs 29 24 23 23 22 21 19 17 16 16 423 Internal charges & overheads applied 361 367 377 382 391 406 413 426 445 454 - Other operating funding applications ------1,076 Total applications of operating funding (B) 1,060 1,083 1,081 1,106 1,118 1,140 1,162 1,197 1,238 1,272 105 Surplus (defi cit) of operating funding (A-B) 307 297 369 478 425 500 439 497 541 500 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------55 Development and fi nancial contributions 59 60 62 64 66 68 70 72 74 77 (43) Increase (decrease) in debt (123) (26) (26) (26) (26) (26) (27) (27) (27) 63 350 Gross proceeds from sale of assets 319 233 7,517* 7,089* ------Lump sum contributions ------362 Total sources of capital funding (C) 255 267 7,553 7,127 40 42 43 45 47 140 Applications of capital funding Capital expenditure - - to meet additional demand 24 - 10 47 40 30 72 34 89 108 COMMUNITY PROPERTY PROPERTY COMMUNITY COMMUNITY 80 - to improve level of service 85 77 79 82 84 87 89 67 70 170 68 - to replace existing assets 172 142 416 203 552 376 320 461 884 417 319 Increase (decrease) in reserves 281 345 7,417 7,273 (211) 49 1 (20) (455) (55) - Increase (decrease) of investments ------467 Total applications of capital funding (D) 562 564 7,922 7,605 465 542 482 542 588 640 (105) Surplus (defi cit) of capital funding (C-D) (307) (297) (369) (478) (425) (500) (439) (497) (541) (500) - Funding Balance ((A-B) + (C-D)) ------

*Retirement of debt funded by sale of surplus land (refer to the ‘Drivers & Challenges’ section of the Financial Strategy for impact if surplus land not sold)

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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e l lb e in g developments thatprovide72rentableunitsinWhakat Where thereisasurplus,this moneyisusedtooffset rates. operation, managementandrefurbishment oftheunits. Any incomereceivedfromthis activityisusedforthe ratepayers moneytomaintain astheyareselffunding. they wouldpaytoaprivateowner. The unitsdonotcost rate, meaningtenantsarepayingslightlylessrentthan of theapplicant. The unitsarerentedat20%belowmarket taking intoaccounttheneedsandpersonalcircumstances of 95%. The units areallocatedonacasebybasis, units areverypopular, withanaverageoccupancyrate safety andprotectionoftheelderlytenants. The housing We dothisinresponse topublicdemandandensurethe WHY WEDOIT Policy. units. This activity isguidedbythePensionerHousing and twoinMuruparathatprovideafurthersevenrentable bene Currently weownsixhousingdevelopmentsforthe WHAT THIS ACTIVITY DELIVERS PENSIONER HOUSING fi t oftheelderlyinourDistrict. There arefourhousing ā ne, still remainatop priority. community. The safetyand protectionoftheresidentswill provide maximum bene review thewayourunitsaremanaged toensurethey we decidednottocontinuewith theproposal.We will due toalargenumberofsubmissions fromthecommunity, some bene Pensioner Housingwassignalled asanactivitywhere on theideaofdivestingsome ofournon-coreactivities. services wedeliveredandconsulted withthecommunity During thedevelopmentof lastLTP welooked atallthe Review ofthemanagementunits income receivedfromtheunits. housing units. These costsarecoveredbytherental on theongoingmaintenanceandrenewalsofpensioner live theirlives.Overthenext10yearswewillspend$1.39m rails, tomakeiteasyfortheresidentsmovearoundand maintenance servicesandspecialist responsible fortheirrentalhome.We doprovidesomeextra are responsiblefortheunitjustasanyotherpersonis as aresthome. The tenantsareindependentpeopleand home. This does notmeanweprovidethesamefacilities elderly residentsoftheDistrictwithasafeandsecure The purposeofthepensionerhousingunitsistoprovide The unitsarejustlikeanyotherrentalproperty RESPONDING TO OURISSUES fi t maybegainedfromdivestment.However, Whakat ā ne DistrictCouncil fi t toboththetenantsand wider | Long Term Plan2012-22 fi xtures suchasgrab |

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COMMUNITY PROPERTY Pensioner Housing 172 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

CURRENT PERFORMANCE TARGET

GOAL MEASURE YEARS YEAR 1 YEAR 2 YEAR 3 4-10 (2012/13) (2013/14) (2014/15) (2010/11) (2015-22)

Affordable, safe and secure pensioner housing Number of Council is provided to people who pensioner units New measure 79 79 79 79 meet the Whakatāne District provided Council eligibility criteria

HOW THIS ACTIVITY IS FUNDED

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

Fees & Charges - Full COMMUNITY PROPERTY COMMUNITY Housing Pensioner

THE COMMUNITY OUTCOMESTHIS ACTIVITY

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e l lb e in g found inthe‘Our CostsinDetail’ chapter. To respondto someoftheissues,Councilwillundertakefollowing keyproject. The fulllistofcapitalprojectscanb What wearegoingtodo Note: The figures inthistableare notadjustedfor inflation. in theprovisionofcommunity halls,orgoverninghowwe There arenolegislativerequirements forustobeinvolved them toberetainedatanaffordable level. was ourcommunitiesdovalue andusetheirhallswant the HallsReviewin2010, dominantmessagereceived and learningactivities.Fromfeedbackwereceivedduring to buildcommunityspiritandencouragerecreational,social We dothisactivity toprovidethecommunitywithfacilities WHY WEDOIT the Whakat There are14urbanandruralcommunitybasedhallsin WHAT THIS ACTIVITY DELIVERS HALLS affordable andavailable forall. the wholecommunitytoutiliseandweaimkeepthem sporting needsofthecommunity. They arefacilitiesfor halls areavailablefortherecreation,cultural,socialand the Districtandareavaluedassettocommunity. The meetings andsocialoccasions. The hallsarespreadacross reasonable feeandarefrequentlyusedforsports,events, Memorial Hall. These hallsarehiredbythecommunityfora centre investigation Multi sportsevents ā ECITO YA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION ne District,includingtheWhakat 012 500Development Contribution8% 75,000 2021/22 ā ne War your localhallmanagementcommittee. halls aremanagedbycontacting yourcommunityboardor the LTP. We encourageyoutogetinvolved with howyour associated equipmentwillbe $1.96m overthe10yearsof the ongoingmaintenanceand renewalsofthehallsand better utilisationofthehallsandfacilities. The costof maximum bene shared andlookingatwaystoensurewearegettingthe partnership optionswithcommunitygroupssofacilitiesare operation ofthehalls.We willalsobelookingintovarious community tobecomemoreinvolvedintheownershipand strategy andpolicy. The aimoftheseistoencouragethe and urbanareas. Through thisLTP wewillimplementthe management anddevelopmentofcommunityhalls,inrural Strategy andCommunityHallsPolicytohelpwiththe As partofthelastLTP wedevelopedaCommunityHalls Your halls RESPONDING TO OURISSUES Halls StrategyandCommunityPolicy. operate thehalls. This activityisguidedbytheCommunity Whakat Loan 92% ﬁ t outofoururbanhalls. This will encourage ā ne DistrictCouncil | Long Term Plan2012-22 e |

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COMMUNITY PROPERTY Halls 174 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

CURRENT TARGET PERFORMANCE GOAL MEASURE YEARS 4-10 YEAR 1 (2012/13) YEAR 2 (2013/14) YEAR 3 (2014/15) (2010/11) (2015-22)

Satisfaction with public halls (Customer Satisfaction 71.5 70 - 74 71 - 75 72 - 76 73 - 77 The community is Index score) provided with sufﬁ cient community halls and Four urban Four urban Four urban Council Four urban Four urban pavilions that are Council managed, Council managed, Sufﬁ cient community halls and managed, Council managed, Council Four rural Council two rural Council functional, affordable pavilions provided in each ward managed, six and two rural and four rural and available by the Council or the community Six rural Council Six rural Council rural community community community managed managed managed managed managed

HOW THIS ACTIVITY IS FUNDED General Rates - Low Fees & Charges - High Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. COMMUNITY PROPERTY COMMUNITY Halls THE COMMUNITY OUTCOMESTHIS ACTIVITY

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I n f ra s tr uc ture Piripai. this LTP wewilldivestsomeof ourcommercialpropertyat revise themanagement ofthepropertiesifneeded. Through and areregularlyreviewed.We arereadytorespond and Generally, ourleaseagreements areshorttermleases conditions withtheCouncil’s longtermplans. use. The waywedothisistoalignthelease terms and better opportunityarises,weneed theabilitytochange a lotofourbuildingstoreceive anincomebutwherea we maywanttoutilisethemat somepoint.We rentout Because thesepropertiesare keptforstrategicreasons, Keeping ouroptionsopen RESPONDING TO OURISSUES medium term,helpingtooffset rates. properties toensuretheyachieveacommercialreturninthe Council andthecommunityinfuture.We managethese in astrategiclocationormayhavepotentialvaluetothe We keepthese commercial propertiesbecausetheyare WHY WEDOIT commercial tenancies. income forus. These propertiesincludearentedhouseand own andrunascommercialventures,whichprovidean Our commercialpropertyisaseriesofninepropertieswe WHAT THIS ACTIVITY DELIVERS COMMERCIAL PROPERTY ‘Our CostsinDetail’ chapter. found intheRevenueandFinancingPolicycontained Further explanationsonthefundingofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED through theleases. almost $1m,however, propertiesdoprovideanincome General renewalsduringthecourseofthisLTP willcost represents asigni The ongoingcoststomaintainandrenewtheseassets Costs ofmaintainingtheseassets General Rates– Whakat ﬁ cant costoverthenext10years. ā ne DistrictCouncil Medium Fees &Charges – | Long Term Plan2012-22 Subsidies – Low Low |

175

COMMUNITY PROPERTY Commercial Property 176 | Whakatāne District Council | Long Term Plan 2012 - 22 COMMUNITY PROPERTY COMMUNITY Property Commercial REAT , REC ION S & CRE CONVEN TIC CENT & HARB RMATIO ES & S IE MA IC IEN UA R TS O FO N RV PO R T L C E R U IN C E R E O E Q S O R E S T T B A R E S R U S P N R E I O T , F M U P IT R S IE M S K L E I E R D C V A S P

RECREATION & COMMUNITY FACILITIES Te Whare Tapere o Tanerore me ngā hua ka puta ma Te Hapori 178 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general 1,186 5,729 5,884 5,652 5,787 5,933 6,085 6,261 6,486 6,671 6,805 charges, rates penalties 4,342 Targeted rates (other than a targeted rate for water supply) 331 347 361 388 410 431 449 468 479 491 10 Subsidies and grants for operating purposes 6 6 6 7 7 7 7 7 8 8 2,711 Fees, charges, and targeted rates for water supply 2,811 2,927 3,053 3,159 3,292 3,385 3,539 3,672 3,798 4,210 1,791 Internal charges and overheads recovered 1,711 1,718 1,749 1,777 1,817 1,868 1,922 1,978 2,042 2,107 Local authorities fuel tax, fi nes, infringement 42 90 45 100 48 106 51 112 54 119 57 fees, and other receipts 10,083 Total operating funding (A) 10,678 10,927 10,921 11,166 11,565 11,827 12,290 12,665 13,117 13,678 Applications of operating funding 4,409 Payments to staff and suppliers 4,396 4,529 4,686 4,762 4,931 4,992 5,179 5,319 5,510 5,639 396 Finance costs 466 491 517 245 251 271 280 289 305 308 3,228 Internal charges & overheads applied 3,507 3,520 3,579 3,598 3,668 3,791 3,875 3,992 4,142 4,251 - Other operating funding applications ------8,033 Total applications of operating funding (B) 8,369 8,540 8,782 8,605 8,850 9,054 9,334 9,600 9,957 10,198 2,050 Surplus (defi cit) of operating funding (A-B) 2,309 2,387 2,139 2,561 2,715 2,773 2,956 3,065 3,160 3,480 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure 60 62 37 ------137 Development and fi nancial contributions 23 24 25 25 26 27 28 28 29 30 (143) Increase (decrease) in debt (366) 38 (4,556) 39 54 300 112 63 120 160 - Gross proceeds from sale of assets 25 - 5,294 1,200 ------Lump sum contributions ------(6) Total sources of capital funding (C) (258) 124 800 1,264 80 327 140 91 149 190 Applications of capital funding Capital expenditure 49 - to meet additional demand 40 ------REC & COMM FACILITIES FACILITIES FACILITIES & COMM & COMM & COMM REC REC REC 428 - to improve level of service 541 712 646 609 500 692 509 496 522 522 1,342 - to replace existing assets 867 685 913 2,793 2,957 2,255 1,875 1,704 3,024 2,718 224 Increase (decrease) in reserves 603 1,114 1,380 423 (662) 153 712 956 (237) 430 - Increase (decrease) of investments ------2,043 Total applications of capital funding (D) 2,051 2,511 2,939 3,825 2,795 3,100 3,096 3,156 3,309 3,670 (2,050) Surplus (defi cit) of capital funding (C-D) (2,309) (2,387) (2,139) (2,561) (2,715) (2,773) (2,956) (3,065) (3,160) (3,480) - Funding Balance ((A-B) + (C-D)) ------Whakatāne District Council | Long Term Plan 2012 - 22 | 179

PARKS, RESERVES, RECREATION & SPORTSFIELDS THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS This may include the use of reserves for weddings, sports ﬁ xtures, musical events, markets or entertainment. We also We provide reserves across the District, in the urban deliver recreational services to encourage the community to areas of Whakatāne, Edgecumbe, Murupara, Ōhope and be active. We deliver these services through contracts and

e e r Tāneatua and throughout rural areas of the District. l u ia t partnerships with other organisations. b c l u C e tr o g Our reserves are either local reserves designed to meet & s Q m in A ra u s m be ffo Inf ali ice un ell- rdable ty Serv ity W the needs of local neighbourhoods, or community reserves WHY DO IT providing a wider range of facilities and attracting users from the wider community. Many of these reserves include There is a strong desire from the community to have playground facilities such as swings, slides and climbing quality recreational space available. We provide the V a t l n facilities in the most appropriate and convenient locations. ui e frames. Some of our reserves provide sportsﬁ elds used ng nm Our Enviro mainly for organised sport. Speciﬁ c reserves alongside Having accessible recreational spaces helps to build riverbanks, lakes or the coast provide for recreation, access communities that interact with each other, are healthy, to the water and conservation values. We also maintain a happy and well connected. Providing recreational spaces number of reserves for operational purposes. For example means clubs are established and maintained that make use road reserves that have our infrastructure buried beneath of the facilities, which increases opportunities and activities them making them inappropriate for any other use. for all in the District.

The level of maintenance for the various Council reserves RESPONDING TO OUR ISSUES

depends on what each reserve is used for. We look after the New reserves might be needed vegetation which includes maintaining trees and gardens, While the number of reserves we manage is sufﬁ cient to and keeping the grass mowed. For sportsﬁ elds, we have provide an acceptable level of service to our community, we to ensure the turf is maintained to a level appropriate for frequently monitor our facilities to understand community sports, including fertilising, watering and mowing. requirements. We are aware of some concern around elds

Our parks and reserves often include facilities such as ﬁ , RECREATION ES & S competition for existing facilities, as capacity becomes an RV PO E R furniture, shade sails, paths and fences that require S T E S REC & COMM FACILITIES Parks, Reserves, Recreation & Sports R issue. To make sure we are responsive to the community’s , F S IE maintaining. We undertake regular reviews and K L R D changing needs, we have studied our sportsﬁ elds, including A S maintenance of our playground equipment to ensure there P doing a stocktake and analysis of how they are being used. are no hazards. The study highlighted opportunities to work with other The use of reserves is managed through a booking system organisations such as schools to provide increased facilities to ensure reserves are accessible to all. for the community. It also highlighted that expanding the 180 | Whakatāne District Council | Long Term Plan 2012 - 22

use of our current facilities would help manage demand. as esplanade reserve. To enable us to acquire this land Providing higher quality turf, that can withstand extra use, when it is available, we budget $250,000 on an annual or by increasing the hours of use through fl ood lighting, is basis. a more cost effective solution than creating new facilities. Beautifying our harbour Because we have not yet seen a signifi cant growth in population, the construction of new tennis courts in Ōhope Every year we undertake projects to develop the has been deferred. However, there is a community led Whakatāne harbour, including the Whakatāne River Bank. project that is looking to develop tennis courts at Bluett This includes projects like upgrading the lighting, improving Park. cycle and walking facilities and enhancing the look of the harbour. These works are predominantly paid for from the We measure this activity by providing recreational space Harbour Endowment Fund and where possible we work in relative to our population throughout the District. As our conjunction with other organisations. A project planned for community grows, so too will our need for open space the term of this LTP will be to extend the walk and cycle way reserves. New housing developments often create a need along the Whakatāne River on top of the stop bank. for increased facilities, especially outdoor communal This project is in keeping with our Walking and Cycling recreational space. While providing appropriate space for Strategy and will be developed in conjunction with the a playground or park is often part of a large development, Bay of Plenty Regional Council, adjoining property owners the responsibility for developing, maintaining and renewing and other stakeholders. The path would be developed in the recreational space sits with the Council. While we have a staged approach during the period of this plan. During an ambition to grow our District, we have yet to see this the term of this LTP we plan to spend $50,000 per year on happen enough for us to include budget within this plan for these harbour beautifi cation projects, with the exception of substantial new reserves. Our ongoing maintenance costs the fi rst year where we will spend $100,000. for this activity without the addition of new reserves will be $7.95m over the 10 years of this plan. Walking and cycling opportunities Central Government has changed its funding priorities in Buying up our prime spots recent years which has led to a move away from funding Our beautiful natural environment is at its peak around walking and cycling projects. In response to this, we are our coastal shores, where we have world-class beaches. proposing to include $75,000 per year to complete walking REC & COMM FACILITIES & COMM REC & Recreation Parks, Reserves, Sports Fields To maintain access to these special places and provide and cycling projects in conjunction with other organisations increased opportunity for recreational activities, we will or groups. For example, we have deferred construction undergo a programme of acquiring land to improve public of a river walkway from Edgecumbe to Thornton but we access. This is land that is being subdivided for residential may reinstate this project if a partner is found. One of the purposes and may create an extra parcel in the Coastal projects we are proposing to include is the upgrade of the Protection Zone, which has very limited use for landowners popular Toi’s Track between Whakatāne and Ōhope. akn n yln rjcs21-27000RestrictedReserves100% 750,000 2012-22 DevelopmentContribution6% 2,500,000 Walking andcyclingprojects 2012-22 Whakat Harbour beauti Coastal landacquisition ā ne Tois Track 2012-15 250,000 Renewal 39% Renewal 250,000 2012-15 ne Tois Track Warren Cole walkandcycleway, Whakat ECITO YA OA $ FUNDING SOURCE TOTAL ($) YEAR DESCRIPTION fi cto 022 5,0 Development Contribution6% 550,000 2012-22 cation ā ne be foundinthe‘OurCosts Detail’ chapter. the followingkeyprojects. The fulllistofcapital projectscan To respondto someoftheissues,Councilwillundertake What wearegoingtodo remaining 50%. assist NetballWhakatanetosecureoutsidefundingforthe to fund50%oftheworks(approximately$80,000)andwill courts whichareinneedofresurfacing.We areinaposition resurfacing offournetballcourts,however, therearestillsix has previouslysupporteddrainageimprovementsandthe deteriorated andareinneedofresurfacing. The Council Over theyears,CutlerCrescentnetballcourtshave Resurfacing ofCutlerCrescentnetballcourts on capitalvalueweareenhancingourfocusaffordability. value properties.Byincreasingtheportionofratesbased use ofgeneralratestofundthisactivitywillbene Moving awayfrom We havechanged howwefundourDistrictwideparks. All payingthesame Note: The figuresinthis tablearenotadjusted forinflation. Whakat fi ā xed chargetargetedratestowardsthe ne DistrictCouncil Restricted Reserves94% Loan 94% Development Contribution 11% Subsidy 50% | Long Term Plan2012-22 fi t lower t |

181

REC & COMM FACILITIES Parks, Reserves, Recreation & Sports Fields 182 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE YEARS GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 4-10 (2010/11) (2012/13) (2013/14) (2014/15) (2015-22)

Satisfaction with parks Assets are well maintained and reserves in the throughout all parks and recreational Whakatāne District 74.9 73 - 77 74 - 78 75 - 79 76 - 80 facilities providing a high standard (Customer Satisfaction of appearance and functionality Index score)

Adequate sports ﬁ elds/grounds are provided to meet the needs Amount of active of users and are kept to a high recreation space 1.5ha 1.5ha 1.5ha 1.5ha 1.5ha standard by regular mowing, available in the District herbicide applications and per 1,000 people specialised turf grass treatments

HOW THIS ACTIVITY IS FUNDED General Rates – High Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter.

REC & COMM FACILITIES & COMM REC & Recreation Parks, Reserves, Sports Fields Fees & Charges – Low Whakatāne District Council | Long Term Plan 2012 - 22 | 183

CEMETERIES & CREMATORIUM THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS Providing these facilities helps us protect the health and safety of our community. There are speciﬁ ed This service focuses on providing cemetery and requirements, standards and processes we must follow crematorium facilities for the community. This includes for the maintenance and operations of the cemeteries and

e e r providing the services of a sexton and a venue for a l u ia t crematorium. The Burial and Cremations Act 1964 requires b c V t le u a n tr lu e crematorium service. We manage six cemeteries, located & s Q i A ra u s ng nm us to provide cemeteries and clearly deﬁ nes the standards ffo Inf ali ice O iro rdable ty Serv ur Env in Whakatāne (Hillcrest and Domain Road), Tāneatua, we have to meet when operating them. Waimana, Murupara/Galatea and Matatā, which is managed by a trust on our behalf. These cemeteries provide space We have expanded the facilities we provide to include for new burials and operate as per the timeframes stipulated a crematorium, to respond to changing community in our Bylaw. requirements. People now look for a more sustainable way of providing for loved ones following a death. Our crematorium located at the Hillcrest Cemetery in Whakatāne opened in 2009 and provides a valuable service RESPONDING TO OUR ISSUES for our community, who previously had to travel out of the Ageing population increases pressure on cemeteries District to utilise a crematorium facility. Due to the ageing population, it could be expected that WHY DO IT the number of burials and also burial plots will increase. The new crematorium has helped to alleviate this pressure There is a strong public demand from the community for by reducing the number of burial plots required, with an us to provide these facilities. They need to be well located increase in smaller ashes plots required. This has enabled throughout our District. The community requires attractive, us to delay the expansion of the Hillcrest cemetery so we restful facilities, which cater for the differing needs of the can now develop the expansion in two stages over the next community, such as Returned and Services Association, 10 years. This will ensure we have enough burial plots and lawn areas and memorials. The District’s cemeteries are & CR ashes plots for the next 25 years. The expansion may also IES EMA also used by the community as a peaceful, open place to ER TO provide an opportunity to accommodate further changes in T R E visit and walk. REC & COMM FACILITIES Cemeteries and Crematorium M IU community demand. For example, we will consider whether E M C The history and essence of our community is contained there is a need for interdenominational sections. within our cemeteries. They tell a story about our people and events of the past. It is important that we preserve this history for future generations. 184 | Whakatāne District Council | Long Term Plan 2012 - 22

What we are going to do

To respond to some of the issues, the Council will undertake the following key project. The full list of capital projects can be found in the ‘Our Costs in Detail’ chapter.

DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE 2013/14 Development Contribution 6% Whakatāne cemetery expansion 364,033 2017/18 Loan 94%

Note: The figures in this table are not adjusted for inflation.

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE YEARS GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 (2010/11) 4-10 (2012/13) (2013/14) (2014/15) (2015-22)

Satisfaction with Appropriate and cemeteries & sufﬁ cient cemetery crematorium in the and crematorium 83.7 82-86 83-87 84-88 85-89 Whakatāne District services are available (Customer Satisfaction to residents Index score)

HOW THIS ACTIVITY IS FUNDED Fees and Charges – Medium

Our activities are funded from a variety of sources.

REC & COMM FACILITIES & COMM REC and Crematorium Cemeteries The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. General Rates – Medium Whakatāne District Council | Long Term Plan 2012 - 22 | 185

PUBLIC CONVENIENCES THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS RESPONDING TO OUR ISSUES

We own and operate 37 public conveniences for the use Maintaining our facilities of the general community. You can ﬁ nd these facilities at Due to our key goal of trying to maintain affordability, we will

e e r parks, reserves, and popular recreational locations. l not extend the number of public conveniences or drinking u ia t b c V t le ru a n t lu e We operate the facilities in response to community demand. & as Q in m fountains we provide over the next 10 years. However, we A fr u es g on ffordable In ality Servic Our Envir For example, ensuring public conveniences at the boat must continue to manage and maintain our current facilities ramp are open early in the morning when demand from to ensure we provide the same service to the community. boat owners is high, or having facilities available during There are projects and upgrades required to manage the large sporting events. Often these conveniences include facilities so they do not deteriorate to a point where they other facilities such as showers, changing rooms or drinking provide a risk to health and safety or are expensive to fountains. The public conveniences are regularly cleaned service and maintain. These ongoing maintenance works and monitored. for the term of this LTP will cost $770,000.

WHY WE DO IT

There is a strong community demand for us to provide public conveniences around the District, especially at our more popular recreational spaces. These facilities meet the needs of our community when people are out and about, and are located for the convenience of people using other Council facilities such as boat ramps and playgrounds.

ONVEN IC C IEN BL CE U S REC & COMM FACILITIES Public Conveniences P 186 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT WE WANT TO ACHIEVE

TARGET CURRENT PERFORMANCE YEARS GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 (2010/11) 4-10 (2012/13) (2013/14) (2014/15) (2015-22)

Satisfaction with Adequate public public toilets in the conveniences will be Whakatāne District 68.3 66-70 67-71 68-72 69-73 provided where required (Customer Satisfaction in the community Index score)

HOW THIS ACTIVITY IS FUNDED General Rates – Full

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational running of this activity.

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. REC & COMM FACILITIES & COMM REC Public Conveniences Whakatāne District Council | Long Term Plan 2012 - 22 | 187

AQUATIC CENTRES THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS children. Opportunities to exercise and have fun in a social environment are also very important. The positive impact We provide two aquatic centres in the District - the of swimming on our community’s health and well-being is Whakatāne District Aquatic Centre and the Murupara valuable. The swimming facilities and the spa pools are

R e swimming pools, known as A H Lynd Memorial Baths. e r l used for occupational therapy treatment and rehabilitation. u ia t c b C le ru g The Whakatāne District Aquatic Centre has a 25m indoor t o n & as Q m ei A fr u es mu l-b ffordable In ality Servic nity Wel pool and a 33m outdoor heated pool - available in the RESPONDING TO OUR ISSUES summer months. Facilities at the centre also include a Children need a place to learn learners’ pool, a shallow beach paddling pool, a hydroslide and two spa pools. The Aquatic Centre provides the The need for a community pool is increasing as schools opportunity for people to learn to swim, through group or no longer receive funding from the Ministry of Education private lessons, baby swim classes and school holiday for swimming facilities. As well as providing access to programmes. These services compliment the programmes the pools, we are able to work with other organisations run through local schools, many of who use the centre for to provide both training for teachers and learn to swim swimming lessons and carnivals. The pools also provide programmes. Hiring swimming lanes enables people to opportunities for local clubs such as swimming, surf run personalised training sessions as required. The learner lifesaving, kayaking, triathlon, dive schools and underwater and paddling pools provide a great learning environment hockey. Other options available include pool parties, a to improve our children’s water conﬁ dence and make ﬁ tness centre and classes such as aquacise. This aquatic swimming skills fun and easy. centre is used by people from across our District. Extending the recreational opportunities

The Murupara swimming pools are outdoors and include The aquatic centres provide excellent recreational activities a paddling pool and a heated 33m swimming pool. for the community. The current facility in Whakatāne also These are open for a limited season over the summer provides the operation of a ﬁ tness centre (gymnasium) to months, which depends on demand. It is mainly used by the expand the range of recreational opportunities available TIC CEN local community and schools. Private swimming lessons are UA TRE to the community. However, there is opportunity to extend AQ S provided at the pools. facilities at both of our centres further. Providing outdoor REC & COMM FACILITIES Aquatic Centres seating areas, landscaping and barbeque facilities are WHY WE DO IT potential future opportunities we would like to pursue in Having facilities available in our District for people to conjunction with other organisations, providing an excellent learn to swim in a safe environment has a huge beneﬁ t sponsorship opportunity. This would provide enhanced for the community, especially as we live in an area with facilities for events such as birthday parties, end of year many natural waterways presenting play areas for our social events or family gatherings. 188 | Whakatāne District Council | Long Term Plan 2012 - 22

Maintaining our facilities All paying the same

While we seek to take advantage of any opportunities for We have changed how we fund this activity in order to community funding to improve facilities, the majority of work reﬂ ect our focus on affordability. This includes moving undertaken in this activity is the maintenance and operation away from a ﬁ xed charge targeted rate for each community of our current facilities. Assets involved in providing the depending on how far from the facilities you are located. aquatic centres require ongoing renewals and servicing. We now fund this activity through the general rate, Where savings can be made in the cost of maintenance, increasing the portion funded by capital value and therefore opportunities can arise to provide improvements to the positively impacting lower value properties. buildings and facilities, however, this is undertaken within General Rates – High current budgets of $958,000 over the next 10 years. HOW THIS ACTIVITY IS FUNDED

Our activities are funded from a variety of sources. Operating our facilities The pie chart illustrates how we will pay for the operational In the past we have operated our aquatic centres under running of this activity. contract arrangements with external providers. However, Further explanations on the funding of this activity can be early in the term of this plan we will change this method found in the Revenue and Financing Policy contained in the of delivery to be undertaken in-house. This will ensure Fees & Charges – Low ‘Our Costs in Detail’ chapter. we are providing the best service to our community at the best price. We do not expect such a change to result in a substantial change to what this activity delivers, or the cost of operating our facilities.

