Part II: Activities and services Introduction

PART II ACTIVITIES AND SERVICES OF COUNCIL INTRODUCTION

OVERVIEW

Auckland Council provides a range of goods and services. These are detailed in the following sections where the activities undertaken by the council and its CCOs are described. Each section includes details of the expenditure, the projects and achievements together with the levels of service which were provided and details of the performance measures. The performance measures describe either what we set out to achieve or levels of customer satisfaction. Results show performance against the standard (target) we set ourselves. The sections provide information about: • the groups of activities undertaken by . Activities are grouped together because of their connectivity with each other • individual activities undertaken. Individual activities are goods and services delivered to the community – for example, the provision of facilities, providing grants and the performance of regulatory and other functions.

Note that some activities are provided by the CCOs. While each set of performance measures, results and commentaries cover the full activity provided by the council and Group, only the portions funded directly by the council are covered in the financial statements. A summary of the total expenditure of the CCOs is covered in the CCO section. Following the sections about the council’s activities, there is coverage of the activities of the 21 local boards, and this is followed by the CCO section.

The council has 11 groups of activities: • Community • Lifestyle and Culture • Economic Development • Planning and Regulation • Environmental Management • Solid Waste • Water Supply and Wastewater • Stormwater • Transport • Commercial and Investment • Governance

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EXPLAINING OUR GROUP ACTIVITY STATEMENTS

Each group activity statement is broken down into the following headings:

OVERVIEW

Why the council is involved.

THE ACTIVITIES

The activities that make up the group (for example Libraries, Community Services, Emergency Management and Cemeteries and Crematoria are the four activities included in the Community group).

We use these symbols to show how the activities align with the Mayor’s vision:

A productive, high-value economy Cohesive, strong communities

Quality urban, rural and natural An excellent transport system environments

S TRATEGIC ALIGNMENT

How each activity contributes to the council’s strategies.

FINANCIAL INFORMATION

The operating expenditure and capital investment for the group of activities. The capital expenditure figures include expenditure for projects that the council planned to carry out itself plus what it funded for projects carried out by CCOs. The financial information is presented in dollars thousands. This differs from the financial statements in part three that are in dollars millions.

EXPLAINING INDIVIDUAL ACTIVITY STATEMENTS

Each individual activity has its own overview, followed by the following sub-sections:

THE SERVICES PROVIDED UNDER THIS ACTIVITY

The regional and local services provided under each activity are listed. Where there are local services, examples are also included.

BENEFITS

A statement about the benefits to the community of each service.

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MEASURING PERFORMANCE

The tables illustrate our service delivery performance for the year. • A statement describes the service we perform – for example: Providing safe, welcoming and accessible library facilities for customers to access library services. • One or more measures are used to determine how well we have performed – for example: Average number of library visits per capita. • While measures link to a level of service, in some instances - for example measures of customer satisfaction - they may be indicative of the broader activity. • The column headed “Indicator” provides a quick visual check of how we performed in the delivery of a service during the year. • The next column gives the 2012 performance result. • The target is the overall or average result we set ourselves to achieve across the region. Actual performance in different parts of the region may be dependent on the extent to which the service was provided in previous local authority areas. • The final column provides the overall or average result achieved across the region in 2011, usually for the eight month period from 1 November 2010 - 30 June 2011, unless otherwise indicated. Beneath the tables are commentaries about how the result was achieved as well as about the actions that the council plans to maintain or improve the result for the 2012/2013 year.

How levels of service and performance measures have developed since the establishment of Auckland Council Following transition to a single Auckland Council, levels of service and performance measures were developed by consolidating information from the long-term and annual plans of the previous eight local authorities in the region, with adjustments to reflect the new governance arrangements. In general, consolidation focused on identifying common themes where possible and taking account of our ability to measure and report on the measures for the greater Auckland area. For some activities (for example in the commercial and investment fields) which do not equate with those undertaken by the legacy councils, new levels of service, performance measures and targets have been introduced. The amalgamation of eight councils into Auckland Council and six substantive CCOs presented many challenges - none more so than setting new levels of services and obtaining consistent reliable performance data from disparate legacy systems. In general, the targets that were set reflected the best performance of the legacy councils. The measurement and recording systems used by the legacy councils differed markedly. Prior to amalgamation on 1 November 2010, we were unable to standardise these systems. Reporting performance for the period 1 November 2010 – 30 June 2011 therefore required extracting diverse data from unrelated systems. The resulting consolidated performance results may not have been truly reflective of actual performance, but were best attempts at presenting performance data. During 2011/2012 we worked hard to develop consistent council-wide performance measures, including as part of the work undertaken to develop the Long Term Plan for which the council’s performance measuring regime was further refined.

In some of the cases in this annual report where results appear to be below the previous level, the cause may well be because we are using more accurate measurement systems than previously.

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EXPLAINING OUR PERFORMANCE INDICATORS

RELATIONSHIP BETWEEN THE ANNUAL REP ORT AND THE AUCKLAND PLAN

Because the Auckland Plan was finalised and adopted during the reporting period for this annual report, the outcome indicators and performance measures that we include pre-date the Plan. Future Annual Reports will include outcome indicators and performance measures aligned to the outcomes, principles and transformational shifts of the Auckland Plan.

Although the outcome indicators and performance measures used in this Annual Report pre-date the Plan, nevertheless they broadly support it. To illustrate this, the symbols illustrated on page xx show how the council’s activities, projects and priorities are aligned to the transformational shifts outlined in the Auckland Plan.

A QUICK VISUAL CHECK

Our performance indicators are designed to give a quick visual check about progress being made towards achieving the objectives of providing a particular service, as well as about progress being made in meeting the goals of the Unitary Plan.

The status of the indicators is derived from the performance results and whether or not they are improving.

OVERALL RESULTS FOR ALL COUNCIL ACTIVITIES

Across all the council’s activities, we achieved the following results:

-

Achieving: Satisfactory: Progressing: Improvement: No result Needed Meeting or Within 2% of target, Target not achieved, exceeding target but improvement Target not achieved; over last year no improvement over last year 168 21 27 20 15

Refer to individual activities sections to see the performance indicators for each activity.

ACHIEVEMENTS AND PROJECTS 1 JULY 2011 TO 31 JUNE 2012

The key achievements and projects for each activity for the period 1 July 2011 to 31 June 2012 are listed. A number of specific achievements are highlighted by means of short feature stories.

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LOCAL BOARD ACTIVITIES

Auckland Council has a unique governance structure, with 21 local boards which have decision-making responsibilities . A description of the decision-making responsibilities of the local boards is included in the local boards section at page xxx, following the activity sections. Information is provided on how this complements the decision- making responsibilities of the governing body. The levels of service, performance measures, achievements and projects delivered by each local board are described.

ACTIVITIES OF COUNCIL-CONTROLLED ORGANISATIONS (CCOS) AND WATERCARE SERVICES LTD

We provide a summary of those activities performed by the CCOs and Watercare Services Ltd that are funded directly by the council. The CCOs and Watercare Services Ltd have revenues and expenses from sources outside the council; details about their overall performance (including from all sources of funding) are summarised.

How we report customer satisfaction Auckland Council has adopted a standard 5-point satisfaction scale for all its customer surveys.

The scale is as follows:

5 - very satisfied 4 - satisfied 3 - neutral 2 - unsatisfied 1 - very unsatisfied

Don’t know

According to research industry best practice, we report satisfaction as those respondents who select either scores of 4 or 5 out of 5. This is referred to as ‘total satisfied’ or ‘Top 2 box’ scores. The satisfaction scores included in this annual report and in future reports will adhere to this standard. In order to provide full transparency of results we will report all points on the scale. It should be noted that in some instances there are significant proportions of respondents providing a score of 3 out of 5, which is a ‘neutral’ response. ‘Don’t know’ responses are also included as this information may indicate to the council that residents require further information or clarification on services we provide. For detailed information about how our customer surveys are structured, please see the section “Information On Customer Surveys” which follows immediately after the Local Boards section.

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STORY: AUCKLAND COUNCIL’S LIVEABILITY SCORECARD

We have developed a scorecard to measure Auckland’s progress in becoming the world’s most liveable city.

The mayor released the results of the first Annual Auckland Scorecard in a speech to the Trans-Tasman Business Circle in Auckland in late November 2011.

Auckland already rates very highly on a number of indices rating the world’s most liveable cities. In 2011 it rose one place to third in the annual Mercer Quality of Living Survey covering over 220 world cities. It is also rated the world’s 10th most liveable city by The Economist Intelligence Unit and is 13th on the Monocle magazine Most Liveable Cities Index.

The council’s scorecard rates the progress of Auckland across four liveability categories including:

• Strong Communities • Fixing Transport • Economic Powerhouse • Healthy Environments

19 measures are used to rate progress in these categories. Our first annual scorecard shows the index lifted by 2.4 percentage points from a base index of 100 since the creation of the new council in November 2010.

Progress towards becoming the world’s most liveable city was made in 12 measures:

• Educational achievement +0.7% • Crime -1.9% • Graffiti eradication -2.5% • Public transport use +8.5% • Cycling and walking +5.1% • Congestion -9.1% • Household transport spending -10.8% • Employment +5.37% • Income +5% • Visitor nights +9.6% • Marine water quality +3.9% • Air pollution +6.51%

However, Auckland has slipped back in six measures:

• Youth unemployment +3.0% • Housing affordability -0.8% • Spending on local roads -5.6% • GDP per capita -2.96% • Exports -0.27% • Carbon footprint -0.48%

The mayor said that having a city that attracts and retains talent is about creating a winning formula. “We can't simply rely on being an innovative, economic powerhouse but need to couple that with sociable, supportive communities, unclogged transport options, natural spaces and people places.”

The Annual Auckland Scorecard sits alongside broader indicators documented in detail throughout the Auckland Plan.

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COMMUNITY

OVERVIEW 59

THE ACTIVITIES

Libraries 61

Community Services 66

Emergency Management 74

Cemeteries and Crematoria 78

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 81

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COMMUNITY

OVERVIEW

Through community activities, Auckland Council builds strong communities so that Aucklanders feel a sense of belonging to their neighbourhoods and take pride in their region. Building community spirit and capability is vital. The more people participate in community life, the more connected they feel to their city and its welfare.

The activities

Under the Community group of activities, the council carries out the following activities: • Libraries • Community services • Emergency management • Cemeteries and crematoria These activities are grouped under Community as they have the common objective of helping to build strong communities.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities: Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment Libraries

Community services Emergency management Cemeteries and crematoria

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

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Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Libraries 8 1 1

Community 6 1 3 1 3 Services

Emergency 5 1 1 Management

Cemeteries & 1 1 1 Crematoria

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Libraries

OVERVIEW

A thriving library network is a crucial part of building resilient and inclusive communities, where people can get involved and have a sense of belonging. Libraries are the most heavily used community facilities, utilised by a wide cross-section of people and Auckland Libraries make up the largest integrated library network in Australasia. Auckland Council has a network of 55 library branches and 4 mobile libraries serving library users.

The sub-activities provided under this activity

Libraries provide the following regional and local board sub-activities:

Sub-activity Services Regional library services Special collections and research centres, preservation, corporate information and library, digital services and library systems Local library facilities and services Libraries in the community, local exhibitions, programmes and events within libraries Library collection management Planning, selecting and acquiring library collections and making collection items (regional) available for use across the region

Benefits

• the community has access to a wide range of reading materials, regardless of income, language or reading formats required • users can research and access information, read for work or pleasure, and pursue their own learning in their own time • a place for communities of common interest to meet, formally and informally • individuals develop information skills necessary to contribute productively to the economy and to the community, and can pursue meaningful leisure activities.

STORY: Auckland Libraries build on success

Annual customer satisfaction research was conducted with Auckland Libraries’ customers as part of the council’s annual reporting and customer experience research. Almost all customers (91%) were satisfied with the overall quality of service delivery. Of the customers surveyed, 63% are very satisfied, and this share was up from 57% last year. More library items/more stock on the shelves/more up-to-date items/more variety was the most frequently cited suggestion for making use of Auckland Libraries even more successful and enjoyable.

Building on the success it has achieved since the amalgamation of the legacy councils’ libraries, Auckland Libraries spent $11.2 million on the renewal of library collections used for borrowing and reference. Hand in hand with this renewal has been an evolution and expansion of the types of material available at the libraries. For example, a new music service (called “Freegal”) was launched in February, which allows library members to download music from the Sony catalogue. 72,297 songs have been downloaded since the service was offered, with increasing use month by month. Additionally, e-book usage has been growing significantly throughout the year, with 309% more e-book borrowings in June 2012 compared with June 2011.

The underlying policy of the Auckland Libraries service to its customers is ‘borrow anywhere, return anywhere’. In order to support this, the regional logistics solution to improve the flow of library materials couriered between libraries was successfully implemented during the year, and there has already been a positive impact on library workloads and health and safety issues.

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Measuring performance

Providing safe, welcoming, and accessible library facilities for customers to access library services

Measure Indicator 2012 Target 2011

Average number of library visitors per 9.6 ≥8.5 6.3 in the 8 capita months

2 2 2 2 Total library building floor space (m ) 41 m 34 m 40.3 m per 1,000 residents

Percentage of customers satisfied 91% 85% 87% with overall services provided by libraries1

Number of visitors:

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities.

Library floor space:

Plans are in place to construct new library facilities in order to bring services to parts of Auckland currently poorly served, as well as to new growth areas.

Satisfaction:

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

The following results were recorded in the 2011/2012 Library Customer Satisfaction Survey: 1. 91% of customers were satisfied/very satisfied with the overall services provided by libraries. This is a significant increase from the 87% recorded last year. 2. 1% of customers were dissatisfied/very dissatisfied compared with 3% last year. 3. 8% of customers were neutral, a decrease from 10% last year. The mean score was 4.5 out of 5, an increase of 0.1 from 4.4 last year.

Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

Providing access to a wide range of information relevant to the community’s recreation and learning needs

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 88% 80% 83% with content and condition of library collections

The number of lending and reference 2.4 2.5 2.4 collection items available per capita

Number of new collection items 0.4 0.3 0.2 purchased annually per capita

Number of collection items borrowed/ 11.8 ≥11 7.8 issued per capita

Percentage of customers satisfied 79% 80% 66% with tools and technology to access information

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Satisfaction:

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

The following results were recorded in the 2011/2012 Library Customer Satisfaction Survey: A. Content and condition of library collections 1. 88% of customers were satisfied/very satisfied. This is a significant increase from 83% last year. 2. 4% of customers were dissatisfied/very dissatisfied compared with 5% last year. 3. 8% of customers were neutral, a significant decrease from 13% last year. The mean score was 4.5 out of 5, an increase of 0.3 from 4.2 last year. Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

B. Tools and technology to access information from 1. 79% of customers were satisfied/very satisfied. This is a significant increase from 66% last year. 2. 5% of customers are dissatisfied/very dissatisfied compared with 8% last year. 3. 16% of customers were neutral, a significant decrease from 26% last year. The mean score was 4.2 out of 5, an increase of 0.4 from 3.8 last year.

Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

Number of collection items per capita:

Despite increased purchasing, the number of collection items per capita has decreased slightly this year due to weeding out old collection items to prepare for the Radio Frequency Identification (RFID) stock circulation/security systems roll-out.

Purchases:

Libraries purchased 528,280 new collection items this year.

Borrowing:

Borrowing has remained strong this year. Implementation of the Regional Logistics Project has enabled better movement of books between libraries, making borrowing easier and quicker.

Information technology available to the public:

Many libraries offer outdated public access computers with slow connection speeds due to inadequate bandwidth. And many libraries lack public Wi-Fi access, causing frustration for both customers and local boards. Improvements, however, are being made as finances allow, and the Long-term Plan 2012-2022 (LTP) states that the council plans to spend an estimated $31.5 million on digital technology some of which is earmarked for upgrades to libraries’ technology and online presence..

Providing programmes for people of all ages to improve reading and information literacy skills

Measure Indicator 2012 Target 2011

Number of participants in reading and 0.25 ≥0.18 0.18 information skill programmes per baseline capita established

Percentage of participants satisfied 81% 80% 78% with reading and information skill programmes

Reading and information skill programmes:

Auckland Libraries are proud to deliver excellent information skill and literacy programmes that contribute to the development of all Aucklanders, with a particular focus on children and young people.