WHAT WE WANT TO ACHIEVE

TARGET REC & COMM FACILITIES & COMM REC Aquatic Centres CURRENT PERFORMANCE GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS (2010/11) (2012/13) (2013/14) (2014/15) 4-10 (2015-22)

High quality, affordable Satisfaction with 75.7 74 - 78 75 - 79 76 - 80 77 - 81 and safe aquatic swimming pools in the facilities will be Whakatāne District provided in Whakatāne (Customer Satisfaction and Murupara Index score) Whakatāne District Council | Long Term Plan 2012 - 22 | 189

PORTS & HARBOUR THE COMMUNITY OUTCOMES THIS ACTIVITY CONTRIBUTES TO WHAT THIS ACTIVITY DELIVERS The assets of the Harbour Board were gifted to the Council for the beneﬁ t of the community as harbour This activity provides the infrastructure and facilities around endowment land. We have an obligation to maintain, our District’s ports and harbours, covering 45 sites. These operate and develop these facilities for the good of the

S R t R u n include the Main Commercial Wharf, Otauwhaki (Green) e e e e s r r community. The harbour endowment land earns income e l l ti u i u a mt a t bi pc b c n u u C Wharf and the Game Wharf in Whakatāne, as well as lea lro le r g b et t o n through leases, which we use to pay for the on-going &le avs &Q as m ei A E fer Au efrs mu l-b ffcoordnaobmleic I nD fafolitryd aSbelrev iIcn nity Wel Ōhope Wharf, Thornton and Ōhiwa ramps and various operation, maintenance and improvements of the ports and groynes (rock structures in the river which help control the harbour facilities. This way, we continue to provide these ﬂ ow of water) and navigational equipment. Some of the valuable assets to the community with minimal ratepayer facilities around these ports and harbours include car parks, funding. This helps to make the District an attractive place

V jetties, a weigh station, hardstand, wharves and navigation a t to work and play. There is more information about the l n ui e ng nm Our Enviro markers. The operation of this activity also includes services Harbour Endowment Fund contained in the ‘Financial such as disking the river mouth to ensure maximum access Strategy’ section. over the bar and berths available to rent. The harbour superintendent provides for the operation of the ports and RESPONDING TO OUR ISSUES harbour assets, using our vessel to undertake soundings, Maintaining our assets while looking recover logs to keep boat ramps and wharfs free from debris and providing assistance, if required, to boat owners to improve what we deliver in times of high ﬂ oodwater and storm. We are focussing our spending for this activity over the next 10 years on operating and maintaining our current We also own a number of different properties through the assets, to retain our current level of service. However, harbour activity. The majority of these are for commercial the community’s desire for new or improved facilities will land and are held in perpetual ground leases. always grow. To keep up with changing social trends and expectations, we are constantly looking at ways we can WHY WE DO IT improve the facilities we offer, by utilising opportunities that may arise. We would like to explore the options to & HAR By providing these facilities across our District’s harbour TS BO improve facilities for a wider range of water based activities. OR UR and coastline we are able to enhance the economy of

P REC & COMM FACILITIES Ports & Harbour our District, through enhanced recreational and business This may involve working with local clubs to look at how opportunities. This has beneﬁ ts for many of our residents. we can work together to provide improved facilities in the We undertake this activity in close conjunction with the future. Such an opportunity may arise as we carry out our Bay of Plenty Regional Council, sharing responsibility for scheduled renewal and replacement works. Our budget for different aspects of the management of the District’s ongoing maintenance upgrades and renewals for our ports coastal area. and harbours over the next 10 years is $1.32m. 190 | Whakatāne District Council | Long Term Plan 2012 - 22

One project that we are planning for 2012/13 is the These investigations are currently undergoing further development of a river play area alongside Mataatua consultation and modelling and will ultimately lead to a reserve. This may include facilities such as swings, slides resource consent being lodged. However, as a preferred and a fl oating raft as well as a dedicated swimming area. option has not yet been determined, the resulting works to We are also looking at options for how we manage the Ports undertake the fi nal option have not been included in this and Harbour Activity to ensure we are best utilising these LTP. Consultation on a fi nal option will occur alongside the valuable assets for our community. development of our next LTP (2015-25).

Access to our river entranceway Making the Port Ōhope Concept Plan a reality

Access to the Whakatāne River for both recreational We have developed a Port Ōhope Concept Plan to guide and commercial vessels is essential for the growth of how we can develop and enhance the Port Ōhope area in Whakatāne. The river entrance can become shallow when the future. The plan includes increased recreational facilities, river and sea conditions allow sand build-up on the bar. future housing opportunities and potential commercial or The construction of a wall on the western side of the retail facilities. The plan aims to ensure we conserve natural entrance has long been considered the best way of features in the area and improve connectivity with the beach preventing the shallowing as the confi ned channel will and harbour. We are selling some of the land we own in Port cause a fl ushing effect to move the bar out into deeper Ōhope in 2014/15 to allow developers to create a residential water. As a short-term solution in recent years we have subdivision and commercial facilities in line with the concept been undertaking regular discing to remove the debris plan. We are also looking at developing the remaining Port from the river mouth and keep the bar deeper and more Ōhope area in keeping with the concept plan. We will begin accessible. This approach has been successful over the construction in 2015/16 at a total project cost of $1.69m, last year or two, as we have had wetter winters. However, 94% of which will come from the Harbour Endowment Fund. when we experience drier winters we are likely to experience Development of the plan will be reliant on developers or problems with the bar the following season due to the lack of investors interested in taking up the opportunity that the fl ushing of the entrance. No amount of dredging or discing concept plan provides. is aggressive enough to keep the entrance reliably available for vessels during drier years. We have been investigating a long-term sustainable solution that will be acceptable to all REC & COMM FACILITIES & COMM REC Harbour Ports and interested parties. Technical investigations and consultation with the community undertaken over the last two years have identifi ed three preferred options to improve and maintain the navigability of the Whakatāne River mouth. Whakatāne District Council | Long Term Plan 2012 - 22 | 191

What we are going to do

To respond to some of the issues, the Council will undertake the following key projects. The full list of capital projects can be found in the ‘Our Costs in Detail’ chapter.

DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE

Whakatāne main wharf replacement 2015-17 4,500,000 Renewal 100% 2020-22

Port Ōhope wharf site upgrade/development 2015-20 1,685,000 Development Contribution 6% Restricted Reserves 94%

Note: The figures in this table are not adjusted for inflation.

WHAT WE WANT TO ACHIEVE

TARGET CURRENT GOAL MEASURE YEAR 1 YEAR 2 YEAR 3 YEARS PERFORMANCE (2012/13) (2013/14) (2014/15) 4-10 (2015-22)

Provide safe access to rivers and Satisfaction with harbour facilities 76.1 74 - 78 75 - 79 76 - 80 77 - 81 coastal water within the general in Whakatāne CBD including the vicinity of the Whakatāne CBD, Ōhiwa port and surrounding environment Harbour and Thornton Domain (Customer Satisfaction Index score)

HOW THIS ACTIVITY IS FUNDED Fees & Charges – Full

Our activities are funded from a variety of sources. The pie chart illustrates how we will pay for the operational

running of this activity. REC & COMM FACILITIES Ports & Harbour

Further explanations on the funding of this activity can be found in the Revenue and Financing Policy contained in the ‘Our Costs in Detail’ chapter. REC & COMM FACILITIES Visitor Information 192 recreational opportunities. of life localresidents byprovidinga widerrangeof Local attractions andeventsalsocontribute to thequality stimulate theeconomy byattractingvisitors to ourDistrict. Marketing and events managementisundertaken to Whakat and encouragevisitorslocals toexperienceallthat visitors totheDistrict,promote localbusinessventures The Visitor Informationserviceisundertaken towelcome summer months. The Districtwelcomes50,000 holidaymakersoverthe making asubstantialcontribution toourlocaleconomy. destination andtourismisan important growthindustry The Whakat WHY WEDOIT marketing campaignstoattractpeopleourDistrict. actively exploredandpromoted. Alongside eventswecreate focus. Conferencesarealsoagrowthareawhichisbeing events throughouttheyearwithbothabusinessandleisure We takealeadership orsupportroleinthedeliveryof also availablethroughthewebsitewww.whakatane.com manages hallandeventbookings. Tourism informationis and activitiesinaroundtheDistrict. This activityalso with bookingservicesfortransport,tours,accommodation The friendlystaff arelocaltravelexpertsandcanassist i-SITE network,providinglocalandregionalinformation. The Visitor Information Centreispartofthenation-wide as wellmarketingandeventsmanagement. Under thisactivityweprovidevisitorinformationservices, WHAT THIS ACTIVITY DELIVERS VISITOR INFORMATION

| Whakat ā ā ne hastooffer. ne DistrictCouncil ā ne Districthaslongbeenapopular holiday | Long Term Plan2012-22 General Rates– the ef recommendations thatcreateopportunitiesforimproving Centre, reportobservationsandmakeappropriate an independentassessmentoftheVisitor Information undertaken. The objectiveofthisreviewwastoperform A reviewoftheVisitor Information Centrewasrecently Offering abetterservice RESPONDING TO OURISSUES ‘Our CostsinDetail’ chapter. found intheRevenueandFinancing Policycontainedinthe Further explanationsonthefundingofthisactivitycanbe running ofthisactivity. The piechartillustrateshowwewillpayfortheoperational Our activitiesarefundedfromavarietyofsources. HOW THIS ACTIVITY ISFUNDED provide thebestservicewecantolocalsandvisitorsalike. working throughtheserecommendationstoensurewe ﬁ ciency andeffectiveness ofits operations.We are Medium Fees & Charges– Targeted Rates– Low

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CORPORATE & DISTRICT ACTIVITIES 194 | Whakatāne District Council | Long Term Plan 2012 - 22

WHAT THESE ACTIVITIES WILL COST AND HOW WE ARE GOING TO PAY FOR THEM FUNDING IMPACT STATEMENT

ANNUAL PLAN LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 OPERATIONAL Sources of operating funding General rates, uniform annual general charges, rates 207 582 420 208 (104) (78) (202) (182) (220) (143) (137) penalties 59 Targeted rates (other than a targeted rate for water supply) ------Subsidies and grants for operating purposes ------209 Fees, charges, and targeted rates for water supply 243 250 269 294 282 285 295 304 315 325 15,342 Internal charges and overheads recovered 11,375 11,469 11,640 11,610 11,787 12,211 12,324 12,676 13,155 13,346 Local authorities fuel tax, fi nes, infringement fees, and other 366 372 383 417 447 434 437 451 466 482 498 receipts 16,182 Total operating funding (A) 12,572 12,522 12,534 12,247 12,425 12,731 12,888 13,226 13,809 14,032 Applications of operating funding 8,912 Payments to staff and suppliers 9,728 9,995 10,308 10,545 10,797 11,201 11,284 11,624 12,078 12,254 247 Finance costs 269 268 234 203 192 221 232 227 230 223 4,159 Internal charges & overheads applied 395 412 415 428 439 451 460 472 487 498 413 Other operating funding applications 430 440 451 463 475 486 497 510 524 538 13,731 Total applications of operating funding (B) 10,822 11,115 11,408 11,639 11,903 12,359 12,473 12,833 13,319 13,513 2,451 Surplus (defi cit) of operating funding (A-B) 1,750 1,407 1,126 608 522 372 415 393 490 519 CAPITAL Sources of capital funding - Subsidies and grants for capital expenditure ------Development and fi nancial contributions ------407 Increase (decrease) in debt (464) (769) (624) (491) 326 552 (121) (85) (50) (49) - Gross proceeds from sale of assets 265 31 ------Lump sum contributions ------407 Total sources of capital funding (C) (199) (738) (624) (491) 326 552 (121) (85) (50) (49) Applications of capital funding Capital expenditure

CORPORATE & DISTRICT DISTRICT & CORPORATE DISTRICT & CORPORATE ACTIVITIES ACTIVITIES 112 - to meet additional demand ------1,278 - to improve level of service 600 255 281 124 693 716 145 154 168 181 885 - to replace existing assets 1,796 2,225 1,203 978 1,942 2,169 1,143 1,374 1,303 1,022 583 Increase (decrease) in reserves (945) (1,811) (982) (985) (1,787) (1,961) (994) (1,220) (1,031) (733) - Increase (decrease) of investments 100 ------2,858 Total applications of capital funding (D) 1,551 669 502 117 848 924 294 308 440 470 (2,451) Surplus (deﬁ cit) of capital funding (C-D) (1,750) (1,407) (1,126) (608) (522) (372) (415) (393) (490) (519) - Funding Balance ((A-B) + (C-D)) ------Library & ExhibitionCentre internal focusandassistsusintherunningofCouncil. a numberofothersmalleractivitieswhichhavepurely have moreofafocusonwhatwedelivertoyou. There are mentioned inthefollowing pages. works intheCorporate andDistrict Activities andtheseare are othercapital improvement,maintenance andrenewal replacements over thecourseofLTP is$3.24m. There vehicle replacements. The total oftherenewalworksand that occurinthesmallerinternal activitiessuchas There areanumberofrenewal worksandreplacements RESPONDING TO OURISSUES principal repaymentiscollected throughthegeneralrate. from theseloansisalsoallocated asoverheadswhilethe way ofcorporateloansordepreciation funding. The interest have occured.Capitalexpenditure isgenerallyfundedby overheads allocatedtothemajority ofourgroupactivities allocated acrossouractivities.Changesintheportionof development ofthisLTP wereviewedhowoverheadsare by chargingoverheadsonotheractivities.Duringthe The operationalcostsassociatedwiththisgrouparefunded HOW THISGROUP ISFUNDED contains detailonthesigni referred toasour‘internalactivities’. The followingsection our projects,plansandexternalactivities. These areoften the activitiesthatareinvolvedinsupportingdeliveryof The CorporateandDistrict Activities groupcontainsallof WHAT IS THIS GROUP OF ACTIVITIES? CORPORATEDISTRICT ACTIVITIES AND Whakat ā ne DistrictCouncil ﬁ cant internalactivitiesthat | Long Term Plan2012-22 |

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CORPORATE & DISTRICT ACTIVITIES CORPORATE & DISTRICT ACTIVITIES Customer Services 196 196 WHAT WE WANT TO ACHIEVE level ofcustomerservice. these needs,wemustprovideanef needs arevariedandcontinuallychanging. To meet sometimes only, pointofcontact.We realiseourcustomer’s and processingpayments. They areusuallythe requests, managingbookings(forparks,reservesetc.), service, processingLandInformationMemorandum(LIMs) including processingandmanagingincomingrequestsfor customer servicesstaff haveanumberofresponsibilities you visitourservicecentresorwhencallus. The This activityprovidesthefriendlystaff thatgreetyouwhen WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT CUSTOMER SERVICES know whetherwehaveachieved thislevelofservice. these targetsforthenext10years.We willreportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows

| | Whakat Whakat Service Centres competent andef activities through fully access toCouncil's The communityhas ā ā ne DistrictCouncil ne DistrictCouncil OLMEASURE GOAL fi cient | | Long Term Plan2012-22 Long Term Plan2012-22 Satisfaction Index score) Desk Staff (Customer Customer Service/Front overall servicefrom the Satisfaction with the seconds answered within30 telephone calls Proportion ofcustomers’ fi cient andconsistent fi rst, and rst, CURRENT PERFORMANCE (2010/11) 19 0 0 0 80% 80% 80% 80% 81.9% 807 07 17 279-83 78-82 77-81 76- 80 78.0 developing ourknowledgedatabase. These includeupgradingthetelephonysystemandfurther of projectsthathelpustodeliveramoreef the effective delivery ofthisservice. There areanumber the appropriatepersonorareaofCouncil. This ensures trained totryhelpwheretheycananddelegateissues they arequestionedonanumberofissues.Ourstaff are contact inanumberofdiffering situations. This oftenmeans The customerservicesstaff areusuallythe Here tohelp RESPONDING TO OURISSUES (2012/13) YEAR 1 (2013/14) YEAR 2 TARGET (2014/15) YEAR 3 fi cient service. cient fi rst pointof (2015-22) YEARS 4-10 our community. have provento beveryusefultogetourmessages outto Council’s Facebookpage. These formsofcommunication communications plan. This includes thedevelopmentof we haveincorporated theuseofsocialmedia intoour material andalsomaintainthe publicwebsite.Recently monthly issuesofKoKonei,information andconsultation transparent, inclusiveandaccountable manner. We release requirements oflocalgovernment aretooperateinanopen, ensure informationisreadilyavailable tothepublic.Key One ofthekeyreasonswecarry outthisactivityisto We aimtobeopen,transparentandaccountable RESPONDING TO OURISSUES respect. manner andthecommunicationsactivityhelpsinthis making. We try ourbesttooperateinthemosttransparent to createopportunitiesforthepublicin relevant, timely, credibleandmeaningfulinformation, services. This istoensurethecommunityhasaccess engagement acrosstheCouncil’s manyactivitiesand systems andprocessesthathelpustoimprovecommunity and promotional/educationalpublications.We alsodevelop maintain thewww.whakatane.govt.nz website,opendays newsletter -formerlyByways),mediareleases,advertising, and thecommunity. We produceKoKonei(theCouncil’s provides effective communicationbetweentheCouncil Communications istheactivitythatsupportsand WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT COMMUNICATIONS Whakat ā ne DistrictCouncil | Long Term Plan2012-22 fl uence decision uence |

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CORPORATE & DISTRICT ACTIVITIES Communications CORPORATE & DISTRICT ACTIVITIES Communications 198 198 know whetherwehaveachieved thislevelofservice. these targetsforthenext10years. We will reportbacktothecommunitythrough Annual Reporteachyear, soyouwill The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. The followingtableshows WHAT WE WANT TO ACHIEVE offered onourwebsite. constantly lookingatwaystoimprovethelevelofservice We willendeavour tomaintainahighratingandweare accessibility andenquiryresponsetimes. with theNewZealandGovernmentWeb Standards, placed 20thoutof78.Websites arerankedoncompliance we placed39thoutof85andthe2011 rankingwherewe (ALGIM). This is asigni Association ofLocalGovernmentInformationManagement out of78CouncilwebsitesinNewZealand2012bythe The Whakat Check outourwebsite

| | Whakat Whakat feels wellinformed. access toinformation and The communityhas ā ā ne DistrictCouncil ne DistrictCouncil OLMEASURE GOAL ā ne DistrictCouncil’s websitewasranked5th fi cant improvementfrom2010where | | Long Term Plan2012-22 Long Term Plan2012-22 other councils ranking compared to Management Website Government Information Association ofLocal Satisfaction Index score) information (Customer Council's provisionof Satisfaction with PERFORMANCE CURRENT (2010/11) 0h2t 0h2t 20th 20th 20th 20th 65-69 64-68 63-67 20th 62- 66 64.3 (2012/13) YEAR 1 (2013/14) YEAR 2 TARGET (2014/15) YEAR 3 (2015-22) YEARS 4-10 to assistinthedeliveryofourgoalsandvalues. attract, retain,motivateandrewardhighcalibreemployees Employment Relations Act 2000.We dothisactivityto largely drivenbylegislativerequirements,speci and safety, training,andremuneration. This activityis employment relations,organisationaldevelopment,health team takesontheresponsibilitiesofrecruitment,induction, Leadership Team andmanagers.OurHumanResources advisory servicesandtoolstosupporttheStrategic This activityisaninternalservicethatprovidesproactive WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT HUMAN RESOURCES fi cally the cally Excellentdelivery Great Services, national andinternationallevelforqualitystaff. ef so thatweattractandretainhighcalibrestaff tocreatean promote organisationalvalues.Itisimportanttodothis ensure workingconditionsarecomfortable.We also improving. We monitorthenationallabourmarketand Our workenvironmentattheCounciliscontinuously We wantyou! RESPONDING TO OURISSUES fi cient andproductiveworkforce.We arecompetingona Whakat ā ne DistrictCouncil | Long Term Plan2012-22 |

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CORPORATE & DISTRICT ACTIVITIES Human Resources CORPORATE & DISTRICT ACTIVITIES Finance 200 200 Report eachyear, soyouwillknowwhetherwe haveachievedthislevelofservice. The followingtableshowsthesetargetsforthenext10years. We willreportbacktothecommunitythrough Annual The Councilhassetsometargetstoshowwhetherweare achieving ourgoalsforthisactivity. WHAT WE WANT TO ACHIEVE rates andansweringqueries. budgeting, managingthepayroll,chargingandcollecting ﬁ development ofeffective monitoringandreportingonour and LTPs. Financeisresponsiblefortheprovisionand that requiresustodeliver Annual Reports, Annual Plans the Council. This activityislargelydrivenbythelegislation ﬁ The Financeactivityisaninternalservicethatprovides WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT FINANCE

nancial performance.Ourotherresponsibilitiesinclude nancial, ratingandtreasurysupporttoallactivitieswithin | | Whakat Whakat t have accesstoaccurateand The communityandtheCouncil imely ﬁ nancial information nancial ā ā ne DistrictCouncil ne DistrictCouncil OLMAUECRETPROMNEYEAR1 CURRENTPERFORMANCE MEASURE GOAL | | Long Term Plan2012-22 Long Term Plan2012-22 prior toduedateforpayment. ratepayers atleastthreeweeks Rates invoicesareissuedto Council ControlledOrganisationssection. of borrowing.Moreinformationonthiscanbefoundinthe This optionismoreprudentasitwilldecreasethecosts borrowings tendtobelessofariskthanprivateborrowings. This schemeoffers lowerinterestratesaslocalgovernment Scheme whichwillmeanachangeinCouncilpolicy. Council isjoiningtheLocalGovernmentFunding Agency In aneffort to keepthecostsofborrowingtoaminimum, Cutting costsofborrowing RESPONDING TO OURISSUES prior toduedate. Invoices issuedthreeweeks (2012/13) 0%10 0%100% 100% 100% 100% (2013/14) YEAR 2 TARGET (2014/15) YEAR 3 (2015-22) YEARS 4-10 and developsgeographicinformation. oversees theLocationServicesfunctionwhichmaintains legislative obligationtokeepinformation. This activityalso managed forcurrentandfuturegenerations.We havea and knowledgeassets. This informationmustbesecurely activity istheguardianofCouncil’s data,information and prudentmanagement. The CorporateInformation at therighttimeandplaceenablesef external customers.Providingtherighttoolsandinformation This activitydeliversinformationservicestointernaland WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT CORPORATE INFORMATION ﬁ cient, effective cient, improvements andreplacements. important information.We willspend$7.17monthese this LTP inorder tomaintainthesystemsthatstoreour There areanumberofworksplannedfortheduration Maintaining ourinformation can continueasusualifthereisanelectricalfault. backed upandwehaveabackgeneratorsobusiness something doesoccur, weareprepared.We ensuredatais occurs. We are developing aBusinessContinuityPlansoif electrical fault,equipmentfailureorifanaturaldisaster point, somethingmightfail. This couldbeintheformofan technology isalwayschanging,thereariskthatatsome information anddataiskeptsafesecure.Because One ofthekeyrisksthisareafacesistoensure Back upplan RESPONDING TO OURISSUES Whakat ā ne DistrictCouncil | Long Term Plan2012-22 |

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CORPORATE & DISTRICT ACTIVITIES Corporate Information CORPORATE & DISTRICT ACTIVITIES Corporate Property 202 works during thisLTP. however, toreducecostsweare nownotcarrying-outthese Civic Centreand speci We hadalsoplannedtoundertake are unless wereceive substantialfundingfromother agencies. We haveputthisprojectonholdfortheperiod ofthisLTP, (Whakat Integrated Cultural,Environmental and Tourism Centre During ourpreviousLTP, we hadplannedtoconstructan What wearenotgoingtodo found inthe‘OurCostsDetail’ chapter. To respondtosomeoftheissues,Councilwillundertakefollowingkeyprojects. The fulllistofcapitalprojectscan What wearegoingtodo depots, libraries,andthedogpound. the Whakat include theCivicCentre,LibraryandExhibition the localcommunity. There are20propertiesintotal,which services tothecommunityandthosethataresupportedby Corporate Propertyincludesassetsthatprovideessential WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT CORPORATE PROPERTY Note: The figuresinthistablearenotadjusted forinflation.

| Whakat oprt rpryrnwl n elcmn 032 4,0 Renewal100% 849,000 Loan100% 2013-22 500,000 Corporate propertyrenewalsand replacement 2012/13 and works Civic Centreearthquakestrengtheninginvestigations Civic Centrearchivesfacility(partoftheRSA facility) ā ā ne DistrictCouncil ne Centre)during2013-15at a costof$10.73m. ā ne Airport terminalbuilding,workshops, ECITO YA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION ﬁ cally theCustomerServices area, | Long Term Plan2012-22 ﬁ t oftheCouncil’s 051 2,135,000 2015-18 other revenue. sourced fromcommissions, petroltax,interest and requirement inotherCouncilactivities. This revenue is District incomeisappliedtoreduce thegeneralrate WHAT THIS ACTIVITY DELIVERS AND WHY WEDOIT DISTRICT INCOME AND EXPENDITURE Loan 50% Renewal 50% be COUNCIL CONTROLLED ORGANISATIONS Ngā Roopu Mahi Tahi-a-Te Kaunihera ō Whakatāne 204 | Whakatāne District Council | Long Term Plan 2012 - 22

COUNCIL CONTROLLED ORGANISATIONS

A Council Controlled Organisation (CCO) is a company or organisation in which the Council, or a number of councils, hold 50% or more of the voting rights, or can appoint 50% or more of the trustees, directors or managers.

The Council engages in this form of partnership where it provides advantages for a more effective, efﬁ cient and ﬁ nancially viable means of delivering services.

The Whakatāne District Council is a shareholder in four Council Controlled Organisations, including:

• Whakatāne Airport • Toi Economic Development Agency (Toi-EDA) • Bay of Plenty Local Authority Shared Services Limited (BoP LASS) • The Local Government Funding Agency (LGFA)

This section summarises the services these organisations will aim to deliver over the life of this Long Term Plan and how their performance will be monitored. More detailed information is available from the Statement of Intent for each CCO.

Each CCO is required to agree to a Statement of Intent with its stakeholders (including the Council) each year and to

COUNCIL CONTROLLED CONTROLLED COUNCIL ORGANISATIONS make this available to the public. The Statement of Intent sets out the CCO’s nature and scope of activities, key performance targets and reporting requirements along with other matters. At the end of each ﬁ nancial year each CCO must report performance against the Statement of Intent. Whakatāne District Council | Long Term Plan 2012 - 22 | 205

WHAKATĀNE AIRPORT

ABOUT THE WHAKATĀNE AIRPORT The Board provides advice to the Council which is ultimately responsible for decisions relating to the airport. The Whakatāne Airport is a Council-Controlled Organisation (CCO) under the Local Government Act 2002. It was formed Day to day operation and maintenance of the airport as a CCO in 2006. The Whakatāne Airport is a valued including the delivery of projects, services and initiatives is community asset, which contributes to residents’ quality of managed by the Council. life and is considered crucial to the economic well-being of the District. WHAT DOES IT DO?

Planning for an aerodrome was initiated by the Whakatāne The primary activity of this organisation is to operate the County and Borough Councils in 1944. Development of airport effi ciently and on sound business principles for the a grass airfi eld started in 1958 on the current Whakatāne benefi t of both commercial and non-commercial aviation Airport site but it was not until 1960 that it was offi cially users. It must also operate in accordance with the terms opened, following some diffi culties in sowing grass. A of its aerodrome certifi cate, which defi nes standards and sealed airstrip was completed a few years later in 1962 to conditions laid down by the Civil Aviation Authority of provide adequate services for the larger DC3 aircraft. The New Zealand. iconic Whakatāne Airport building, designed by architect The airport is maintained as a non-certifi ed aerodrome in Roger Walker, was completed in 1974 and has since accordance with the Civil Aviation Authority Aerodrome received the enduring architecture award from the NZ design for aircraft at or below 5,700kg Maximum Combined Institute of Architects. Today, daily services are provided to Take Off Weight (MCTOW). As a non-certifi ed aerodrome and from Auckland. the Whakatāne Airport is limited to a maximum aeroplane HOW DOES IT WORK? seating capacity of 30 passengers for any regular fl ight services. Air New Zealand Link provides regular return The airport is a joint venture operation between the New services to and from Auckland and Wellington. Zealand Government (Ministry of Transport) and the Airport land and facilities are leased out where these

Whakatāne District Council, with each party owning a CONTROLLED COUNCIL ORGANISATIONS Airport 50% share. are either surplus to the airport’s present operational requirements or to allow for activities that are compatible The Whakatāne Airport Board provides governance with the operation of the airport. This includes land for oversight of the Whakatāne Airport CCO and of hangars, parts of the terminal building for commercial implementation of the Whakatāne Airport Business Plan. operators and areas of unused airport land for grazing.

Whakatāne Airport 206 | Whakatāne District Council | Long Term Plan 2012 - 22

THE OBJECTIVES OF THE WHAKATĀNE HOW WILL PERFORMANCE BE MEASURED? AIRPORT ARE: The specifi c performance targets for the Whakatāne Airport • To promote a safe, accessible, affordable and reliable will be set annually through the Airport Statement of Intent air transport system for the benefi t of the economic and based on the framework outlined below. At the end of and social development of the Eastern Bay of Plenty each fi nancial year the Airport Annual Report will report on region. performance against the Statement of Intent and this will • To ensure the facility is maintained at its present level include how it performed against those targets. and increased wherever practicable and economic. Financial performance measures and targets • To ensure that the airport is administered effi ciently • Operate and maintain the airport’s assets within and effectively to the benefi t of scheduled fl ight the operational expenditure and capital expenditure operations. budgets (excluding corporate overheads and WHO PAYS? depreciation). These budgets will be outlined in the Whakatāne Airport Statement of Intent each year. The Council has an arrangement with the Ministry of Transport that each party is responsible for half of the Non-fi nancial performance measures and targets operational costs of the Whakatāne Airport. This allows for • Maintain the Airport as a non-certifi ed aerodrome in the continued operation of the airport at its current level. accordance with Civil Aviation Authority aerodrome Any capital costs required for the improvement of the level design for aircraft at or below 5,700kg MCTOW. of service beyond what is currently being provided would • Further performance targets are likely to be introduced need to be negotiated between the shareholders. as part of business development plan currently being prepared. Any new performance measures will be disclosed in the Statement of Intent for the year in which they relate to. WHAT WE ARE GOING TO DO

To respond to some of the issues, the Council is planning to undertake the following key projects:

DESCRIPTION YEAR TOTAL FUNDING SOURCE COUNCIL CONTROLLED CONTROLLED COUNCIL ORGANISATIONS Airport Airport runway lighting and navigational aids upgrade 2017/18 800,000 Loan 100%

2013/14 Renewal 50% Airport pavement resurfacing 650,000 2017-22 Restricted Reserves 50%

Renewal 83% Airport renewals 2012-22 203,387 Restricted Reserves 9% Loan 8%

Note: The figures in this table are not adjusted for inflation. Whakatāne District Council | Long Term Plan 2012 - 22 | 207

BAY OF PLENTY LOCAL AUTHORITY SHARED SERVICE LIMITED

ABOUT BOP LASS Each group is service specifi c; the participants initially decide the scope of the project and the desired outcomes Bay of Plenty Local Authority Shared Services Limited (BoP and work collaboratively to achieve them. LASS) is a Council Controlled Organisation (CCO) under the Local Government Act 2002. This CCO was formed in WHAT DOES THIS CCO DO? 2007 to investigate, develop and deliver shared services, joint procurement and communications for the participating BoP LASS provides benefi ts to the Whakatāne District councils. It started with a chief executives (CEs) forum Council (and other participating councils) through improved formed by a group of CEs who recognised the advantages levels of service, reduced costs, improved effi ciency and/ of collaboration. BoP LASS now delivers benefi ts in terms or increased value through innovation. This will be achieved of cost savings and service improvements to its constituent primarily through joint procurement and shared services. councils and ultimately to ratepayers and residents. BoP Joint procurement includes procurement of services or LASS has been recognised nationally and internationally as products by two or more councils from an external provider, a successful model for the delivery of shared services. regardless of whether the service is paid for through BoP HOW DOES THIS CCO WORK? LASS or individually by participating councils. Examples that have led to cost savings for the Whakatāne District The Whakatāne District Council holds a one ninth share in Council include procurement of offi ce supplies, software BoP LASS Limited along side the other eight councils that and insurances. constitute the Bay of Plenty and Gisborne regions. Shared services includes the participation of two or more BoP LASS is governed by a board of nine directors councils in the provision of a common service, which may appointed by its shareholders. Unless otherwise agreed be jointly or severally hosted. Examples that have led to by the board, each appointee is the current (or acting) improved levels of service include the provision of a fi bre chief executive of the council shareholder. In addition, the optic network and development of shared geographic board may appoint up to three professional directors to information systems.

supplement the directors’/chief executives’ expertise. CONTROLLED COUNCIL ORGANISATIONS LASS BOP

The services, projects and initiatives of BOP LASS are delivered through a small team of staff based in Tauranga and through advisory groups made up of representatives of the different councils interested in a particular service. 208 | Whakatāne District Council | Long Term Plan 2012 - 22

The expected beneﬁ ts that can be achieved Performance measures and targets through shared services are: • Initiate at least one shared service each year and • Improved levels and quality of service. no less than two shared services successfully • A coordinated and consistent approach to the implemented within three years. provision of services. • Implement shared services demonstrating best • Reductions in the cost of support and administrative practice and added value to participating councils and services. stakeholders. • Opportunities to develop new initiatives. • Investigate a minimum of four joint procurement initiatives per year for goods and services from • Economies of scale resulting from a single entity sources offering best value, service, continuity of representing many councils in procurement. supply and or opportunities for integration. WHO PAYS? • Communicate with each shareholding council at appropriate levels with at least one meeting with each The Whakatāne District Council pays a small membership Executive Leadership Team per year. levy to BoP LASS of $1,000 per year. Beyond this levy, membership with BoP LASS is essentially a user pays • Ensure sufﬁ cient income is available from activities to system based on involvement in the shared services sustain a viable company. developed under the BoP LASS umbrella. Much of these costs come down to the ‘in kind’ contribution the Council makes towards establishing or developing shared services.

Costs to the Council, and ultimately to ratepayers, of participating in this CCO are more than offset by the cost savings achieved through the resultant shared services and joint procurement initiates.

HOW WILL PERFORMANCE BE MEASURED?

COUNCIL CONTROLLED CONTROLLED COUNCIL ORGANISATIONS LASS BOP The speciﬁ c performance targets for BoP LASS will be set annually through the BoP LASS Statement of Intent and will be based on the framework outlined below. At the end of each ﬁ nancial year the BoP LASS Annual Report will report on performance against the Statement of Intent including how it performed against those targets. Whakatāne District Council | Long Term Plan 2012 - 22 | 209

TOI ECONOMIC DEVELOPMENT AGENCY

ABOUT THIS CCO At a higher level, Toi-EDA operates within a wider framework under the ‘Bay of Connections’ strategy. The Toi-EDA is the Economic Development Agency for the ‘Bay of Connections’ strategy is the economic development Eastern Bay of Plenty and is based in Whakatāne. strategy for the wider Bay of Plenty region including The activities undertaken by Toi-EDA contribute to the Tauranga, Western Bay of Plenty, Rotorua, the Eastern sustainable growth and development of the local economy. Bay of Plenty, and Taupo. The objective of this strategy Its vision is to grow the Eastern Bay of Plenty to enhance is to deliver regional economic development for new the wealth and quality of life for its people: Tini o Toi – kia and existing initiatives and industries by building on the tipu, kia puawai (To create, grow and blossom the myriads region’s collective strengths. Bay of Connections is led by of Toi). a Governance Group made up of nine business leaders, supported by the region’s economic development agencies Toi-EDA is an exempted Council Controlled Organisation and the Bay of Plenty Regional Council. It also works in (CCO) under the Local Government Act 2002. This means conjunction with local and national agencies, organisations Toi-EDA does not have to meet the speciﬁ c reporting and businesses. requirements related to CCOs. Exemption from these requirements allows Toi-EDA to focus more of its limited WHAT DOES THIS CCO DO? resources on economic development. As an exempt CCO, the reporting requirements of Toi-EDA are similar to those of Toi-EDA has a strong focus on enhancing the Eastern Bay other Council activities. of Plenty’s economic growth and wealth for its people. It also plays an important role in the Bay of Plenty regional More information about Toi-EDA is available on its website: partnership representing the Eastern Bay of Plenty. The www.toi-eda.co.nz focus is on projects relating to energy, forestry, aquaculture, transport and logistics, and marine industry. This includes HOW DOES THIS CCO WORK? projects, services and initiatives to increase employment, Toi-EDA is a partnership between the three territorial income and investment in the Eastern Bay of Plenty Region. authorities (Kawerau, Ōpōtiki and Whakatāne) and the Bay These activities aim to attract businesses and people to the COUNCIL CONTROLLED COUNCIL ORGANISATIONS EDA TOI of Plenty Regional Council, working together with local iwi. area and to support the growth and development of existing businesses. Speciﬁ c objectives of Toi-EDA are covered A trust board provides governance oversight and advice within its economic development strategy. At the time of to Toi-EDA. The board operates under a trust deed and is writing this LTP, this strategy was being reviewed to align made up of experienced local business people from the with the priorities of the Bay of Connections strategy. Eastern Bay of Plenty, who play a vital role in leading and guiding the organisation. 210 | Whakatāne District Council | Long Term Plan 2012 - 22

WHO PAYS? The specifi c performance targets for Toi-EDA are outlined below and will be reconfi rmed in the Council’s Annual Plan The Whakatāne District Council provides the majority of for each year. At the end of each fi nancial year the Council’s funding for Toi-EDA. This allows for continued delivery of Annual Report will outline performance against these projects and initiatives annually and at a consistent level. targets. Toi-EDA also receives funding from the Ōpōtiki District Financial performance measures and targets Council, the Kawerau District Council and the Bay of Plenty • Manage Toi-EDA’s operations within budgets agreed Regional Council. Any additional funding requirements (over by stakeholders and within the terms of the Trust and above the annual operational funding requirement) Deed. The operational expenditure budget for the needed for specifi c projects and initiatives is negotiated with 2012/13 fi nancial year is $175,000. stakeholders. Non-fi nancial performance measures and targets HOW WILL PERFORMANCE BE MEASURED? Implement key actions annually from the Toi-EDA Strategic Toi-EDA considers performance in two ways. Firstly, how Plan. Key actions will be outlined each year in the Council’s the local economy is performing (which is not a direct Annual Plan. For the 2012/13 fi nancial year these are: refl ection on the performance of Toi-EDA). Secondly, is Toi- ○ Promote forestry processing opportunities locally EDA delivering the services that it promised to deliver? and internationally.

The performance of the local economy is not a direct ○ Support and promote the Kawerau Industrial refl ection on Toi-EDA because economic growth is Symbiosis project. infl uenced by a range of factors on a local, national and ○ Assist with the implementation of the ‘Bay of international scale. Toi-EDA can infl uence a number of Connections’ strategy ensuring that Eastern Bay these factors directly, but others it cannot (such as the of Plenty projects are supported. global fi nancial crisis). ○ Continue a web based immigration campaign. ○ Promote Chinese and Korean investment into To consider the performance of the local economy, Toi-EDA the region. undertakes monitoring on a six monthly basis. The Eastern ○ Promote, support and facilitate projects that have Bay of Plenty monitoring report contains an overview of COUNCIL CONTROLLED CONTROLLED COUNCIL ORGANISATIONS EDA TOI economic benefi ts. the region and analyses economic trends. There are also individual reports for each of the Territorial Authorities - Whakatāne, Ōpōtiki and Kawerau districts. These reports are a valuable source of data, informing the work of Toi- EDA and the decisions of private industry. The reports are available on the Toi-EDA website: www.toi-eda.co.nz. Whakatāne District Council | Long Term Plan 2012 - 22 | 211

LOCAL GOVERNMENT FUNDING AGENCY

ABOUT THE LGFA WHAT DOES THIS CCO DO?

The Local Government Funding Agency Limited (LGFA) The LGFA raises debt funding either domestically and/or was established in 2011 by 18 local authority councils and offshore and provides this debt funding to New Zealand the Crown. The Whakatāne District Council will join the local authorities at lower interest margins than those LGFA in August 2012 as a principal shareholder. The basic available through other lenders. The LGFA only lends to function of the LGFA is to enable councils to borrow funds at local authorities that enter into all the relevant arrangements lower interest margins than would otherwise be available. with it (participating local authorities) and that comply with the LGFA’s lending policies. HOW DOES THIS CCO WORK? The LGFA operates with the primary objective of optimising The LGFA is a partnership between the participating the debt funding terms and conditions for participating local local authorities and the New Zealand Government. The authorities. This includes: Whakatane District Council will be a principal shareholder. This is the highest level of council participation in the LGFA • Providing debt to participating local authorities at the which provides access to full beneﬁ ts (all local authorities lowest possible interest rates commensurate with the can borrow from the LGFA, but different beneﬁ ts apply relevant maturity depending on the level of participation). • Making longer-term borrowings available to participating local authorities The LGFA is governed by a Board of Directors. The Board • Enhancing the certainty of access to debt markets is responsible for the strategic direction and control of for participating local authorities, subject always to LGFA’s activities. The Board guides and monitors the operating in accordance with sound business practice business and affairs of LGFA, in accordance with the Companies Act 1993, the Local Government Act 2002, the WHO PAYS? Local Government Borrowing Act 2011, the Company’s There are some costs to the Council and ultimately to the Constitution, the Shareholders’ Agreement for LGFA and ratepayer, of participating in the LGFA. However the costs

their Statement of Intent. The Board will comprise between CONTROLLED COUNCIL ORGANISATIONS LGFA are substantially less than the savings that can be achieved four and seven directors with a majority of independent through the improved interest margins. Rough estimates directors and will meet no less than 11 times each year. conducted by Asia Paciﬁ c Risk Management anticipate Operationally, the LGFA is run by a small team based in annual savings of around $207,000 based on Councils Wellington. borrowing at 30 June 2012. 212 | Whakatāne District Council | Long Term Plan 2012 - 22

To participate in the LGFA as a principal shareholding • Total lending to Participating Local Authorities at: authority, the Whakatane District Council is required to ○ 30 June 2012 will be at least $500 million accept certain costs and risks. This includes making an ○ 30 June 2013 will be at least $900 million initial capital investment of $100,000; providing security ○ 30 June 2014 will be at least $1,400 million against rates charges (which is similar to our current • The total number of Participating Local Authorities arrangement with banks); and committing a portion of our Shareholders in the LGFA at 30 September 2012 will borrowing needs to the LGFA for an initial period. be at least 30 HOW WILL PERFORMANCE BE MEASURED? • The total number of Participating Local Authorities (ie Shareholders and eligible Borrowers) in the LGFA at The speciﬁ c performance targets for the LGFA are set 30 September 2012 will be at least 40. annually through their Statement of Intent. At the end of each ﬁ nancial year the LGFA will report on performance against the statement of intent including against those performance targets.

The 2011/12 year statement of intent for the LGFA contains the following performance targets:

• LGFA’s average cost of funds relative to the average cost of funds for New Zealand Government Securities for the period to: ○ 30 June 2012 will be less than 0.50% higher ○ 30 June 2013 will be less than 0.50% higher ○ 30 June 2014 will be less than 0.40% higher • The average margin above LGFA’s cost of funds charged to the highest rated Participating Local Authorities will be no more than 0.40%

COUNCIL CONTROLLED CONTROLLED COUNCIL ORGANISATIONS LGFA • LGFA’s annualised operating overheads will be less than $3.0 million il n De TA i our cosTs in DeTAil s os T Ngā whakapaunga pūtea me ōna whānuitanga c ur o

Work inDetail’ Chapter. The Statementsinclude: alongside the for thenext10years. This informationshould beread an overviewoftheCouncil’s forecasted Our ForecastFinancialStatements areincludedtogiveyou FORECAST FINANCIAL STATEMENTS chapter ofthisLTP. about theprojectsiscontainedin‘OurWork inDetail’ to completeoverthecourseofthisLTP. Moreinformation This tableoutlinesthekeycapitalprojectswehaveplanned KEY CAPITAL PROJECTS allocates howthecostsofouractivitiesarepaidfor. services andthen,basedonourfundingphilosophy, This policyconsiderswhousesandbene REVENUE AND FINANCINGPOLICY information containedwithinthisLTP. distributed. This informationisaculminationofallthe information abouthowthesecostsarecalculatedand of ourcostsinmoredetailandprovidessomefurther This chapteroftheLTP providesabreakdownofsome OUR COSTSINDETAIL StatementofReserveBalances. • StatementofProspectiveCash Flows. • StatementofProspectiveFinancial Position. • StatementofProspectiveChanges inEquity. • StatementofProspectiveComprehensive Income. • fi nancial informationcontainedinthe‘Our fi nancial position nancial fi ts fromour speci have beenappliedtoallthe10yearsofthisplan,unless have preparedour This statementoutlinestheprinciplesagainstwhichwe STATEMENT OF ACCOUNTING POLICIES fi cally stated. cally Whakat ā fi nancial statements. These policies ne DistrictCouncil|Long Term Plan2012-22| 213

OUR COSTS IN DETAIL OUR COSTS IN DETAIL Revenue & Financing Policy 214 the apportionmentoffunding: The Councilhasadoptedthe following philosophyfor for the2012-22Long Term Plan. the Counciltounderpinrevenue andratingsystem The followingfundingphilosophy hasbeenadoptedby FUNDING PHILOSOPHY Act. is requiredtocomplywithsections102and103ofthe as partofitsLong Term Plan.Speci each counciltoadoptaRevenueandFinancingPolicy The LocalGovernment Act 2002(the Act) requires rationale foreachfundingmethod. of theCouncil’s activitieswillbefundedincludingthe Council’s funding philosophyanddescribeshoweach The RevenueandFinancingPolicysetsoutthe most appropriatesource. Council andtoensureactivitiesarefundedfromthe effective andsustainable The aimofthepolicyistopromoteconsistent,prudent, PURPOSE REVENUE &FINANCINGPOLICY |Whakat Whereservicesandthebene • those servicescanbeclearly de and provided, itisadministratively ef to theirlevelof usethroughdirectusercharges cost ofproviding thoseservicesinproportion bene ā ne DistrictCouncil|Long Term Plan2012-22 fi ciaries shouldcontributetowards the fi nancial managementofthe fi cally, thispolicy fi ciaries of ciaries fi fi cient todoso; ned, those ned, have areducedabilitytopay. as asafetynettoassistincaseswhereratepayers Remission andpostponementpolicieswillbeprovided considerations seektoensure sources thatwillbeusedtomeet fundingneeds. These to considercertainmatterswhen determiningthe Section 101(3)(a)ofthe Act requireslocal authorities POLICY CONSIDERATIONS considered thesematters. section ofthepolicydemonstrates howtheCouncilhas the currentandfutureinterests ofthecommunity. This managed prudentlyandinamanner thatpromotes • Where bene • Where speci of thosebene accepted principlesoftaxationandthecost a whole,theCouncilwillapplygenerally a publicgoodandaccruetotheDistrictas general ratesacrosstheDistrict. and application ofdifferentials and/ortargetedrates; to thatpartorpartsoftheDistrict,through bene part orpartsoftheDistrict,costthose fi ts shouldbemetthroughratescharged fi fi ts providedcanbeidenti c bene c fi ts willbemetbycapitalvalue fi ts accruetoaparticular fi nancial affairs are fi ed as ed

although notalways,re selected bythe Councilforeachactivitywill typically, a bene As theCouncil’s fundingphilosophy iscentredaround public versusprivate bene identify whichproportionofeach activityisconsidered activity fundingtableswithinsection eightofthispolicy identi an activityhasbetweenthecommunity asawhole,any This considerationanalysesthe distributionofbene User/bene the communityoutcomeseachactivitycontributes. funding tableswithinsectioneightofthispolicyoutline outcomes oftheCouncilareoutlinedbelow. The activity and servicestheCouncildelivers. The sixcommunity towards andunderpintherationaleforactivities They representthegoalsCouncilisaiming contribution tocommunitywell-beingintheDistrict. Community OutcomesrepresenttheCouncil’s Community outcomes

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ts r s n h m ip e nt ratepayers who bene evenly acrossthe lifeoftheassetanddifferent This resultsininfrastructural costsbeingspread more ratepayers service thedebtassociatedwith this asset. for bene funding. This ensurescurrentratepayersdo notpay method usedtospreadthese costsovertimeisloan from afewyearsthroughtomany decades.One expenditure, whereassetshave usefullivesranging Intergenerational equityapplies morereadilytocapital annual revenue. they areappropriatelyfunded onanannualbasisfrom providing bene For allactivities,operatingcostsaredirectlyrelatedto capital expenditureshouldbefunded. accrue. the bene This considerationanalysestheperiodinoroverwhich Intergenerational equity District asaresultofremoteness. access toservicesandfacilitiesforsomeareasofthe and increasedrateschargestorecognisethelevelof some ratingcategories. This providesbothreduced good, orboth. The Councilalsoappliesdifferentials to whether thesesourcesapplytoeitherpublicorprivate seven ofthispolicy. This includesanidenti The availablefundingsourcesarelistedinsection in thissection. be in private bene ﬂ uenced bythe otherpolicyconsiderationslisted

This thenindicatestheperiodoperatingand fi fi ts receivedbyfutureratepayers.Eachyear’s ts ofCouncil’s activitiesareexpected to fi t. The choiceoffundingsourcewillalso fi ts intheyearofexpenditure. As such, fi t fromit. fi cation of cation dif situation exists.However, itisacknowledgedcanbe Council willseektorecoverexpenditurewherethis Through theuseoffeesandcharges, characteristics, inparticular‘RegulationMonitoring’. Some ofCouncil’s activitiesexhibitexacerbatorpays directly fromthosecausingtheproblem. principle suggeststheCouncilshouldrecoveranycosts the negativeeffects ofindividualorgroupactions. The to identifythecostscommunityofcontrolling control, enforcementofbylawsetc. This principleaims parking enforcement,dogcontrol,littering,noise to theneedundertakeactivity. Examplesare inaction ofparticularindividualsoragroupcontribute This considerationanalysestheextentactionsor Exacerbator pays the costtothem oftheactivityrepresentsgood value. the activity, andtoassessmorereadilywhether ornot exactly howmuch moneyisbeingraisedand spenton allows ratepayers, orpayersofusercharges, tosee when anactivity hasonede Transparency andaccountability aremostevident a service,includingtransparency andaccountability. This considerationanalysesthe costsandbene Costs andbene will befundedthroughgeneralrates. tipping ofrefuse)andinthesecircumstancesactivities any bene separate fundingandtheseneed tobeweighedagainst There areadministrationcosts associatedwith funding theactivitydistinctlyfrom otheractivities. fi cult orinef fi ts oftargetingspeci fi cient toidentifyexacerbators(e.g. fi ts fi ned fundingsource. This fi c bene c fi ciaries/users of ciaries/users fi nes, the nes, fi ts of ts fl y- meaningful assessmentdowntoactivitylevel. This thenallowstheratepayertomakesomeformof the ratepayerwiththeirratesassessmentnotices. into reasonableactivitybreakdownswhenpresenting accountability, Councilseparatesthetotalgeneralrate by wayofageneralrate. To aidintransparencyand Some examples include parks,reserves andlibraries. requirements beingsourced throughgeneral rates. This hasresulted inafarlargerproportionof funding system thatspreads costsoverawiderrating base. application ofprivate bene the Councilhas reviewedandmovedawayfrom the the highvalueoflargeruralproperties. Inresponse, increasing landvaluesforcoastal propertiesandalso of theeffect onhighvalueproperty. The latterre economic deprivationintheDistrict butalsointerms considered inthecontextofhigh levelsofsocio- development ofthispolicy. This hasprimarily been Affordability hasbeenamajorconsiderationin the Social well-being how theCouncilhasconsideredthismatter. community. This sectionofthepolicydemonstrates economic, environmentalandculturalwell-beingofthe for revenueneedsonthecurrentandfuturesocial, consider theoverallimpactofanyallocationliability Section 101(3)(b)ofthe Act requireslocalauthoritiesto COMMUNITY WELL-BEING CONSIDERATIONS OFIMPACTS ON signi cents perratepayer. The administrative costandlackof of ratesfundingtobecollectedamountsonlyafew extremely complex.Forsomeactivities,thequantity However, fundingeveryactivitythiswaywouldbe fi cance leadCounciltofundanumberofactivities Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi t fundingsourcestoa fl ects 215

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 216 against whoisbene compares theincidenceofwhoispayingforaservice development ofthispolicy. This consideration Fairness hasbeenamajorconsiderationinthe rates rebatescheme. also acknowledgestheroleofCentralGovernment ratepayers haveareducedabilitytopay. The Council and postponementpoliciestoassistincaseswhere set outinthispolicy, theCouncilhasanumberofrating In additiontothefundingphilosophyandtools General Chargetomoderatethisimpact. value property. The CouncilwillusetheUniform Annual acknowledges thisplacesagreaterburdenonhigh of liabilityonlowervalueproperties,theCouncil While thishastheeffect ofreducingtheproportion pays approach toremove barriers or recreational value,the Councilhas takenalowuser Where activities areconsideredtohaveahigh social and chargescan becomeunaffordable ordeterusers. may haveonlevels ofparticipation.Inthisway fees and facilitiesthe Councilhasconsideredthe impactthis Where userfeesandcharges areappliedtoservices been consideredinthedevelopment ofthispolicy. Access toCouncilfacilitiesand serviceshavealso charges. the Councilalsoappliesdifferentials tosome rates public good.Insupportofthe principleoffairness, provided byCouncilactivities can beidenti general ratesareappliedwherever thebene speci who ‘bene towards anapproachofallocatingcoststothose Council’s funding philosophy. The Councilhasshifted |Whakat fi cally ‘use’ aservice. As part ofthisphilosophy, ā ne DistrictCouncil|Long Term Plan2012-22 fi t’ fromaservice, ratherthanthosewho fi ting. This formsthebasisof fi ed asa fi ts development isviable. into their costingstodecide whetheror notaparticular they areexpected tocontributeandcanfactor that developers are madeawareofthe development is amootpoint.Certainlywould-be into infrastructure. Whetherornotthisdiscourages contributions ataleveltofund futurecapacitybuilt Council makesitclearexpects tosetdevelopment the RevenueandFinancingPolicy. Infact,the There arenoconcessionsto developers within to consentapplicants. through generalrates,asopposed tofeesandcharges increased theproportionofthose activitiestobefunded the widerpublicgoodofgrowth fortheDistrictand developing thispolicytheCouncil hasrecognised consent feesandchargesmayposeforgrowth.In Council hasbeenmindfuloftheimpedimentthat impacts oneconomicwell-being.Inparticular, the services andfacilitiesthiscouldresultinadverse and chargescanbecomeadeterrenttousingCouncil The Councilisalsomindfulthatthesettingoffees for thedevelopmentofneweconomicenterprises. viability ofanexistingenterpriseorbecomeadeterrent this way, Councilcostsmayimpactontheeconomic Council andcanin property, affordability hasbeenconsideredbythe commercial andindustrialsectors. As withresidential The costofCouncil’s activitiesplacesliabilityonthe Economic well-being and theaquaticcentres. museum andgallery, sports- this includescommunitydevelopment,libraries, to accessingthoseservicesandfacilities.Forexample, fl uence economicwell-being.In fi elds, parksandreserves, fi nancial contribution nancial charges against generalratestomanagethis impact. have beencareful toconsidertheuseoffees and may increasethe incidenceof above athreshold ofacceptancetothecommunity, this transfer stations. Whenfeesandchargesincrease fees andchargesfordumping wasteattheCouncil’s impacts ontheenvironment.In particularthisrelatesto services andfacilities,this couldresultinadverse and chargescanbecomeadeterrent tousingCouncil The Councilisalsomindfulthat thesettingoffees proportion ofthesecostsare funded fromgeneralrates. good elementinmaintaininga cleanenvironmentanda collection andprocessing.It also identi fees andchargesforstormwater, sewerage,refuse environment. This includestargetedratesand/or where possible,costsagainstthosewhopollutethe By identifyingexacerbatorstheCouncilwillrecover, Environmental well-being periods oftime. it appropriatetoproviderelieffromratesforde ownership structuresorothercircumstancesthatmake These policiesrecognisetheparticularconditions, and postponementpoliciesforM set outinthispolicy, theCouncilhasaratesremission In additiontothefundingphilosophyandtools processes tobuildM other mechanismssuchaspolicy, strategyand outcomes aremoreappropriatelypursuedthrough of ourcommunityandtheCouncilconsidersthese This policydoesnotimpactontheculturalwell-being Cultural well-being ā ori capacity. fl y-tipping. The Council The y-tipping. ā ori freeholdland. fi es apublic fi ned managed throughprovisionsintheDistrictPlan. that thepreservationofnaturalheritageshouldbe of fundingrequiredfromthem). The Councilconsiders high naturalheritagevalueandreducingtheincidence The Council maychoose tonotfully fund operating operating expenditure isfundedforeachactivity. have beenmade andprovidesinformationon how section eightof thispolicyexplainshowthose decisions other charges. The activityfunding tablesoutlinedin listed above,andthemethod for apportioningratesand expenditure tobefundedfrom eachofthesources The Councilhasdeterminedthe proportionofoperating sources: Council fundsoperatingexpenditurefromthefollowing a newasset. assets, orotherexpenditurethatdoesnotbuybuild expenditure ofservicedelivery, maintainingexisting Operating expenditurepaysfortheCouncil’s dayto FUNDING OFOPERATING EXPENDITURE be achievedthroughtheidenti used toachievepolicygoals(forexample,thiscould The Councilconsidersfundingdecisionsshouldnotbe Otheroperatingrevenue(e.g. • Grantsandsubsidies. • Interestanddividendsfrominvestments. • Feesandcharges. • Targeted rates,includinguniformannual • Generalrates, includinguniformannualgeneral • reserves). charges. charges. fi cation ofpropertieswith be applied. available source,includinghow variousratesareto shows theamountoffunding to becollectedfromeach Revenue andFinancingPolicy eachyear. Italso shows howtheCouncilintends toimplementthe Plan, asappropriate. The ‘FundingImpactStatement’ this statementtobeincludedintheLTP and Annual mechanisms tobeusedforeachyearcovered,and Impact Statement’ thatprovidesdetailsonthefunding The LGA requirestheCounciltoproducea‘Funding budget foranoperatingsurplusdebtrepayment. levels whenascertainingwhetheritisprudentto The Councilwillhaveregardtoforecastfuturedebt or torepaydebt. de budget foranoperatingsurplustofund expenditure inanyparticularyear. The Councilwillonly sources morethannecessarytomeettheoperating The Councilmaychoosetofundfromtheabove fl only bebudgetedwhenbene preceding orsubsequentyears. An operatingde funded fromoperatingsurplusesintheimmediately expenditure inanyparticularyear, ifthede Borrowing ismanaged withintheframework speci borrowing and spreads repaymentoverseveral years. The Councilusually fundscapitalexpenditure from improving anexisting onetodeliverabetter service. assets, including replacinganexistingasset or Capital expenditurepaysforbuying orbuildingnew FUNDING OFCAPITAL EXPENDITURE uctuations inrates,feesorcharges. fi cit intheimmediatelyprecedingorfollowingyears, fi cial toavoidsigni fi cit canbe fi cant fi cit will cit fi ed funding sourceslistedabove. of capitalexpenditureandthe variousothercapital of forecastborrowinglevels,identifyingtheimpact debt position. This statementprovidesasummary in theLTP contain astatementofprospectivenet The ProspectiveFinancialStatementsincluded Other fundsinclude: not askedtofundtomorrow’s assets. where practicable. This meanstoday’s ratepayersare the reasonablyexpectedaveragelifeofasset capital expenditure–therepaymentsarespreadover there isintergenerationalequityintermsofwhofunds for capitalexpenditureenablestheCounciltoensure in theCouncil’s LiabilityManagementPolicy. Borrowing Lumpsumcontributions. • Proceedsfrom the saleofassets. • • Development contributions. Councilreserves -includingannualrevenue • Grantsandsubsidies -fromagenciessuchas • collected tocoverdepreciation. the NZ Transport Agency andMinistryofHealth. Whakat ā ne DistrictCouncil|Long Term Plan2012-22| 217