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Satisfaction:

Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year as well as in numbers attending.

The following results were recorded in the 2011/2012 Library Customer Satisfaction Survey : 1. 81% of customers were satisfied/very satisfied with reading and information skill programmes, an increase from the 78% recorded last year. 2. 3% of customers were dissatisfied/very dissatisfied compared with 6% last year. 3. 15% of customers were neutral compared with 17% last year. The mean score was 4.3 out of 5, an increase of 0.2 from 4.1 last year.

Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

Note: 1 This and the other measures of satisfaction presented in these tables were recorded in the Auckland Libraries Annual Customer Satisfaction Survey, carried out by Gravitas Research and Strategy Ltd. An in-library survey was conducted between 2 April and 11 May 2012, whilst an online survey was carried out between 26 April and 14 May 2012. Both surveys were comprehensively pilot tested.

Achievements and projects 1 July 2011 to 30 June 2012

Overall:

• 13,964,150 people visited library facilities, an increase of 207,362 (2%) over last year • 17,199,591 library collection items were borrowed by customers, a decrease of 43,135 (0.2%) over last year • 365,507 people attended reading and information skill programmes • there were 5,703,545 visits to the library’s websites and 621,231 visits to online and subscription databases.

Local libraries and programmes:

• story times, displays, and activities were held to mark Māori Language Week, the festival, National Poetry Day, Book Month, Music Month. A programme of over 100 activities was delivered for Pasifika including bi-lingual and Pacific-themed storytimes and Wriggle Rhyme, and an interactive programme of over 30 events was delivered during Samoan Language Week • ‘Dare to Explore’, Auckland Libraries’ summer reading programme for 5-13 year olds, was delivered. Over 6,200 registrations were received, more than twice the number received in 2011 • Great Barrier Library joined the Auckland Libraries network. Local people welcomed the addition of a free Wi-Fi offer at the library.

Heritage and research:

• the ‘Auckland Akarana: the wonderful isthmus’ exhibition was offered, featuring items about Auckland’s history from the Sir Special Collections • the ‘Joking Aside’ exhibition opened at the Central City Library featuring 18th-20th century caricatures, cartoons and comic illustrations from the Sir George Grey Special Collections • 60 genealogists attended the annual overnight Karen Kalopulu Family History lock-in – a 33% increase in participation compared to 2010 • the entire Courier photographic archive has been donated by Fairfax Media to the South Auckland Research Centre. The archive has an estimated 100,000 prints and negatives dating between 1963 and 2002. More than 1,000 of the most striking photographs have been digitised and released on the Auckland Libraries 'Footprints' database.

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• the libraries’ zine collection (a small circulation publication of original or appropriated texts and images) was launched. Approximately 600 zines donated to the library form the basis of the new collection housed at the Central City Library

Significant recognition and awards:

• Auckland Libraries recieved a 2011 Diversity Award from the Human Rights Commission • unique Māori manuscripts from the Sir George Grey Special Collections were among the first documents officially inscribed on UNESCO’s Memory of the World New Zealand register • Corin Haines, Libraries’ Digital Services Manager, has been selected as a participant in the Gates Foundation International Network of Emerging Library Innovators, and will participate in a 2-year development programme with 20 other members globally • two Auckland libraries were recognised in the spatial category at the 2011 Design Institute of New Zealand Best Design awards. The Manukau Library and Research Centre took out the gold pin for ‘rooms’ section and the Papakura library shared bronze status in the ‘public and institutional spaces’ section with three other organisations, including the Arts Centre.

Major capital projects:

• Tupu Library reopened following the completion of the redevelopment which mainly occurred in 2010/2011 • Budgeted and spent $1.4 million to refurbish the Mt Roskill library • $11.2 million was spent on renewal of library collections used for borrowing and reference.

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COMMUNITY SERVICES

OVERVIEW

Community Services ensure Aucklanders enjoy strong communities that cope well with change and are safe to live in. The council’s community services are designed to help the region’s communities become stronger, more resilient, and better able to meet their needs so that Auckland becomes a better place in which to live and a place where people feel they belong.

The sub-activities provided under this activity

Community services provides the following regional and local board sub-activities:

Sub-activity Services Community development strategy and policy Development and review of community strategy and policy Local community development programmes Place-based programmes such as youth, refugee and migrant advisory and settlement services Regional community development programmes Regional Māori, Pacific Islander and other ethnic diversity programmes Local community facilities Local community centres and halls Regional community grants, information and advice Citizens Advice Bureaux and regional community interest groups Regional community facilities Oversight of the number and general location of regional community facilities Local community grants, information and advice Funding to local community interest groups, locally focused trusts and special interest groups Local community safety programmes Māori and Pacific Wardens, Neighbourhood Support Regional community safety programmes Regional programmes tailored to local needs, such as graffiti reduction, community safety Regional social housing Housing for older people and assisted home ownership

Benefits

• independent and strong communities • communities support the achievement of community outcomes, and share resources and information • increased community action and participation of people in their communities, and reduced isolation • increased sense of pride in the city • reduced crime and increased levels of safety.

STORY: Satisfaction with Community Centres, Houses and Halls

Ben Parsons & Associates were commissioned by the council to carry out survey into users’ satisfaction with community centres and halls. The research involved online, telephone and mail out surveys with hirers of centres and halls from all local boards; there was a total of 964 respondents. The main areas of focus in the survey were: • how the centres are used • how people find out about the centres • satisfaction with the centres, facilities, services and value; and • what’s working and what can be improved.

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The survey found that community centres and halls are used for a wide variety of purposes, as the following list indicates1:

Social function 32% Group meeting 25% Recreation programmes 16% Education programmes/courses 14% Physical activity/sport 12% Church/religion related 10% Business/enterprise related 9% To practice your profession 4% Support group 4% Creche/play groups 3% Before/afterschool/holiday 3% Other 1%

Almost 60% of hirers can be termed long-term hirers, who had used the facility for more than two years, and of these a large proportion do so regularly rather than on a one-off basis. Just over half of hirers use the facility monthly or more frequently.

The most important communications channel for knowledge about community centres and halls are through word of mouth or by calling into the facility, but websites are also important. Only seven percent of hirers are aged between 16 and 29, although this age group makes up 29% of Auckland’s population. Most hirers are aged between 30 and 60, although a quarter are aged over 60. The ethnicity of hirers is roughly in line with Auckland’s population as a whole, although the proportion of māori hirers is lower than their share of the population.

The overall satisfaction of hirers with community centres, houses and halls is very high, at 87%, and the most satisfied groups are Pacific peoples, crèche and playgroup hirers, church and religious groups, and regular users. By local board, satisfaction was highest in Devonport-, Franklin, Kaipatiki, Waiheke and Howick, whilst satisfaction was least (though still at or above 75%) in Orakei, Waitemata, Puketapapa, Papakura and Henderson-Massey. Turning to the facilities provided at the community centres and halls, satisfaction was highest with safety and cleanliness, the friendliness and fairness of the staff, and the value for money provided. Comments were also favourable about the size and location of the facilities. But hirers were less positive about the suitability and quality of equipment, centre management and booking systems, and the cleanliness of kitchens. It is recognised that these factors have a relatively high impact on overall satisfaction and that they should be treated as priorities for improvement. And another priority for improvement is providing clarity on the level of service that users can expect from the different facilities. Note: 1 Since multiple responses were permitted, results add to more than 100%.

Measuring performance

Providing community centres, halls, and houses for a wide range of recreation and social needs within the community

Measure Indicator 2012 Target 2011

Percentage of users satisfied with 69% (among 80% 58% community centres, halls, and residents who community houses had used a community hall/centre in the previous 12 months)

87% (among those who had hired a community hall/centre in the previous 12 months)

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Percentage of available time _ 39.7% Maintain or No result community centres and halls are used increase on (actual time/hours used compared to baseline total hours available)

Percentage of residents who state 45% 20% 36% they have used a community hall, centre or community house within the last 12 months

Satisfaction:

Note that this year’s measurement of satisfaction with community centres, halls, and community houses included a survey of those who had hired a facility during the previous 12 months, as well as the survey of residents who had used a community facility during the previous 12 months. The council considers that hirers are the primary and more active users of facilities. The additional survey was also included so as to be able to fulfill local board reporting requirements, to enable a survey to be made of users of facilities at each local board. In the local board performance measures, commencing at page 234, the satisfaction results that are shown are for hirers of community facilities in the previous 12 months.

For residents who used a community hall or centre in the past twelve months the following results were recorded in the 2012 Auckland Residents’ Survey: 1. 45% of residents stated that they had used a community hall, centre or community house within the last twelve months. This is a significant increase from 36% last year. 2. 69% of customers were satisfied/very satisfied. This is a significant increase from 58% last year. 3. 5% of customers were dissatisfied/very dissatisfied. (This is the same as last year.) 4. 24% of customers were neutral, a significant decrease from 35% last year. The mean score was 3.8 out of 5, an increase of 0.1 from 3.7 last year.

Overall, the proportion of residents who have used a community hall or centre increased. Satisfaction increased and the proportion of customers who are neutral decreased in 2011/2012.

Among those residents who hired a community hall or centre in the past twelve months, the following results were recorded in the 2012 Community Halls/Centres Survey: 1. 87% of customers were satisfied/very satisfied. 2. 4% of customers were dissatisfied/very dissatisfied. 3. 9% of customers were neutral. 4. The mean score was 4.4 out of 5.

Utilisation:

There was a generally lower utilisation level of community facilities in rural areas (16%). The utilisation level was above 50% for those community centres and halls that are recognised as regional centres and those community centres where there is a dedicated manager promoting utilisation. The figure of 39.7% has become the baseline target for next year’s performance.

User regularity:

The customer satisfaction survey found that over 50% of users lived within 5km of the facility, were regular users and had used the facility for over two years. 76% of the users had been using the facility for at least seven months.

Delivering and funding community development programmes to meet specific needs of the community

Measure Indicator 2012 Target 2011

Number of community development _ Not measured Maintain or 26 programmes delivered per 1000 increase on programmes residents baseline

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We were unable to obtain information to report on this measure in the way it was phrased in last year’s annual report. The measure has been rephrased for the LTP, and the following performance information can be provided against the LTP measure:

Number of community development 29 Maintain or 26 programmes provided programmes increase on programmes baseline of 26 programmes

The council provides 29 community development programmes currently across the community development and partnerships unit. This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through the departmental realignment project to be implemented in 2011/2012.

Providing funding and advice to develop and strengthen communities and community groups

Measure Indicator 2012 Target 2011

Percentage satisfaction of community 69% 75% 41% groups with assistance and advice provided by the council

Percentage of residents satisfied with 82% 76% 77% Citizens Advice Bureau services

Percentage of community grant - 75% 95% No result recipients meeting grant obligations (forecast) (obligations include grant being applied to intended purpose, programmes held and levels of participation achieved)

Satisfaction with overall assistance and advice provided by the council:

The result reflects a 28% improvement on last year’s result. The interim funding scheme will continue in 2012/2013 until a new community funding policy is approved by the council. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing to move us to the target of 75% for 2012/2013.

Satisfaction with Citizens Advice Bureau services:

This citizens advice bureaux result indicates a continuing high level of satisfaction across the region. The council will work with the recently established entity ACABx, which brings together bureaux across the region, to work on targeting service provision in response to community needs.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 82% of residents were satisfied/very satisfied with the Citizens Advice Bureau services overall. This is a significant increase from 77% last year. 2. 6% of residents were dissatisfied/very dissatisfied, the same as last year. 3. 12% of residents were neutral, a significant decrease from 17% last year. 4. 3% said ‘don’t know. This is a significant decrease from 24% last year. The mean score was 4.3 out of 5, an increase of 0.2 from 4.1 last year.

Overall, the proportion of customers who were satisfied increased and the proportion of users who were neutral decreased in 2011/2012.

Auckland Council Report 1 July 2011 to 30 June 2012 69 Part II: Activities and services Community

Percentage of community grant recipients meeting grant obligations:

The result relates to grants paid by Auckland Council as well as by the legacy councils, since recipients have 12-15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. Funds are returned to the council where unspent. A new community funding policy, to be implemented in 2013/2014, will allow standard accountability procedures to be introduced across the council. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

The following scores were achieved in the 2012 Community Grants Recipients Survey: 1. 69% of customers were satisfied/very satisfied with the overall advice and assistance provided by the council. This is a significant increase from 41% last year. 2. 14% of customers were dissatisfied/very dissatisfied with the overall advice and assistance provided by the council, compared to 11% last year. 3. 14% of customers were neutral, a significant decrease from the 24% recorded last year. The mean score was 3.9 out of 5, an increase of 0.3 from 3.6 last year.

Overall, the proportion of grant recipients who are satisfied increased and the proportion of customers who are neutral in their views decreased. Improving and maintaining community safety through delivery of programmes and initiatives with other organisations and the community

Measure Indicator 2012 Target 2011

Percentage of respondents who agree 84% 85% 82% that their neighbourhood is safe in the day time

Percentage of respondents who agree 41% 55% 37% that their neighbourhood is safe at night time

Views about day time neighbourhood safety:

Auckland Council remains strongly committed to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety across the region. Recent research highlights that the majority of respondents reported feeling safe when walking in their neighbourhood during the day, and of the small percentage (5%) that felt unsafe, only 2% felt very unsafe.

The following results were recorded in the 2012 Annual Auckland Residents’ Survey: 1. 84% of residents felt safe/very safe compared with the 82% recorded last year. 2. 5% of residents felt unsafe/very unsafe compared with the 4% recorded last year. 3. 11% of residents were neutral compared with 13% last year. The mean score was 4.3 out of 5, the same as last year.

Overall, the proportion of residents who feel safe during the day increased and the proportion of residents who are neutral decreased. However, the proportion of residents who feel unsafe increased in 2011/2012.

Views about night time neighbourhood safety:

Although the target for safety at night was not reached, there was a positive increase. The council continues with its programmes to increase the feeling of safety in neighbourhoods and intends to develop a 3-year action plan around the concept of Auckland Voluntary Safety Groups.

Auckland Council Report 1 July 2011 to 30 June 2012 70 Part II: Activities and services Community

Funding for regional community safety initiatives is set to increase by 17% from 2012 to 2013; the council will continue to work with the police and other agencies to address particular neighbourhood issues, and the LTP is introducing a number of new performance measures to ensure that standards of community safety are adequately measured and maintained.

The following results were recorded in the 2012 Annual Auckland Residents’ Survey: 1. 41% of Auckland residents felt safe/very safe, a significant increase from 37% last year. 2. 29% of Auckland residents felt unsafe safe/very unsafe, a significant decrease from 33% last year. 3. 29% of residents were neutral compared with 28% last year. The mean score was 3.1 out of 5, an increase of 0.1 over last year.

Overall, the proportion of residents who feel safe at night have increased and the proportion of residents who feel unsafe at night have decreased in 2011/2012.

Delivering graffiti vandalism removal, prevention, and education services to ensure public and private properties are graffiti-free

Measure Indicator 2012 Target 2011

Percentage of graffiti removal 99.6% 95% 100% requests resolved within specified timeframes (between 24-72 hours depending on location and type of request) The percentage of graffiti removal requests that are resolved quickly continues to improve. The Regional Graffiti plan has now been approved by the Community and Safety Forum and by the Regional Development and Operations Committee and is being implemented. During 2012/2013 a full RFP will take place to obtain new contracts for graffiti services across the region. The new agreement will provide for consistent levels of service and performance reporting regionally.

Providing residential housing for older persons who are eligible

Measure Indicator 2012 Target 2011

Percentage of tenants satisfied with 80% 90% 81% the overall provision and management of housing facilities for older persons Percentage occupancy rate 96.8% 95% 97%

Satisfaction:

While a result of 83% satisfaction was achieved for the service provided by Council Staff and 86% by the council's contractors, certain aspects of ground maintenance had a lower satisfaction result. Most service areas are rated positively by tenants.

The following results were recorded in the 2012 Social Housing for Older People Survey 1. 80% of customers were satisfied/very satisfied compared with 81% last year. 2. 8% of customers were dissatisfied/very dissatisfied compared with 7% last year. 3. 12% of customers were neutral compared with 13% last year. The mean score was 4.2 out of 5, an increase of 0.1 from 4.3 last year.