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 218 funded fromanyoneormoresource. our policiesrelatedtothesesources.Eachactivitymaybe different sources availabletofundCouncil’s activitiesand This sectionprovidessomesimplede FUNDING SOURCES |Whakat may besetbasedonthevalueoflandorasa charged tothecommercialsector, ortoaspeci area ofbene Targeted ratesareusedtoraiserevenueforactivitieswherean Targeted rates on generalratescanbefoundinthe‘Allaboutrates’ section. (Uniform Annual GeneralCharges).Moredetailaboutourpolicy of landplusimprovements)orasa ef public goodorwhererecoveryfromusers(privategood)isnot General ratesareusedtoraiserevenueforactivitiesthatof General rates Fees, chargesand therecoveryof Fees &charges detail isavailableinourfullpolicyon ourwebsite. Council allocatingthesurplustoaspeci debt eitherwithintheactivityfromwhich thesalearoseorby the proceedsfromassetssaleswill be appliedtoreduce Our policyfortheproceedsfrom saleofassetsisthat Proceeds fromassetsales on targetedratescanbefoundinthe ‘Allaboutrates’ section. both privategoodandpublicgood.More detailaboutourpolicy per ratingunit(Uniform Annual Charges). This canbeusedfor of theserviceor exacerbatorsareidenti component ofeither privategoodandwheretheusers raise revenueforservices oractivitiesthathaveahigh fi cient orpossible. They maybesetbasedoncapitalvalue(value ā ne DistrictCouncil|Long Term Plan2012-22 fi t canberecognised.Forexample,aratemay fi fi nes areusedto xed amountperratingunit fi c activity. Further fi fi able. nitions ofthe fi c ward. They c fi xed amount xed Council activities. Other fundingsources maybeavailablefromtimeto tofund Any othersource used tofunditems outsideoftheiroriginalpurpose. and whereappropriate approvalisgranted,reservesare instances, whereitisconsideredappropriate bytheCouncil the purposeforwhichreservewas created.Insome activities, usuallyininstanceswhere theactivitymeets Council createdreservesareusedto fundanumberof Council createdreserves depend onthepurposeorsourceof thegrantorsubsidy. These generallywouldbeofapublic good,however, thiscan applied againsttheprojectforwhich thesubsidywasacquired. Our policyisthatincomefromexternal fundingentitybe Grants &subsidies be levied. This must haveahighcomponentofprivategood. revenue and To levythesetheremustbeaspeci Development contributions policy istonotacceptlumpsumcontributionsfortargetedrates. of privategoodastheyarepaidbyratepayersforcapital.Our funded (optionalforratepayer). These musthaveahighcomponent For therecoveryofspeci Lump sumcontributions private goodasitisonlydeferringtheeventualcharge. is afundingtoolanddoesnotneedsplitbetweenpublic Loans, bothshorttermandlongterm.Ourpolicyisthatborrowing Borrowing investment aregenerallyusedtofundactivitiesofpublicgood. make anyreturnofnote. Any incomethatisreceivedfroman The Councilhasverylittleinvestmentholdingsandthesedonot Interest ÷ndsfrominvestments fi nancing policymustsignalwhythesearegoingto fi c capitalexpenditure,otherwiseloan fi c policy, however, the ACTIVITY FUNDINGTABLES LEADERSHIP ACTIVITIES

STRATEGY & COMMUNITY GOVERNANCE POLICY SUPPORT COMMUNITY

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d e d e l e l r - r s b s h e h i in i p g p of publicgood. recognising theservicesdelivered bythisactivityare Operational costsarefundedthroughgeneralrates of theresidentsDistrict. groups promotingthesocialandculturalwell-being This activityprovidessupporttoorganisationsand each ofthefivecommunityboardsDistrict. for publicbenefit. Targeted ratesareusedtofund general ratesreflectingthatthisactivityisprovided Operational costsarefundedpredominantlythrough the community. elected memberstoleadtheCouncilonbehalfof to participateinthedemocraticprocessandfor This activityprovidestheopportunityforpeople of publicgood. recognising theservicesdelivered bythisactivityare Operational costsarefundedthrough generalrates planning. to enableeffective decisionmakingandlong-term This activityprovidesstrategyand policyadvice RATIONALE FOR ALLOCATION 0 i i i i •General rates Nil Nil Nil Nil 0 100 0 i i i i •General rates Nil Nil Nil •General rates Nil Nil 0 Nil 100 Nil Nil 0 100 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR Whakat COSTS & BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% H =71-99%F100% • Targeted rates OPERATIONAL 70% F F L H • Nil • Nil • Nil CAPITAL 219

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 220 |Whakat ROADS AND FOOTPATHSROADS AND ACTIVITIES

TRANSPORT NETWORKS PARKING ENFORCEMENT ROAD SAFETY ā ne DistrictCouncil|Long Term Plan2012-22

COMMUNITY

S S R

u u

s s

l t t i

a a

a OUTCOME i i b

n n

C C l

a a

o o

b b

f &

m m

l l f

Q Q

e e e

m m

c u u

E E

a a

u u

c c

o v

l l

n n

i i

o o

r t t

i i

y y d

n n

t t

y y

o o

S S

e b m W W m e e a l i r i r e c d e e c v v e l l i i I D l- l- c D c n r b b e s e e e fr v h e e s v s a e ip in in e s lo g g lo tru pm pm ct ent ent ure NZ Transport Agency. District, andthroughgrantssubsidies fromthe rate (includingUniform Annual Charge)acrossthe Operational costsarefundedthrough atargeted accidents. reducing thesocialcostsassociated withroad network. This alsohasawiderpublicbenefitof services andpeoplespecificallyusingtheroading This activitycontributestothesafetyofgoods, NZ Transport Agency. District, andthroughgrantssubsidiesfromthe rate (includingUniform Annual Charge)acrossthe Operational costsarefundedthroughatargeted whole. social well-beingoutcomesforthedistrictasa users ofthenetworkandsupportseconomic transportation networkbenefitsboththespecific The provisionofasafeeffective andefficient the District. movement ofgoods,servicesandpeoplethroughout roads andinfrastructureforthesafeefficient This activityprovidesandmaintainsanetworkof expenditure underthisactivity. This revenue isalsoused tofundanycapital (geographic) areawhere thatrevenuewas collected. to beappliedtransportation projectsinthe Any revenuesurpluses arerequiredbylegislation This activityisentirely selffunding. mechanism takes anexacerbatorpaysapproach. fees andcharges (alsoincludesfines). This funding Operational costs arerecoveredentirelybywayof registrations. infringement noticesforexpiredwarrants and on theuseofthisspace. The Council alsoissues areas byregulatingandmonitoring restrictions This activitymanagestheuseof public parking RATIONALE FOR ALLOCATION 0 •Fees and L H L •Targeted rates M L 100 M 0 M L 50 50 05 •Targeted rates M L M M 50 50 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Grants and H =71-99%F100% • Grants and subsidies charges subsidies OPERATIONAL 70% F L H M M • Nil • Fees and • Grants and • Targeted • Development • Borrowings • Operating charges subsidies rates reserves and capital contributions CAPITAL

WATER SUPPLY ACTIVITIES

WATER SUPPLY

COMMUNITY

l i

a OUTCOME V b

a C l

o u

f &

m i

m g c

f u O i

o v

e u r

e b W n a l e e v d i l I e l r - o n r b n f s e m ra h in s ip g en tr t uc ture The waterschemesforRuat higher perratepayercost. general, thisbenefitssmallerschemes whichhavea of thecostsrelatedtoeachindividual scheme.In access toascheme,paysthesame regardless that everyonereceivingasimilar service ofhaving each schemepayingforitsowncosts. This means amalgamated forfundingpurposes, ratherthan Water supplyschemesacrosstheDistricthavebeen good andreflectsauserpaysapproach. in acknowledgementthatthisactivityisofprivate These twofundingmechanismshavebeenapplied to theaveragelevelofwateruse. in placethetargetedratewillincludeachargeequal use wheremetersexist.Wherethereareno Fees andchargesareusedtorecovercostsofwater scheme ispossible)andthroughfeescharges. rates (targetedtopropertieswhereconnectiona Operational costsarefundedthoughtargeted within theDistrict. to consumerswhoareableconnectschemes This activityprovidespotablewatersupplyservice others, eachfordifferent reasons. The Ruat Murupara havenotbeenamalgamated withthe would placeanunaffordable costonthiscommunity. cost torun. Amalgamating theMurupara scheme on pumpsandtherefore requirescomparativelylow Murupara scheme isgravityfedratherthanrelying has aunique50 year managementstrategy. The scheme isprimarilyanagricultural schemeand scheme isnotownedbytheCouncil. The Plains RATIONALE FOR ALLOCATION ā huna, Plainsand ā huna 0 L L H H 100 0 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & Whakat BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • Fees and • T H =71-99%F100% OPERATIONAL charges rates argeted 70% L H • Targeted • Grants and • Borrowings • Operating • Development rates subsidies reserves and capital contributions CAPITAL 221

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 222 |Whakat SEWAGE TREATMENT AND DISPOSAL ACTIVITIES

SEWAGE TREATMENT AND DISPOSAL ā ne DistrictCouncil|Long Term Plan2012-22

COMMUNITY

l i

a OUTCOME V b

a C l

o u

Q n

A m g

f u O

r t

y d

S E

b W n e l e r e v v i l r I i l- o n c b n f e e m ra s in s g en tr t uc ture Murupara isagainanexception. Similar totheamalgamationofwater schemes, schemes whichhaveahigherper ratepayercost. individual scheme.Ingeneral,this benefitssmaller the sameregardlessofcosts related toeach similar serviceofhavingaccessto ascheme,pays own costs. This meansthateveryonereceiving a purposes, ratherthaneachschemepayingforits the Districthavebeenamalgamatedforfunding to maintainandoperate,sewerageschemesacross Although eachsewerageschemehasdifferent costs good andreflectsauserpaysapproach. in acknowledgementthatthisactivityisofprivate These twofundingmechanismshavebeenapplied scheme ispossible)andthroughfeescharges. rates (targetedtopropertieswhereconnectiona Operational costsarefundedthoughtargeted within theDistrict. to consumerswhoareableconnectascheme This activityprovidesawastewaterdisposalservice RATIONALE FOR ALLOCATION 0 L L H H 100 0 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Fees and • Targeted H =71-99%F100% OPERATIONAL charges rates 70% L H • Grants and • Targeted • Borrowings • Operating • Development subsidies rates reserves and capital contributions CAPITAL STORMWATER DRAINAGE ACTIVITIES

STORMWATER DRAINAGE TRADE WASTE

R COMMUNITY

l R

a OUTCOME

l b

e l

a l

& f i

n e

n g

A c

g t

i O

f O

e o u

r a

e a

b E n a b l v e n d l i v e r e I i o n r r I n s o n fr h m a n fr e s ip m a n tr s t u en tr ctu t uc re ture the Matatacommunity. consider itnecessary toeasetheratingburdenon with thefunding for therestofthisactivitybut district. The Councilrecognise thisisinconsistent result aportionof costswillbefundedacrossthe unaffordable burden onto thatcommunity. As a exception asthecostsplaceahuge and Funding forMatatadisastermitigation isan receiving thatservice. This acknowledgestheprivatebenefit tohouseholds to eachareabenefitingfromastorm waterscheme). funded throughtargetedrates(targeted according stormwater. Operational costsofthisactivityare of protectiontocommunitiesfrom theimpactsof provide asimilarfunctionofproviding acertainlevel This recognisesthatdisastermitigation works Stormwater activityandnolonger fundedseparately. Disaster mitigationwillnowbefunded aspartofthe This activityprotectspropertiesfrominundation. and appropriatelymanaged. environmental benefitofhavingtradewasteactively The useofgeneralratesrecognisesthewider charge. quality ofwaterdischarged,ratherthanauniform the chargingstructureisbasedonquantityand exacerbator paysanduserapproachwhere using thewastewatersystem.Italsoreflectsan benefit tocommercialandindustrialpremisesof fees andcharges. This recognisestheprivate Operational costsarefundedpredominantlythrough commercial premises. Council’s wastewatersystemfromindustrialand This activitymanageswastedischargedintothe RATIONALE FOR ALLOCATION 07 L H L H 70 30 PUBLIC % 0 •Targeted rates L L H L 100 PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & Whakat BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • General rates • Fees and • General H =71-99%F100% only) mitigation disaster (for Matata OPERATIONAL charges rates 70% L H H L • Targeted • General • Nil • Borrowings • Operating • Development rates Rates reserves and capital contributions CAPITAL 223

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 224 |Whakat WASTE ACTIVITIES

WASTE REPROCESSING ā ne DistrictCouncil|Long Term Plan2012-22

COMMUNITY

a OUTCOME

l u

Q n

g u

u t

e n

v r v i r i o c n e m s e nt be prohibitive. acknowledges astrongeruserpays approachwould appropriately andsafely. The Councilalso recognise thepublicbenefitofmanaging waste General ratesareusedtofundthisactivity station wherethosefeesandchargesareleveraged. acknowledges privategoodtousersofthetransfer The feesandchargescomponentalso have accesstogreenwastewheeliebinservices. acknowledges theprivategoodtohouseholdsthat recycling bincollectionserviceisavailable). This targeted rates(targetedtocommunitieswherethe Operational costsarefundedmainlythrough payers. environmental benefitsandcostsavingstorate of wastegoingtolandfillfordisposal,resultingin concrete reprocessing. This reducesthequantity and currentlyincludesgreenwasteservices reprocessing ofwasteoutthestream This activityprovidesforthedivertingand RATIONALE FOR ALLOCATION 09 L M M H 90 10 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • General • Fees and • Targeted H =71-99%F100% OPERATIONAL rates charges rates 70% L L H • Borrowings • Operating • Targeted reserves and capital rates CAPITAL ACTIVITIES

WASTE RECYCLING WASTE DISPOSAL

COMMUNITY

V V

a a OUTCOME

l l u u

i i

Q Q n n

g g u u

a a

O O

l l

i i

u u t t

y y

r r

S S

E E

e e n n

v r v r v v i i r i r i o c o c n e n e m s m s e e nt nt would beprohibitive. acknowledges thatastrongeruserpaysapproach waste appropriatelyandsafely. The Councilalso bins andalsoreflectsthepublicgoodofmanaging The generalratescomponentprovidesforpublic station wherethosefeesandchargesareleveraged. acknowledges privategoodtousersofthetransfer The feesandchargescomponentalso used. communities wheretheserviceisavailabletobe wheelie binservices. This targetedrateisonthese private goodtohouseholdsthathaveaccess The targetedratescomponentacknowledgesthe charges. a mixoftargetedrates,generalandfees Operational costsofthisactivityarefundedthrough of wastethatcannotbereprocessedorrecycled. This activityprovidesforthecollectionanddisposal stronger userpaysapproach wouldbeprohibitive. and wider. The Councilalsoacknowledges that a contributes toenvironmental well-beingofthedistrict component. This recognisesthat recyclingservices General ratesare usedtofundthepublicgood specific households. good componentoftheservicebeing deliveredto service isavailable. This recognisestheprivate to communitieswheretherecycling bincollection predominantly throughtargetedrates -targeted Operational costsofthisactivityare funded for disposal. be recycledandreducesthequantity goingtolandfill This activityprovidesforcollection ofwastethatcan RATIONALE FOR ALLOCATION 09 L M M H 90 10 09 L M M H 90 10 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & Whakat BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • General • Targeted • Fees and • General • Targeted H =71-99%F100% OPERATIONAL rates rates charges rates rates 70% L H L L M • Targeted • Targeted • Borrowings • Operating • Borrowings • Operating rates rates reserves and capital reserves and capital CAPITAL 225

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 226 |Whakat ENVIRONMENTAL SUSTAINABILITY ACTIVITIES

RESOURCE MANAGEMENT- RESOURCE MANAGEMENT- ā

POLICY CONSENTS ne DistrictCouncil|Long Term Plan2012-22

S COMMUNITY u

V V

n C a

a OUTCOME

l l

u u

b f

f i i

Q l n n

m g g

c u

u i O O

o u u t

r r n

o E E

e W m e a n n

r d i e v v c v e l i i l r r i r D - o o c s b n n e h e e s v i m m ip e n e e lo g n n pm t t ent

excessive andadeterrenttogrowth. review recognisedthatchargeoutrateshavebeen reliance onfeesandchargesasaresultofthis subdivision andland-useconsents. The reduced private goodcomponenttothoseapplyingfor The feesandchargesportionrecognisesthe consent application. to customerswhohavenotnecessarilymadea to thecommunitybutalsorecognisesservice controlling Districtgrowth,whichisofwiderbenefit the publicgoodofthisactivityinenablingand The generalratescomponentacknowledges private goodcomponentsoftheactivity. and feeschargesreflectingthepublic Operational costsarefundedthroughgeneralrates of theDistrictthroughconsentprocess. This activitymanagessubdivisionanddevelopment through feesandcharges. this activitythereislimitedability to recovercosts While thereissomeelementofprivate goodto activity ispredominantlyofpublic benefit. through generalrates. This acknowledges thatthe Operational costsofthisactivityare fundedentirely development intheDistrict. sustainable managementofgrowth and This activityprovidesaframework forthe RATIONALE FOR ALLOCATION 05 L L L H 50 50 01 L L L L 10 90 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • General • Fees and • General H =71-99%F100% OPERATIONAL rates charges rates 70% F M M • Nil • Nil CAPITAL COMMUNITY SAFETY ACTIVITIES

LICENSING REGULATION MONITORING ENVIRONMENTAL HEALTH (LIQUOR AND GAMBLING)

COMMUNITY

V V

C C C a

a OUTCOME

l l o o o

u u

m m m

i i

Q Q n n

m m m

g g u u

a a

u u u O O

l l

n n n

i i

u u t t

i i i

y y

t t t

r r

y y y

S S

E E

W W W e e n n

r r v e v e e v v i i r i l r i l l o c l- o c l- l- n e b n e b b m s e m s e e in in in e g e g g nt nt services, whichtheyrequiretooperate lawfully. acknowledgement thatbusinesses receivelicensing Fees andchargesalsofundthisactivity in by thisactivitycontributetopublic health. rates inacknowledgementthatthe servicesprovided Operational costsarefundedprimarily bygeneral grounds etc). and services(suchasfood,hairdressers,camp registered premisesthatproviderestrictedgoods as noise,refuse,odour)andtoprovidelicensingfor This activityrespondstonuisancecomplaints(such costs oftheactivity. they bearnorelationshiptotheactualoperating the Councilisunabletoamendthemeventhough However, thesefeesaresetthroughlegislationand fees andchargestoliquorgamblingpremises. approach tothisactivitythroughtheapplicationof The highprivatebenefitwouldsuggestauserpays versus privatebenefitcomponentsofthisactivity. although notatalevelinkeepingwiththepublic the generalrateandthroughfeescharges Operational costsofthisactivityarefundedthrough liquor. premises butprovidessomecontroloverthesaleof This activityallowstheoperationoflicensed from fees andcharges. Therefore thereisalimited abilitytorecover costs actions such asflytipping andabandoning vehicles. are difficulties inidentifying theexacerbators for category) areable toberecovered.However, there Some feesandcharges (finesareincludedinthis community ofundertaking thisenforcementrole. general ratesreflecting benefitstothewhole Operational costs arepredominantlyfundedthrough in publicplaces. legislation andpoliciesrelatingto healthandsafety This activityadministersandenforces bylaws, RATIONALE FOR ALLOCATION 5HNlML M Nil H 95 5 01 i L M Nil L 10 L 90 M Nil M 30 70 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & Whakat BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • Fees and • General • Fees and • General • Fees and • General H =71-99%F100% OPERATIONAL charges rates charges rates charges rates 70% L H M M M M • Nil • Nil • Nil CAPITAL 227

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 228 |Whakat ACTIVITIES

ANIMAL CONTROL BUILDING ā ne DistrictCouncil|Long Term Plan2012-22

COMMUNITY

C C

a OUTCOME

l o o

m m

Q Q n

m m

g u u

a a

u u O

l l

n n

i i

u t t

i i

y y

t t

y y

S S

W W e e n

r r e v e v v i i l r i l c l- o c l- e b n e b s e m s e in in g e g nt inflation. the 50% publicgoodcomponent isreached through fees andcharges remainingatthesameleveluntil transition willhappen overanumberofyearswith rates. Ratherthan reducingfeesandcharges,this regime including ahigherapplicationofgeneral In thisLTP theCouncilwillmovetoanew funding owners areresponsible. not consideredequitableinthatthe majorityofdog largely accessedbynon-dogowners. Itwasalso of thisactivitywherethecomplaint serviceis not fairlyrepresentthewiderpublic safetyelement high feestodogowners.Itisconsidered thisdid mainly ofprivatebenefit(80%)and thisresultedin In thepast,Councilrecognised thisactivitywas exacerbator element. of servicestodogownersspecifically andthehigh and chargesportionrecognisesthe privatebenefit contributing tothesafetyofcommunity. The fees acknowledges thepublicgoodof thisactivityin and feescharges. The generalratescomponent Operational costsarefundedthroughgeneralrates other animals. legislation, bylawsandpoliciesofdogs,stock through theregistrationandenforcementof This activitysafeguardshumansafetyandhealth made aconsentapplication. interacting withcustomerswhohavenotnecessarily buildings, dealingwithleakyhomesliabilityand projects suchasidentifyingearthquakeprone the publicgoodofthisactivity, deliveredthrough The generalratescomponentacknowledges component ofthoseapplyingforconsents. fees andchargesreflectingtheprivategood Operational costsarepredominantlyfundedthrough 2004. Building Act construction andalterationofbuildingsunderthe This activitymanagesthelegalrequirementsfor RATIONALE FOR ALLOCATION 57 i L M Nil H 75 25 05 M H L H 50 50 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Fees and • General • Fees and • General H =71-99%F100% OPERATIONAL charges rates charges rates 70% H L H L • Operating • Fees and • General • Nil reserves and capital charges rates CAPITAL ARTS AND CULTUREARTS AND ACTIVITIES

EMERGENCY LIBRARY COMMUNITY DEVELOPMENT MANAGEMENT

COMMUNITY

C C C

a OUTCOME

l o o o

m m m

Q Q n

m m m

g u u

a a

u u u O

l l

n n n

i i

u t t

i i i

y y

t t t

y y y

S S

W W W e e n

r r e v e e v v i i l r i l l c l- o c l- l- e b n e b b s e m s e e in in in g e g g nt the library wouldbeunable tofunction. level offees andcharges thatwoulddeter usersand However, it isconsideredthat thiswouldresult ina good component fromthosewhoaccessthelibrary. be implemented to complywiththe50%private It isconsidereda strongeruserpaysapproachcould good component oftheactivity. used butnottoa levelinkeepingwiththeprivate through thegeneralrate.Feesand chargesarealso Operational costsofthisactivityare fundedmainly encourage literacythroughprogrammes information foreducationandrecreation, andto This activityprovidesaccesstoprinted anddigital sourced tosupportthisactivity. good. Grantsandsubsidiesarealso abletobe general rates,reflectingthatthisactivityisofpublic Operational costsarepredominantlyfundedthrough to beablerespondandrecoverfromthem. place thatpreparethecommunityfordisastersand The purposeofthisactivityistohavemeasuresin are fundedthroughgrantsandsubsidies. funded programmesthattheCouncildelivers. These benefit toindividualswhoparticipateintheexternally The privategoodcomponentacknowledgesthe contribution tocommunitywell-being. public goodcomponentofthisactivitythroughits funded throughgeneralrates. This recognisesthe A portionofoperationalcoststhisactivityis collaboration andexternallyfundedprogrammes. variety ofmethodsincludingeducation,interagency This activitypromotesasafecommunitythrough RATIONALE FOR ALLOCATION 04 L M L L 40 60 05 L L M L 50 50 L Nil L Nil 0 100 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & Whakat BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • Fees and • General • Grants and • General • Grants and • General H =71-99%F100% OPERATIONAL charges rates Subsidies rates Subsidies rates 70% L H L H H L • Subsidies • Borrowings • Operating • General • Subsidies • General • Nil • Development reserves and capital rates rates contributions CAPITAL 229

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 230 |Whakat COMMUNITY PROPERTY ACTIVITIES

EXHIBITIONS, RESEARCH,

HALLS PENSIONER HOUSING ā

STORAGE AND ARCHIVES ne DistrictCouncil|Long Term Plan2012-22

R COMMUNITY

e e

l l i i

a a

b b

C C

C OUTCOME

l l

e e

o o o

m m m

& & Q Q Q

m m m

A A u u u

a a a

f f

u u u

f f

l l l

o o

n n n

i i i

t t t

r r

i i i

y y y

t t t

d d

y y y

S a S S

W W W b b e e e

l l r r r e e e e e v v v i l i l i l I c l- I c l- c l- n b n b b f e f e e ra s e ra s e s e s in s in in tr g tr g g uc uc ture ture service. This reflectstheprivatebenefitto thoseusingthis funded throughtherentalscharged tooccupants. Operational andcapitalcostsarecompletelyself elderly. This activityprovideslowcosthousingforthe reflecting theprivategoodcomponentofthisactivity. are generallynotabletoachievealevelofreturn Fees andchargesarealsoused,however, these component ofthisactivity. general ratesinrecognitionofthepublicgood Operational costsarepredominantlyfundedthrough other historicalassetsonbehalfofthecommunity. provision ofeducationaroundtheartefactsand This activitymanagesthepreservation,displayand halls. considered thiswoulddeter peoplefromusing the and astrong userpaysapproach implemented, itis While usersofthe servicecaneasilybeidentified the halls. relating tothose individuals andorganisationshiring which recognises theprivatebenefitcomponent costs arealsofunded throughfeesandcharges cohesion ofthecommunities theyserve.Operational which identifiesthecontributionof hallstosocial general ratesreflectingthepublic goodcomponent Operational costsarepredominantly fundedthrough use. This activityprovidespublicfacilities forcommunity RATIONALE FOR ALLOCATION 02 i L Nil M L 20 80 02 i L Nil M H 20 L 80 Nil M H 100 0 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Fees and • General rates • Fees and • Fees and • General rates H =71-99%F100% charges charges charges OPERATIONAL 70% H L F L H • Operating • Fees and • General • Operating • Fees and • Subsidies • Borrowings • Operating • General • Development reserves and capital charges rates reserves and capital charges reserves and capital rates contributions CAPITAL RECREATION &COMMUNITY FACILITIES ACTIVITIES

CEMETERIES & PARKS, RESERVES, RECREATION COMMERCIAL

CREMATORIUM & SPORTSFIELDS PROPERTY

R COMMUNITY

e e s

l l

t i i

a a

V V

i b b

n C a

a OUTCOME

l l

a e e

l l o

u u

& &

i i

Q Q l

n n

m g g

A A u u

a a

f f

O O

f f

l l o o

i i

o u u t t

r r

y y

d d

r r n

S S a

o E E

W b m b e e n n

l l r r v v e e i e v v c i i l r i r i o c o I c l- I n b D n n e n f e f s r s e e r m m a i v a e e s n e s n n tr g lo tr t t uc pm uc ture ent ture

them. appropriate asthiswoulddeterpeople fromusing the serviceandfacilitiesprovided andwouldnotbe user paysapproachisnotpossible bythenatureof some costsfromuserswherepossible. A stronger component. Feesandchargesare usedtorecover general ratesreflectingthehighpublic good Operational costsaresubstantiallyfundedthrough educational andsportingopportunitiesforthepublic. This activityprovidesarangeofleisure,recreational, fund theshortfall. sources forthisactivityandusesgeneralratesto achieve ahigherlevelofprivatebenefitfunding assets forprivateuse. The Councilisunableto benefit tothoseleasingtheCouncil’s commercial The highprivategoodcomponentrecognisesthe general rates,feesandchargessubsidies. Operational costsarefundedthroughamixof the Council. This activitymanagescommercialassetsvestedin maintenance ofclosedcemeteries. contribute tothehealthand safetyofthepublic and the appropriate burialsand cremationprocesses the publicgoodcomponent, whichacknowledges use thefacilities. Generalratesfundingrecognises to thosefamilies of thedeceasedwhochooseto fees andcharges reflectingthehighprivatebenefit Operational costs arepredominantlyfundedthrough location forburialsandcremations. This activityprovidesforanappropriate methodand RATIONALE FOR ALLOCATION 0 i M Nil H H 100 0 0 M H H L 0 100 M M H/L L 0 100 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR Whakat COSTS & BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% • Fees and • General rates • Fees and • General rates • Subsidies • Fees and • General rates H =71-99%F100% charges charges charges OPERATIONAL 70% M M L H L L M • General • General • General • Fees and • Fees and • Operating • Fees and • Subsidies • Borrowings • Operating • Development • Borrowings • Operating • Development rates rates rates charges charges reserves and capital charges reserves and capital reserves and capital contributions contributions CAPITAL 231

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 232 |Whakat ACTIVITIES PUBLIC PORTS AND HARBOUR AQUATIC CENTRES ā