Overall, satisfaction and dissatisfaction results in 2011-2012 are similar to those last year.

Auckland Council Report 1 July 2011 to 30 June 2012 71 Part II: Activities and services Community

Occupancy rate:

We will improve occupancy rates by being better organised to undertake refurbishment when a unit is vacated.

Achievements and projects 1 July 2011 to 30 June 2012

Programmes, funding and advice:

• 20 different community funding schemes were administered in the first round of contestable community funding

• a programme providing work experience for homeless people was launched

• an outreach citizens advice bureau service was established in Albany

• local media profiled stories about some of the many programmes and projects delivered in partnership with community trusts in the north. These included connecting neighbours in Taurus Crescent, Beach Haven, to make the area a better and safer place to live, the Northbrook community street clean-up, and the PositiveNZ trust art exhibition which focussed on supporting people with depression, anxiety, and alcohol and drug dependency

• over 400 players and volunteers attended the New Zealand Communities Football cup in Mt Roskill

• ‘My Place, Your Place, Our Place’ was launched in Massey – a resource to assist primary and intermediate school pupils to understand the term ‘neighbourhood’ and what is meant by being a good neighbour

• the Global Age-Friendly Cities seminar was co-convened and was well attended by a range of communities across the

• the Mayor’s Taskforce for Jobs employment project had financial support confirmed from the Tindall Foundation. In late May 2012 the council launched its Youth Connections scheme across Auckland, as part of the Mayoral Taskforce for Jobs programme which aims to assist young people into further education or training by providing connections to local services

• 399 family fun outdoor activities were delivered across 55 parks as part of the 2011/2012 summer fun programme across North Shore

• West Education Forum held in March 2012, with over 200 participants

• stories collated from 2011 "Know your Neighbour" project in Northcote were published by the council at a Neighbours Day Celebration at Piringa Court. Participating residents feedback very positive, as documented in independent evaluation

• relationships developed with Counties Manukau District Health Board HPS facilitators and team leader to improve access for health programmes into decile one schools, targeting health needs of Māori and Pacific children.

Safety and graffiti:

• Auckland was almost graffiti free throughout Rugby World Cup, including transport routes and rail corridors. Proactive patrolling ensured all reported incidents were dealt with in two hours

• 200 Māori, Pacific and ethnic wardens were deployed during Rugby World Cup to work alongside New Zealand Police and support council’s safety teams

• a community volunteer graffiti clean up on rail corridors was completed, part of a KiwiRail and council partnership

• the Auckland graffiti vandalism plan was approved

• installation of the the Pukekohe town centre CCTV system was completed at a cost of $150,000

Auckland Council Report 1 July 2011 to 30 June 2012 72 Part II: Activities and services Community

• the crime stoppers pilot programme went live in October. The programme allows people to give anonymous information about crimes

• over 200 participants attended the regional family violence hui, which focussed on the contributions council could make to prevent family and sexual violence

• the Awhi Whanau family violence campaign for Māori was launched in the west.

Significant recognition and awards:

• Violence Free Waitakere, supported by Auckland Council, won the supreme award at the Infratil community awards. ‘Suss It’ funded by Auckland Council were runners up in the sports and leisure category

• Tuini Hakaraia-Tino was recipient of a Te Manaia award from the Injury Prevention Network of Aotearoa New Zealand

• the Fickling Centre and Roskill Youth Zone developments were finalists in Property Industry Awards 2012 in the Auckland Council Special Purpose Property Award section.

Capital projects

• the Fickling convention centre which is in the Puketapapa local board area was refububished and completed within budget

• in the year refurbishment of housing for older person units in Manukau and Papakura undertaken at a cost of $3.6 million which was inline with budget.

• land purchase for the Birkenhead-Northcote community facilities trust.

• budgeted and spent $500,000 on the redevelopment of the Te Atatu Peninsula Community centre.

Auckland Council Report 1 July 2011 to 30 June 2012 73 Part II: Activities and services Community

EMERGENCY MANAGEMENT

OVERVIEW

Auckland Council carries out the Emergency Management activity to make Auckland a safer place in which to live, to provide civil defence emergency management, and rural fire readiness and response. Under the Civil Defence Emergency Management Act 2002, the council is required to plan for major emergencies. This includes ensuring Auckland is ready for emergencies and civil defence events, forming partnerships with other emergency services such as the police, fire and health services to ensure a coordinated response, responding appropriately to minimise the impact of events, developing community preparedness, and planning for disaster recovery. islands and rural areas need special arrangements for fire and other emergencies. The council’s rural fire service ensures that fire and other emergencies outside urban areas are responded to and handled in an effective and timely manner. Within the urban fire districts, it is the responsibility of the New Zealand Fire Service to respond to fires.

The sub-activities provided under this activity

Emergency management and preparedness, and rural fire services are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• the community is prepared for and responsive to any civil defence event that may occur • the rural fire service provided by the council protects residents from fire risk • the council continues to operate essential functions and provide leadership following a disruptive event.

Measuring performance

Ensuring the council is prepared and able to effectively respond to emergencies, civil defence situations and hazards

Measure Indicator 2012 Target 2011

Number of Emergency Coordination 20 4 8 Centre (ECC) emergency activations or exercises undertaken per annum

Overall score achieved using the Civil 58.1% Establish Project Defence and Emergency baseline delayed Management Capability Assessment Tool1

Number of priority hazards identified 3 2 2 in the Civil Defence Plan for Auckland (eg, volcanoes, tsunamis, landslides), researched, analysed and results communicated to the public to ensure information on hazards and risk is easily available and understood

Auckland Council Report 1 July 2011 to 30 June 2012 74 Part II: Activities and services Community

ECC emergency activations:

The following ECC emergency activations took place during the period 1 July 2011 to 30 June 2012: a. exercises

Pacific Wave (a tsunami exercise) – 10 November 2011 Christmas Readiness – 2 desktop exercises Tahi (a business continuity exercise) – 30 March 2012 It’s a gas (exercise based on disruption to a major gas pipeline) – 24 June 2012 b. weather events and other emergencies

Glen Eden event – 17 February 2012 weather bomb – 3 March 2012

Australia Fly (Queensland fruit fly was found in an Avondale garden and CDEM assisted the Ministry of Primary Industries to prevent a possible infestation) – 11 May 2012

Additionally, monthly EMIS training was carried out and approximately 20 mini exercises and presentations were given each month to stakeholders. Following each event, a review and evaluation of policies and procedures was undertaken and standard operating procedures were improved.

Overall score achieved using the Civil Defence and Emergency Management Capability Assessment Tool: The Ministry of Civil Defence and Emergency Management (MCDEM) completed its Capability Assessment of CDEM in July 2011. An extract from the report noted that "the overall scores (68.0% Group self-assessment, 58.1% MCDEM assessment) are well into the ‘satisfactory’ zone, and are mostly pleasing given the current status and evolving nature of the Auckland CDEM Group." The LTP has a target of 75% for 2012/2013, rising to 90% in 2021/2022.

Number of priority hazards identified in the Civil Defence Plan: The local community emergency management project was used to communicate the following types of hazard information to the public: tsunami, storm surge and flooding.

Providing education, support, and training to assist the development of a resilient community able to respond to and recover from emergencies and civil defence situations

Measure Indicator 2012 Target 2011

The level of community preparedness _ No survey ≥11% fully 11% fully as measured by the annual Colmar carried out prepared and prepared and Brunton Ministry of Civil Defence and (see below) 21% prepared 21% prepared Emergency Management survey at home at home

Number of comprehensive local 28 10 6 community emergency management plans completed

Auckland Council Report 1 July 2011 to 30 June 2012 75 Part II: Activities and services Community

Community preparedness:

No survey was done during the year to determine the level of community preparedness and whether Aucklanders are better prepared now than 12 months ago. However, in the past year the CDEM has developed a public education strategy document that is anticipated to be signed off in mid-September 2012. It has also carried out over 50 public education talks & events and has developed over 30 Neighbourhood Response Plans (NRPs) with another 70 to be completed this year. Additionally, the logistics team is working with schools to implement Readynet, whilst over 7000 information packs were distributed at Santa Parades.

The most recent survey on community preparedness carried out for the Ministry of Civil Defence and Emergency Management by Colmar Brunton contained the following results for Auckland: Fully Prepared 10%; Prepared at Home 22%; Has a Plan 46%; Has survival items 75%.

Completion of comprehensive local community emergency management plans: In addition to the NRPs completed during the year, a further six have been almost finalised.

Providing emergency management and rural fire capability to manage fires and emergencies in a timely and competent manner

Measure Indicator 2012 Target 2011

Percentage of rural fire fighters who 92% 90% 87% meet national training standards

Percentage of incidents requiring 82% ≥80% 76% attendance by the NZ Fire Service Communications Centre, responded to by the local station within 10 minutes of notification

Training of rural fire fighters:

The improved result for training is due to overcoming a significant backlog through the co-delivery of training by Auckland’s Rural Fire Team and the New Zealand Fire Service Training Centre. The agreed joint process should continue to enable more timely delivery of training in the future.

Incident response times:

Response times have been considerably better than last year, although there is still room for improvement.

Note

1 This measure refers to the Civil Defence and Emergency Management (CDEM) Capability Assessment Tool developed by the Ministry of Civil Defence & Emergency Management. This tool aims to create a standard assessment of emergency management capability in New Zealand. It consists of a set of key performance indicators and measures against which organisations can assess themselves or be externally assessed. Indicators span the “4Rs”, i.e. reduction, readiness, response, and recovery. The overall score is a weighted average score across all indicators and measures totalling 100. The ‘target environment’ is 80-100%, ‘satisfactory’ is 40-79%, and ‘requires attention’ is 0-39%.

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Achievements and projects 1 July 2011 to 30 June 2012

• Readynet was introduced to 250 organisations throughout the Auckland region (Readynet provides emergency preparedness planning and assembles, stores and shares emergency management information) • the civil defence web page was linked to a smart phone application so that mobile phone users can receive alerts and civil defence information • 69 communities are being assisted to be more prepared in a disaster through the NRP process • work is taking place with research institutions to achieve a greater understanding of the possible hazards facing Auckland and how to improve current early warning systems. This work includes research on predicting storm surges and flooding events undertaken with the MetService and the National Institute of Water and Atmospheric Research, and research on seismic risks undertaken with GNS Science • the council spent $300,000 on the new fire station at Waitakere which was 85% complete by the end of June 2012 • breathing apparatus was acquired and its purchase was aligned with that of the New Zealand Fire Service, resulting in a cost that was less than half the normal purchase price, whilst also enabling a coordinated roll- out of the equipment and training • the purchase of new safety equipment and waterway equipment (including fire pumps, hoses and fittings) was completed with assistance from the National Rural Fire Authority.

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CEMETERIES AND CREMATORIA

OVERVIEW

Auckland Council carries out the Cemeteries and Crematoria activity to ensure there are adequate burial and cremation facilities in the region. To achieve this, the council works closely with funeral directors and celebrants, so there are places where families and communities can celebrate life, and mark death in ways that suit the diverse cultural and religious requirements of the people of the region. The council does this by providing memorial gardens, cemeteries, and cremation services and facilities at 37 locations throughout the region, the three largest being Manukau Memorial Gardens (-), Waikumete Cemetery and Crematorium (Waitakere Ranges), and North Shore Memorial Gardens (Upper Harbour).

The sub-activities provided under this activity

Cemeteries and crematoria is the regional sub-activity. There are no local board sub-activities provided under this activity.

Benefits

• Aucklanders have suitable environments for burial, cremation, ash and interment services.

STORY: Satisfaction with the services offered at council cemeteries

The council commissioned Captivate Research and Marketing in 2012 to carry out research to understand the level of satisfaction with council-owned cemeteries. In particular, we wanted to understand:

• satisfaction with, and opportunities to improve, the processes and services provided by the administration teams and after hours call centre • satisfaction with the accuracy of burial and cremation records • satisfaction with the facilities at the cemeteries (e.g. chapels and function rooms) • satisfaction with the service provided by the cemetery team members on the day of burial or cremation (e.g. sextons and chapel attendants) • satisfaction with the crematorium and graves • satisfaction with the grounds.

83% of visitors surveyed were satisfied or very satisfied with the council cemetery they visited, up from 80.5% in 2011. Overall,North Shore Memorial Park had the highest level of visitor satisfaction of the cemeteries surveyed and the greatest increase in overall satisfaction compared with 2011 (82% satisfied or very satisfied in 2011 against 94% in 2012).

A number of the visitors surveyed had called on the office or administration area of the cemetery, with the main reason being to get help in locating a grave. 91.2% visitors who visited the office or administration area of the cemetery were satisfied or very satisfied with the administration team they had dealings with, up from 84.2% in 2011. Of the visitors who had accessed burial or cremation records at a council cemetery in the last 12 months, 84% were satisfied or very satisfied with the ease of accessing these records. And 81% of the general public who accessed these records were satisfied or very satisfied with their accuracy.

There was a considerable rise in satisfaction reported with chapel and function rooms at council cemeteries. 41% of visitors surveyed said they had visited such facilities, and 86% reported they were satisfied or very satisfied with them - up from 73.2% last year. About three-quarters of visitors surveyed said they had visited a grave at a council cemetery; of these, 79% were satisfied or very satisfied with the presentation of the graves, up from 70% in 2011.

Auckland Council Report 1 July 2011 to 30 June 2012 78 Part II: Activities and services Community

14% of visitors surveyed said that they had dealt with a cemetery grounds team member at a council cemetery. 90% of these visitors were satisfied or very satisfied with their interaction, up significantly from 70% in 2011. And 80% of visitors surveyed were satisfied or very satisfied with the environment and grounds at council cemeteries, up from 74% in 2011.

Overall, across all the satisfaction factors measured there was an increase in satisfaction in 2012 with visitors making many comments throughout the survey on the improvements in 2012.

Measuring performance

Providing quality burial and cremation services

Measure Indicator 2012 Target 2011

Percentage of funeral directors and _ Not measured 85% 69% masons satisfied with the facilities funeral and services provided overall directors

78% masons

A survey of the overall satisfaction of funeral directors and stone masons was not repeated in 2011/12 as it was decided to concentrate on gaining a fuller understanding of the needs and expectations of funeral directors, stone masons and customers with respect to the information data bases held at the cemeteries. A survey was undertaken focussing on access to and the accuracy of funeral and cremation information held at the cemeteries, as a result of which programmes have been put in place to digitise and upgrade the accuracy of data held at the cemeteries.

Providing cemeteries and memorial gardens for families, friends and visitors to remember their loved ones

Measure Indicator 2012 Target 2011

Percentage of customers who are 83% 85% 81% satisfied with the cemeteries and memorial gardens overall

There was an overall increase in the levels of satisfaction about the administrative procedures and services provided by staff, and with the facilities at the three main cemeteries. Satisfaction with the overall quality of the grounds and the presentation of the graves remains high The council has an ongoing landscaping refurbishment programme which, amongst other things, seeks to ensure that older areas of cemeteries are maintained to the same standards as newer areas.

The following results were recorded in the 2012 Cemetery Users Survey:

1. 83% of customers were satisfied/very satisfied compared with 81% last year. 2. 4% of customers were dissatisfied/very dissatisfied, the same as last year. 3. 14% of customers were neutral compared to 15% last year. The mean score was 4.2 out of 5, an increase of 0.1 from 4.1 last year.

Overall, satisfaction and dissatisfaction results in 2011-2012 are similar to those of last year.

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Ensuring that atmospheric pollution from cremators is within acceptable limits

Measure Indicator 2012 Target 2011

Number of breaches of applicable 0 0 0 resource consent conditions

All cremators are regularly maintained to ensure full compliance with resource consents.

Achievements and projects 1 July 2011 to 30 June 2012

• capital projects of $2.5 million were budgeted and undertaken in the year, with significant expenditure occurring at the Waikumete Cemetery for the development of burial areas, the renewal/upgrade of roads and footpaths and the restoration of the Chapel of Faith which dates back to 1886 • customer-based research was introduced for cemeteries • development of the western block commenced at Manukau Memorial Gardens • improvements and northern earthworks were completed at North Shore cemetery.