CONVENIENCES ne DistrictCouncil|Long Term Plan2012-22

R COMMUNITY

e e s

l l

t i i

a a

V V

i b b

n C C a

a OUTCOME

l l

a e e

l l o o

u u

m m

& &

i i

Q Q l

n n

m m g g

A A u u

a a

f f

u u

O O

f f

l l

o o

n n

i i

o u u t t

r r

i i

y y

t t

d d

r r n

y y

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l l r r v i e e e e v c v v i l l i r i r i o l- I I c l- o c D b n n b n f f e n e e e r r s e s m v i a a i m e e n s s n e n lo g tr tr g n t pm uc uc t ent ture ture from usingtheaquaticcentres. implemented itisconsideredthis would deterpeople While astrongeruserpaysapproach couldbe costs fromserviceusers. good. Feesandchargesareusedtorecoversome general ratesacknowledgingthehighlevelofpublic Operational costsarepredominantlyfundedthrough educational andsportinguse. This activityprovidesfacilitiesforrecreational, benefit tothewholecommunity. general ratesacknowledgingthesefacilitiesareof Operational costsareentirelyfundedthrough conveniences forpublicuse. This activityprovidesappropriatelylocatedpublic general rates. requirement that mightotherwisebesourcedfrom This hasanimpact ofoffsetting anyfunding reapplied totheir maintenanceanddevelopment. any incomereceived fromthoseassetscanonlybe of theharbourassets vestedintheCouncilwhere This inconsistency recognisestheuniquesituation which fallprimarilytothepublic(70%). is notconsistentwiththedistribution ofbenefits leases), whichisaprivatebenefit fundingtool. This and charges(mainlysourcedfrom harbourproperty Operational costsarepredominantly fundedbyfees associated assets. This activitymanagestheport,launch facilitiesand RATIONALE FOR ALLOCATION 0 M H H L 0 100 02 L L H M 20 80 70 PUBLIC % 0MHLL L H M 30 PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Fees and • Fees and • General rates • General rates H =71-99%F100% charges charges OPERATIONAL 70% F L H F • Fees and • Investment • Borrowings • Operating • Develop- • Fees and • Targeted • General • Development • Borrowings • Operating • Development • Operating charges Income reserves and capital butions ment contri- charges rates rates reserves and capital Reserves Contributions contributions CAPITAL CORPORATE &DISTRICT ACTIVITIES ACTIVITIES

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distribution tothecommercialsector. recognises thebenefitsofmarketingandinformation Use offeesandchargestargetedrates outcomes fortheDistrict. aspect ofcontributingtorecreationalandprosperity costs ofthisactivityrecognisesthepublicgood The useofgeneralratestofundtheoperational events promotion. visitors totheDistrict.Italsoprovidesmarketingand and facilitiesavailabletothelocalcommunity This activityprovidesinformationaboutservices services support thedeliveryofefficient andeffective external maintenance ofinternalorganisationalsystemsto This activitymanagesthedevelopmentand RATIONALE FOR ALLOCATION 03 i i M Nil Nil M 30 70 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR Whakat COSTS & BENEFITS ā ne DistrictCouncil|Long Term Plan2012-22| 3% M=30- L =<30% user account. made attheend allocations are internal activity, As thisisan • Fees and • Targeted rates • General rates H =71-99%F100% charges OPERATIONAL 70% L M M • Nil • Additional ca- borrowings by wayof pacity funded CAPITAL 233

OUR COSTS IN DETAIL Revenue & Financing Policy OUR COSTS IN DETAIL Revenue & Financing Policy 234 |Whakat COUNCIL CONTROLLEDORGANISATIONS ACTIVITIES

WHAKATĀNE ā BOPLASS TOI-EDA ne DistrictCouncil|Long Term Plan2012-22 AIRPORT COMMUNITY OUTCOME community. contribute morewidelytotheprosperity ofthewhole activity inacknowledgementthatservicesprovided industrial sector. Generalratesareusedtofundthe reflects theprivatebenefittocommercialand The useoftargetedratestofundoperationalcosts growth anddevelopment. businesses andprovidesopportunitiesforincreased Toi EconomicDevelopment Agency supports businesses andvisitorsusingtheWhakat fees andreflectingprivatebenefittothoseresidents, Operational costsarepredominantlyfundedthrough and freight. safe andsecuremovementofaircraftpassengers This CouncilControlledOrganisationsupportsthe which thosedeliverables relate. BoPLASS supportstheoutcomes oftheactivitiesto back office servicesandcommunications. As such This CouncilControlledOrganisation deliversshared a wholefromoperatingsub-regionalairport. there issomelevelofpublicbenefittotheDistrictas Airport. The useofgeneralratesrecognisesthat RATIONALE FOR ALLOCATION ā ne 08 H M H H 80 20 06 i i M Nil ------Nil M 60 40 PUBLIC %

PRIVATE % OSDRTOSFUNDINGSOURCES CONSIDERATIONS

USER PAYS

BENEFITS OVER TIME

EXACER- BATOR

COSTS & BENEFITS 3% M=30- L =<30% • Fees and • General rates • Targeted rates • General rates • General rates • Fees and H =71-99%F100% charges charges OPERATIONAL 70% L H L H M M • Borrowings • Joint • Operating they arise. individually as considered and willbe deliverable to each relevant specifically will be Organisation Controlled in thisCouncil of participating District Council Whakat on the requirements The funding • Nil Funding Venture Reserves and Capital CAPITAL ā ne four columnsinthetable, consolidated forreadability. There are of projectsinthesestableshavebeen in detail’ chapter, however, anumber are goingtodo’ tablesinthe‘Ourwork projects includingthoseinthe‘whatwe provides acompletelistofthecapital day operationoftheCouncil. This table projects whichareforthedayto These aredifferent fromoperational for growthorreplaceanexistingasset. which improvethelevelofservice,provide Capital expenditureprojectsare the periodofthisLTP. expenditure projectswhichareplannedfor The followingtablesetsoutthekeycapital PROJECTS KEY CAPITAL EXPENDITURE subsidy fromCentral Government. receive external fundingfor, such asa project andalsoshowswhich projectswe source oftenre come fromtofundtheproject. The funding column explainswherethemoney will third setsoutthetotalcostand thefourth when weareplanningondoing them,the second columnsdescribethe projectsand ﬂ ects thepurposeof ﬁ rst and rst eevs-rnwl 022 ,6,3 Renewal100% 5,263,831 1,000,195 2012-22 2012-22 550,000 2,500,000 2012-22 2012-22 Significant sites-Whakat Reserves -renewals Parks andgardens Renewal100% 1,250,000 Harbour beautification Coastal landacquisition 2012-22 Re-fit ofexhibitiondisplays andexhibitionfurniture Library Books-mixedcollectionrenewal qai ete eeas21-29792Renewal100% 957,972 Renewal100% 769,702 2012-22 2012-22 521,707 Renewal100% 1,682,805 RestrictedReserves100% 750,000 Whakat 2012-22 2012-22 Aquatic centres-renewals 2012-22 Public conveniences-renewals Cemeteries andCrematoriumrenewals Whakat Sports facilities-renewals Walking andcyclingprojects ot n abusrnwl/prds21-21,316,201 2012-22 Ports andharbours renewals/upgrades Port Ō RECREATION AND COMMUNITY FACILITIES oewafst prd/eeomn 052 1,685,000 2015-20 hope wharfsiteupgrade/development oa erainadCmuiyFclte 22,111,446 Total Recreation andCommunity Facilities ā ā ne Cemeteryexpansion ne mainwharfreplacement ARTS AND CULTUREARTS AND DSRPINYA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION ā eTisTak21-5250,000 2012-15 ne Toi’s Track oa rsadClue1,350,000 Total Arts andCulture 082 0,0 GeneralRate100% 100,000 2018-22 2020-22 2015-17 2017/18 2013/14 ,0,0 Renewal100% 4,500,000 364,033 Whakat Restricted Reserves59% Subsidy 3% Loan 6% Development Contribution2% Renewal 30% Restricted Reserves94% Development Contribution6% Loan 94% Development Contribution6% Fees andCharges17% Development Contribution2% Renewal 81% Loan 94% Development Contribution6% Development Contribution11% Subsidy 50% Renewal 39% Development Contribution 3% Restricted Reserves 27% Renewal 70% Restricted Reserves 94% Development Contribution 6% ā ne DistrictCouncil|Long Term Plan2012-22| 235

OUR COSTS IN DETAIL Key Capex Projects OUR COSTS IN DETAIL Key Capex Projects 236 |Whakat ipr eeas21-2203,387 2012-22 1,392,442 Airport renewals 956,975 Renewal100% 2012-22 Airport pavement resurfacing 1,959,549 upgrade RestrictedReserves100% Airport runwaylighting andnavigationalaids 140,000 2012-22 2012-22 75,000 2012-19 Commercial andinvestmentproperty renewals Renewal100% 2021/22 322,380 Renewal100% 450,440 Pensioner housingrenewals Renewal100% 2,520,000 Improve disabledaccesstoCouncil facilities 2012-22 Halls andequipmentrenewals 2013-22 Multi-sports eventscentreinvestigation 2012-22 Renewal100% 1,250,000 Operations BusinessUnitrenewals 848,585 Renewal100% 393,512 investigations andworks 862,000 Civic Centreearthquakestrengthening Storage & Archives facility) 2012-22 Civic Centrearchivesfacility(partoftheResearch 2,410,000 2012-22 2012-22 Civic Centrerenewals 2,428,000 2012-22 Vehicle replacement 2012-22 Corporate propertyrenewalsandreplacement 2012-22 Renewal100% Operations BusinessUnitplantreplacement 2,645,000 Enterprise softwarereplacement/development Location Servicesprojects 2012-22 Production Servicesprojects Information SystemsInfrastructuremaintenance Infrastructure improvement REPORTABLE COUNCIL-CONTROLLED ORGANISATIONS Total Reportable Council-controlled Organisations ā ne DistrictCouncil|Long Term Plan2012-22 CORPORATE ACTIVITIES COMMUNITY PROPERTY DSRPINYA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION oa omnt rpry4,523,966 Total CommunityProperty oa oprt ciiis16,764,917 Total Corporate Activities 071 0,0 Loan100% 800,000 2017-22 2013/14 2017/18 2,135,000 Loan100% 500,000 2014-18 2012/13 1,653,387 650,000 Loan 8% Restricted Reserves9% Renewal 83% Restricted Reserves 50% Renewal 50% General Rate60% Restricted Reserves40% Renewal 95% Restricted Reserves5% Loan 92% Development Contribution8% Loan 50% Renewal 50% Loan 1% Renewal 99% Renewal 91% Loan 9% Loan 24% Renewal 76% Renewal 50% Loan 50% neldra ealn pca ups od 022 ,0,0 Subsidy100% 2,700,000 2012-22 Unsealed roadmetalling- SpecialPurpose Roads Improvements LocalRoads Minor improvements -Financially Assisted Roads Property Purchases -Financially Assisted Local Improvements Wainui Roadsealwidening -Financially Assisted Improvements Financially Assisted Landing Roadroundaboutreconstruction - Assisted Improvements Matahi Valley Roadrealignment-Financially Improvements Financially Assisted Thornton Roadrealignmentandseal widening- Bridge renewal-Financially Assisted Improvements Renewals Associated improvements-Financially Assisted Renewals 3,894,550 Traffic servicesrenewals-Financially Assisted Assisted Renewals Structures componentreplacements-Financially 2012-22 Renewals Pavement rehabilitation-Financially Assisted Drainage renewals-Financially Assisted Renewals Renewals Sealed roadresurfacing-Financially Assisted Renewals Unsealed roadmetalling-Financially Assisted plan Public alertingsystemsand Tsunami evacuation CCTV cameranetworkrenewal ROADS AND FOOTPATHSROADS AND COMMUNITY SAFETY DSRPINYA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION oa omnt aey339,000 Total CommunitySafety 022 6,773,000 2012-22 1,400,000 2016-22 2012/13 750,000 2015-22 300,000 2014-16 4,300,000 2014/15 2014-22 2021/22 2,354,000 2014-16 2,600,000 2012-22 1,300,000 2012-22 5,792,000 2012-22 2012-22 20,697,000 3,000,000 2012-22 2012-22 Loan100% 39,000 2012/13 2021/22 2016-18 1,400,000 1,390,000 0,0 Renewal100% 300,000 Whakat Subsidy 59% Loan 41% Development Contribution 6% Subsidy 44% Loan 50% Renewal 14% Subsidy 44% Loan 36% Development Contribution6% Loan 45% Subsidy 55% Development Contribution9% Subsidy 44% Loan 47% Development Contribution5% Subsidy 45% Loan 50% Subsidy 49% Renewal 51% Subsidy 49% Renewal 51% Subsidy 49% Renewal 51% Subsidy 49% Renewal 51% Subsidy 49% Renewal 51% Subsidy 48% Renewal 52% Subsidy 59% Loan 41% Subsidy 51% Loan 37% Development Contribution3% Renewal 9% ā ne DistrictCouncil|Long Term Plan2012-22| 237

OUR COSTS IN DETAIL Key Capex Projects OUR COSTS IN DETAIL Key Capex Projects 238 |Whakat deub ri xeso 021 350,000 2012/13 Edgecumbe drain extension edro tetae lo iiainwrs21-4100,000 450,000 Ō 2012-14 works Further Whakat 2014/15 Henderson Streetareafloodmitigation works mitigation works Hinemoa Streetpumpstationcatchment flood Kirk Streetareafloodmitigationworks mitigation works McAlister/Pohutu/Bracken Streetareaflood mitigation works Wainui Te WharaStreamurbancatchmentflood mitigation works 1,590,000 Alexander Avenue/Douglas streetareaflood 2012-22 Subsidy100% 270,000 Improvements and parking-NonFinancially Assisted Renewals/ Subsidy100% Kerbing, drainage,amenitylighting,footpaths 980,000 Subsidy100% 1,600,000 2012-22 Improvements -SpecialPurposeRoads Traffic servicesrenewals-SpecialPurposeRoads 2012-22 2012-22 Assisted Renewals Structural componentreplacements-Financially Pavement rehabilitation-SpecialPurposeRoads Drainage renewals-SpecialPurposeRoads Sealed roadresurfacing-SpecialPurposeRoads oeugae n ok 022 3,620,000 2012-22 hope upgradesand works ā ne DistrictCouncil|Long Term Plan2012-22 STORMWATER DRAINAGE ā ne upgradesandfloodmitigation DSRPINYA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION oa od n otah 67,141,550 Total RoadsandFootpaths oa trwtrDang 16,871,370 Total StormwaterDrainage 052 8,361,370 2015-22 450,000 2013/14 1,365,000 1,450,000 2012-15 725,000 2013-15 2012-15 2,442,000 2012-22 Subsidy100% 656,000 2012-22 2021/22 2012-19 5,0 Subsidy100% 953,000 Renewal 30% Loan 70% Development Contribution 4% Renewal 13% Loan 83% Development Contributions2% Renewal 29% Loan 69% Subsidy 2% Renewal 48% Development Contribution15% Loan 35% Renewal 7% Subsidy 93% Matat replacements Edgecumbe Water Supply-connections/repairs/ Road Edgecumbe Water Supply-supplymain fromPaul Whakat Whakat Whakat Whakat Loan100% 2,000,000 Renewal100% 1,000,000 2016-21 renewals Plains Water Supply-connections/replacements/ 2015-22 upgrades Plains Water Supply-Edgecumbeand Te Teko pipe Plains Water Supply-mainsrenewal(provisional) Plains Water Supply-pipeupgrades reticulation Plains Water Supply-PaulRoadboresite and Renewal100% upgrades 600,000 Waimana Water Supply -replacements/renewals/ R T 2015-22 T replacements Murupara Water Supply-connections/repairs/ Murupara Water Supply-reticulationrenewal replacements Whakat main fromCitySouth pumpstation Street pump stationrising main ā ā ūā etaWtrSpl elcmnsrnwl 022 300Renewal100% 33,000 Renewal100% 300,000 2012-22 2015-19 neatua Water Supply-replacements/renewals neatua Water Supply-reticulationrenewal oiWtrSpl elcmnsrnwl 022 8,0 Renewal100% 184,500 2012-22 toki Water Supply-replacements/renewals ā Water Supply-connections/repairs/ ā ā ā ā ā SEWAGE TREATMENT AND DISPOSAL ne/ eswrrtclto eea 022 1,050,000 1,100,000 2012-21 2017-19 ne -installationof 300mmsewerrising ne sewerreticulation renewal ne Treatment Plant desludging ne -upgradingand extensionofBridge Ō oeWtrSpl 022 5,336,500 2012-22 hope Water Supply WATER SUPPLY DSRPINYA OA $ FUNDINGSOURCE TOTAL ($) YEAR DESCRIPTION oa ae upy16,786,000 Total Water Supply 022 1,040,000 1,800,000 2012-22 2012-15 022 670,000 Loan100% 550,000 2012-22 2016-18 2,500,000 126,000 2016-18 2012-22 112,000 Renewal100% 534,000 2012-22 2012-22 021 900,000 2012-14 051 600,000 2015-17 Whakat Development Contribution13% Loan 8% Fees andcharges4% Renewal 75% Renewal 56% Fees andcharges1% Loan 43% Loan 15% Subsidy 85% Renewal 63% Fees andcharges30% Loan 7% Development Contribution20% Loan 80% Loan 98% Renewal 2% Loan 71% Renewal 29% Development Contribution 5% Renewal 95% Development Contribution 5% Loan 95% Loan 95% Development Contribution 5% Loan 95% Development Contribution 5% ā ne DistrictCouncil|Long Term Plan2012-22| 239

OUR COSTS IN DETAIL Key Capex Projects 240 | Whakatāne District CouncilCouncil | LongLong Term Plan 2012 - 2222

DESCRIPTION YEAR TOTAL ($) FUNDING SOURCE Loan 53% Whakatāne - tanks, pump replacement, pipes, 2012-22 2,109,000 Development Contribution 5% renewals, upgrades Renewal 42% Development Contribution 8% Ōhope Treatment Plant upgrade 2012-16 1,550,000 Loan 92% Ōhope pump station upgrades and additional Loan 92% 2016-20 944,000 storage Development Contribution 8% 2012/13 Ōhope pipe replacement 2017/18 800,000 Renewal 100% 2021/22 Ōhope reticulation joint repairs, reticulation pipe Renewal 30% 2013-20 700,000 replacements and rising mains Loan 70% Development Contributions 4% Ōhope replacements/upgrades 2012-22 522,348 Loan 45% Renewal 51% Edgecumbe pump station upgrade and additional 2015-18 592,000 Loan 100% storage Edgecumbe reticulation upgrades 2013-17 570,000 Loan 100%

Edgecumbe pump replacement 2012-20 36,000 Renewal 100% Loan 33% Matatā Treatment Plant and reticulation construction 2012-16 7,100,000 Subsidy 67% 2017/18 Matatā replacements 40,000 Renewal 100% 2021/22 2013-18 Murupara sewer reticulation renewal 1,000,000 Renewal 100% 2021/22 Renewal 27% Murupara replacement/upgrades/renewals 2012-22 420,000 Loan 73% Tāneatua ponds upgrade 2012/13 150,000 Loan 100% 2016/17 Tāneatua reticulation renewal 400,000 Renewal 100% 2021/22 Renewal 81% Tāneatua replacement/upgrades/renewals 2012-22 52,000 Loan 19% Te Mahoe Treatment Plant upgrade filer 2013/14 15,000 Renewal 100% replacements Total Sewage Treatment and Disposal 20,650,348

WASTE Waste Disposal - Burma Road landfill restoration/ Renewal 33% organic waste composting/landfill leachate pump 2012-22 215,000 Loan 67% station Waste Recycling Park and Transfer Station Renewal 55% 2012-22 90,000 improvements/replacements Loan 45% Total Waste 305,000

COUNCIL TOTAL 168,896,984

Key Capex Projects Key Capex OUR COSTS IN DETAIL COSTS OUR to giveyouanindicationofourpredicted The followingforecast FORECAST FINANCIAL STATEMENTS borrowing needs. cash, provideservices andforassessingfuture is usefulinassessing theCouncil’s abilitytogenerate resources controlledbytheCouncil. This information This presentsinformationabout theeconomic Statement ofProspectiveFinancial Position resulting frompastsurpluses. the communities’ investment in publiclyownedassets measure ofincome. Accumulated equityrepresents liabilities. This statementpresentsacomprehensive difference betweenthetotalvalueofassetsand total Also knownasnetworth,equityismeasuredthe Statement ofProspectiveChangesinEquity and losspredictability. performance accordingtofrequency, potentialforgain to differentiate betweencomponentsof future comprehensiveincome. This aidsthereader arising throughoutthePlanimpactingonpastand This providesinformationonthesurplusorde Statement ofProspectiveComprehensiveIncome information. an annualbasistoupdateourproposalswiththelatest as situationschange.We developan Annual Planon actual resultsarelikelytodiffer fromthosepresented position duringtheperiodofthisLTP. Pleasenotethat fi nancial statementsareprovided fi nancial fi nancial fi cit following matters: In settingthebudgetwehave hadregardforthe decisions webelieveitremains fund isexpectedtobeattheendofLTP term. term oftheLTP, andthenwhatthebalanceofeach we expectedtocomeinoroutofeachfundduringthe is ineachfundatthestartofLTP period,howmuch the expectedvalueofthesefundsincludinghowmuch overall impactofour each ofthe10yearsLTP. Havingconsideredthe The Councilwillnotproducea balancedbudgetin THE BUDGET STATEMENT CONCERNINGBALANCING This identi Statement ofReserveBalances repay debtoftoreinvestmaintainoperatingcapacity. about cashgenerationthroughCouncilactivitiesto day tocashmanagement.Itprovidesinformation investments inwhichtheCouncilinvestsaspartofits accounts, demanddepositsandotherhighlyliquid Cash meanscashbalancesonhand,heldinbank Statement ofProspectiveCashFlows • Compliancewith theCouncil’s revenueand • Intergenerational equity. • Maintainingservice capacityandintegrityof assets. • Maintaininglevelsofservice. fi nancing policies. nancing fi es thereservefundsthatweoperateand fi nancial managementpoliciesand fi nancially prudent. nancially The mainreasonsforthesurplusare: Surpluses arereducedby: being ofthecommunity. the social,cultural,environmentalandeconomicwell- needs oftheDistrictovernext10yearsandtomeet levels itconsidersappropriatetomeetthefunding The Councilhassettheexpenditureandrevenueat • OtherCentralGovernmentgrantsandsubsidies • NZTA grantsforroadingarelargelyusedtofund • Reserveswhichmaybeusedtofundoneoff • Thepolicytofunddepreciationoninfrastructural statements. they fundarenotincludedinthepro are shownasincome,whereasthecapitalitems capital expenditure. expenditure. assets basedontheir25yearrenewalrequirement. Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi t andloss 241

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials STATEMENT OFPROSPECTIVECOMPREHENSIVEINCOME 242 *Excludes Internal borrowingcosts ANNUAL |Whakat PLAN $000 2012 324TtlEpniue5,8 8046,9 2086,6 8357,7 3427,7 78,070 75,778 73,492 70,470 68,355 74,878 64,967 71,709 62,058 69,438 60,196 67,460 58,014 65,614 54,689 64,271 62,192 64,096 58,180 53,769 Total Expenditure 53,234 Total Income 56,301 23,550 476 an nastrvlain1,6 ,3 0521,9 0161,2 1271,8 20412,536 9,344 12,094 12,181 8,025 11,227 8,127 14,084 10,420 8,217 33,991 13,647 10,166 32,967 7,679 13,220 10,098 31,954 12,831 9,470 10,522 30,367 12,478 9,932 10,232 29,930 12,128 14,422 11,362 28,692 11,764 10,098 27,368 11,420 10,442 26,531 11,102 25,889 10,793 24,615 Total comprehensiveincome fortheyear 17,793 Gainsonasset revaluation 14,726 16,734 PersonnelCosts 10,423 OtherExpenses 23,881 11,745 ,4 usde n rns6377431,3 ,4 ,5 ,2 ,3 ,1 ,1 9,255 7,811 7,617 7,931 7,527 8,156 8,545 11,838 7,463 6,347 8,804 SubsidiesandGrants 9,540 ,1 an nrvlaino netetpoet - GainsonrevaluationofInvestmentproperty 1,310 ,6 e upu Dfct 90 6 ,0 3 66 271 300 404 409 (3,192) 1,790 (4,069) 2,035 (4,054) 2,197 (3,010) 2,334 (2,741) (696) 2,333 134 2,094 2,396 3,900 2,768 166 2,749 (920) 2,517 NetSurplus(Deficit) 3,067 FinanceCosts* 2,196 4 etdAst 1 2 3 4 5 5 6 7 8 297 638 287 615 278 592 268 572 259 553 250 534 241 515 232 500 224 483 216 465 DevelopmentContributions 536 Vested Assets 740 6FnneIcm*4 06 05 04 04 40 40 40 40 40 50 70 60 40 40 FinanceIncome* 76 ā ne DistrictCouncil|Long Term Plan2012-22 supply) Targeted Rates(excluding voluemtricchargesforwater Depreciation and Amortisation General Rates water supply) Revenue fromactivities(includingvolumetricchargesfor OTHER COMPREHENSIVEINCOME EXPENDITURE INCOME Note 2 Note 1 Note 3 $000 2013 2411,4 3581,7 4631,2 5611,8 66817,497 16,678 16,081 15,601 15,022 14,673 13,978 13,508 13,043 12,481 8941,4 0242,7 2792,9 4212,7 61626,737 19,010 26,106 18,812 25,275 18,356 24,221 17,738 23,890 17,264 22,709 16,762 21,372 16,224 20,214 16,429 19,742 15,908 18,934 15,286 6741,7 9472,3 2032,1 4982,2 71928,205 27,129 26,121 24,938 23,614 22,053 20,530 19,477 18,274 16,764 1271341281181091091191391,404 1,359 1,199 1,089 1,059 1,138 1,248 1,314 1,277 $000 2014 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2017 $000 2018 $000 2019 $000 2020 $000 2021 $000 2022 NOTES TO THESTATEMENT OFPROSPECTIVECOMPREHENSIVEINCOME ANNUAL PLAN $000 2012 ,4 rsadClue3083153192903113233463503603,780 3,670 1,803 1,551 3,560 6,805 1,755 1,592 3,426 6,671 1,705 1,830 3,273 6,486 1,649 1,893 3,141 6,261 1,566 1,849 2,910 6,085 1,494 3,086 1,774 3,199 5,933 1,539 3,141 1,727 3,125 5,787 1,460 2,981 1,771 3,038 5,652 1,437 2,789 1,055 5,884 1,339 2,753 873 5,729 2,684 2,570 RecreationandCommunityFacilities 2,468 1,186 ArtsandCulture 1,249 EnvironmentalSustainability 2,425 1,188 CommunitySafety 1,570 Leadership2,271 2,597 ,0 eea ae e hl fCuclFS1,8 5981,2 6241,6 7241,3 8361,1 19,010 18,812 18,356 17,738 17,264 16,762 16,224 16,429 15,908 15,286 8,319 GeneralRatesperWhole ofCouncilFIS 8,804 (21) 3 at 0 0 1 3 9 2 3 5 7 689 678 811 653 633 848 622 794 597 727 535 789 517 715 500 781 501 671 623 631 Waste 133 CommunityProperty 475 2 d prtn eev aacsrpi 4 4 4 - 140 140 140 Addoperatingreservebalances repaid 320 8 esRtsPnlis565755636060696077740 717 690 669 650 630 673 585 567 586 LessRatesPenalties 485 8Swg ramn n ipsl1 41 61 81 92 20 76 20 74 19 71 18 69 18 67 17 65 16 62 15 60 14 58 14 56 ReportableCouncil-controlledorganisations 90 Sewage Treatment andDisposal 18 - - - od n otah - RoadsandFootpaths ae upy- Water Supply Somae riae233748404842464757526 507 477 456 442 418 400 408 367 253 Stormwater Drainage NOTE 1:GENERAL RATES BY ACTIVITY Applied Corporate andDistrict Activities Funds Statement General RatesLeviedperRating $000 2013 4701,4 5841,5 6121,1 7001,6 80618,270 18,096 17,666 17,070 16,614 16,132 15,551 15,844 15,341 14,700 4 8 8(0)(8 22 12 20 13 (137) (143) (220) (182) (202) (78) (104) 68 280 442 - - $000 2014 - - $000 2015 - - FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 - - - $000 2017 - - - $000 2018 Whakat - - - ā ne DistrictCouncil|Long Term Plan2012-22| $000 2019 - - - $000 2020 - - - $000 2021 - - - $000 2022 243

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials NOTES TO THESTATEMENT OFPROSPECTIVECOMPREHENSIVEINCOME(CONTINUED) 244 |Whakat ANNUAL PLAN $000 2012 674TtlDpeito n mriain1,6 8241,7 0502,5 3642,3 6112,2 28,205 27,129 26,121 24,938 23,614 22,053 20,530 19,477 18,274 16,764 Total Depreciation and Amortisation 16,734 631Tree ae eidprRtn ttmn 1952,9 3522,5 6342,4 8172,1 03131,113 30,331 29,318 26,737 28,187 26,106 27,741 25,275 26,394 24,221 24,854 23,890 23,542 22,709 22,993 21,372 21,975 20,214 19,742 Targeted RatesLeviedperRatingStatement 26,381 18,934 Total Targeted RatesperWholeofCouncilFIS 23,551 ,9 rsadClue- ArtsandCulture 1,693 ,0 ae upy1832062142182302462512762842,974 2,844 2,974 2,683 2,706 2,844 2,587 14,162 2,581 2,706 13,666 2,556 2,436 13,142 2,581 2,497 2,320 12,459 2,208 2,436 2,259 2,188 11,849 2,130 2,320 1,991 2,104 10,965 2,054 2,188 10,075 1,806 2,006 1,984 2,104 9,270 1,890 1,893 1,918 2,006 8,608 1,728 1,854 1,349 8,006 1,748 1,778 1,704 Corporate &District Activities Funds Applied 1,820 1,655 Sewage Treatment andDisposal 1,363 1,595 Water Supply 1,908 RoadsandFootpaths 8,098 RecreationandCommunityFacilities 1,634 ,4 erainadCmuiyFclte 3 4 6 8 1 3 4 6 7 491 479 468 449 431 410 388 361 347 331 RecreationandCommunityFacilities 4,342 ,9 ae upy2092192292342492592642672882,919 4,979 3,264 2,818 4,848 3,150 3,816 2,697 4,686 10,791 2,988 3,701 2,644 10,649 4,550 2,852 3,527 10,452 2,569 4,444 2,743 3,389 9,908 2,459 4,326 2,695 3,529 9,758 2,324 3,891 2,627 3,024 9,381 2,219 3,779 2,421 2,833 8,921 2,169 3,656 2,340 2,673 8,390 2,029 3,883 2,313 2,675 8,188 2,133 7,897 Sewage Treatment andDisposal 1,956 StormwaterDrainage 2,025 Water Supply 1,896 RoadsandFootpaths 6,899 Waste 4,190 ,3 ouerccagsfrwtrspl ,4 ,5 ,2 ,8 ,8 ,5 ,6 ,4 ,2 4,376 4,225 4,043 3,966 3,851 3,685 3,482 3,328 3,251 3,041 Volumetric chargesforwatersupply 2,830 1 edrhp232021253737363030361 350 350 326 317 317 295 281 280 Leadership263 415 3 trwtrDang 3 7 ,4 ,3 ,9 ,4 ,1 ,0 ,8 1,583 919 427 1,483 898 410 1,400 908 1,312 392 889 1,247 377 1,193 875 368 1,130 848 356 1,047 815 976 344 821 931 332 795 322 771 312 StormwaterDrainage 939 CommunityProperty 605 ArtsandCulture 260 3 eotbeCuclcnrle raiain 58 09 710141711115 111 107 104 100 97 93 90 87 85 ReportableCouncil-controlledorganisations 135 ā 3Wse8 713111711151812116 50 112 49 108 105 47 101 45 107 44 111 43 113 41 97 40 80 39 38 Reportable Council-controlled organisations 33 Waste 73 ne DistrictCouncil|Long Term Plan2012-22 - - - - omnt aey4 25 45 1181216109 106 102 108 81 56 54 52 42 41 CommunitySafety 1 omnt rpry- CommunityProperty - omnt aey- CommunitySafety Laesi - Leadership niomna utiaiiy- EnvironmentalSustainability niomna utiaiiy- Environmental Sustainability NOTE 3:DEPRECIATION AND AMORTISATION NOTE 2:TARGETED RATES BY ACTIVITY $000 2013 ------$000 2014 ------$000 2015 ------FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 ------$000 2017 ------$000 2018 ------$000 2019 ------$000 2020 ------$000 2021 ------$000 2022

RECONCILIATION OFFUNDINGIMPACT STATEMENT TO STATEMENT OFCOMPREHENSIVEINCOME ANNUAL PLAN $000 2012 966 aine(,4)(,6)(079 742 688 602 643 606 640 (7,753) (6,430) (6,096) (6,463) (6,052) (6,898) (7,402) (10,719) (6,368) (4,140) Variance (9,636) 665TtlOeaigIcm 9695,1 3365,9 7335,6 0986,4 52867,125 65,278 63,342 60,998 59,562 57,373 54,790 53,376 51,811 49,629 56,301 Total OperatingIncome 46,665 ,5 usde n rnsfrcptlepniue3484368615394974104544074195,412 4,169 4,027 4,534 4,180 4,977 5,399 8,671 4,386 3,458 - SubsidiesandGrants forcapitalexpenditure 7,050 Gainsonrevaluation ofInvestmentproperty 1,310 ,9 ae upy5115545665926266546796867267,463 7,623 4,069 7,206 7,415 4,334 3,925 6,896 7,163 4,200 3,722 1,772 6,759 6,948 4,007 3,556 15,251 3,926 1,779 6,564 6,775 3,850 14,862 3,425 3,813 1,694 6,286 14,596 6,576 3,975 4,191 3,345 3,694 1,601 5,942 13,851 2,317 6,023 3,455 4,063 3,250 11,571 3,558 13,629 1,640 5,676 2,332 5,841 3,247 3,932 3,044 11,075 13,089 3,399 1,543 5,544 2,544 10,687 5,652 3,072 3,805 2,915 12,574 3,260 1,584 5,191 2,584 10,368 12,048 5,834 3,060 3,653 2,766 3,023 9,959 1,450 2,518 11,715 2,504 3,512 3,308 9,748 11,225 1,380 2,422 3,490 3,226 9,389 1,367 2,353 3,346 3,451 3,138 9,172 2,376 3,291 3,495 9,209 1,641 3,119 3,410 Sewage Treatment andDisposal 8,967 1,441 2,183 Stormwater Drainage 3,119 2,225 Water Supply 4,790 3,074 Roads andFootpaths 9,862 Waste 3,073 5,597 Community Property 1,181 2,868 Recreation andCommunityFacilities 8,292 Arts andCulture 2,752 3,072 Environmental Sustainability 1,740 2,770 Community Safety 3,405 Leadership 2,537 3,014 4 etdAst 1 2 3 4 5 5 6 7 8 297 287 638 278 615 268 592 259 572 250 553 241 534 232 515 224 500 216 483 465 Development and FinancialContributions 536 Vested Assets 740 4 oprt ititAtvte ,9 ,5 9 3 3 2 6 5 5 686 654 470 550 460 564 447 520 436 638 430 637 425 894 410 1,053 397 1,197 356 344 Corporate&District Activities 841 ReportableCouncil-controlled organisations 464 TOTAL OPERATING INCOME Made upof: Income: Total IncomeperproposedStatementofProspective Per Activity FundingImpactStatement $000 2013 3795,8 4066,9 4216,1 7406,3 17974,878 71,709 69,438 67,460 65,614 64,271 62,192 64,096 58,180 53,769 1271341281181091091191391,404 1,359 1,199 1,089 1,059 1,138 1,248 1,314 1,277 $000 2014 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2017 $000 2018 Whakat ā ne DistrictCouncil|Long Term Plan2012-22| $000 2019 $000 2020 $000 2021 $000 2022 245

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 246 RECONCILIATION OFFUNDINGIMPACT STATEMENT TO STATEMENT OFCOMPREHENSIVEINCOME(CONTINUED) ANNUAL PLAN |Whakat $000 2012 1,7)Vrac 1,2)(736 1,6)(919 2,6)(209 2,9)(440 2,7)(26,128) (25,173) (24,430) (23,390) (22,059) (20,568) (19,119) (18,367) (17,386) (15,923) Variance (15,375) 139 oto nenlBroig(4)(7)(,9)(,7)(,4)(,3)(,4)(,0)(,1)(3,063) (2,815) (2,403) (2,143) (2,030) (1,843) (1,676) (1,295) (978) (841) Costof InternalBorrowing (1,359) 674Dpeito 6741,7 9472,3 2032,1 4982,2 71928,205 27,129 26,121 24,938 23,614 22,053 20,530 19,477 18,274 16,764 Depreciation 16,734 789TtlOeaigEpniue3,6 0684,2 2994,9 6264,8 9025,0 51,942 50,605 49,062 47,080 46,296 44,399 42,939 41,829 40,628 38,766 53,234 Total OperatingExpenditure 37,859 476Giso se eauto 1329921,2 0081,6 0401,2 2111,9 12,536 12,094 12,181 11,227 9,344 10,420 8,025 10,166 10,098 8,127 10,522 8,217 9,932 7,679 11,362 9,470 10,232 14,422 10,098 10,442 PER TOTAL COMPREHENSIVE INCOME FOR THE YEAR 17,793 Gainsonasset revaluation 14,726 ,3 omnt aey1832051982082092172172292302,422 1,472 2,340 1,428 2,259 1,423 2,187 1,403 2,117 1,391 2,049 1,355 2,078 1,374 1,978 - 1,584 2,015 1,270 1,863 1,199 HazardManagement 1,042 EnvironmentalSustainability 1,480 CommunitySafety 1,439 ,0 ae upy1902042132282372552672712842,953 6,357 3,768 2,864 13,015 6,168 2,247 3,652 8,778 2,741 12,832 5,969 2,185 3,468 8,350 12,361 2,637 5,795 2,077 3,319 12,013 1,420 8,310 2,545 5,635 1,987 3,211 11,908 1,374 7,759 2,387 5,462 2,181 11,464 3,067 1,327 7,633 5,947 2,238 11,211 4,938 1,724 2,935 1,286 7,334 5,815 2,103 10,993 4,770 1,585 2,708 1,247 7,205 10,703 5,608 2,024 4,620 1,385 2,536 10,427 1,206 6,912 5,459 1,950 4,619 1,370 2,363 1,377 6,878 5,263 1,089 1,322 6,459 5,182 1,283 5,007 1,225 5,203 Corporate&District Activities 5,020 9,572 4,862 Sewage Treatment andDisposal 1,025 StormwaterDrainage 1,791 Water Supply 1,909 RoadsandFootpaths 6,274 Waste 4,523 RecreationandCommunityFacilities 4,805 ArtsandCulture 1,314 ,1 edrhp1561781781821951901922182242,149 2,224 2,188 1,942 1,930 1,985 1,822 1,738 1,778 Leadership1,586 1,611 2 eotbeCuclcnrle raiain 2 1 2 4 5 0 4 6 8 596 818 580 793 560 771 544 749 501 734 457 727 445 724 429 704 415 716 425 699 ReportableCouncil-controlled organisations 422 CommunityProperty 653 ā ne DistrictCouncil|Long Term Plan2012-22 - nlto ifrnebtenoehasadrcvre - Inflation difference betweenoverheadsandrecoveries TOTAL OPERATING EXPENDITURE Per Activity FundingImpactStatement: Made upof: Income: Total ExpenditureperproposedStatementofProspective Other Comprehensive Income $000 2013 4695,1 0166,5 4976,5 0407,9 57878,070 75,778 73,492 70,470 68,355 64,967 62,058 60,196 58,014 54,689 - 9 8 6 5 7 9 1 5 986 859 712 595 475 358 265 185 90 $000 2014 - $000 2015 - FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 - $000 2017 - $000 2018 - $000 2019 - $000 2020 - $000 2021 - $000 2022

PROJECTED STATEMENT OFCHANGESINEQUITY ANNUAL PLAN $000 2012 436,737 2,1 qiya h n fteya 3,6 4,5 5,7 6,1 7,8 8,6 9,7 9,0 0,3 716,074 706,730 698,705 690,578 682,360 674,681 665,211 290,752 654,979 278,216 640,558 425,322 266,122 630,460 428,514 253,941 432,583 242,714 436,637 232,294 439,647 222,128 442,388 212,030 443,084 201,508 442,950 191,576 Equityattheendofyear 620,018 439,050 AssetRevaluationReservesattheendofyear 438,884 180,214 165,488 AccumulatedFundsattheendofyear 439,804 476Rvlaino ses1,6 ,3 0521,9 0161,2 1271,8 20412,536 12,094 12,181 11,227 10,420 10,166 10,098 10,522 9,932 11,362 Revaluationof Assets 14,726 ,6 e upu o h er(2)1639014(9)(,4)(,1)(,5)(,6)(3,192) (4,069) (4,054) (3,010) (2,741) (696) 134 3,900 166 (920) NetSurplusfortheyear 3,067 Accumulated Fundsatthestartofyear Asset RevaluationReservesatthestartofyear 3,0 3,8 3,5 4,5 4,8 4,8 3,4 3,3 3,8 428,514 432,583 436,637 439,647 442,388 443,084 442,950 439,050 438,884 439,804 8,1 9,7 0,0 1,3 2,2 3,9 4,1 5,4 6,2 278,216 266,122 253,941 242,714 232,294 222,128 212,030 201,508 191,576 180,214 $000 2013 $000 2014 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2017 $000 2018 Whakat ā ne DistrictCouncil|Long Term Plan2012-22| $000 2019 $000 2020 $000 2021 $000 2022 247

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials STATEMENT OFPROSPECTIVEFINANCIAL POSITION 248 ANNUAL |Whakat PLAN $000 2012 2,1 oa ulcEut 3,6 4,5 5,7 6,1 7,8 8,6 9,7 9,0 0,3 716,074 706,730 698,705 290,752 690,578 278,216 682,360 266,122 674,681 253,941 665,211 242,714 654,979 232,294 640,558 222,128 630,460 212,030 201,508 191,576 Total PublicEquity 620,018 AssetRevaluationReserves 180,214 8,3 oa ses605869387213758979077877766470687506751,392 745,056 740,668 736,674 728,757 740,634 719,017 734,799 705,879 730,240 702,133 696,041 726,716 699,398 691,609 719,607 690,508 688,410 709,767 686,085 696,875 680,065 693,253 671,283 690,934 659,529 682,775 650,363 644,033 637,151 Total Assets 683,533 Total NonCurrent Assets 673,241 Property, PlantandEquipment 627,891 428,219 404Ivsmn rpry4,2 5314,9 5753,8 7923,3 0204,8 42,993 41,589 40,230 39,031 37,942 36,883 35,745 41,290 45,301 44,024 InvestmentProperty 44,024 392TtlCretLaiiis1,7 5441,9 4251,1 5521,1 5801,4 16,067 15,940 15,880 15,917 15,582 15,013 14,285 14,595 15,454 10,758 15,275 10,257 10,428 9,958 9,149 9,251 Total CurrentLiabilities 9,005 13,992 8,881 8,464 7,733 Total Current Assets 10,292 155Rsrce qiy1,2 3531,2 1132,1 3442,2 7162,5 32,722 29,754 27,176 25,221 23,474 21,816 21,133 19,625 13,563 12,523 RestrictedEquity 11,585 ,2 te o-urn ses1501501501501501501501501501,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 OtherNon-Current Assets 1,326 ,0 orwns4754683422723063283142652201,908 2,260 2,675 2,023 3,134 1,954 3,208 12,136 1,886 3,046 11,726 1,826 2,722 11,318 1,768 10,957 3,412 10,607 1,710 4,618 10,258 1,652 4,775 9,911 1,598 9,585 1,548 9,288 10,114 1,500 9,772 9,000 9,432 9,131 8,839 Borrowings 8,548 4,000 EmployeeBenefit Liabilities 1,344 8,259 Trade andOtherPayables 8,648 7,988 7,740 7,500 Trade andotherReceivables 7,437 1,944 1 te urn ses101612182522292625243 235 226 219 212 205 198 192 186 180 OtherCurrent Assets 911 ā - ne DistrictCouncil|Long Term Plan2012-22 Tr netet 0 0 0 0 0 0 0 0 0 100 100 100 100 100 100 100 100 100 100 Term Investments CURRENT LIABILITIES NON-CURRENT ASSETS Cash andEquivalents CURRENT ASSETS Retained Earnings PUBLIC EQUITY 2,6 2,8 2,2 2,5 2,7 1,7 1,1 0,0 9,6 392,600 398,760 405,407 411,416 416,173 420,572 421,951 423,325 425,487 426,361 $000 2013 3587157479 0 6 5 401 251 769 608 98 497 547 701 538 53 $000 2014 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2017 $000 2018 $000 2019 $000 2020 $000 2021 $000 2022 NOTES TO THESTATEMENT OFPROSPECTIVE FINANCIAL POSITION h uuecmimnsadgaate antb ae n a o enqatfe nteefrcs iaca ttmns the futurecommitmentsandguarantees cannotbetakenandhasnotbeenquantifiedintheseforecast financialstatements. requirements including:unpaidsubscribed capital,furtherequitycommitments,investmentinconvertible borrowernotes,andto * Councilintendstobecomeaguarantee shareholderoftheLocalGovernmentFunding Agency intheyearended30June2013. The ANNUAL ANNUAL PLAN PLAN $000 2012 $000 2012 2,1 e ses604060576499652264616231605768757670716,074 706,730 698,705 690,577 682,361 674,681 665,212 654,979 640,557 630,460 NetAssets 620,018 770Broig 2944,6 0772,0 7412,7 8262,7 03317,171 20,343 19,250 24,077 22,385 28,206 26,083 28,871 30,180 27,411 30,814 24,501 29,323 30,707 26,382 41,561 32,559 42,974 43,387 44,774 Total Non-CurrentLiabilities 49,523 Borrowings 47,750 6 e netet718596961072002162282502,820 2,520 2,248 2,156 2,000 1,007 966 936 895 761 NetInvestment 560 8 te o-urn iblte 0 2 5 8 1 4 7 ,0 ,4 1,079 1,000 1,042 1,000 1,006 1,000 974 1,000 943 1,000 912 1,000 1,000 881 1,000 852 1,000 826 1,000 800 OtherNon-CurrentLiabilities 789 Provisions 984 6 hktn ipr 6 9 3 6 0 ,0 ,5 ,4 ,2 2,720 2,420 2,148 2,056 1,900 907 866 836 795 661 WhakataneAirport 560 - oa oenetFnigAec*101010101010101010100 100 100 100 100 100 100 100 100 100 LocalGovernment Funding Agency* NET INVESTMENTINCOUNCIL CONTROLLEDORGANISATIONS NON-CURRENT LIABILITIES $000 2013 $000 2013 $000 2014 $000 2014 $000 2015 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2016 enterintoguarantees.Untilthe date ofactualinvestmentanaccount $000 2017 $000 2017 shareholdingincludesanumber of componentpartsand $000 2018 $000 2018 Whakat ā ne DistrictCouncil|Long Term Plan2012-22| $000 2019 $000 2019 $000 2020 $000 2020 $000 2021 $000 2021

$000 2022 $000 2022 249

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials PROSPECTIVE STATEMENT OFCASHFLOWS 250 ANNUAL |Whakat PLAN $000 2012 2,4)NtCsfosfo netn ciiis(398 1,2)(008 1,9)(377 2,6)(980 1,5)(837 (20,175) (18,307) (16,351) (19,820) (22,062) (23,727) (12,897) (10,058) (15,324) (13,948) Net Cashflows fromInvesting Activities (20,345) 124TtlOeaigCs ple 2904,0 6114,8 8745,4 1795,4 53256,646 55,312 23,850 47,537 53,842 21,937 46,090 51,749 21,100 44,664 50,840 21,069 80,496 42,701 48,754 20,041 77,249 41,922 47,080 20,444 74,942 40,345 46,131 19,638 72,817 38,669 45,004 22,281 70,881 37,500 42,970 17,378 69,198 36,551 16,058 66,719 34,978 68,412 62,382 59,028 NetCashflowsfromOperating Activities 18,164 Total OperatingCash Applied 41,264 SuppliersandEmployees 33,891 Total Operating CashProvided 59,428 234RtsadSrieCags3,2 5603,4 7553,7 1144,6 3614,1 45,746 44,918 43,631 41,960 41,154 39,470 37,595 36,643 35,650 34,220 RatesandServiceCharges 32,354 065Prhs fpoet,patadeupet1,5 5582,6 1162,2 2021,2 6311,0 20,175 18,307 16,351 19,820 22,062 23,727 21,186 22,869 15,588 14,457 Purchaseof property, plantand equipment 20,695 065TtlIvsigCs ple 4571,8 2892,8 3772,6 9801,5 83720,175 18,307 16,351 19,820 22,062 23,727 21,186 22,869 15,588 14,557 Total InvestingCash Applied 20,695 ,7 einlCuclRts5455745836056356556746917177,319 1,790 7,187 2,035 6,981 2,197 6,714 7,319 2,334 6,585 9,255 7,187 2,333 2,835 6,315 7,811 14,662 6,981 2,094 2,778 6,015 13,900 7,617 6,714 2,396 2,692 13,389 5,863 7,931 6,585 2,768 13,000 2,601 5,704 7,527 6,315 2,749 12,569 2,453 5,475 8,156 6,015 12,152 2,517 2,521 11,666 8,545 5,863 2,312 11,225 11,838 5,704 2,283 10,826 7,463 5,475 10,344 2,217 6,347 2,137 RegionalCouncilRates 5,177 InterestonPublicDebt 2,196 RegionalCouncilRates 5,177 Subsidies&Grants 9,540 UserFees 9,816 SundryIncome 1,929 5 rcesfo aeo rpry ln n qimn 0 6 281829- 638 615 8,289 12,811 592 264 572 609 553 534 Proceedsfromsaleofproperty, plantandequipment 350 515 500 483 465 DevelopmentContributions 536 5 oa netn ahPoie 0 6 281829- 8,289 12,811 264 609 Total InvestingCashProvided 350 6Itrs noe-Etra 04 07 04 04 040 40 40 40 40 50 70 60 40 40 InterestIncome-External 76 ā - ne DistrictCouncil|Long Term Plan2012-22 ucaeo netet 0 - 100 Purchase ofinvestments Cashwillbeappliedto: Cashwillbeprovidedfrom: CASH FLOWFROMINVESTING ACTIVITIES Cashwillbeprovidedfrom: CASH FLOWFROMOPERATING ACTIVITIES Cashwillbe spent on: $000 2013 $000 2014 - $000 2015 - FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 - $000 2017 - - - $000 2018 - - - $000 2019 - - - $000 2020 - - - $000 2021 - - - $000 2022

ANNUAL PLAN $000 2012 473 lsoeigcs aac ,4 3587157479 0 6 251 769 608 98 497 547 701 538 53 1,944 Plusopeningcashbalance (4,753) 251Lasrie ,2 ,4 ,0 ,1 ,0 ,5 ,6 ,1 ,2 3,456 4,027 4,314 3,456 4,366 4,027 7,656 4,314 7,402 4,366 6,313 7,656 7,108 7,402 4,446 6,313 3,920 7,108 4,446 3,920 Total Financing CashProvided 12,521 Loansraised 12,521 ,4 lsn ahPsto 3587157479 0 6 5 401 251 769 608 150 98 (518) 497 161 6,981 6,981 547 8,175 510 8,175 701 8,902 8,902 (3,525) (399) 5,105 (4,148) 5,105 538 (50) (4,588) 6,034 6,034 53 (739) (154) 4,169 4,169 1,622 163 13,208 13,208 3,233 19,168 19,168 485 (6,895) 6,015 6,015 (1,891) (12,060) 7,921 7,921 (1,569) (4,001) ClosingCashPosition 1,944 Netincrease(decrease)incashheld 6,697 NetCashflowsfromfinancingactivities 8,878 Total FinancingCash Applied 3,643 Repaymentofpublicdebt 3,643 Cashwillbespenton: Cashwillbeprovidedfrom: CASH FLOWFROMFINANCING ACTIVITIES $000 2013 $000 2014 $000 2015 FORECAST FORTHE YEARS ENDED30THJUNE $000 2016 $000 2017 $000 2018 Whakat ā ne DistrictCouncil|Long Term Plan2012-22| $000 2019 $000 2020 $000 2021 $000 2022 251

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 252 COUNCIL RESERVES |Whakat eueCleto aeWseForRefuseCollectionRatefundedSurpluses orDeficits ForRoadingRatefundedSurplusesorDeficits ForGeneralRatefundedSurplusesorDeficits Sewage Treatment and Disposal RoadsandFootpaths Waste GeneralCouncil Wastewater -Matat Wastewater Refuse Collectionrate Roading Rate General RatesandRevenues akn nocmn akn ForParkingEnforcementOperatingSurpluses orDeficits For Animal ControlOperatingSurpluses orDeficits ForPlainsWater RatefundedSurplusesorDeficits ForRuatahunaWater RatefundedSurpluses orDeficits ForPensionerHousingOperatingSurplusesorDeficits ForMuruparaWater RatefundedSurpluses orDeficits PensionerHousing AnimalControl Parking Water Water Water ForMuruparaWastewater RatefundedSurplusesorDeficits Water Airport Whakat Pensioner Housing Parking Enforcement Sewage Treatment andDisposal Dog Control Water -Ruatahuna Water -Plains Water -Murupara Water Wastewater -Murupara deub trwtrSomae ForEdgecumbeStormwaterRatefundedSurplusesorDeficits Stormwater Matat Edgecumbe Stormwater ek oe eev uligTo fundweathertightclaims To fundcostsassociatedwithadisasterwithintheDistrict SurplusfundsfromtheDivestmentofCouncil Assets For thepurchaseofCapitalExpenditurefor Te MahoeWater scheme FortheimprovementofDisabledFacilitiesthroughoutDistrict To fundcostsassociatedwithstormdamage totheCouncilsRoadingnetwork For theDevelopmentofCarparksinDistrict For DisasterMitigation/StormwaterRatefundedSurplusesorDeficits Incomereceivedfromsandminingcompanyforaccessover Council reserve ForamenitieswithintheGalateaandMuruparaareas For Te GeneralCouncil MahoeStormwaterRatefundedSurplusesorDeficits For Te Teko StormwaterRatefundedSurplusesorDeficits GeneralCouncil Building Roadsand Footpaths ForMuruparaStormwaterRatefundedSurplusesorDeficits PensionerHousing Forthepurchaseof Assets fortheMuseum Collection Water Exhibitions,Research,Storage & Archives General Disaster Reserve Roading StormDamageReserve GeneralCouncil GeneralCouncil Leaky Homes Reserve Stormwater Parking Asset Divestment Te Mahoe Water -special Stormwater Stormwater Disabled Facilities Galatea Reserve Development Museum Collections Stormwater Sand miningRoyalties Car parksDevelopment Disaster Mitigation Te MahoeStormwater Te Teko Stormwater T Murupara Stormwater Ō Whakat ā oeSomae trwtrFor Stormwater hope Stormwater etaSomae trwtrFor T Stormwater neatua Stormwater ā Somae trwtrForMatat Stormwater Stormwater EEA PRTN EEVSATVT PURPOSE ACTIVITY GENERAL OPERATING RESERVES ā ā eSomae trwtrForWhakat Stormwater ne Stormwater ne DistrictCouncil|Long Term Plan2012-22 ā eWhakat ne ā 1Swg ramn n ipslForMatat Sewage Treatment andDisposal 1 ā ne Airport For Whakat For ne Airport Murupara schemes) For Wastewater RatefundedSurpluses orDeficits(excludingMatat Ruatahuna schemes) For Water RatefundedSurplusesorDeficits (excludingMurupara,Plainsand Ō ā hope StormwaterRatefundedSurplusesorDeficits neatua StormwaterRatefundedSurpluses orDeficits ā ā Wastewater operationalSurplusesorDeficits StormwaterRatefundedSurpluses orDeficits ā ā ne Airport OperatingSurplusesorDeficits ne StormwaterRatefundedSurplusesorDeficits ā and otPrs&HrorTo fundtherenewalofPort&Harbourassets To fundtherenewalofRoadingassets To fundtherenewalofHallsassets To fundtherenewalofPensionerHousingassets Ports&Harbour RoadsandFootpaths To fundtherenewalofCorporatePropertyassets To fundtherenewalofInformationManagement assets To fundtherenewalof Aquatic Centre assets To fundtherenewalofLibraryassets To fundtherenewalofPublicConveniencesassets To fundtherenewalofCommercialPropertyassets To fundtherenewalofRefuseDisposalassets To fundtherenewalofWater assets To fundtherenewalofStormwaterassets Corporate&District Activities Halls Corporate&District Activities To fundtherenewalofCemeteries&Crematorium assets PensionerHousing To fundtherenewalofMuseumassets PublicConveniences CommercialProperty AquaticCentres Exhibitions,Research,Storage & ToArchives Airport -Whakat fundtherenewalofWastewater assets Libraries Roading Port Cemeteries&Crematorium Information Management To fund therenewalofParksandGardens &Sportsfie Stormwater Waste Corporate Property Water Sewage Treatment and Disposal Strategic &Investment Property Parks,Reserves, Recreation&SportsFields Pensioner Housing Public Conveniences Halls Swimming Pools Cemeteries &Crematoria Parks andGardens&Sportsfields Museum Libraries Refuse Disposal Stormwater Wastewater Water Subdivision Contributions-Whakat udvso otiuin deub eea oni To fundcapitalexpenditureintheEdgecumbe Ward General Council Subdivision Contributions-Matat Subdivision Contributions-Edgecumbe Subdivision Contributions- aia otiuin odn od n otah FinancialcontributionsforRoadingcapitalprojects To fundgrowthrelatedSolidWaste capitalexpenditure To fundgrowthrelatedRoadingcapital expenditure To fundgrowthrelatedWater capitalexpenditure Fundssetasidefromthesale ofHarbourassets ForPorts&HarbourOperatingSurplusesorDeficits To fundgrowthrelatedstormwatercapitalexpenditure RoadsandFootpaths To fundcapitalexpenditureintheRuralWard RoadsandFootpaths To fundgrowthrelatedWastewater capital expenditure To fundcapitalexpenditureintheMuruparaWard Waste Ports&Harbour Capital Contributions-Roading Ports&Harbour Development Contributions-Roading Water Sewage Treatment andDisposal Development Contributions-SolidWaste Reserves To fund growthrelatedCom Stormwater Development Contributions-Parks,Gardensand Arts&Culture,RecreationCommunityFacilities Development Contributions-CommunityInfrastructure GeneralCouncil Development Contributions-Wastewater Development Contributions-Water GeneralCouncil Development Contributions-Stormwater Harbour LandSales Harbour CapitalFund Subdivision Contributions-Rural Subdivision Contributions-Murupara ERCAINRSRE CIIYPURPOSE ACTIVITY DEPRECIATION RESERVES ā ETITDRSRE CIIYPURPOSE ACTIVITY RESTRICTED RESERVES eWhakat ne Ō oeGnrlCuclTo fundcapitalexpenditureinthe GeneralCouncil hope ā ā eGnrlCuclTo fundcapital expenditureintheWhakat GeneralCouncil ne eea oni To fundcapitalexpenditureinthe Matat General Council Parks, Reserves,Recreation&SportsFields ā eArotTo fund the renewalofWhakat ne Airport expenditure To fundgrowthrelated Parks,GardensandReservescapital Whakat ā ne DistrictCouncil|Long Term Plan2012-22| munity Infrastructure ā ne Airport assets ne Airport Ō hope Ward ā Ward ā ne Ward lds assets 253