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Financial information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Libraries 120,841 112,464 79,392 1 Community services 80,038 80,147 57,011 Emergency management 8,374 8,177 7,805 Cemetery and crematoria 6,911 7,074 3,972 Total operating expenditure 216,164 207,862 148,180

Operating funding sources: Activity user charges and fees 24,496 39,268 26,658 2 Operating Grants and subsidies 3,085 2,984 1,253 Capital subsidies 0 104 0 Development and financial contributions 2,435 7,363 1,328 3 Rates 169,677 159,309 117,733 Other revenue (40) 150 655 Total 199,653 209,178 147,627

Operating funding surplus / (deficit) (16,511) (1,316) (553)

Capital expenditure Libraries 19,534 28,868 13,461 4 Community services 10,079 12,821 8,081 5 Emergency management 860 641 133 Cemetery and crematoria 2,516 2,512 1,433 Total capital expenditure 32,989 44,842 23,108

Funded by: Depreciation and operating funding surplus (15,175) 23,373 8,416 Borrowing 48,164 21,469 14,693 Total capital expenditure funding 32,989 44,842 23,109

Expenditure and revenue variances to budget

Operating expenditure and revenue Note 1 Libraries’ costs exceeded budget by $8.3 million, of which $2 million was due to a shortfall in the budget for library staff since budget assumptions did not adequately account for front-line cover requirements. As a result, additional part-time staff hours were incurred. In addition, $1.4 million of expenditure was incurred for temporary staff required due to the introduction of the region-wide request service for customers which is proving to be very popular. There was a $1 million overspend due to the logistics project (to outsource region-wide book requests) and courier services. A $1 million overspend was due to the reclassification of operational and capital expenditure which resulted in an underspend in the capital budget offsetting the operational overspend. Finally, an overspend of $1 million in direct costs was due to ongoing software maintenance costs related to the libraries’ Millennium management system. The remaining overspend of $2 million non direct cost was due to corporate overhead costs which are based on the number of FTEs, the budget assumptions did not account for the increase in FTEs mentioned above.

Auckland Council Report 1 July 2011 to 30 June 2012 81 Part II: Activities and services Community

Note 2 Revenue is under budget by $14 million of which $8 million applies to budgeted contribution from the Crown for the Wilsher Village re-development project which has now been deferred to outer years. Due to the deferral of the redevelopment, $2 million of rental income from the Wilsher Village project was not received. The remaining $4 million is a result of corporate revenue allocation which is lower than anticipated.

Note 3 Development and financial contributions continue to be lower than budgeted as development activity remains slow.

Capital expenditure Note 4 There was an unspent budget of $2.5 million relating to the Library. There was a delay in the start of construction of the library as determination of the final site took longer than expected. Construction is due to start early in the 2012/2013 financial year.

The capital expenditure on the Massey North library was $1 million lower than budgeted. The project is part of the larger NorSGA development, which is taking place more slowly than expected.

A budget of $1.4 million in the financial year for the Te Atatu Peninsula library was unspent.The timing of the expenditure was revised because of necessary pre-construction work. The project has been included in the LTP with a commencement date of 2012/2013.

A budget of $2.8 million for the Radio Frequency Identification and other security systems was unspent as the timing of programme was revised. The project will progress further in the 2012/2013 financial year.

A lengthy land acquisition process has delayed the Ranui library project construction and the budget for 2011/2012 was underspent by $600,000. Detailed design for the project is underway and construction is now scheduled in the LTP to commence in 2013/2014.

Note 5 The Wilsher village redevelopment with a budget of $3.5 million in the 2011/2012 financial year was delayed. The project is included in the LTP with budgets for the re-development totalling $37.7 million commencing in 2012/2013 with an expected completion date in 2017.

The Kelston Community facility with a budget of $1.1 million was not completed as the time needed to complete feasibility work delayed the start of construction. The budget has been moved to the 2012/2013 financial year.

These were offset by expenditure of $1 million higher than budgeted which was incurred across the region to maintain and renew existing community facilities.

Auckland Council Report 1 July 2011 to 30 June 2012 82 Part II: Activities and services Lifestyle and culture

LIFESTYLE AND CULTURE

OVERVIEW 84 THE ACTIVITIES Arts Services 86 Events 91 Museums and Art Galleries 96 Parks 100 Recreation Services 109 Zoo 112 FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 115

Auckland Council Report 1 July 2011 to 30 June 2012 83 Part II: Activities and services Lifestyle and Culture

LIFESTYLE AND CULTURE

OVERVIEW

Auckland Council is involved in the coordination of a wide range of lifestyle and culture activities. Through these activities, the council aims to ensure that Auckland is a dynamic, exciting and distinctive region in which to live, work, and visit. Auckland Council has two CCOs to help do this. RFA manages and oversees key facilities with a focus on making better use and coordination of Auckland’s major venues and attractions. Auckland Tourism, Events and Economic Development Ltd sponsors or attracts major events to Auckland and provides them with logistical and operational support for their duration. The council provides a number of programmes and facilities that attract visitors to the region and enhance the lifestyle and culture choices for residents and visitors. These include the Auckland Art Gallery Toi o Tāmaki, , museums, recreation facilities, and arts programmes and facilities. The council also delivers a range of events, invests in facilities to attract world-class events to Auckland, and partners with other organisations to help deliver arts and recreation outcomes. The council also protects and enhances Auckland’s natural environment and ecology through developing and maintaining its parks, and by preserving and protecting the region’s natural features such as its volcanic landscape and the Hauraki Gulf islands.

The activities

Under the Lifestyle and Culture group of activities, the council carries out the following activities: • Arts services • Events • Museums and art galleries • Parks • Recreation services • Zoo. These activities are grouped under Lifestyle and Culture as they have the common objective of contributing to the lifestyle and culture choices of residents and visitors to Auckland.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Arts services

Events

Museums and art galleries

Parks

Recreation services

Zoo The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Auckland Council Report 1 July 2011 to 30 June 2012 84 Part II: Activities and services Lifestyle and culture

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Arts Services 5 1 1

Events 8 1 1

Museums & Art 5 Galleries

Parks 10 1 5 2

Recreation 1 1 1 Services

Zoo 5

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ARTS SERVICES OVERVIEW

Auckland Council carries out the Arts Services activity to help make Auckland’s communities vibrant and inclusive, where people have a sense of belonging and pride. The arts, and the opportunity to create, participate, and experience them, play an important role in Auckland. Community art programmes are provided to give people the opportunity to participate in art classes, workshops, studios and exhibitions. A range of arts programmes are also offered to reflect and celebrate Auckland’s cultural identity. Events, exhibitions, and gallery and performance spaces are provided at arts centres in a range of local communities so residents and visitors can enjoy and participate in the arts. The council supports the arts sector through advice and grants, for example by administering the Creative Communities funding scheme on behalf of Creative New Zealand, providing funding to regional and citywide performing arts organisations, and contestable arts funding. Operational funding is provided to support a range of regional arts organisations including the Auckland Theatre Company, New Zealand Opera, the Auckland Philharmonia Orchestra, and the Auckland Festival. Funding is also provided to local orchestras, bands, and performing arts groups.

The sub-activities provided under this activity

Arts Services provides the following regional and local board sub-activities:

Sub-activity Services Arts, culture and events strategy Regional arts and culture strategy and policy and policy Local arts facilities Local arts facilities such as Artstation, Lopdell House, Corban Estate Arts Centre, local and community performing arts theatres such as the Hawkins Theatre. Local arts facilities may either be staffed by Auckland Council staff or delivered through partnerships and contract funding Local arts grants and advice Grants to local arts, theatre and music groups Local arts programmes Local arts and culture programmes and events, including programmes delivered at arts centres like the Mangere Arts Centre, Otara Music Arts Centre, and in local neighbourhoods. This also includes Māori and Pacific art programmes; locally and regionally delivered arts events including Manukau Festival of Arts, Matariki and Waitangi Day celebrations Regional arts facilities Regional arts and culture facilities such as the Aotea Centre Regional arts grants and advice Operational funding for regional arts organisations such as the Auckland Festival, New Zealand Opera and Auckland Theatre Company Regional arts programmes Regional arts and culture programmes and events. Development, maintenance and access to the regional visual arts collection, including exhibitions and interpretive programmes. Regional public art programme of projects and activities

Benefits

• Aucklanders have opportunities to experience and enjoy the performing arts • people have access and opportunities to participate in the arts • a sense of pride and identity is provided that improves cultural well-being.

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STORY: Q-theatre

Q-theatre, the $22 million latest addition to the performing arts scene in Auckland, was opened in August 2011 by the mayor. Situated in the Aotea Quarter precinct next to Auckland Town Hall, the theatre has three performance spaces: Rangatira - a flexible format space with seating for 350 to 450 people, Loft - a 120-seat studio, and Vault - a basement rehearsal space. The theatre is designed to be the perfect venue for vibrant contemporary theatre, dance and performing arts representing the best local and international flavours. The development, which also includes a bar and cafe, has been a significant partnership between the former Auckland City Council, Auckland Council and the Q Theatre Trust.

A council-commissioned venue study in 1997 led to the site at 305 Queen Street being identified as the best location for this much-needed facility. The council has provided the land and buildings for the theatre, a $9.6 million capital grant and will provide ongoing operating funds of $400,000 a year. Other key donations came from the Lottery Grants Board ($6 million) and ASB Community Trusts ($4.5 million) with the balance from other trusts, foundations and private fundraising.

Measuring performance

Providing opportunities for people to participate in, experience, and enjoy the arts

Measure Indicator 2012 Target 2011

Average number of participants in - 0.24 >0.34 0.34 community arts programmes per Baseline capita1 established

Percentage of participants satisfied 93% 70% 91% with community arts programmes overall

Percentage of visitors satisfied with 87% 85% 87% arts facilities overall

Average number of visits to arts 0.63 >0.42 0.42 facilities per capita2 Baseline established Number of performances provided by 2,842 475 Data not arts organisations who receive arts available grants (as part of meeting their grant conditions)

Number of attendees at performances 395,154 383,000 Data not provided by arts organisations who available received arts grants

Percentage of residents satisfied that 45% 65% 35% there are opportunities to participate in arts-related activities

Notes 1 Estimated numbers of people participating in community art programmes were: 492,800 between 1 November 2010 and 30 June 2011; and 396,687 between 1 July 2011 and 30 June 2012. But note the commentary above. 2 The number of visits to arts facilities between 1 July 2011 and 30 June 2012 was 1,069,063.

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Participants in community arts programmes:

Counting methodologies for the two periods 1 November 2010 – 30 June 2011 and 1 July 2011 – 30 June 2012 were not standardised. In order to provide a robust measure for participants in community arts programmes, a new collection and reporting process has been established. From next year, the performance measure will be Number of participants in arts programmes at facilities per 1000 residents. The target for next year is 104.

Satisfaction with community arts programmes:

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art.

Satisfaction with arts facilities:

Visitors were very positive about the cleanliness and maintenance standards of arts facilities, as well as about the friendliness and professionalism of staff.

The following results were recorded in the 2012 Arts Facilities Visitors and Programme Participants Survey:

A. Programmes 1. 93% of customers were satisfied/very satisfied compared with 91% last year. 2. 2% of customers were dissatisfied/very dissatisfied compared with 3% last year. 3. 3% of customers were neutral, the same as last year. The mean score was 4.7 out of 5, an increase of 0.1 from 4.6 last year.

Overall, satisfaction and dissatisfaction in 2011-2012 are similar to last year.

B. Facilities 1. 87% of customers were satisfied/very satisfied, the same as last year. 2. 2% of customers were dissatisfied/very dissatisfied, the same as last year. 3. 7% of customers were neutral, a significant decrease from 10% last year. The mean score was 4.5 out of 5, which is the same as last year.

Overall, satisfaction and dissatisfaction results are similar to those last year. However, the proportion of customers who are neutral decreased in 2011/2012.

Number of visits to arts facilities:

Although there was some variation in visitor numbers to arts facilities compared with 2010/2011, overall there was a similar level of service.

Number of performances and attendees:

The result includes performances provided by organisation who receive arts grants provided by both Council and RFA. The increases in the numbers of performances and attendees are a result of more data being collected more systematically and because of the addition of Q-theatre which opened in November 2011.

Satisfaction over opportunities to participate in arts-related activities:

The measure for satisfaction with opportunities to participate in arts-related activities is taken from the council's omnibus survey of general members of the public, many of whom did not participate in any arts or culture activities. The LTP target for 2012/2013 is 35%, which is considered reasonable for this type of measurement .

The following results were recorded in the 2012 Auckland Residents’ Survey:

1. 45% of residents were satisfied/very satisfied, a significant increase from 35% last year. 2. 9% of residents were dissatisfied/very dissatisfied, a significant decrease from 12% last year. 3. 29% of residents were neutral, a significant decrease from 33% last year. 4. 17% said ‘don’t know compared with 20% last year. The mean score was 3.6 out of 5, an increase of 0.2 from 3.4 last year. Overall satisfaction increased and dissatisfaction decreased in 2011/12.

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Achievements and projects 1 July 2011 to 30 June 2012

Programmes, advice, and funding

• Manu Aute Kite Day: An estimated 6,000 people attended as a part of the Matariki fesitval. 1,135 participants from 16 primary schools across the region attended kite making workshops leading up to the event, resulting in a number of hand made kites being flown on the day • Maui Magic (June 2012): A four day Auckland region-wide season of Smack Bang Theatre Company's children's theatre perfomance, 'Maui Magic' attracted 1000 children • Southside Arts Festival 14 October – 6 November, over 30 events took place throughout the South area showcasing visual arts, performing arts, music, dance, film, literature and fashion drew in a huge response from youth • delivery of community arts programmes: 850 people attended the Waiheke Readers and Writers festival, 700 children and families participated in Christmas gift making programmes, and the North Auckland Arts Passport map brochure was released • 3,200 visitors attended the 8th annual West Artists’ open studio weekend on 24 and 25 March 2012. The weekend featured works of art by local artists at 43 studios throughout West Auckland. • Creative Communities Scheme: seven different and often divergent processes for delivering the Creative Communities Scheme were brought together into one process. In total, there were 252 applications for $1.3 million and 135 applications were funded at a cost of $0.4 million. • SEEK exhibition has gained a lot of media coverage and public attention, culminating in an 'Exchange Celebration' where artworks were gifted to people that had contributed donations of clothing. Over 80 donations of clothing received, including Wellington and Sydney contributions. Local agencies involved in distributing clothing to children and families in need • New Kiwi Women Write Their Stories (March – April 2012). A four week creative writing workshop series culminating in a reading event and print publication • Sistema Programme set up at Otara Music Arts Centre (early 2011) with the Auckland Philharmonic Orchestra, giving young students the opportunity to learn to play an instrument. Both mid-year and end of year concerts have been hugely successful. • Be Water, My Friend (July – August 2011) exhibition at Papakura Art Gallery featuring graduating students from the Manukau Institute of Technology.

Public art • public art was launched at the Wynyard Quarter including the restored Wind Tree sculpture, Sounds of Sea, Silt Line, and Flooded Mirror • Te Waharoa was reinstalled at Aotea Square • public art installations and openings: Triangle Road Pou Whenua project by Whare Thompson, The Sturges Road art bridge project by Anthony Summich (deceased), the Opanuku Bridge by Jason Hall, Loafers sculpture by Francis Upritchard, and the Milford Square public art work, by Jeff Thomson.

Significant recognition and awards

• the Mairangi Bay Arts Centre, in partnership with the Department of Corrections, has been awarded first place in the Arts Access Aotearoa’s Big ‘A’ community partnership award for the Inside Out programme with Paremoremo and Ngawha prisons • the ‘People in Your Neighbourhood’ Hip-Hop Shakespeare programme, a partnership with the British Council, was profiled on TV3

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• the Mangere Arts Centre was a national gold reserve winner at the 2011 Registered Master Builders Commercial Project national awards • the Out of School Care and Recreation (OSCAR) foundation has recognised that the programmes delivered at Nathan Homestead are some of the best in the Auckland region.

Major capital projects

• expenditure of $1 million on the Pacifica Arts and Culture building ‘Moanaroa’ at the Corban Estate Arts centre • the completion of the $22 million Q-theatre, at 305 Queen Street, near Aotea Square.