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials - ()depictsanoverdrawnreserveaccountbalance. - The forecastreservebalanceshavenotbeenadjustedforinflation.Figuresarestatedin2013dollars. Notes: RESERVE BALANCEFORECAST 2012-22 254 1 Matat General Disaster Reserve Roading StormDamage Reserve Leaky HomesReserve Asset Divestment Te MahoeWater -special Disabled Facilities Galatea ReserveDevelopment Museum Collections Sand miningRoyalties Car parksDevelopment Disaster Mitigation Te MahoeStormwater Te Teko Stormwater T Murupara Stormwater Matat Edgecumbe Stormwater Ō Whakat Airport Whakat Pensioner Housing Parking Enforcement Dog Control Water -Ruatahuna Water -Plains Water -Murupara Water Wastewater -Murupara Wastewater -Matat Wastewater Refuse Collectionrate Roading Rate General RatesandRevenues GENERAL OPERATING RESERVES |Whakat ā hope Stormwater neatua Stormwater ā Wastewater is notyet esablished asa rating scheme and therefore costshave been attributed toan operating reserve untilthe ā Stormwater ā ne Stormwater ā ne DistrictCouncil|Long Term Plan2012-22 ā ne ā 1 30 JUNE 2012 18 0 7 15 0()(8 1 2)-()(1 2 3)-(2) - (33) (2) (236) - - (1,201) (31) (175) (2) - - (1,025) (164) (29) - (1) (861) - (151) - (28) (104) (710) 116 (3) (81) (219) 80 - (105) (105) 116 (491) (7) (92) (197) 100 - (105) (198) 116 (294) (102) (109) 256 (249) (115) 256 (390) (120) 256 (526) ,2 ,5 128 ,3 ,9 71 ,1 ,8 704 ,9 ,7 674 ,5 ,3 72 ,4 ,3 (836) 1,231 5,046 (752) 1,139 4,655 (6,714) 7,576 3,797 (7,004) 8,085 2,719 (711) 1,290 2,139 (1,238) 1,850 1,527 2)-()(6 1 2)-()(9 2 3)-()(2 (2) - (32) (2) - - (30) 1 (2) (267) 17 - - (8) - (29) (278) - (234) (1) 1 - (125) - 16 (7) (45) (27) - - (65) (1) - (119) 1 - (6) 20 16 (26) - 28 - (1) (112) - - (6) 1 (8) (25) 15 - 101 (107) - - (5) 1 (109) - (23) 14 (102) - (2) (4) (86) 100 - (84) (97) 9)10()5 5 1 6 7 7 5 8 3 9 - 199 737 - 186 551 - 175 376 - 165 212 - 156 55 (1) 150 (94) 8 7)185-145(9 96-7 17- 7 81 - - - (60) 6 85 72 8 382 75 1,197 (1) 135 - (60) - - 27 84 65 454 6 357 32 1,132 (1) 102 69 (60) - 25 83 - (49) 59 430 335 5 30 1,073 (1) (92) - 114 72 22 83 - - 53 408 344 1,020 - 5 (92) 19 - 82 108 53 20 354 (78) 47 388 (6) (92) 973 6 - 38 80 - 180 21 366 18 42 (175) 371 930 40 - 157 135 236 6 2(5 5 2(5 5 3(5 5 4(5 5 4(5 5 5(15) 15 250 (15) 14 251 (15) 14 253 (15) 13 255 664 (15) (346) 12 289 721 258 (438) (15) 637 12 522 262 2 2 2 2 2 2 - - (2) (1) - - - (11) (2) (1) - - - - (10) - (8) (1) (2) - - - (10) - - - (7) (2) - - - (9) - - - (7) (2) - - - (9) - - - (6) (2) - - (9) - (6) - - (6) 21-2 41-2 62-2 - - - - 2 5 - 3 28 75 1 42 - - - - - 2 4 1 - 2 26 71 21 1 39 ------1 4 4 1 2 25 - 66 67 20 37 - - 1 - - - - 1 1 - 4 3 1 13 2 24 62 - 64 19 35 - - - 1 - - - 1 1 3 - 3 1 13 2 23 59 61 - 18 - 34 - - - 1 - - 1 1 3 3 (80) 1 22 1 12 56 2 58 32 17 - 79 - - 1 3 1 11 54 16 (10) - 1 2 21 51 (5) 1 25 7- -7--1- 8-- -1-- 8-- 8-- 1-- 91- 2-- 2-- 2-- 2- -2-- 2-- 2-- 2-- 3-- 2- -2-- 3-- 3-- 3-- 3-- 5 5 6 1 2 - 225 317 - - 163 154 378 1,573 - - 154 353 - 1,220 - - 332 - 889 - - - 312 577 - - - 295 - 281 - - 281 ------NOTI U I U I U I U NOUT IN OUT IN OUT IN INOUT INOUT OUT IN TRANSFERS 2012/13 $000 JUNE 2013 30 TRANSFERS 2013/14 $000 30 JUNE 2014 ,4 (6,608) 7,147 TRANSFERS 2014/15 $000 scheme has been defined. 30 JUNE 2015 1,203 ,7 (6,293) 6,572 TRANSFERS 2015/16 $000 30 JUNE 2016 ,8 0(5)1418 (140) 81 1,411 (150) 80 1,481 TRANSFERS 2016/17 $000 30 JUNE 2017 TRANSFERS 2017/18 $000 30 JUNE 146 36 173 35 207 48 255 40 (2,966) (460) - (2,505) (418) - (2,087) (325) - (1,763) (326) - (1,436) 2018 ,5 0 ,5 2 ,8 6 ,4 9 3,741 - 496 934 3,245 (198) - 63 465 1,068 (185) 2,780 71 - 1,183 428 (143) 1,621 2,352 73 - - 1,253 99 (176) 401 76 1,951 1,522 - 1,352 93 1,429 - 83 1,346 - 76 1,269 13 8 11 9 10 1)(5)-(0 (170) (1,817) (10) (354) - - (159) (1,463) (332) (10) - - (1,131) (150) (303) (9) - - (828) (282) (141) - (8) - (545) (133) ,3 ,7 137 ,8 ,2 95 ,5 ,2 110 ,4 ,9 127 6,530 (1,207) 1,597 6,140 (1,130) 1,521 5,750 (965) 1,326 5,385 (1,327) 1,272 5,439 1)-()(2 1 1)-()(4 1 (15) (43) (1) (44) (3) - (3) - - (14) (40) (1) (42) (2) - (3) - - (13) (38) (1) (39) (2) - (2) - (16) - (12) (101) (36) (1) (37) 116 (2) - (2) (31) - - (12) (102) 116 (34) (35) (44) (103) 116 (57) (104) 116 (69) 4 3 8 5 ,3 7 ,1 0 1,814 - 1,877 - 250 402 (15) 1,413 260 - 16 1,617 - 249 377 (15) 1,035 244 - 16 1,372 - 249 254 86 (15) 781 182 225 (60) 15 - - 1,147 66 - 249 239 11 611 80 (15) 211 542 171 (1) 15 (60) 936 - 65 37 250 10 75 575 (1) 161 (60) - 64 35 71 540 9 (1) (410) 151 75 31 - 406 509 9 (1) 143 29 481 8 8 1 9 1 1)-()(10) (1) - (10) (1) - (9) (1) (2)--(2)--(2)--(3)--(3) - (8) - - (8) 04-7 95-8 89 - 18 5 - 23 84 - 1 - 1 17 5 - 22 79 - 1 - 1 16 5 - 21 74 - 1 - 1 15 4 - 19 70 - 1 1 14 18 92-3 32-3 38 102 56 - - - 2 6 3 35 28 96 53 - - - - 122 2 2 6 - 3 33 27 90 50 10 - - - - 112 2 2 5 - 3 31 25 85 8 47 - - - 104 - 2 1 - 5 3 29 24 9 80 44 - 96 1 - 22 7 88 1-10191 2--2--2--2--2 -1111--1--1--1--1 -1113--3--3--3--3 -12 3--3--4--4--4 ------NOTI U NOTI OUT IN OUT IN OUT IN OUT IN TRANSFERS 2018/19 $000 30 JUNE 2019 TRANSFERS 2019/20 $000 30 JUNE 2020 TRANSFERS 2020/21 $000 30 JUNE 2021 TRANSFERS 2021/22 $000 30 JUNE 2022 Whakat Galatea ReserveDevelopment Museum Collections Sand miningRoyalties Car parksDevelopment Disaster Mitigation Te MahoeStormwater Te Teko Stormwater T Murupara Stormwater Matat Edgecumbe Stormwater Ō Whakat Airport Whakat Pensioner Housing Parking Enforcement Dog Control Water -Ruatahuna Water -Plains Water -Murupara Water Wastewater -Murupara Wastewater -Matat Wastewater Refuse Collectionrate Roading Rate General RatesandRevenues General Disaster Reserve Roading StormDamage Reserve Leaky HomesReserve Asset Divestment Te MahoeWater -special Disabled Facilities ā hope Stormwater neatua Stormwater ā ā Stormwater ne DistrictCouncil|Long Term Plan2012-22| ā ne Stormwater ā ne ā 1 255

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 256 reserves are expected toreturn toaneutral balance over the25 yearperiod for whichfunding requirements have beendetermine Depreciation forinfrastructural assetshas beenfundedon a25yearrenewal forecastbasis. This means thatwhilst some reserv Water Subdivision Contributions-Whakat Corporate Property Strategic &Investment Property Pensioner Housing Public Conveniences Halls Swimming Pools Cemeteries &Crematoria Parks andGardens&Sportsfields Museum Libraries Refuse Disposal Stormwater Wastewater Capital Contributions-Roading Development Contributions-Roading Development Contributions-SolidWaste and Reserves Development Contributions-Parks,Gardens Infrastructure Development Contributions-Community Development Contributions-Wastewater Development Contributions-Water Development Contributions-Stormwater Harbour LandSales Harbour CapitalFund Subdivision Contributions-Rural Subdivision Contributions-Murupara Subdivision Contributions-Matat Subdivision Contributions-Edgecumbe Subdivision Contributions- Airport -Whakat Roading Port Information Management DEPRECIATION RESERVES RESTRICTED RESERVES |Whakat ā ne DistrictCouncil|Long Term Plan2012-22 ā ne Ō hope ā ā ne 30 JUNE 2012 155311(,9)1,2 ,5 225 353856(,4)1,2 ,7 332 113397(,4)2,1 ,8 (2,422) 4,080 21,816 (3,245) 3,927 21,133 (3,362) 4,870 19,625 (2,447) 8,506 13,563 (2,215) 3,253 12,523 (2,190) 3,131 11,585 ,9 ,0 156 3 4 183 39 8 66 26 8 55 487(9)1192(944) 932 (7,768) 181 7,986 6,573 (690) (8,396) 857 7,906 14 7,059 (6,866) (535) 7,670 6,257 785 (6,131) (236) 7,130 (626) 5,257 789 (6,439) (39) (37) 6,829 (399) 190 4,865 124 (1,873) (6,996) 2,001 844 1,668 6,758 (229) 5,104 630 (37) 181 (1,566) 114 2,049 1,004 1,193 1,591 (133) (39) 177 2,005 107 1,524 (103) 168 (59) 1,940 99 (2) 1,483 157 (71) 1,784 93 (2) 4,579 1,461 - (67) 145 1,642 88 213 1,441 4,366 - 190 4,176 3,141 32 7(5 30 7(0 33 7(9 34 7(1 38 7(0 30 7(39) 37 (380) (40) 37 (378) (31) 37 (384) (39) 37 (383) (80) 37 (340) (65) 37 (58) (312) 168 (208) (88) 168 (288) (108) 168 (349) (67) 168 (450) (85) 168 (533) (67) 168 (634) 2)-()(8 1 2)-()(0 2 3)-()(4 (2) - (34) (2) - - (243) 21 (32) 205 11 (2) 583 - - (50) 200 (30) 20 432 (9) (1) (67) (1) - 192 20 (29) 308 (28) (1) (46) (2) 184 - 170 20 (28) (46) (62) (1) 177 (3) - 54 20 (26) (36) (63) 122 (3) (33) 20 (80) 9 8-251 3 1-252 7 4-322 - 27 (668) 302 840 1,455 - (34) (717) (483) 24 832 107 1,155 277 1,340 780 2,529 (49) (118) (531) - (21) (68) 19 667 1,109 100 154 1,950 (815) 791 23 701 626 (934) (668) 255 (269) - 1,061 (57) 19 (39) 643 1,823 - (166) 95 146 417 10 (523) 518 (396) 663 21 1,045 166 (523) 1,301 21 234 (66) 627 (4) (32) (586) 209 313 140 - 90 10 1,028 (727) 444 (100) 859 577 188 19 668 32 (1,051) (142) 373 (10) 1,014 (158) 215 278 137 895 14 84 - 449 (25) 332 503 (49) 32 18 (1) (40) 134 270 197 17 365 79 (28) (30) 354 425 31 128 (32) 267 266 17 369 (66) 18 418 8 7(1 2 0 3)3814(7 0 0 2)4310(1)4811(107) (35) (90) (1,019) 111 470 370 109 (2,160) (117) (25) 478 152 (371) 2,559 336 230 (15) 962 (1,385) (115) (1,137) 499 374 (123) 170 501 110 (2,130) (1,196) 639 107 788 2,549 591 483 (330) (15) 544 351 573 228 (1,405) (387) 6 (28) 417 600 (2,329) (54) 517 (453) (696) 2,556 107 1,627 179 657 317 106 191 610 (50) 405 (45) - 299 (746) 659 225 (537) (1,981) 429 (97) 2,099 (271) 425 505 (87) (374) 1,243 11 200 104 188 689 605 103 (273) (187) 168 398 (1,944) (663) 429 283 221 (284) 418 1,863 - (423) (32) 281 477 1,012 490 (606) (15) 188 (159) (1,967) 101 482 598 (86) 12 100 (428) 1,871 329 403 (230) 436 377 198 156 179 (856) 768 (51) 477 (300) 385 (22) 168 - 235 97 591 (110) 260 96 283 145 125 12 125 (297) (588) 370 143 171 439 386 (10) 295 (285) 11 205 142 465 1 1)183(0)2-(8 4)-()(9 3 5)-(3) - (52) (3) - (49) (3) - (46) (48) - 2 (109) 3 108 (15) 5 118 44 94 4)7 7(8 0 0()105 3)135 (62) 54 - 163 (39) 3 (125) 52 57 126 150 12 - (3) (125) 3 50 126 - 103 12 54 - 2 - (18) (125) - 1 31 47 126 3 3 11 20 73 - 50 51 (125) - (41) 2 - 126 - 46 1 11 30 3 69 3 19 (125) - - 47 49 125 - 2 10 - 44 - 1 28 (125) 24 2 2 125 18 - 45 10 46 - 1 - - 1 27 2 2 17 - 42 44 - 1 - 1 25 2 17 - 40 - 1 - 1 24 2 16 39 --5 --6 --6 - 6- - 6- - 6- - 5- - 5- - 5- 2,255 NOTI U NOTI U NOTI OUT IN IN OUT OUT IN OUT OUTIN OUT IN IN TRANSFERS 2012/13 $000 194 3,482 (1,914) JUNE 2013 30 2,327 TRANSFERS 2013/14 $000 182 3,977 (1,832) 30 JUNE 2014 5,367 2,400 TRANSFERS 2014/15 $000 184 4,493 (1,884) e accounts reflectasurplus ordeficitatthe endofthe10 year LTP period these d. 9,947 - 30 JUNE 2015 1,678 2,439 TRANSFERS 2015/16 $000 242 4,531 (2,402) 16565-1,9 4 - 744 12,290 - 665 11,625 - 30 JUNE 2016 2,491 TRANSFERS 2016/17 $000 218 4,894 (2,128) 30 JUNE 2017 2,528 TRANSFERS 2017/18 $000 (2,134) 30 JUNE 2018 108 9 77 154 9 56 199 9 46 224 9 47 (2,460) (437) 191 (2,214) (476) 191 (1,929) (536) 191 (1,584) (767) 191 (1,008) 30373-1,1 5 46895-1,2 ,1 16,641 - 1,019 15,623 - 955 14,668 - 851 13,817 - 783 13,033 344425(,6)2,2 ,8 241 716462(,4)2,5 ,2 207 32,722 (2,057) 5,026 29,754 (2,044) 4,622 27,176 (2,431) 4,383 25,221 (2,468) 4,215 23,474 ,0 ,5 184 ,8 ,6 38 ,5 ,2 49 ,7 ,5 91 4,368 (961) 1,259 4,070 (409) 1,222 3,256 (388) 1,162 2,482 (1,874) 1,155 3,201 ,5 9 3)23222(9 ,8 3 3)26624(9 2,881 (39) 2,172 (39) 244 157 2,676 (39) 2,054 (37) 231 149 2,484 8,373 (39) 1,943 (1,825) (37) 212 3,015 7,183 136 2,312 (1,819) (39) 1,843 2,729 (39) 198 6,273 128 2,152 (2,152) 2,661 1,754 5,764 (2,125) 2,602 5,288 ,6 ,7 210 ,0 ,0 193 ,6 ,4 193 ,9 ,7 219 3,716 (2,159) 2,678 3,197 (1,913) 2,646 3,765 2,465 (887) (1,943) 2,603 989 1,805 3,663 (2,130) (294) 2,575 964 1,361 2,993 (112) 906 2,200 (292) 864 1,627 ,9 ,4 779 ,5 ,4 570 ,4 ,8 757 073858(,4)11,155 (8,148) 8,578 10,723 (7,507) 8,484 9,746 (5,750) 8,344 7,153 (7,779) 8,140 6,793 85 9(0 85 9(5 91 9(9 90 9(1 (992) (61) 19 (950) (59) 19 (911) (55) 19 (875) (50) 19 (845) 32 7(3 48 7(4 45 7(3)(4)3 13 (651) (143) 37 (466) (545) (316) (138) 469 37 (619) (445) (577) (54) 464 37 (505) (428) (663) (83) 472 37 (315) (394) (382) 477 (398) 9)18(4 7 2)1613(5 2 9 1)500 (19) 194 (93) 324 (6) (15) - 183 (88) 156 (5) (25) - 173 7 (82) (24) (64) - 168 (97) (58) (3) - (55) 3)55(9)(4)55(7)(4)55(,2)(,0)55(2)(1,350) (825) 575 (1,101) (1,129) 575 (547) (774) 575 (348) (893) 575 (31) 3)-()(8 2 4)-()(3 3 (46) (3) (740) - (998) 380 (43) (122) (3) (984) - 391 471 (40) (138) (2) 397 - 212 (38) (130) (2) 378 - (36) (36) 2 8-373 8 4-413 458 - 36 421 1,301 (1) - 137 224 34 1,166 - 388 (1) - 14 128 210 31 1,039 (21) - 357 118 - 13 942 198 28 (21) - 329 111 11 852 186 - 11 176 2 1)(5 7(0 2)5 2)-3 2)(0 (23) (30) (24) 31 - (21) 53 (25) (20) 97 (15) (17) 129 8 1 8)5715(3 5 1 27 4 1 2)536 435 2,278 108 (25) 567 969 (635) (112) (70) 114 (241) 1,122 (181) 116 53 446 234 1,791 232 431 (528) (227) 125 573 919 (178) 1,114 115 (58) (373) (95) 117 1,204 559 238 53 226 492 (520) (63) 708 1,132 130 787 (51) 115 (238) 592 (49) (69) 116 240 507 (615) 53 215 427 707 1,037 (88) 642 (38) 126 170 (142) 112 111 (109) (82) 236 483 207 354 53 613 545 155 1 5 17 4 6 7)8419(9 2 7 6)1,034 (67) 176 925 (69) 169 824 (78) 161 741 (127) 157 711 32 52 92 0 7-132 - 27 17 77 105 (125) - - 126 5 16 26 73 (125) 79 42 - 126 28 - - 67 15 4 - 24 - 3 (125) 68 2 55 126 4 40 - 14 - 26 - 63 4 (125) - 23 - 2 126 64 33 2 13 4 37 - 24 - 59 4 - - 2 61 1 3 35 23 - 56 - - 2 1 3 33 22 53 7--7--8--81-9 NOTI U NOTI OUT IN OUT IN OUT IN OUT IN TRANSFERS 2018/19 $000 30 JUNE 2019 TRANSFERS 2019/20 $000 30 JUNE 2020 TRANSFERS 2020/21 $000 30 JUNE 2021 TRANSFERS 2021/22 $000 30 JUNE 2022 Pensioner Housing Public Conveniences Halls Swimming Pools Cemeteries &Crematoria Parks andGardens&Sportsfields Museum Libraries Refuse Disposal Stormwater Wastewater Water Capital Contributions-Roading Development Contributions-Roading Development Contributions-SolidWaste and Reserves Development Contributions-Parks,Gardens Infrastructure Development Contributions-Community Development Contributions-Wastewater Development Contributions-Water Development Contributions-Stormwater Harbour LandSales Harbour CapitalFund Subdivision Contributions-Rural Subdivision Contributions-Murupara Subdivision Contributions-Matat Subdivision Contributions-Edgecumbe Subdivision Contributions- Subdivision Contributions-Whakat Airport -Whakat Roading Port Information Management Corporate Property Strategic &Investment Property Whakat ā ne DistrictCouncil|Long Term Plan2012-22| ā ne Ō hope ā ā ne 257

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 258 accounting practice(NZ GAAP). They complywith FRS to comply withNewZealand generally accepted Government Act 2002whichincludes therequirement accordance with therequirementsofLocal The PREPARATION STATEMENT OFCOMPLIANCE AND BASIS OF of Whakat The preparation ofthis The principalaccountingpoliciesadoptedinthe governed bytheLocalGovernment Act 2002. Whakat REPORTING ENTITY applied inpreparingour These statementsprovidetheprinciplesthatwehave STATEMENT OF ACCOUNTING POLICIES includes theWhakat calculations andforecasts. designed tohelpyouunderstandthedetailbehindour Financial ReportingStandards (NZIFRS). purposes ofNewZealandequivalents toInternational has designateditselfapublic bene than makinga or servicesforthecommunity orsocialbene The primaryobjectiveoftheCouncil istoprovidegoods Onepu onlandvestedtotheCouncil. harvesting company, regardingaforestryblockat Council andP F OlsenLtd,aforestmanagementand of Transport anda35/65jointventurebetweenthe equity venturebetweentheCouncilandMinistry |Whakat fi fi nancial statementshavebeen preparedin nancial reportconsistsofthe ā ā ne DistrictCouncilisaterritorialauthority ne DistrictCouncil|Long Term Plan2012-22 ā ne DistrictCouncil(theCouncil)and fi nancial return. Accordingly, theCouncil fi nancial reportaresetoutbelow. ā ne Airport, whichisa50/50joint fi nancial statements. They are fi fi t entityforthe nancial statements nancial fi t rather t may occurinthe thousand dollars($000).Someroundingvariances dollars andallvaluesareroundedtothenearest The and forestryassets. (including derivativeinstruments)investmentproperty, modi statements havebeenpreparedonahistoricalbasis, been restatedaccordinglyifrequired. These the periodending30June2011; estimateshave The fi applied consistentlytoallperiodspresentedinthese The accountingpoliciessetoutbelowhavebeen public bene 42 ProspectiveFinancialStatements,asappropriatefor Council isresponsible fortheprospective on 29February 2012byCouncilresolution. The The and staff numbers. using appropriatecostdrivers suchasactualusage are chargeddirectly. Indirect costsareapportioned determined asfollows.Speci Cost ofserviceforeachsigni dollars. functional currencyoftheCouncil isNewZealand of decimalplacesintheunderlying certain infrastructuralassets, statements andallother requireddisclosures. of theassumptions underlyingtheprospective statements presented, includingtheappropriateness nancial statements. nancial fi fi fi fi nancial statementsarepresentedinNewZealand nancial statementsuseclosingbalancesfrom nancial statementswereauthorised forissue ed bytherevaluationoflandandbuildings, fi t entities. t fi nancial statementsduetotheuse fi fi fi cant activityis cally attributablecosts nancial instruments nancial fi nancial data. The data. nancial fi nancial fi nancial fi nancial are invoicedwithinthe Council andrelatetoa Rates aresetannuallybyaresolutionfromthe Rates consideration received. Revenue ismeasuredatfairvalueofthe REVENUE RECOGNITION Council (BOPRC)arenotrecognised inthe Rates collectedonbehalfofthe BayofPlentyRegional when payable. rates havebeenset.Ratesrevenueisrecognised accrual basis. Revenue from water ratesbymeterisrecognised onan Cash Flows. included asareceiptandpayment intheStatementof as itdoesnotbelongtotheCouncil. Itishowever, not includedintheStatement ofFinancialPerformance BOPRC. Ratescollectedonbehalf oftheBOPRCare statements astheCouncilisacting asanagentfor joint venture. from thesaleoruseofitsshareoutput of liabilitiesandexpensesincurredjointly, andincome assets, theliabilitiesandexpensesitincurs,itsshare its For jointlycontrolledassetsCouncilrecognisesin Joint Ventures and Associates fi nancial statementsitsshareofjointlycontrolled fi fi nancial yeartowhichthe nancial year. All ratepayers fi nancial to completionofthespeci period inwhichtheservicesarerendered,byreference Sales ofservicesarerecognisedintheaccounting Provision ofservices product issoldtothecustomer. Revenue fromsalesofgoodsisrecognisedwhena Sales ofgoods to provide,theservice. reserves untilsuchtimetheCouncilprovides,orisable Otherwise the serviceforwhichcontributionwascharged. when theCouncilprovides,orisabletoprovide, Development contributionsarerecognisedasrevenue Development contributions recognised onapplication. Revenue derivedfromlicencesandpermitsis Licences andpermits receive payment isestablished. Dividend incomeisrecognised when therightto Dividend income interest method. Interest income isrecognisedusingtheeffective Interest income relates to. Rental revenueisrecognised intheperiodthatit Rental revenue of thetotalservicestobeprovided. the basisofactualservice providedasaproportion fi nancial contributionsaretransferredto fi c transactionassessedon public bene when asuccessfulapplicanthas beennoti grant applicationandarerecognised asexpenditure Council hasnoobligationtoaward onreceiptofthe Discretionary grantsarethosewherethe has beenreceived. application thatmeetsthespeci criteria andarerecognisedasexpenditurewhenan awarded ifthegrantapplicationmeetsspeci Non-discretionary grantsarethosethat conditions ofthegrantorsubsidyhavebeenmet. Grants andsubsidiesarerecognisedwhenthe Grants andsubsidies tickets arepaid. Traf Traf recognised asincome. consideration thefairvalueofassetreceivedis Where aphysicalassetisacquiredfornilornominal Vested assets Board toinde with thedecision ofthe Accounting StandardsReview from NZIAS23:Borrowing Costshoweverit is inline capital worksin progresswhichrepresentsa departure capitalised borrowing costsassociatedwith funding period inwhichtheyareincurred Borrowing costsarerecognised asanexpenseinthe FINANCE COSTS Council’s decision. fi fi c andparkinginfringementsarerecognisedwhen c andparkinginfringements fi t entities. t fi nitely defertheadoptionofNZ IAS23for fi ed criteriaforthegrant . The Councilhasnot fi ed ofthe fi ed pro the time ofthetransaction, affects neither accounting transaction that isnotabusinesscombination, andat or fromtheinitial recognitionofanassetorliability ina difference arisesfromtheinitial recognitionofgoodwill Deferred taxis notrecognisedifthetemporary temporary differences ortaxlossescanbeutilised. pro recognised totheextentthat it isprobablethattaxable taxable temporarydifferences. Deferredtaxassets are Deferred taxliabilitiesaregenerally recognisedforall amount ofitsassetsandliabilities. which theentityexpectstorecover orsettlethecarrying consequences thatwouldfollow fromthemannerin The measurementofdeferredtaxre the computationoftaxablepro statements andthecorrespondingtaxbasesusedin amount ofassetsandliabilitiesinthe differences are differences betweenthecarrying differences and unused taxlosses. Temporary recoverable infutureperiodsrespectoftemporary Deferred taxistheamountofincomepayableor prior years. any adjustmentstoincometaxpayableinrespectof based onthetaxablepro Current taxistheamountofincomepayable balance date. have beenenactedorsubstantivelyby deferred tax,andiscalculatedusingtaxratesthat Income taxexpensecomprisesbothcurrentand INCOME TAX fi fi t ortaxable pro ts willbeavailableagainstwhichthedeductible Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi t. fi t forthecurrentyear, plus fi t. fl ects thetax fi nancial 259