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Events

OVERVIEW

Auckland Council carries out the Events activity to foster Auckland’s national and international reputation as an exciting arts, cultural and sports destination and to help to make Auckland a great place in which to live. The council sponsors or attracts major events to Auckland and provides them with logistical and operational support for their duration. It does this through Auckland Tourism, Events and Economic Development, which is a CCO. A range of regional event facilities are provided, which are used for conventions and artistic, sporting, and community purposes. Key venues include Vector Arena (Waitemata), Mt Smart Stadium (Maungakiekie-Tamaki), North Harbour Stadium (Upper Harbour), Stadium (Waitemata), Telstra Clear Pacific Events Centre (), North Shore Events Centre (Kaipatiki), The Edge® (Waitemata), Bruce Mason Centre (Devonport-Takapuna), and The Trusts Stadium (Henderson-Massey). RFA, a CCO, manages and oversees these event facilities with a focus on making better use and coordination of Auckland’s major venues and attractions.

The sub-activities provided under this activity

Events provides the following regional and local sub-activities:

Sub-activity Services Event and film facilitation (regional) Enabling events and filming to occur in and around Auckland, by facilitating and permitting Regional event facilities Events venues e.g. Vector Arena, various regional sports stadiums Local events Coordinating or supporting local events such as Music in Parks, Parnell Festival of Roses and Christmas events Major national and international events (regional) Attraction, coordination and facilitation e.g. New Zealand Fashion Week, Rugby World Cup 2011 and Volvo Ocean Race 2012 Regional events Coordinating and sponsoring regional events such as Pasifika, and Diwali and Lantern festivals

Benefits

• Auckland’s profile as an events destination is strengthened nationally and internationally • alignment of events with key sectors creates business growth • the community can come together to celebrate Auckland • events attract economic investment to the Auckland region.

STORY: Council - run events during 2011-2012

Research was commissioned by the council into the events it had organised from the end of 2011 to mid-2012. Amongst other things, the objectives of the research, carried out by Ipsos, were:

• to assess attendee experience and satisfaction; • to measure economic impact; • to assist with feedback to sponsors and commercial partners; • to assist in planning future events.

Satisfaction with Auckland Council events overall was high at 89%, and the likelihood of attending again in 2013 was also high at 83%. More than half of those interviewed had been to one or more similar council-run events.

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The most enjoyed aspects of council-run events among those asked were the general atmosphere and the music and singing at Music in Parks events, mentioned by 23% of attendees. Having some fun with a day or evening out was the most common reason for attending this time. And the next most commonly mentioned reason for attending council events was to spending time with friends or family. The free entry to many events was a popular draw card.

The council’s events were particularly popular as things to do with friends and family. A third of interviewees had visited with friends and a similar proportion had attended with family, including with children. Particularly popular as family events were Summer Fun/In2It, the Soapbox Derby, Howick in the Park, and the Chinese and Korean events. The most popular events to visit with friends were Movies in the Park and Music in the Park.

Measuring performance

Delivering and sponsoring local and regional events

Measure Indicator 2012 Target 2011

Estimated number of attendees at 980,500 ≥759,000 759,000 local and regional events1 Baseline established

Percentage of attendees satisfied with 89% (for 85% 88% events overall events delivered by the council)

84% (for

events delivered by ATEED)

Number of attendees:

The 2011/2012 result reflects a wider scope of events than last year. It includes numbers attending all Auckland Council-delivered events, including Rugby World Cup events organised by the council1.

Satisfation:

The result for satisfaction with events delivered by the council is based on surveys of a snapshot of 40 events across Auckland

The following results were recorded in the 2011/2012 Event Evaluation Survey:

A. For council and local board events 1. 89% of residents were satisfied/very satisfied. 2. 2% of residents were dissatisfied/very dissatisfied. 3. 9% of residents were neutral.

The mean score is 4.4 out of 5.

B. For ATEED events 1. 84% of residents were satisfied/very satisfied. 2. 3% of residents were dissatisfied/very dissatisfied. 3. 12% of residents were neutral.

The mean score is 4.2 out of 5.

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Attracting, facilitating and funding delivery of major international events

Measure Indicator 2012 Target 2011

Number of major international events2 6 6 3 attracted or facilitated

Economic return (Return on - 8.2 ≥10 times No result Investment - ROI) from major events every dollar (new attracted invested measure)

Major international events:

Events of this type attracted or facilitated over 2011-2012 were RWC 2011 (facilitated), Hockey Champions Trophy (attracted and facilitated), ITU World Cup Triathlon (facilitated), Volvo Ocean Race (facilitated), Brother Rally of New Zealand (facilitated) and World Masters Games 2017 (attracted).

Economic return:

Result is based on analysis undertaken by Covec of ATEED’s 2011-2012 Major Event portfolio. This covered 36 events, including the Auckland Marathon, Volvo Ocean Race, Pasifika, Auckland Lantern Festival, Jersey Boys, and Auckland Anniversary Weekend. RWC 2011 has been considered separately and is not included in this analysis. From an investment of $4.4 million – a ROI of 8.2 - it is estimated that the net inflow of cash was $35.9 million.

Providing regional event facilities

Measure Indicator 2012 Target 2011

Total number of event days held at 3,377 ≥3,157 3,157 regional event facilities baseline established Total number of attendances at 2.97 million ≥1.97 million 1.97 million regional event facilities baseline established

Total number of event days:

This activity has had another very solid year. The facilities whose performance is measured are RFA owned and operated: Mt Smart Stadium, Aotea Centre and The Civic, as well as the independently governed North Harbour Stadium, North Shore Events Centre, Bruce Mason Centre, Trusts Stadium and TelstraClear Pacific Events Centre. Not included are the fully leased out Western Springs Stadium and Vector Arena which are both independently operated with limited report-back requirements. These facilities are the cornerstone of regional event provision in Auckland and touch the lives of most Aucklanders and many visitors to the city.

Total number of attendances:

Regional event facilities have had a very good year thanks in large part to the Rugby World Cup. North Harbour Stadium hosted four games while Mt Smart, North Harbour Stadium, Trusts Stadium were training venues. The Viaduct Event Centre, Aotea Centre, Aotea Square and TelstraClear Pacific Events Centre hosted tournament officials, press and supporters throughout the tournament.

Other significant contributions: • The Viaduct Events Centre hosted the Volvo Ocean Race stop over and Rally NZ

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• The Civic staged the Jersey Boys • Mt Smart hosted the All Whites v Jamaica international • North Shore Events Centre - home of the champion NZ Breakers for the second year running; and • Bruce Mason Centre won the North Auckland Business Awards Excellence in the not-for-profit category.

Facilitating and permitting events and screen production activity in public spaces

Measure Indicator 2012 Target 2011

Number of international television 10 4 31 productions (TVPs) attracted to Auckland

Number of international television 76 75 62 commercials (TVCs) attracted to Auckland

Number of events facilitated and 2772 900 New measure permitted in Auckland in 2011/2012

International television productions attracted:

Television programmes included local productions Blue Rose and The Block. In addition to the 10 television productions, nine feature films were shot in Auckland, including Emperor, Evil Dead, and Mr Pip.

International television commercials attracted:

International television commercials shot in Auckland included advertisements for Toohey, Audi and Vodafone Germany.

Number of events: the new process for collecting permitting data now includes all low impact and parks permits which were previously excluded.

Notes: 1 Over 110,800 people attended North Harbour Stadium over 4 pool matches. Thousands of others attended other events related to the Rugby World Cup, from the quarter of a million who gathered to watch games live on giant screens at the five Fanzones, to the over 8,000 who attended the new event site for the Rugby World Cup finals weekend at Stanmore Bay. The 2011/12 result quoted in the table does not include the over 633,000 people who attended the 11 matches held at Eden Park (which is not administered by the council).

2 The definition of a major international event is a sporting or cultural event that has an important international media profile and attracts overseas visitors and participants. Such an event is likely to require considerable public investment but leverages national and regional strengths, delivering significant returns on investment

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Achievements and projects 1 July 2011 to 30 June 2012

• Toi o Manukau Waitangi: Family celebrations - an estimated 40,000 people attended the event held at Barry Curtis park

• ANZAC Services: The Civic Team supported 71 services around Auckland

• ASB Polyfest 2012: This is the largest Polynesian and Māori festival of its kind in the world and involved 62 schools

• Auckland Town Hall 100th Anniversary

• civic openings included the: Campbell Free Kindergarten, Maungarie Wetlands, Nixon Skate Park, Oakley Creek, Point England re-sanding, Roskill Youth Zone, Samual Miler Reserve, Sanders Reserve, Shelley Beach toilets, Smokefree Parks, Te Ara Tahuna Walkway in Orewa and the Tepid Baths

• Disco for Youth with Disability

• Howick in the Park Military Tattoo

• Weet-bix Kids TRYathlon events and training day

• Regional Events Programme: Facilitation and delivery of the Heritage Festival, International Cultural Festival, Music and Movies in Parks and the Parnell Festival of Roses.

Rugby World Cup 2011

• the Rugby World Cup was hosted in New Zealand in September and October 2011, with Auckland playing a starring role. RFA facilities played a significant role in hosting this event, with North Harbour Stadium hosting four preliminary round matches and North Harbour, Mt Smart, Western Springs and Trusts Stadium acting as significant training venues. All venues underwent the necessary work to ensure their readiness and have the requisite transport, security and customer service plans in place. The Aotea Quarter (Aotea Centre, Aotea Square and Auckland Town Hall) and the Viaduct Events Centre also hosted celebrations throughout the tournament, and other facilities not directly connected to the Rugby World Cup also provided excellent experiences for visitors to Auckland

• 89% of Aucklanders, 96% of domestic visitors and 95% of international visitors agreed RWC2011 in Auckland was a successful event.

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Museums and art galleries

OVERVIEW

Auckland Council undertakes the Museums and art galleries activity to contribute to the quality and enjoyment of living in and visiting Auckland, and to help celebrate the diversity of Auckland’s cultural heritage. Auckland Art Gallery Toi o Tāmaki (Waitemata) is a major cultural facility provided by Auckland Council. The gallery is an internationally recognised public gallery that holds New Zealand’s most extensive collection of national and international art, and is home to two of New Zealand’s most significant collections (the Mackelvie and Chartwell Trust collections). The art gallery building is heritage-listed, making it an important Auckland landmark. Auckland’s museums preserve and tell the story of Auckland’s culture, identity, and heritage to local, national, and international visitors. The council contributes towards the costs of the Auckland War Memorial Museum, the Museum of Transport and Technology, the Voyager New Zealand Maritime Museum, and the Stardome Observatory and Planetarium. These museums are star attractions for the region and the council’s contribution helps keep the museums financially viable and accessible for people. Regional Facilities Auckland (RFA), a CCO, manages and oversees Auckland’s museums and the Auckland Art Gallery Toi o Tāmaki. RFA is focused on making better use of Auckland’s major venues and attractions, including significant cultural, heritage and leisure facilities, indoor venues and stadiums.

The sub-activities provided under this activity

Museums and Art Galleries are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• Aucklanders have an opportunity to experience, learn and access national and international art and cultural heritage • visual art collections are accessible through exhibitions and the website • people develop a better understanding of Auckland’s heritage and ethnic diversity • Auckland’s reputation as a sophisticated tourist destination is strengthened • national and international heritage is preserved and accessible • a sense of pride and identity improves people’s cultural wellbeing.

STORY: Auckland Art Gallery Toi o Tāmaki wins international architectural award

Auckland Art Gallery Toi o Tāmaki, which was reopened in September after being closed for almost four years for a major renovation and expansion, has won the International Award for Architectural Excellence from The Royal Institute of British Architects - the first time a New Zealand building has won.

The awards, the winners of which were announced in June, are given to only 12 buildings a year and recognise some of the world’s most imaginative, dramatic and green buildings. Other winners in 2012 include the world’s tallest building, the Guangzhou Finance Centre.

“We set out to develop a world class gallery and FJMT+Archimedia’s elegant and considered design has been instrumental to achieving that goal. Judged on the response of the near 600,000 visitors to date, this heritage restored and expanded building has become a flag-bearer for the city’s architectural and urban design future,” says gallery director Chris Saines.

The development of Auckland Art Gallery Toi o Tāmaki was commissioned and project managed by Auckland Council and included a series of emblematic, sculpted tree-like canopies cut from massive kauri trees that

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enclose the forecourt, atrium and gallery areas. Auckland based architects Archimedia and Sydney's Francis- Jones Morehen Thorp (FJMT) joined forces to design one of the largest projects of its kind in New Zealand. Archimedia and FJMT had already partnered on The University of Auckland's landmark new business school and they also have an enviable track record of sprucing up heritage sensitive buildings.

This international award comes within a month of the gallery also winning the supreme award, the New Zealand Architecture Medal, at the New Zealand Architecture Awards and the highest accolade as the country’s top commercial property development for 2012 at the annual Property Industry Awards. “It’s great to see one of our finest facilities recognised, as well as widely enjoyed by both Aucklanders and visitors,” says Sir Don McKinnon, chair of RFA, a CCO. And the gallery also won the 2012 Project Achievement Award for Museum or Gallery Development at the New Zealand Museum Awards in April.

MEASURING PERFORMANCE

Residents and visitors to Auckland are given the opportunity to experience, learn and access our heritage and culture through museums

Measure Indicator 2012 Target 2011

Number of visitors to museums 1,342,801 1,000,000 868,154

Percentage of visitors satisfied with AWMM 98% 75% AWMM 97% their visit overall to museums MOTAT 90% Voyager 99% Voyager 97%

Auckland War Memorial Museum held well-attended commemorative events at the Cenotaph and in other war memorial spaces. The museum focused on its collections and audiences, launching a Research Centre to boost scholarship and create new knowledge in line with local and national and innovation strategies. Diverse audiences enjoyed high-quality, popular events across the museum’s themes – online, on-site and ‘beyond the walls’. A region-wide youth initiative, Urban Life, was launched to expand participation in the museum’s community and digital programmes.

MOTAT achieved the 11th consecutive year of attendance growth.

Voyager had the busiest year in its history, achieving a new record in visitor numbers. This success is due to a number of different factors including new school holiday activities, more cruise ship visitors, increased visitor numbers during the Rugby World Cup tournament and increased visits from local people.

Stardome introduced a project to substantially subsidise the cost of attending its educational programmes for children from lower decile schools from throughout the greater Auckland region. In the 2011/2012 year, it had 6,234 children from lower decile schools attend education programmes, a 95% increase over the prior year.

Residents and visitors to Auckland are given the opportunity to experience, learn and access the visual arts

Measure Indicator 2012 Target 2011

Number of visitors to the Auckland Art 618,312 450,000 60,529 Gallery Toi o Tāmaki

Percentage of visitors satisfied with 96% 90% 94% their visit overall to the Auckland Art Gallery Toi o Tāmaki

Number of participants in education 54,965 40,000 13,968 and public programmes

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The Auckland Art Gallery Toi o Tāmaki reopened to the public on 3 September 2011, and has received a very positive response from the public and media. The number of visitors from its reopening to 30 June 2012 was the highest number in the gallery’s history (the previous highest attendance was achieved in 1986/87, with 391,853 visitors). The modernised gallery has already been the venue for a very wide range of events utilising the spaces and facilities designed specifically with the visitor experience in mind. Events have ranged from exhibitions of the work of some of the major European artists, to a festival of photography, jazz and chamber music concerts, film shows and art education classes.

Achievements and projects 1 July 2011 to 30 June 2012

Auckland Art Gallery Toi o Tāmaki

• Degas to Dali, the first major international exhibition since the gallery reopened, drew 99,000 visitors in its 15- week season, from 3 March to 15 June 2012

• the gallery received the following numerous architectural awards for its redevelopment (refer to story on page 96)

• gallery director, Chris Saines, was recognised in the Queen’s Birthday Honours List through an appointment to the Companion of The New Zealand Order of Merit, for services to the arts.

Auckland War Memorial Museum

• after becoming the first museum in the world accredited under the Certified Emissions Measurement and Reduction Scheme (CEMARS), in 2011 the museum reduced its carbon footprint by 12.1%. This milestone for the museum’s environmental sustainability programme saw carbon emission savings of 234 tonnes - equivalent to the consumption of a 2 litre car on a 1 million kilometre journey. In the first six months of 2012, investment in improved monitoring equipment resulted in further substantial energy usage reductions. Natural gas consumption fell by 40% and electricity by 15% in comparison to the same period in 2011, putting the museum on track to reduce its annual $1 million energy bill by $200,000.

MOTAT

• construction of a new Aviation Display Hall was completed and opened to the public in September 2011. More than double the size of the original hangar, this has played a crucial role in providing protective cover for MOTAT’s extensive aviation collection (largely regarded as one of the best and largest in the Southern Hemisphere). The $18.5 million building is the largest clear span wooden structure in New Zealand and has already received five regional and national architecture awards including the NZ Institute of Architects Award for Sustainable Architecture. Situated at MOTAT’s Meola Road site, this world-class exhibition helped to increase the number of visitors to this site from 74,934 (1 October 2009 to 30 June 2010, prior to any closure) to 126,173 (1 October 2011 to 28 June 2012, following its reopening).

Stardome

• Transit of Venus - On 6 June 2012 the planet Venus transited across the face of the sun, an astronomical event which will not occur for another 105 years. To allow the citizens of Auckland to experience this event Stardome held a free open day which allowed visitors to view the transit on a number of screens and displays throughout the facility which were linked to its own solar telescope and to telescopes at other observatories throughout the Pacific and also to view the event live through telescopes set up in our courtyard. Stardome also held a series of brief planetarium shows to explain and demonstrate the transit to visitors. During the day Stardome had in excess of 3,100 visitors (a record for one day visitation), with highly positive visitor feedback.

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Viaduct Events Centre

• the Viaduct Events Centre officially opened in August 2011 and has been designed and built to a five-star environmental standard. The 6000m² facility offers eight separate rooms suitable for a wide range of events including conferences, gala dinners and exhibitions. Since opening, it has successfully hosted a number of high-profile events including Fashion Week, Auckland Art Fair, the New Zealand leg of the Volvo Ocean Race, the Seafood Festival and the World Rally, all of which have showcased Auckland.

Voyager Maritime Museum

• in February 2012, Voyager was proud to open the exhibition Kermadec – Nine artists explore the South Pacific. The exhibition showcased art works from nine leading contemporary artists as they voyaged from Auckland to Raoul Island in the Kermadec region then on to Tonga. The exhibition was produced and toured by the Pew Environment Group in association with Voyager Maritime Museum and the Edmiston Trust. The exhibition attracted a new audience for the museum and its environmental and conservation messages inspired a series of evening talks with speakers from WWF, Forest and Bird, DoC, Auckland Museum and The University of Auckland.

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Parks

OVERVIEW

Auckland Council carries out the Parks activity to look after the region’s parks and open spaces and to preserve the unique natural landscape and ecology, while catering for the varied recreational needs of its residents. To do this, the council provides and maintains a network of local parks, reserves, sports parks, and beaches for community use. This includes the development and maintenance of walkways, cycleways, playgrounds, natural and artificial sports surfaces, boat ramps, wharves and jetties, park facilities and equipment, and barbeques as well as protecting the unique natural environment of the Hauraki Gulf islands.

The sub-activities provided under this activity

Parks provides the following regional and local board sub-activities:

Sub-activity Services Local parks Maintenance and improvement of more than 4000 local parks and reserves, coastal areas, playgrounds, beaches and sports fields Regional parks, botanic gardens and Maintenance of 26 regional parks covering more than 40,000 hectares of land, volcanic cones Auckland Botanic Gardens and volcanic cones, including creating opportunities for outdoor recreation, accommodation and events Parks strategy, policy and acquisition Number and general location of new parks, including land acquisitions and divestments. Regional open space strategy and policy, including open space network plan

Benefits

• Auckland’s natural environment, including its significant heritage features, is sustainably managed for current and future generations • Auckland’s ecological well-being is ensured through habitat and biodiversity protection • residents and visitors have opportunities to lead healthy and active lifestyles, and to take part in recreational activities.

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STORY: New Victoria Park Skate Park Opens

The Waitemata Local Board officially opened the new skate park on 7 October 2011, along with iwi, who unveiled two carved pou as part of a collaborative art project for the park. Skating demonstrations followed. The 2100m2 facility was developed in collaboration with the Waitemata Local Board, local skateboarders and BMX riders, as well as iwi (Ngati Whatua, Ngai Tai and Ngati Paoa) and the Victoria Park Tunnel Alliance. Designed as an urban plaza, elements in the park are styled to look like natural street terrain with stairs and benches. It features a bowl, a BMX jump box, mini ramp and two quarter pipes. Broad walls, steps and planters provide seating for visitors wanting to enjoy the action. The skate park caters for beginners to advanced / competition level skaters and BMX riders. The old skate park was removed in February 2010 to allow for the construction of the Victoria Tunnel Project, and work on its replacement began in May 2011. Waitemata Board Chair Shale Chambers said that the new skate park is a vast improvement compared to the old one. "A standard skate park that was an old basketball court and was gradually added onto has been transformed into a premier top quality facility." A major objective of the new skate park design is to give young people a place to interact and to offer other park users and the community to become part of it - whether it be by enabling parents to keep an eye on their children or by providing an interesting and vibrant place for workers to sit and eat their lunch. The $1 million project was jointly funded by the Auckland Council and the New Zealand Transport Agency. There are many other skate parks in Auckland, ranging from one at Little Rangitoto Reserve, , which has the deepest bowl in the city, catering for the older higher skill level skater due to its level of difficulty, to one at Lynfield Reserve, Mt Roskill consisting of two concrete bowls, designed for beginners and those who are a bit more experienced.

MEASURING PERFORMANCE

Managing and maintaining regional park facilities and settings so they offer the opportunity for quality outdoor experiences in natural surroundings

Measure Indicator 2012 Target 2011

Percentage of regional park visitor 91% 85% 92% service standards met (based on exception reporting)

Percentage of visitors satisfied with 96% 85% 97% regional park services and facilities overall

Satisfaction:

In 2012 the percentage of visitors satisfied with facilities specifically was 88%, and the figure for satisfaction with information available in parks was 79%. The council will undertake further surveys to determine visitor needs in relation to information on parks and has a notice board improvement programme planned for the 2012-2013 financial year.

The following results were recorded in the 2012 Regional Park Visitors Survey:

1. 96% of customers were satisfied/very satisfied compared with 97% last year. 2. 1% of customers were dissatisfied/very dissatisfied compared with 2% last year. 3. 3% of customers were neutral compared with 1% last year. The mean score was 4.6 out of 5, the same as last year.

Overall, satisfaction is similar to last year whilst the proportion of customers who are dissatisfied decreased in 2011- 2012.

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Managing and maintaining the Auckland Botanic Gardens as a place for people of the region to enjoy recreational activities and learn about gardening and botany

Measure Indicator 2012 Target 2011

Percentage of Auckland Botanic 97% 75% 96% Gardens visitor service standards met (based on exception reporting) Percentage of visitors satisfied with 99% 85% 97% the Auckland Botanic Gardens services and facilities overall Number of participants in Auckland 7,541 ≥7,842 7,842 Botanic Gardens education programmes

The main reason for the high level of satisfaction with the Auckland Botanic Gardens lies with the overall quality of the park environment and the display gardens. While visitor numbers have continued to rise to nearly one million visits per year since 2005 when the visitor centre was constructed, there is still a need to make visitors aware of the plant and garden advisory services at the gardens. A marketing plan is being developed based on surveys to assess visitor needs and expectations at the gardens.

Schools in Auckland value the education and awareness programmes at the Auckland Botanic Gardens.

The following results were recorded in the 2012 Regional Parks Visitors Survey:

1. 99% of customers were satisfied/very satisfied compared with 97% last year. 2. 0% of customers were dissatisfied/ very dissatisfied compared with 2% last year. 3. 1% of customers were neutral, the same as last year. The mean score was 4.6 out of 5, which is a decrease of 0.1 from 4.7 last year.

Overall, satisfaction and dissatisfaction results in 2011-2012 are similar to those last year.

Developing the regional and local park network to cater for future growth and community needs

Measure Indicator 2012 Target 2011

Hectares of regional parkland per 30 30 30 1,000 residents

Percentage of residents satisfied with 84% 90% 71% the overall provision (location and distribution) of regional parkland

Total hectares of local parkland and 6.8 5.5 6.8 sports fields per 1000 residents as an indicator of level of access to local parks, reserves and sports fields

Percentage of residents satisfied with 73% ≥63% 63% the overall provision of local parks and reserves

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Percentage of urban residential 93% 95% 97% properties within 500 metres of a (average of local park previous figures for Auckland and Manukay City Councils)

Hectares of regional parkland per 1,000 residents

The quantum of regional parkland per 1,000 residents has been maintained.

Percentage of residents satisfied with the overall provision (location and distribution) of regional parkland

Visitors from outside the region register a higher (87%) level of satisfaction with the provision of regional parks than does the Auckland community. This may reflect a lack of understanding by Aucklanders about the different types of parkland within the region. The council has a programme to improve information about parks on its website and elsewhere over the next financial year, and will continue to use public events as a means of promoting regional parks.

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, reserves and sports fields

The council manages and maintains 10,000 ha of local and sports parks. This includes 4,000 local parks and 224 sports parks.

Percentage of urban residential properties within 500 metres of a local park

This result relating to proximity to a local park is based on the former Auckland City Council measure for the percentage of residences within 10 minutes walk of a local park. There have been no major purchases since the establishment of the Auckland Council in 2010 that would significantly alter this result.

This measure has proved problematic, and has been removed as a measure going forward. It will be replaced by a more suitable measure as part of the current work on levels of provision and open space policy development. Prior to amalgamation only Auckland and Councils used this measure. Since it would have been a major exercise to obtain data for this measure on a regional basis, it was decided not to use the measure in the future.

The following results were recorded in the 2012 Auckland Residents’ Survey: A. Overall provision of regional parkland

1. 84% of residents were satisfied/very satisfied, a significant increase from 71% last year. 2. 2% of residents were dissatisfied/very dissatisfied, compared with 5% last year. 3. 12% of residents were neutral, a significant decrease from 19% last year. The mean score was 4.3 out of 5, an increase of 0.3 from 4.0 last year. Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

B. Overall provision of local parks and reserves

1. 73% of residents were satisfied/very satisfied, a significant increase from 63% last year. 2. 6% of residents were dissatisfied/very dissatisfied compared with 8% last year. 3. 19% of residents were neutral, a significant decrease from 24% last year. The mean score is 4.0 out of 5, an increase of 0.2 from 3.8 last year. Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

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Providing local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities

Measure Indicator 2012 Target 2011

Percentage of residents satisfied with 75% 85% 71% the overall quality and maintenance of local parks and reserves

Percentage of residents satisfied with 75% 85% 67% the overall quality and maintenance of sports fields

Percentage of residents satisfied with 77% 85% 69% the overall quality and maintenance of beaches

Percentage of local parks and 97% ≥97% 97% reserves maintenance standards achieved

Percentage of residents who have 93% 75% 90% visited a local park, reserve in the last 12 months

Percentage of residents who have 58% 75% 59% visited a sports park in the last 12 months

The targets for this group of performance measures were mostly derived from results relating to a small number of the legacy councils. The performance measures and targets were revised in the LTP to take account of the amalgamated Auckland Council, and future reporting will be against the new measures and targets.

The following results were recorded in the 2012 Auckland Residents’ Survey: A. Parks and Reserves 1. 93% had visited a park and/or reserve, a significant increase from 90% last year. 2. 75% were very satisfied/satisfied, a significant increase from 71% last year 3. 6% were very dissatisfied/dissatisfied, down from 8% last year. 4. 19% were neutral compared with 20% last year. The mean score was 4.0 out of 5, an increase of 0.2 from last year Overall, there was an increase in the number of visits to parks and/or reserves made by residents in 2011-2012. Satisfaction has increased and dissatisfaction has decreased.

B. Sports Parks 1. 58% had visited a sports park compared with 59% last year. 2. 75% were very satisfied/satisfied, a significant increase from 67% last year. 3. 6% were very dissatisfied/dissatisfied compared with 7% last year. 4. 19% were neutral, a significant decrease from 25% last year. The mean score was 3.9 out of 5, an increase of 0.1 from last year. Overall, there was an increase in the the number of visits made to sports parks by residents in 2011-2012. The proportion of visitors who are satisfied has increased and the proportion of visitors who are neutral has decreased.

C. Beaches 1. 90% had visited a beach, an increase from 85% last year. 2. 77% were very satisfied/satisfied, a significant increase from 69% last year. 3. 6% were very dissatisfied/dissatisfied, a decrease from 8% last year. 4. 17% were neutral, a significant decrease from 23% last year. The mean score was 4.0 out of 5, an increase of 0.2 from 3.8 last year. Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

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Managing the care and protection of Auckland’s volcanic cones and unique landscape features for the enjoyment of residents as well as future generations

Measure Indicator 2012 Target 2011

Percentage of residents satisfied with 60% 70% 48% the overall protection and care of volcanic landscapes

Percentage of volcanic landscape 99%% ≥98% 98% maintenance standards achieved based on contract requirements

A business plan has been developed to manage Auckland’s volcanic cones as a unit. Major improvements have been initiated for the management of archaeological sites on Maungahwau (Mt Eden) . Large buses have been prevented from visiting the summit. These have been replaced by small electric carts for visitors unable to walk to the summit. Visitor number monitoring has been started and will be extended to other cones during the next financial year. These initiatives seem to have been reflected in the increased level of satisfaction with the care of the cones.

The figure of 98.9% for the percentage of volcanic landscape maintenance standards achieved based on contract requirements is for the majority of volcanic cones. For One Tree Hill Domain, 99.7% of maintenance standards were achieved. Although these are high levels, they are at considerable variance with the level of community satisfaction over the care and maintenance of volcanic cones (60%), indicating a need to increase levels of service to meet the community’s expectations. Service standards are to be reviewed over the next year with the co-governance arrangements as signalled in the Deed of Settlement for the Tupuna Maunga of Auckland.

The following results were recorded in the 2012 Auckland Residents’ Survey:

1. 60% of residents were satisfied/very satisfied, a significant increase from 48% last year. 2. 5% of residents were dissatisfied/very dissatisfied a decrease from 6% last year. 3. 22% of residents were neutral, compared with 23% last year. 4. 13% of residents said ‘don’t know’, a significant decrease from 24% last year. The mean score was 3.8 out of 5, an increase of 0.1 from 3.7 last year.

Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

ACHIEVEMENTS AND PROJECTS 1 JULY 2011 TO 30 JUNE 2012 Local and sports parks • a number of sportsfields, pools, running tracks, and indoor stadia were prepared to host team training for Rugby World Cup 2011 • Parks supported local events, search and rescue operations within parklands across Auckland, and responded to issues associated with high rainfall and flooding – December rainfall was 230% higher than the average across 1970-2000 • completion on various parks projects: the new Gulf Harbour breakwater; the staircase and boardwalk at Pt Resolution; the Cliff Face park development in Panmure; Pt England beach access and sand replenishment; Orewa Beach sand replenishment; mangrove removal at Pahurehure Inlet in Papakura; redevelopment of the Massey Park grandstand, fields, and playground

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• restoration and enhancement projects in a range of locations including Almorrah Road Rock Forest, Watea Reserve, Mahoe Rock Forest, Meola Creek, Oakley Creek waterfall

• a number of parks capital projects were completed, including: • Browns Bay beach playground upgrade • McFetridge Park sportsfield drainage, irrigation, and floodlighting • Mountain bike track at Sanders Reserve • Parrs Park artificial sport turf, floodlighting, roading and carparking, and changing room upgrade • Footbridges at Realm Esplanade reserve, Sister Rene Shadbolt park, Corban Estate Esplanade reserve, Armada reserve, Ranatira reserve, Deborah reserve • Pavement renewals at Gribblehurst, Myers, Keith Hay, and Victoria Parks • Parks were prepared for the busy summer season including recruitment of park rangers, work with contractors to maintain assets through a period of increased use, and changing sports fields from winter to summer sports use • procurement savings of $8.2 million were achieved for local and sports parks, aboricultural and ecological restoration maintenance contracts for 2012/2013 onwards. At its inception, the Auckland Council inherited 75 parks maintenance contracts, with an annual value of $90million, involving 36 primary suppliers. Almost all of these contracts were due to expire at the end of June 2012. A significant contract procurement process was undertaken to rationalise the number of contracts and suppliers, harmonise service levels, and enable significant efficiencies to be realised. The procurement strategy revolved around a geographic approach to contract structure and management, with a functional separation of contracts into three key areas: • full facility • arboriculture • ecological restoration At the end of the procurement process, 14 contracts were awarded to eight primary suppliers, with a saving of $8.2million per annum on the current contracts. The new contracts started on 1 July 2012. All suppliers were previous incumbents, and are Auckland-based • emergency repairs completed to resolve structural issues for the Pt Resolution bridge • new skate parks were opened at Victoria Park and Nixon Park • the foreshore restoration project was granted resource consent and $2 million of the budgeted $3.7 million was spent • the Puketapapa Greenways Network plan was launched – a concept resulting from months of work by the Parks Team and Auckland Transport officers. When fully implemented, Puketapapa will be a model Greenways community. A greenway is a corridor of open space that is managed for environmental and recreational benefit while increasing the connectivity within the community. A comprehensive concept plan has been developed and launched for Puketapapa which will now inform the development of Puketapapa’s greenways network.