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 260 the lease termandits useful life. term, the assetisfully depreciated over theshorter of Council willobtain ownershipattheendof lease its usefullife.If thereisnocertaintyastowhether the The amountrecognised asanassetisdepreciated over remaining balance oftheliability. produce aconstantperiodicrate ofinterestonthe fi The minimum leasepayments. fair valueoftheleaseditemor thepresentvalueof which casethetaxisdealtwithinequity. relates toitemschargedorcrediteddirectlyequity, in the statementof recognises At thecommencementof lease term,theCouncil eventually transferred. the ownershipofanasset,whetherornottitleis substantially alltherisksandrewardsincidentalto A Finance Leases LEASES the statementof Current taxanddeferredischargedorcreditedto foreseeable future. temporary difference willnotreverseinthe of thetemporarydifference anditisprobablethatthe except wherethecompanycancontrolreversal and associates,interestsinjointventures, differences arisingoninvestmentsinsubsidiaries Deferred taxisrecognisedontaxabletemporary |Whakat nancial performanceovertheleaseperiod soasto fi nance leaseisathattransferstothelessee fi nance chargeischargedtothestatement of ā ne DistrictCouncil|Long Term Plan2012-22 fi nances leasesasassetsandliabilitiesin fi fi nancial positionatthelowerof nancial performance,exceptwhenit or de transaction costs arerecognisedinthesurplus liabilities onthestatementof Bank overdraftsareshownwithinborrowingsincurrent maturities ofthreemonthsorlessandbankoverdrafts. short termhighlyliquidinvestmentswithoriginal deposits heldatcallwith Cash andcashequivalentsincludesonhand, CASH AND CASHEQUIVALENTS fair valuethrough surplusorde plus transaction costsunlesstheyarecarried at Financial assets areinitiallyrecognisedatfair value FINANCIAL ASSETS are measuredatcost. services thatarenotsupplied onacommercialbasis held fordistributionorconsumption intheprovisionof Inventories (suchasspareparts andotheritems) INVENTORIES cost, lessanyprovisionforimpairment. at fairvalueandsubsequentlymeasuredamortised Debtors andotherreceivablesareinitiallymeasured TRADE AND OTHERRECEIVABLES straight-line basisovertheleaseterm. operating leasearerecognisedasanexpenseona ownership ofanasset.Leasepaymentsunder substantially alltherisksandrewardsincidentalto An operatingleaseisathatdoesnottransfer Operating leases fi cit. fi nancial institutions,other fi nancial position. nancial fi cit inwhichcasethe are derecognisedwhentherightstoreceivecash commits topurchaseorselltheasset.Financialassets on trade-date,thedatewhichCouncilandgroup Purchases andsalesof The classi categories forthepurposeofmeasurement: Financial assetsareclassi substantially alltherisksandrewardsofownership. transferred andtheCouncilgrouphas from the de Financial assetsatfairvaluethroughsurplusor purpose forwhichtheinstrumentwasacquired. include Financial assetsatfairvalue through surplusorde asset isclassi as held fortradingare classi selling intheshort-term orpartofaportfolio classi Financial assets acquiredprincipallyforthe purpose of hedge accounting isapplied. designated intohedgeaccounting relationshipforwhich also categorisedasheldfortrading unlesstheyare evidence ofshort-termpro that aremanagedtogetherand forwhichthereis part ofaportfolioidenti for thepurposeofsellingin short-termoritis explained inthederivatives accounting policyabove. The current/non-current classi fi • fairvaluethroughothercomprehensiveincome. • held-to-maturityinvestments;and • loansandreceivables; • fairvaluethroughsurplusorde cit fi nancial assetsheldfortrading. A fi nancial assetshaveexpiredorbeen fi cation ofa fi ed inthiscategoryifacquiredprincipally fi nancial assetdependsonthe fi nancial assets arerecognised fi ed fi fi ed intothefollowing t-taking. Derivativesare fi ed as a currentasset. fi fi nancial instruments nancial cation ofderivativesis fi cit; fi nancial fl fi ows fi ed cit current assets. months afterbalancedate, whichare includedinnon- current assets, exceptformaturitiesgreater than 12 and abilitytohold tomaturity. They areincludedin and fi Held tomaturityinvestmentsare non-derivative Held-to-maturity Investments loan isrecognisedinthesurplus orde present valueoftheexpected futurecash method. The difference betweenthefacevalueand measured atamortisedcostusing theeffective interest similar discounted atthecurrentmarket rateofreturnfora the presentvalueoftheirexpectedfuturecash below-market interestratesareinitiallyrecognisedat Loans tocommunityorganisationsmadeatnilor or de impaired orderecognisedarerecognisedinthesurplus less impairment.Gainsandlosseswhentheassetis amortised cost,usingtheeffective interestmethod, After initialrecognition,theyaremeasuredat non-current assets. months afterthebalancedate,whichareincludedin current assets,exceptformaturitiesgreaterthan12 not quotedinanactivemarket. They areincludedin Loans andreceivablesarenon-derivative Loans andReceivables on remeasurementrecognisedinthesurplusorde are measuredattheirfairvalueswithgainsorlosses After initialrecognition, assets with nancial assetswith fi xed maturitiesandthereisthe positiveintention fi cit. fi nancial instrument. The loansaresubsequently fi xed ordeterminablepaymentsthatare fi xed ordeterminablepayments fi nancial assets inthiscategory fi cit asagrant. fi fl nancial ows ofthe fl ows, fi cit. reclassi recognised inothercomprehensive incomeis derecognition, thecumulative gainorlosspreviously which arerecognisedinthesurplus orde comprehensive income,except forimpairmentlosses, value, withgainsandlossesrecognised inother These investmentsaremeasured attheirfair date. The Council andgroupincludesinthiscategory: expected toberealisedwithin12monthsofbalance months ofbalancedateorifthedebtinstrumentisnot intends todisposeoftheshareinvestmentwithin12 are includedinnon-currentassetsunlessmanagement classi into thecategoryatinitialrecognitionorarenot comprehensive incomearethosethatdesignated Financial assetsatfairvaluethroughother Fair Value ThroughotherComprehensiveIncome or de impaired orderecognisedarerecognisedinthesurplus less impairment.Gainsandlosseswhentheassetis amortised cost,usingtheeffective interestmethod, After initialrecognitiontheyaremeasuredat comprehensive income. impairment losses arerecognisedinthestatement of asset orgroup of whether thereis anyobjectiveevidencethat a At eachbalance sheetdatetheCouncilassesses IMPAIRMENT OFFINANCIAL ASSETS • shareholdingsthatitholdsforstrategicpurposes. • investmentsthatitintendstoholdlong-termbut which mayberealisedbeforematurity;and fi fi cit. ed inanyoftheothercategoriesabove. They fi ed fromequitytothesurplusorde fi nancial assetsisimpaired. Any fi cit. On cit. fi cit. fi nancial recognised inthestatementofcomprehensiveincome. The associatedgainsorlossesofthesederivativesare balance date. subsequently remeasuredattheirfairvalueeach the dateaderivativecontractisenteredintoandare Derivatives areinitiallyrecognisedatfairvalueon trading purposes. not holdorissuederivative accordance withitstreasurypolicy, theCouncildoes rate risksarisingfrom (interest rateswaps)tohedgeexposureinterest while theyare classi Non-current assets arenotdepreciatedoramortised recognised. of anyimpairmentlossesthat havebeenpreviously (less coststosell)arerecognised uptothelevel of comprehensiveincome. Any increasesinfair value assets heldforsalearerecognised inthestatement Any impairmentlossesforwrite-downs ofnon-current and fairvaluelesscoststosell. sale aremeasuredatthelower oftheircarryingamount through continuinguse.Non-current assetsheldfor principally throughasaletransaction ratherthan held forsaleiftheircarryingamountwillberecovered Non-current assetsheldforsaleareclassi NON-CURRENT ASSETS HELDFORSALE The Councilusesderivative DERIVATIVE FINANCIAL INSTRUMENTS Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi ed asheldforsale. fi nancing activities.In fi nancial instrumentsfor fi nancial instruments nancial fi ed as ed 261

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 262 roads) arere-valuedwithsuf books, andinfrastructuralassets (exceptlandunder Land, buildings(operationaland restricted),library Revaluation impairment losses. or valuation,lessaccumulated depreciationand Property, plantandequipment isshownatcost and sewerpumpstations. example, sewerreticulationincludespiping items thatarerequiredforthenetworktofunction, owned byCouncil.Eachassetclassincludesall Infrastructural assetsarethe Infrastructural assets because oflegalorotherrestrictions. or servicetothecommunityandcannotbedisposedof assets ownedbytheCouncilwhichprovideabene Restricted assetsareparks,reservesandharbour Restricted assets equipment, museumcollectionandmotorvehicles. These includeland,buildings,librarybooks,plantand Operational assets Property, PlantandEquipmentconsistsof: PROPERTY, PLANT AND EQUIPMENT On transitionto NZIFRS,Whakat asset classesare carriedatdepreciatedhistorical cost. from fairvalue and atleasteverythreeyears. All other that theircarryingamountdoes notdiffer materially longer revalued. 1 July2006 asdeemed cost.Landunder roadsisno elected touse the fairvalueoflandunderroads asat |Whakat ā ne DistrictCouncil|Long Term Plan2012-22 fi cient regularitytoensure fi xed utilitysystems ā ne DistrictCouncil fi t comparing theproceeds withthecarrying amountof Gains and lossesondisposals aredetermined by Disposals of acquisition. nominal cost,it isrecognisedatfairvalueas atthedate its cost.Whereanassetisacquired atnocost,orfora item ofproperty, plantandequipment isrecognisedat item canbemeasuredreliably. Inmostinstances,an with theitemwill future economicbene recognised asanassetif,and onlyif,itisprobablethat The costofanitemproperty, plantandequipmentis Additions for thatclassofasset. expensed, andthencreditedtotherevaluationreserve comprehensive incomeuptotheamountpreviously income willberecognised value recognisedinthestatementofcomprehensive on revaluationthatoff-sets apreviousdecreasein of comprehensiveincome. Any subsequentincrease reserve, thisbalanceisexpensedinthestatement this resultsinadebitbalancetheassetrevaluation asset revaluationreserveforthatclassofasset.Where The resultsofrevaluingarecreditedordebitedtoan and equipmentonaclassofassetbasis. The Councilaccountsforrevaluationsofproperty, plant re-valued. material difference, thentheoff-cycle assetclassesare materially fromtheassets’ fairvalues.Ifthereisa valued assetsannuallytoensurethattheydonotdiffer The Councilassessesthecarryingvaluesofitsre- fl ow totheCouncilandcostof fi ts orservicepotentialassociated fi rst inthestatementof fi The expectedlives,inyears,ofmajorclasses follows: of majorclassesassetshavebeenestimatedas The usefullivesandassociateddepreciationrates equipment andfurnishings.Landisnondepreciable. value formotorvehicles,plantandequipment,of buildings, bridgesandotherstructuresdiminishing Depreciation isprovidedonastraight-linebasisall Depreciation transferred toretainedearnings. revaluation reservesinrespectofthoseassetsare revalued assetsaresold,theamountsincludedinasset net inthestatementofcomprehensiveincome.When the asset.Gainsandlossesondisposalsarereported xed assetsareasfollows: nrsrcueast:Years: Infrastructure assets: rfi sad 50 10-20 15-50 Traffic Islands 7-15 50 2-7 40-60 Street Railings Surface waterChannel Kerbs andchannels andcesspits N/A 2-20 22-90 Road signsandmarkers Traffic controldevice N/A Unsealed roads Sealed Pavementsurface Pavement Basecourse Road formation Land –roadreserve Roading: fi ce nrsrcueast:Years: Infrastructure assets: nrsrcueast:Years: Infrastructure assets: rde odn30 100 10-50 Car-parks 50 Bridges –wooden Bridges –concrete Footpaths 20-50 Street lighting ahls70-80 80-100 50-90 80 Pump stations –structure Open drainsand channels Manholes Stormwater lines ae ees15-25 30-65 50-80 Water meters 10-50 Valves andhydrants 70-90 80-100 Water linesandservice 15-50 Reservoirs –concreteandwooden 70-90 Pump stations–contents Pump stations–structure Treatment plant–contents Treatment plant–structure hre cnrt)50 Wharves (concrete) Water: Wharves: Roading: Stormwater: adjusted ifappropriate,at each The assets’ residualvalues andusefullives arereviewed, and prtoa ses Years: Operational assets: fieeupet4-5 7 10 5 40-100 N/A 2-5 Office equipment 8-12.5 Library books Furniture andfittings N/A Plant andmachinery–light Plant andmachinery–heavy Vehicles Buildings Land Museum assets uuaalnfl 2 Murupara landfill od tutr 60 15-25 70-80 Whakat 12-25 60-70 Ponds –plantandequipment 50 Ponds –structure 60-80 Pump station–contents 80-90 Pump station–structure Manholes Sewer linesandservice 12-40 Floodgates Retention dams Pump station–contents Sewerage: Stormwater: Refuse ā elnfl 8.5 ne landfill : fi nancial year end. The carryingvalueofanintangible assetwitha Amortisation tested forimpairmentannually. consequently arenotamortised, butareinstead Easements haveaninde costs inbringingtheassetto its intendeduse. purchase priceandanydirectlyattributable Easements arerecognisedatcost,being Easements an appropriateportionofrelevantoverheads. include thesoftwaredevelopment,employeecostsand are recognisedasintangibleassets.Directcosts economic bene controlled bytheCouncil,andthatwillgenerate production ofidenti incurred. Coststhataredirectlyassociatedwiththe computer softwarearerecognisedasanexpense Cost associatedwithdevelopingormaintaining use thespeci the basisofcostsincurredtoacquireandbring Acquired computersoftwarelicensesarecapitalisedon Software acquisitionanddevelopment INTANGIBLE ASSETS in thestatement ofcomprehensiveincome. The amortisation chargeforeachperiodisrecognised use andceases atthedateassetisderecognised. life. Amortisation beginswhentheassetisavailable for life isamortisedonastraight line basisoveritsuseful Whakat fi c software. c ā fi ne DistrictCouncil|Long Term Plan2012-22| ts exceedingcostsbeyondoneyear, fi able anduniquesoftwareproducts fi nite usefullifeand fi nite 263

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 264 against therevaluation reserveforthat classofasset. valued assets theimpairment lossis recognised is writtendown totherecoverableamount.For re- amount, theasset isimpairedandthecarrying amount If anasset’s carryingamount exceedsitsrecoverable cash generating unitsisthepresent valueofexpectedfuture The valueinuseforcash-generating assetsandcash service potential. replace itsremainingfutureeconomic bene where theentitywould,ifdeprived oftheasset, the asset’s abilitytogeneratenetcashin potential oftheassetarenot primarily dependenton asset wherethefutureeconomic bene Value inuseisdepreciatedreplacementcostforan value inuse. higher ofanasset’s fairvaluelesscoststoselland its recoverableamount. The recoverableamountisthe amount bywhichtheasset’s carryingamountexceeds is estimated. An impairmentlossisrecognisedforthe indicator ofimpairmenttheasset’s recoverableamount impairment ateachbalancedate.Whenthereisan have a and aretestedannuallyforimpairment. Assets that not yetavailableforuse,aresubjecttoamortisation Intangible assetsthathaveaninde IMPAIRMENT OFNON-FINANCIAL ASSETS 25%-20% Computer software4-5years as follows: major classesofintangibleassetshavebeenestimated The usefullivesandassociatedamortisationratesof |Whakat fl ows. fi nite usefullifearereviewedforindicatorsof ā ne DistrictCouncil|Long Term Plan2012-22 fi nite usefullife,or fi ts orservice fl ows and ows fi ts or ts of comprehensive income. of investment property arerecognised inthestatement Gains orlosses arisingfromachangeinthe fairvalue annually byan independentvaluer. investment property atfairvalueasdetermined After initialrecognition,theCouncil measuresall including transactioncosts. Investment propertyismeasured initiallyatitscost, rather thantoearnrentalsor for capitalappreciation. property isheldtomeetservice deliveryobjectives, leases areclassi Properties leasedtothirdparties underoperating INVESTMENT PROPERTY statement ofcomprehensiveincome. reversal ofanimpairmentlossisrecognisedinthe For assetsnotcarriedatare-valuedamountthe comprehensive income. impairment lossisalsorecognisedinthestatementof of comprehensiveincome,areversalthe of assetwaspreviouslyrecognisedinstatement to theextentthatanimpairmentlossforclass asset iscreditedtotherevaluationreserve.However, The reversalofanimpairmentlossonare-valued comprehensive income. impairment lossisrecognisedinthestatementof For assetsnotcarriedatare-valuedamount,thetotal comprehensive income. reserve, thebalanceisrecognisedinstatementof Where thatresultsinadebitbalancetherevaluation fi ed asinvestmentpropertyunlessthe at least 12monthsafter thebalancedate. unconditional right todefersettlementofthe liabilityfor as currentliabilities unlesstheCouncilhas an effective interestmethod.Borrowings areclassi subsequently measured atamortisedcostusing the net oftransactioncostsincurred. Borrowingsare Borrowings areinitiallyrecognised atfairvalue, BORROWINGS cost usingtheeffective interestmethod. fair valueandsubsequentlymeasured atamortised Creditors andotherpayables are initiallymeasuredat CREDITORS AND OTHERPAYABLES the statementsofcomprehensiveincome. The coststomaintainforestryassetsareincludedin comprehensive income. costs tosellarerecognisedinthestatementof sell andfromachangeinfairvaluelessestimated biological assetsatfairvaluelessestimatedcoststo Gains andlossesarisingoninitialrecognitionof restrictions. consideration environmental,operationalandmarket prices fellingcostsandsilviculturaltakesinto felling plansandassessmentsregardinggrowth,timber rate. This calculation isbasedonexistingsustainable discounted atacurrentmarketdeterminedpre-tax on thepresentvalueofexpectednetcash one growthcycle.Fairvalueisdeterminedbased annually atfairvaluelessestimatedcoststosellfor Standing forestryassetsareindependentlyrevalued FOREST ASSETS fl ows fi ed future absences. anticipates itwill beusedbystaff tocoverthose forward atbalance date,totheextentthat Council the unusedsick leaveentitlementthatcanbe carried in thecomingyear. The amountiscalculated based on to begreaterthanthesickleave entitlementsearned extent thatabsencesinthecoming yearareexpected The Councilrecognisesaliability forsickleavetothe 12 months,andsickleave. service leaveentitlementsexpected tobesettledwithin but notyettakenatbalancedate, retiringandlong accrued uptobalancedate,annual leaveearnedto, current ratesofpay. These includesalaries and wages nominal valuesbasedonaccruedentitlementsat within 12monthsofbalancedatearemeasuredat Employee bene Short-term bene EMPLOYEE BENEFITS pre-tax ratethatre expected toberequiredsettletheobligationusinga are measuredatthepresentvalueofexpenditures not recognisedforfutureoperatinglosses.Provisions the amounthasbeenreliablyestimated.Provisionsare resources willberequiredtosettletheobligation;and past events;itismorelikelythannotthatanout present legalorconstructiveobligationasaresultof Provisions arerecognisedwhen:theCouncilhasa PROVISIONS of thetimevaluemoneyandrisksspeci passage oftimeisrecognisedasaninterestexpense. the obligation. The increaseintheprovisiondueto fi ts thatCouncilexpectstobesettled fi ts fl ects currentmarketassessments fi c to c fl ow of ow Long-term bene Obligations forcontributionsto de Superannuation scheme increase inremunerationforemployees. in maturity similartothoseoftherelevantliabilities. The of interestratesforgovernmentstockwithtermsto The discountrateisbasedontheweightedaverage based on: calculated onanactuarialbasis. The calculationsare as longserviceleaveandretiringhavebeen Entitlements thatarepayablebeyond12months,such from actingas agent isrecognisedasrevenue. not recognised asrevenue,butcommission earned sheet. Amounts collectedonbehalf ofthirdpartiesare held areshown asaccountspayableinthebalance processed through theCouncil’s books,anymonies Inland RevenueDepartment. Wherecollectionsare including BayofPlentyRegional Councilandthe The councilcollectsmoniesfor otherorganisations THIRD PARTY TRANSFERPOLICY expense inthesurplusorde superannuation schemesare recognisedasan fl ation factorisbasedontheexpectedlong-term • Thepresentvalueoftheestimatedfuturecash • Thelikelihoodthatstaff willreachthepointof • Likelyfutureentitlementsaccruingtostaff, based fl and, entitlement andcontractualinformation; on yearsofservice,toentitlement, ows. fi ts fi cit incurred. cit fi ned contribution ned discretion ofthe Council. Courts. Transfers toandfrom these reservesareatthe them withoutreferences toanythirdpartyor the restricted byCouncildecision. The Councilmay alter Also includedinrestrictedreserves arereserves purposes orwhencertainspeci classi assets andtotalliabilities.Equityisdisaggregated and ismeasuredasthedifference betweentotal Public Equityisthecommunity’s interestintheCouncil PUBLIC EQUITY The componentsofequityare: been assigned. particular useforwhichvariouspartsofequityhave component ofequitygenerallyrepresentinga reserves maybemadeonlyfor certainspeci to theCourtsorathirdparty. Transfers from these may notberevisedbytheCouncil withoutreference conditions acceptedasbinding byCouncilandwhich Restricted reservesarethose subjecttospeci legally restrictedorcreatedbyCouncil. parts ofequityhavebeenassigned.Reservesmaybe generally representingaparticularusetowhichvarious Restricted reservesareacomponentofequity Restricted reserves • Assetrevaluationreserve. • Restrictedreserves; • Retainedearnings; fi ed intoanumberofreserves.Reservesare Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi ed conditionsaremet. fi ed fi c 265

OUR COSTS IN DETAIL Financials OUR COSTS IN DETAIL Financials 266 All itemsinthe GOODS AND SERVICES TAX Council’s accounting policies. exercise itsjudgementintheprocessofapplying accounting estimates.Italsorequiresmanagementto with NZIFRSrequirestheuseofcertaincritical The preparationof ASSUMPTIONS ESTIMATESCRITICAL ACCOUNTING AND and equipmenttofairvalue. This reserverelatestotherevaluationofproperty, plant Asset revaluationreserve contingencies are disclosedexclusiveofGST. in thestatementofcash activities, isclassi including theGST relatingtoinvestingand The netGST paidto,orreceivedfrom,the IRD, fi as partofreceivablesorpayables inthestatementof to, theInlandRevenueDepartment (IRD)isincluded The netamountofGST recoverablefrom, orpayable is recognisedaspartoftherelatedassetorexpense. GST. WhereGST isnotrecoverableasinputtaxthenit and otherpayables,whicharepresentedinclusiveof exclusive ofGST, exceptforreceivablesandcreditors |Whakat nancial position. nancial ā ne DistrictCouncil|Long Term Plan2012-22 fi nancial statementsarestated fi ed asanoperatingcash fi nancial statementsinconformity fl ows. Commitmentsand fi nancing fl ow AUDIT OPINION Council. community about theactivitiesofDistrict public andsubsequent accountabilityto the and forparticipation indecision-makingby the integrated decision-making bytheDistrict Council 2012 providesareasonable basisforlongterm incorporating pages1to266 dated27June In ouropiniontheDistrictCouncil’s LTP Overall Opinion Opinion thequalityofinformationandassumptions • theextentto whichtheLTP complieswiththe • Local Government Act 2002(the Act) toreporton: The Auditor Generalisrequiredbysection94(1)ofthe commencing 1July2012. pages 1to266dated27June2012forthetenyears have auditedtheDistrictCouncil’s LTP incorporating on theLong-Term Plan(LTP), onherbehalf.We staff andresources of Audit New Zealand,toreport General hasappointedme,ClarenceSusan,usingthe District Council(theCouncil). The Auditor- The Auditor-General istheauditorofWhakatane LTP. LTP. underlying theforecastinformation providedinthe requirements ofthe Act; and To thereadersofWhakataneDistrictCouncil’s Long-term Plan Auditor, andexplain ourindependence. we outlinethe responsibilities oftheCouncil andthe The basisofthe opinionisexplainedbelow. Inaddition, date atwhichour opinionisexpressed. Our reportwascompletedon 27June2012. This isthe forecasts willbeachieved. Accordingly, weexpressnoopinion astowhetherthe occur asexpectedandthevariation maybematerial. information sinceanticipated events frequentlydonot Actual resultsarelikelytobe different from theforecast theunderlying informationandassumptions • theDistrict Councilhascompliedwiththe • In ourview: Opinion onSpeci which wereportonasfollows. speci In formingouroverallopinion,weconsideredthe for thetenyearscommencing1July2012 forecast information. and supportablebasisforthe preparationofthe used topreparetheLTP provideareasonable environment; and of itssizeandscalewithinthecontext demonstrating goodpracticeforacouncil requirements ofthe Act inallmaterialrespects fi c mattersoutlinedinsection94(1)ofthe Act INDEPENDENT AUDITOR’S REPORT INDEPENDENT AUDITOR’S fi c MattersRequiredbythe Act internal controlrelevant tothepreparation oftheDistrict the LTP. Inmakingthose riskassessments weconsider of risksmaterial misstatementoftheinformation in depend onour judgement,includingtheassessment disclosures inthe LTP. The procedures selected audit evidence abouttheforecastinformation and An auditinvolvesperforming procedures toobtain we wouldhavereferredtothem inouropinion. found materialmisstatements thatwerenotcorrected, does notcontainmaterialmisstatements. Ifwehad necessary toobtainreasonable assurancethattheLTP all theinformationandexplanations weconsidered requirements andplancarry outouraudittoobtain Those standardsrequirethat we complywithethical Prospective FinancialInformation. Assurance Engagements3400: The Examinationof accordance withtheInternationalStandardon examined theforecast Standards on Auditing (NewZealand).We have Standards, whichincorporatetheInternational Information andthe Auditor-General’s Auditing Other Than Audits orReviews ofHistoricalFinancial (New Zealand)3000: Assurance Engagements International Standardon Assurance Engagements We carriedoutthe auditinaccordancewiththe Basis ofOpinion Whakat ā ne DistrictCouncil|Long Term Plan2012-22| fi nancial informationin 267

AUDIT REPORT AUDIT REPORT 268 theagreedlevelsofservicearefairly re • theinformationinLTP isbasedonmaterially • thedecision-making andconsultationprocesses • thepresentation oftheLTP complieswiththe • theDistrictCouncil’s • theLTP providesthecommunitywithsuf • Our auditproceduresalsoincludeassessingwhether: internal control. an opinionontheeffectiveness oftheDistrictCouncil’s circumstances, butnotforthepurposeofexpressing to designauditproceduresthatareappropriateinthe Council’s LTP. We considerinternal controlinorder theassumptionssetoutwithin theLTP are based • theDistrictCouncil’s keyplansandpolicieshave • |Whakat by complete andreliableassetor activityinformation; requirements ofthe Act; compliant withthedecision-making andconsultation underlying thedevelopmentof theLTP are legislative requirementsofthe Act; LTP; been clearlycommunicatedtothecommunityin processes; for participationbythepublicindecisionmaking key issuesandimplicationsitfacesprovides balanced informationaboutthestrategicandother basis for thepreparation oftheforecast information; Council andprovide areasonableandsupportable on bestinformation currentlyavailabletothe District forecast information; been consistentlyappliedinthe developmentofthe throughout theLTP; fi nancial policiesis ā ne DistrictCouncil|Long Term Plan2012-22 fi nancial strategy, supported fi nancially prudent,andhas fl ected fi cient and cient 93 ofthe Act. The District Council’s responsibilities arise fromSection material misstatement. to enablethepreparation ofaLTP thatisfreefrom such internalcontrol asitdeterminesisnecessary Zealand. The DistrictCouncil isalsoresponsiblefor with generallyaccepted accountingpractice inNew and presentingthe under the Act, byapplyingtheCouncil’s assumptions The DistrictCouncilisresponsible forpreparingaLTP Responsibilities oftheDistrict Council our opinionabove. information andexplanations we requiredtosupport the presentationofinformation. We obtained allthe of the Act. We evaluatedthe overalladequacyof LTP anddetermining compliancewiththerequirements assumptions, amountsandotherdisclosuresinthe examining onatestbasis,evidencesupporting information intheLTP. Ourproceduresincluded We donotguarantee completeaccuracyofthe therelationshipof levelsofservice,performance • thelevelsofservice andperformancemeasures • therationalefor theactivitiesisclearlypresented; • theforecastinformationhasbeenproperlyprepared • been adequatelyexplainedwithintheLTP. measures andforecast performance; and aspects oftheDistrictCouncil’s servicedeliveryand are reasonableestimatesandre practice inNewZealand; complies withgenerallyacceptedaccounting assumptions adoptedandthe on thebasisofunderlyinginformationand fi nancial informationinaccordance fi nancial informationhas fi nancial information nancial fl ect thekey Tauranga, NewZealand On behalfofthe Auditor-General Audit NewZealand Clarence Susan Council. we havenorelationshipwithorinterestsintheDistrict the LTP Statement ofProposalandtheannualaudit, Other thanthisreportandinconductingtheauditof the ExternalReportingBoard. which incorporatetheindependencerequirementsof independence requirementsofthe Auditor-General, When reportingontheLTP wefollowedthe Independence merits ofanypolicycontentwithintheLTP. It isnotourresponsibilitytoexpressanopiniononthe 94(1) ofthe Act. section 15ofthePublic Audit Act 2001andsection based onouraudit. This responsibilityarisesfrom opinion ontheLTP andreportingthatopiniontoyou We areresponsible forexpressinganindependent Responsibilities ofthe Auditor 268 |WhakatāneDistrictCouncilLong Term Plan2012-22 information maydiffer from legislationinotherjurisdictions. Legislation inNew Zealandgoverningthepreparationanddisseminationoffinancial included intheauditedLong-Term Plan presentedonthiswebsite. Plan aswelltherelatedauditreportdated27June2012 toconfirmtheinformation data communicationtheyshouldrefertothepublishedhardcopyofauditedLong-T Plan. Ifreadersofthisreportareconcernedwiththeinherentrisksarisingfromelectronic opinion onanyotherinformationwhichmayhavebeenhyperlinkedtoorfromtheLong-T The auditreportrefersonlytotheLong-Term Plannamedabove.Itdoesnotprovidean occurred totheLong-Term Plansincetheywereinitiallypresentedonthewebsite. integrity oftheCouncil’s website.We acceptnoresponsibilityforanychangesthatmayhave for themaintenanceandintegrityofitswebsite.We havenotbeenengagedtoreportonthe years commencing1July2012includedontheCouncil’s website. The Councilisresponsible This auditreportrelatestotheLong-Term PlanofWhakataneDistrictCouncilfortheten Long-Term Plan Matters RelatingtotheElectronicPresentationofReportreaders erm erm

Whakatāne DistrictCouncil|Long Term Plan2012-22| 269

AUDIT REPORT