Regional parks • an estimated 35,000 people attended the Farm Day held at the Ambury Regional Park, up from 30,000 in 2010 • completion on various projects: landscape planting at the Te Ara Tahuna Estuary cycleway; restoration of Craw Homestead at Anawhata; the Kokukohunui lookout structure and track upgrade; cycleway extension at Arran Point on the Te Ara Tahuna Estuary • 8,000 people participated at the Splore Music Festival at the Tapapakanga Regional Park • a successful Omana childrens day was held with over 3,500 people attending • establishing Shakespear Open Sanctuary was significantly progressed with completion of a pest proof fence and the eradication of animal pests within the sanctuary • Smoke Free Regional Parks initiative with Cancer Society was initiated

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• 17 baches in regional parks were occupied for a total of 3,282 nights. 39 campgrounds on regional parks hosted 48,200 individual camper nights • no rock fishing drowning fatalities in 2011/2012 summer period • a summer ranger was engaged to provide community education on the safety and environmental responsibilities of people using vehicles on Muriwai Beach. • 114 Trigene stations for Kauri Health maintained along the 260 km Waitakere Ranges Regional Park track network • two womens REAL (‘Real Exercise Active Lives’) duathlons were held at Ambury Regional park with a total of 2,000 competitors • Waitawa Regional Park saw the removal of 28 hectares of exotic pine trees and 30,000 natives trees planted as stage one of the revegetation programme • bird protection programmes saw 6 dotterel chicks fledged at both Whakanewha and Ambury Regional Parks, a kokako chick also fledged at Piggotts camp site, there are now 26 known breeding pairs of kokako in the Ranges Regional Park . • first stage of the Long Bay Regional Park all abilities/accessible playground was achieved in partnership with Variety - The Children's Charity, who donated $125,000 towards the project • Saddleback birds were introduced into Tawharanui Open Sanctuary • Tawharanui Open Santuary Society held another successful Art in the Woolshed event at Tawharanui Regional Park.

Auckland Botanic Gardens • over 430,000 people visited the Sculpture in the Gardens event • visitor numbers increased by 50,000 this year. Overall annual visitor numbers have increased from 460,000 to 960,000 in the last 10 years • opening of the first of three sustainability trails – Sustainable Water Management • trial of native plants commenced for the rain gardens both in the rain garden of the car park, and a trial began for agapanthus sterility • 66,000 plants propagated for Regional Parks revegetation programme and 40,000 annuals for the Botanic Gardens • a successful partnership event of BioBlitz 2012 was held with over 500 Manukau students attending a schools day with the scientists followed by a public day. 1,251 species found at the gardens during a 24 hour period (not including the 7,000 documented plants species at the Gardens).

Volcanic cones • guides and an information kiosk were introduced at Maungawhau (Mt Eden) during Rugby World Cup, the summit was closed to heavy vehicles, and a shuttle service to the summit from the kiosk utilising light electric powered vehicles commenced • baseline visitation to Maungawhau approximately 1 million visitors • Deed of Settlement for Na Mana Whenua o Tamaki Makaurau signed for all maunga • the masterplan for development of Owairaka was signed off.

Significant recognition and awards Local and sports parks • the solar power pathway lighting at Olympic Park has received excellence awards for lighting design from the Illumination Engineering Society and the Royal Astronomical Society of New Zealand • the Barry Curtis Park development in Flatbush is one of five projects shortlisted by World Architecture News in their urban design competition. The other four projects come from Singapore, Germany, and Spain.

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Regional parks • Rebekah Green (Gardener) was runner up in the Young Horticulturalist of the Year Competition plus was awarded the Buchannan Award by the Friends Of the Auckland Botanic Gardens • received a Camellia Garden of excellence award at the 2012 International Camellia Conference. Major capital projects completed or with significant progress • upgrades at the Meadowlands sports complex and the Clevedon A&P showgrounds have been completed • completion on various parks projects: the new Gulf Harbour breakwater; the staircase and boardwalk at Pt Resolution; the Cliff Face park development in Panmure; Pt England beach access and sand replenishment; Orewa Beach sand replenishment; mangrove removal at Pahurehure Inlet in Papakura; redevelopment of the Massey Park grandstand, fields, and playground; landscape planting at the Te Ara Tahuna Estuary cycleway; restoration of Craw Homestead at Anawhata; and the Kokukohunui lookout structure and track upgrade • Judges Bay beach upgrade • Karaka sports park development • Bruce Pulman park partnership.

Regional parks • Beveridge Track in the Waitakere Ranges Regional Park was completed and opened • Auckland City walk track reroute completed • Lake Wainamu toilet installed • Hunua Falls car park development was completed • the Southern kayak trail campsites were completed at Duder and Waitawa and Tapapakanga Regional Parks • Omana Regional Park childrens playground stage two completed • Ambury Regional park: completed camp ground access road and hard stand, completed the Hay barn, notice board and information shelter for the Rugby World cup • Kokukohunui lookout structure and track upgrade completed with sponsorship from Tonkin and Taylor • upgrade of the old Craw Homestead as a bach at Anawhata in the Waitakere Ranges Regional Park.

Auckland Botanic Gardens • renewal of walls in Camellia (75 metres of new stonewall installed) & Magnolia Garden • water reticulation upgrade in Rose Garden • CCTV camera upgrade throughout the site (25 cameras with 30 days minimum of recording capacity) • main carpark rain garden (raingarden retrofitted to main carpark to treat 4000m2 of carpark stormwater runoff) • Rose Garden drainage and surface upgrade (Rose Garden Trial area drainage installed and 300m2 of concrete path added to provide all weather surface) • Visitor Centre external floor grinding and resurfacing (1,200 m2 concrete flooring resurfaced to improve safety and traction when wet).

Volcanic cones • new footpaths to the summit of Maungawhau developed • an electric shuttle service implemented at Maungawhau for limited mobility visitors • Maungawhau kiosk refurbished and structural infrastructure assessed.

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Recreation services

OVERVIEW Auckland Council carries out the Recreation Services activity to provide a range of recreation opportunities for its residents and visitors, from the very young to the very elderly. Having the chance to get out and to get active is vital for the community’s health and wellbeing, and is part of what makes Auckland a great place in which to live. The council delivers recreation services by providing recreation facilities such as swimming pools, leisure and recreation facilities, skate parks, and golf courses. These facilities also deliver recreation programmes like learning to swim, group exercise classes, socially competitive youth and adult sports leagues, as well as after-school and holiday programmes.

The sub-activities provided under this activity

Recreation Services provides the following regional and local board sub-activities:

Sub-activity Services Local recreation and leisure facilities Specific design and location of local recreation and sports facilities, managing and operating local facilities such as the Hibiscus Coast Leisure Centre, Massey Park Aquatic Centre, and other local swimming pools and fitness centres Local recreation grants and advice Grants for local recreation providers Local recreation programmes Fitness and learning programmes, other recreation programmes that have been tailored for the local community Recreation strategy and policy (regional) Development and review of recreation strategy and policy Regional recreation and leisure facilities Deciding on the number and general location of recreation and sports facilities and coordinating the use of such facilities on a regional basis Regional recreation grants and advice Funding and advice for regional providers Regional recreation programmes Recreation and sports programmes that can be tailored locally

Benefits

• recreation opportunities result in stronger and healthier communities • economic activity is generated • personal health and well-being are improved • recreation encourages social interaction, develops community pride, and provides avenues for young people to express themselves • Aucklanders have opportunities to experience and enjoy a wide variety of lifestyle choices, including indoor and outdoor recreational activities • provides potential career choices for people through participation in sport and recreation.

STORY: Auckland’s iconic Tepid Baths reopened

The doors to Auckland’s iconic Tepid Baths reopened to the public on 23 June after an ambitious two year $15.8 million restoration and upgrade. The mayor and Waitemata Local Board chair Shale Chambers officially reopened the city centre icon - built in 1914 - at a midday ceremony, followed by a symbolic breaking of the water by two Auckland swimmers. The pool opened at 7am the following day for normal business.

“This is an exciting occasion for those of us that know and love the Tepid Baths,” said Mr Chambers. “It is wonderful to see this historic building restored to its former glory for the benefit of all of Auckland and for people

Auckland Council Report 1 July 2011 to 30 June 2012 109 Part II: Activities and services Lifestyle and Culture that live, work and play in the city centre to have a sleek and modern swimming pool and fitness centre at their disposal.”

The Tepid Baths closed in early 2010 and council officers and contractors began a fast-tracked programme of works to repair its aging infrastructure, protect the heritage values of this category A heritage building and revamp the swimming and fitness facilities. The sign on the outside of the building still includes the words "Salt Water", although the pools stopped using salt water, which originally was piped in from the Waitemata harbour, in 1974. Work on the building included upgrading water and air treatment systems to modern standards, as well as:

• Replacing all the decayed concrete in the pool, floor and walls of the building • Modifying and retiling the main and learner’s pools • Painstakingly removing 100 years of paint from the facade and carefully restoring plaster and paintwork • Removing the decayed roof trusses and installing new trusses built to the original design • Reinstating cabanas around the main and learners pools, matching the 1914 design as much as possible • Installing state of the art gym equipment in a climate-controlled space overlooking both pools • Installing the iconic and recognisable Tepid Baths neon sign over the building • Installing a new artwork on the Sturdee Street facade called “Memories of the Trusses” which celebrates rust and the trusses as a key driver for the project.

MEASURING PERFORMANCE

Performance measure results and targets for recreation activities are an average across all recreation facilities including leisure/recreation centres and swimming pools. Providing facilities and programmes to support recreation and leisure activities

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 84% 85% 87% with their local recreation centre facilities and programmes overall

Number of visits to recreation facilities 6.1 ≥5.5 4.4 per capita

Percentage of daily water tests that 94% 100% 97% meet recommended pool water quality standards

Satisfaction and number of visits: overall, a satisfactory result has been achieved. 8.9 million visits have been made to recreation and aquatic facilities over the year, and services have continued to be provided, some of which have been recognised at a national level. Water quality standards: Manukau Leisure uses UV filtration systems at a number of its main pools which significantly contribute to high standards in water quality. Plant dousing and water dumping issues at Moana-Nui-A Kiwa leisure centre (Mangere) has had a negative effect on results overall.

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Achievements and projects 1 July 2011 to 30 June 2012

Significant achievements and projects

• There were 8,854,898 visits to recreation and aquatic facilities

• West Wave hosted the New Zealand open swimming championships and Olympic trials

• Sport New Zealand has contributed $200,000 to develop sports codes facility plans. Regionwide facility code plans were completed for hockey, netball and football

• Sport New Zealand has invested a further $450,000 towards Active Communities projects to support improved participation in sport and recreation in community, and has named Auckland as a focus area in their newly released 2012 Sport New Zealand strategy

• The north community facility development funding round of $1.3 million completed

• Additional investment secured in the LTP for the Millenium/AUT pool, which will provide a regional level pool for competitions and events

• Opened the Kauri Kids early childhood centre at the Otara Leisure Centre

• Tepid Baths reopened with expenditure of $11 million in 2011/12

Significant recognition and awards

• A team of lifeguards from Auckland’s swimming pools won the National Pool Lifeguard championships

• The Auckland Sports Toolkit 2011, developed in conjunction with Sport Auckland, was recognised with a ‘Connecting with Diversity’ award by the Human Rights Commission

• North Shore Leisure won the national Learn to Swim Under $2,000 Promotion of the Year award

• Manukau Leisure customers surveyed as a part of an Australasian wide programme scored above 90% for quality of services, products, facilities, and overall quality. These are the highest results achieved over the 12 years the survey has been done

• Manukau Leisure received an innovation award for the ‘Krank’ initiative at the New Zealand fitness awards. Krank is a cardio and toning workout that focuses on the upper body from a seated position, increasing accessibility to people with disabilities, obesity or lower body injuries • Craig Rouse, Manurewa aquatic centre manager, was presented the New Zealand Recreation Association’a 2011 Paul Stuart Memorial award for excellence and outstanding personal contribution to wider facilities management

• Xavietta De Latour, who works at the Rodney Leisure Centre, won Rookie Swim Instructor of the Year at the New Zealand Swim Coaches and Teachers Association awards

• Craig Rouse, Manurewa Aquatic Centre manager, was appointed by New Zealand Recreation Association as a PoolSafe Advisor and Darryl Hamilton, Papatoetoe Centennial Pools manager, was appointed by New Zealand Recreation Association as as PoolSafe Assessor

• Manurewa Youth Worker awards for youth services and youth transitions were received for the AMP'd programme. The programme is targeted at 11-17 years old in Manukau and focuses on getting youth active and engaged

Major capital projects completed or with significant progress

• Renewal of recreation and aquatic facilities and assets eg Manukau Leisure, West Wave, Onehunga pool

• Expenditure of $1.9 milion on the MacLaren Park community facility

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Zoo

OVERVIEW

Auckland Council carries out the Zoo activity to provide diverse experiences of animals and their habitats in a safe park-like environment. Auckland Zoo is one of New Zealand’s and the Auckland region’s premier attractions, and a leading centre for wildlife conservation. Opened in 1922 and owned by Auckland Council, the zoo has become an intrinsic part of the city, helping to make Auckland a vibrant and exciting place in which to live and visit, and engaging Aucklanders in the protection and care of wildlife. RFA (RFA), a CCO, manages and operates the zoo. RFA is focused on making better use and improving coordination of Auckland’s major venues and attractions. Auckland Council makes a financial contribution towards the zoo’s costs each year to ensure it continues to develop to the highest standards and remains affordable and accessible to Aucklanders.

The sub-activities provided under this activity

Auckland Zoo is the regional sub-activity. There are no local board services provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• there is a wide range of wildlife species to experience, and Aucklanders can contribute to their conservation • there are opportunities for the community to learn about wildlife, caring for the environment and living more sustainably • Auckland’s reputation for protecting and caring for the environment is enhanced.

STORY: Te Wao Nui – Auckland Zoo’s New Zealand exhibit

Te Wao Nui, a $16 million New Zealand precinct at Auckland Zoo offering visitors a unique experience of the country’s animals, plants and culture, was opened by the mayor on 10 September. From the following day (which marked the start of Conservation Week -11 to 18 September), visitors were able to explore the expansive new development that takes up a fifth of the zoo’s 17 hectares.

A celebration of New Zealand’s natural world and a showcase for the zoo’s conservation efforts, Te Wao Nui was funded by Auckland Council and the Auckland Zoo Charitable Trust. Key Te Wao Nui partners include the Department of Conservation (DOC) and Ngati Whatua o Orakei

Home to around 60 different New Zealand native animal species, over 100 native plant species and stunning Māori artworks, Te Wao Nui takes visitors on an immersive journey through six iconic New Zealand environments. These include The Coast (Takutai), The Islands (Moutere Rahui), The Wetlands (Nga Repo), The Night (Te ), The Forest (Te Wao Nui a Tane) and The Country (Whenua Waotu). The large Māori artworks are an integral part of the Te Wao Nui experience. World-renowned artists Lyonel Grant (of Te Arawa), Bernard Makoare (of Te Rarawa and Ngati Whatua) and Manos Nathan (of Te Roroa, Ngati Whatua and Nga Puhi) are creating over a dozen works, some of which are already installed. Among these is Tane Nui a Rangi - a four metre-high totara carving by Lyonel Grant that stands in Te Wao Nui’s The Forest.

Prior to its opening, Auckland Zoo director Jonathan Wilcken said: “Te Wao Nui is the largest and most significant development in our 88-year history and one that’s focused entirely on celebrating and conserving the extraordinary and unique wildlife of New Zealand. Many of our species are found nowhere else in the world, are threatened with extinction, and need the help of us all to ensure their future. The zoo has been working alongside its conservation partners for years to conserve New Zealand native species. With Te Wao Nui, it’s really great to be able to finally open the door on this work to our visitors and tell the stories of the amazing

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efforts New Zealanders have made to conserve them. Each and every one of us can play a role as kaitiaki (guardians) for our unique wildlife and wild places, and Te Wao Nui invites us all to get involved.”

MEASURING PERFORMANCE

Caring for and protecting wildlife through conservation of the zoo’s own wildlife, participating in world-wide wildlife breeding, conservation programmes and scientific research

Measure Indicator 2012 Target 2011

Number of species at Auckland Zoo in 49 45 41 wildlife conservation programmes

The number of species housed at the Auckland Zoo exceeds the target. The rise since last year is attributed to the opening of the Te Wao Nui exhibit as well as on a focus on strengthening Discovery and Learning programmes.

Delivering educational and interpretive programmes to increase people’s understanding and respect for the environment

Measure Indicator 2012 Target 2011

Number of participants in education 55,736 50,000 33,769 in programmes eight months

Percentage of participants satisfied 98% 95% 98% their learning outcomes were achieved

The completion of the zoo’s New Zealand exhibit, Te Wao Nui, has generated significant additional local, national and international interest. This world-leading development has provided significantly enhanced experiences and environmental education opportunities for visitors.

The zoo’s education programmes received a 98.2% satisfaction rating from 501 responses collected from teachers of school groups participating in formal education programmes held throughout the year. This figure is consistent with previous levels of satisfaction.

Delivering wildlife and related experiences for visitors to the zoo

Measure Indicator 2012 Target 2011

Number of visitors to the zoo 710,613 700,000 429,959 in eight months

Percentage of visitors satisfied with 98% 92% 97% the zoo overall

The zoo attracted the highest annual visitation in its history (previous record was 677,522 in 2006/07), a result which is 5% more than forecast and 12% more than last year.

During the World Environment Day event, 2 to 5 June 11,480 people visited the zoo.

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The opening of new exhibits, and maintaining existing exhibits to a high standard has led to the high percentage of visitor satisfaction.

Achievements and projects 1 July 2011 to 30 June 2012

• the zoo has continued to provide excellent service to all its visitors over the year. Interest in the zoo has continued to be high, with increasing visitation and growing participation in its education programmes. The zoo continues to deliver exceptional experiences due to its commitment to providing high-quality environments for both visitors and animals, and a commitment to an ongoing programme of exhibit regeneration. The zoo continues to gain worldwide exposure with the television programme The Zoo being played in a range of countries, including Australia.

• in addition to the appeal of the Zoo’s New Zealand exhibit, Te Wao Nui, the higher than expected number of visitors is attributed to a change in the events and activation strategy and a particularly successful school holiday programme in April 2012.

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Financial Information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months to s ignificant to 30 June to 30 June 30 June variance 2012 2012 2011 Operating expenditure Arts services 26,103 24,803 12,661 1 Events 66,986 62,065 28,483 2 Museums and art galleries 58,168 56,203 22,160 3 Parks 193,999 180,115 148,757 4 Recreation services 84,996 87,252 61,620 5 Zoo 4,819 5,610 1,549 Total operating expenditure 435,071 416,048 275,230

Operating funding sources: Activity user charges and fees 30,053 37,763 32,293 6 Operating Grants and subsidies 5,512 4,835 1,661 Capital subsidies (2) 3,812 3,611 7 Development and financial contributions 16,460 32,113 11,040 8 Ratess 332,912 332,912 222,472 Other revenue 4,925 5,554 623 Borrowing to fund loans for CCO’s opex 0 448 0 Borrowing to fund CCO’s operating 0 3,350 0 expenditure Total 389,860 420,787 271,700

Operating funding surplus / (deficit) (45,211) 4,739 (3,530)

Capital expenditure Arts services 4,448 10,152 4,600 9 Events 15,249 11,280 10,035 10 Museums and art galleries 4,721 (2,884) 2,104 11 Parks 74,336 95,317 83,865 12 Recreation services 21,120 23,253 14,597 13 Zoo 3,064 1,989 474 Total capital expenditure 122,938 139,107 115,675

Funded by: Depreciation and operating funding surplus 18,027 52,721 25,947 New borrowing to fund council's capex 78,764 76,126 83,551 New borrowing to fund CCOs’ capex 26,147 10,261 15,731 Total capital expenditure funding 122,938 139,108 125,229

Auckland Council Report 1 July 2011 to 30 June 2012 115 Part II: Activities and services Lifestyle and Culture

Expenditure and revenue variances to budget

Operating expenditure and revenue Note 1 Arts services had an overall overspend of $1.3 million, mainly due to additional grants being awarded. Some services previously outsourced have been brought in-house, e.g. Franklin Arts Centre and Hawkins Theatre.

Note 2 Events had an overall overspend of $4.9 million. $1.5 million of this was due to additional funding being passed to RFA for operational grants for the North Harbour Stadium to build a broadcasting tower required for broadcasting rugby world cup games and to Mt Smart stadium as the costs for this facility had mistakenly been omitted from the orginal budget. Additional expenditure of $ 3.4 million was approved and incurred by Council and ATEED in late 2011 in connection with additional crowd facilities including temporary viewing screens and crowd control measures required in connection with the Rugby World Cup identified after the orginal budget was approved.

Note 3 Additional funding passed to RFA to fund the museums and art gallery.

Note 4 Overall, Parks had an overspend of $14 million. $7.9 million of Parks - south budget was coded to repairs and maintenance buildings in the earlier stages of the 2011/2012 annual plan round, as this was for day-to-day parks maintenance work. This budget was later centralised to the Property department before the 2011/2012 annual plan was finalised. However, all the Parks - south maintenance actual costs have been coded to Parks instead of to the Property department. There was a $3.4 million extra spend on Parks - south maintenance, including minor works. Parks - north recorded an overspend of $3.1 million for costs associated with streets and trees work that will be recovered from Auckland Transport.

Note 5 Overall there was an underspend of $3.2 million in depreciation and amortisation due to a delay in completing and capitalising projects both this year and in the previous financial year.

Note 6 Activity and user charges and fees were $7.7 million below budget. Recreation revenue was below forecast by $4.7 million due to lower membership and casual entrance revenue across a large number of recreation facilities. The council received lower than anticipated government subsidies for childcare facilities at the recreation facilities and because of the closure of Te Puru facility before 2011/2012. Parks revenue was $2 million below forecast due to lower revenue from commercial lease-regional parks and because revenue from specialist recreation facilities is recognised as part of ACPL’s revenue.

Note 7 Capital subsidies were below budget by $3.8 million because of delays to the Onehunga foreshore project.Note 8 Development and financial contributions continued to be lower than budgeted as applications for consents remain low and activity in the building industry continued to be slow.

Capital expenditure Note 9 The restored Wind Tree sculpture, and several new art projects were added to the Wynyard Quarter, while the Te Waharoa gateway was reinstalled at Aotea Square and significant public art works were added around the region in places such as Triangle and Struges Roads and at the Milford Square. However, there were other planned installations which were not completed and these will be completed in the next financial year.. In addition, the Lopdell House redevelopment was delayed and underspent by $4 million. Funding for this project has been carried-over and added to, and will be spent in the 2012/2013 and 2013/2014 financial years.

Auckland Council Report 1 July 2011 to 30 June 2012 116 Part II: Activities and services Lifestyle and culture

Note 10 RFA is managing the Aotea Centre ASB Theatre auditorium refurbishment project. Costs in the 2011/2012 financial year exceeded the original budget by $3.5 million. Following confirmation of the final project costs identified through the detailed design phase, an independent review indicated that increased budgets would be required if the scope of the project was to be delivered. The council approved an increase in the budget for the project in October 2011. The total budget was increased to $15.4 milion. Final estimated cost to complete is $4.1 million and this will be within budget.

Note 11 Additional budget was approved by the council during the financial year to complete the Auckland Art Gallery project.

Note 12 There were several significant budgeted land acquisitions which did not occur, due to either the need to negotiate the purchase price, the requirement to consult further, delays in obtaining consents, or dependence of the on progress of third-parties development. The projects included $10.2 million for the Point Domain replacement Sports field, $1.1 million for the Stonefields open space development and $1 million for the Tui Green development.

We also intended to extend or upgrade existing facilities such as McLennan Park Extension ($2 million), the Onehunga foreshore ($1.7 million) Massey Park Stadium ($2 million) and Michaels Ave Reserve sportsfield development ($0.5 million). These projects were deferred but the council still intends to proceed with them.

Note 13 The planned pool development at Papakura with a budget of $3 million was delayed and has been included in the LTP for 2012/2013.

Auckland Council Report 1 July 2011 to 30 June 2012 117 Part II: Activities and services Economic development

ECONOMIC DEVELOPMENT

OVERVIEW 119

THE ACTIVITIES Economic Development and Strategy 120

Street Environment and Town Centres 125

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 128

Auckland Council Report 1 July 2011 to 30 June 2012 118 Part II: Activities and services Economic development

ECONOMIC DEVELOPMENT

OVERVIEW

The Auckland region has 1.4 million people (33% of New Zealand’s population) and accounts for 37% of the nation’s GDP. Through its economic development activities Auckland Council contributes to developing Auckland as an internationally competitive region in which to live, work, visit, invest and do business. Auckland Tourism, Events and Economic Development Limited (ATEED), a CCO, plays a key role in delivering the council’s economic development activities. This includes responsibility for attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, and delivering programmes to foster entrepreneurship and innovation.

The activities

Under the Economic Development group of activities, the council carries out the following activities: • Economic Development and Strategy • Street Environment and Town Centres. These activities are grouped under Economic Development as they have the common objective of contributing to a thriving Auckland economy.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality Strong Lifestyle Strong choices economy natural built communities choices governance environment environment Economic Development and Strategy Street Environment and Town Centres

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result Economic Development 1 3 3 1 1 and Strategy

Street Environment and 2 Town Centres

Auckland Council Report 1 July 2011 to 30 June 2012 119 Part II: Activities and services Economic development

ECONOMIC DEVELOPMENT AND STRATEGY

OVERVIEW

Auckland Council carries out the Economic Development and Strategy activity to facilitate development of business, infrastructure, skills, entrepreneurship and innovation, and tourism to ensure that Auckland’s economy thrives and the region remains globally competitive. To promote economic development the council works with key stakeholders such as central government, the private sector, learning institutions, local business associations, and other international cities. A key way the council achieves its economic development objectives is through ATEED. Activities that ATEED is responsible for include attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, delivering programmes to foster entrepreneurship and innovation, and promoting and developing Auckland as a visitor and tourist destination.

The sub-activities provided under this activity

Economic Development and Strategy provides the following regional and local board sub-activities:

Sub-activity Services Business attraction and development Sector development programmes, such as in the tourism, creative and high value (regional) manufacturing sectors, regional business events, investment attraction and retention programmes and business development programmes Local business area planning and Allocation of funding for Mainstreet and business area improvements, local infrastructure business events, local centre branding and marketing Regional business area planning and Business support and labour market support programmes, skills training and infrastructure enterprise development, branding and marketing across the region and of principal centres Regional economic strategy and policy Regional strategy and policy, such as Auckland Economic Development Strategy, investment framework, and Business Improvement District (BID) policy. Research, such as infrastructure needs, labour market, industry and sector research Tourism and visitor centres (regional) Visitor information and travel centres.

Benefits

• globally competitive businesses, investment and skilled people are attracted to Auckland • the council’s relationship with business is enhanced • Auckland’s reputation as a world-class city is strengthened through a strong national and international profile • increased tourism stimulates the local economy.

Measuring performance

Delivering advice, information and programmes to attract new business investment, develop businesses, and grow a skilled workforce

Measure Indicator 2012 Target 2011

Percentage awareness of 34% 75% 18% Brand Auckland for key audiences Percentage of stakeholder 87% ≥88% 88%

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satisfaction with the overall provision of business advice, start-up, training and mentoring programmes

GDP Global1 investment 55% 58% No result promotion agency (IPA) benchmarking

Total GDP in targeted 29.6% Positive 28% sectors compared with growth in total Auckland GDP all sectors (sectors include marine, and growth rate transport and logistics, IT, exceeds food and beverage, film, that of bioscience, Auckland creative/digital, export economy education) as a whole

Awareness of Brand Auckland:

The following results were recorded in the 2012 Auckland Residents’ Survey:

1. 34% of residents were aware of Brand Auckland when prompted, a significant increase from 18% last year. 2. 59% of residents were unaware, a significant decrease from 74% last year. 3. 7% of residents said ‘don’t know’ compared with 8% last year.

Overall, residents are more aware of the Brand Auckland logo in 2011/2012.

Satisfaction with the provision of business advice, start-up, training and mentoring programmes:

Satisfaction measure is based on 863 surveys undertaken with attendees at a range of business advice, start-up, training and mentoring programmes/events undertaken by ATEED’s local offices. This result represents a minimal decrease on the 2010/2011 result of 88%; however, a much larger survey population was used in 2012.

Benchmarking of investment promotion:

Result is based on an average of three evaluations of priority sectors, undertaken by GDP Benchmarking. ATEED received a result that was well above target for the biosciences sector, a substantially achieved result for the food and drink sector and a below target result for the ICT sector.

Targeted sector GDP compared with total Auckland GDP:

Results are derived from annual economic modelling for Auckland undertaken by Infometrics. Because of a change in definition of what constitutes the creative sector, the result for 2011 would have been 29.6% using current analysis. The result for 2012 is

Auckland Council Report 1 July 2011 to 30 June 2012 121 Part II: Activities and services Economic development

also 29.6%. The table below shows total GDP by targeted sector and Auckland total GDP as well as the share of the total made up by the targeted sector for the years ending March 2010 and March 2011. Total GDP in targeted sectors compared with total Auckland GDP (sectors include marine, transport and logistics, IT, food and beverage, film, bioscience, creative/digital, export To YE March To YE March 2010 2011

GDP ($m) Marine $1,361 $1,375 Transport and Logistics $4,207 $4,616 IT $3,565 $3,635 Food and beverage $1,475 $1,381 Film (screen production) $ 196 $ 194 Bioscience $1,652 $1,760 Creative $2,051 $2,057 Digital $3,235 $3,259 Export education (not possible to measure) Sectors total $17,742 $18,276 Overlap (digital, ICT, creative) $3,600 $3,700 Sectors total $14,142 $14,576 Auckland Total $47,706 $49,265 Sectors as a share of Auckland total 29.6% 29.6%

It should be noted that economic interventions take time to be reflected in GDP growth, and a long-term view should be taken in this area.

Developing local business area precincts, town centres and infrastructure as great places to do business

Measure Indicator 2012 Target 2011

Number of business area 75% ≥25% 25% improvement and infrastructure initiatives completed

Percentage of business owners who 36% 80% 26% agree their local town centre has improved overall as a result of the business improvement initiative for their area

Number of business area improvement and infrastructure initiatives completed: The following six business area improvement and infrastructure initiatives were completed up to 30 June 2012:

Howick Market Place Upgrade - streetscape works in the main civic square in Howick Town Centre.

Papatoetoe Town Hall Lighting Project - lighting of this heritage building for the Papatoetoe 150 Anniversary.

Otara Interchange & Plaza - new bus interchange and civic space delivered in partnership with Auckland Transport and Auckland Council Property.

Hunters Corner - streetscape works along East Tamaki Road in the Hunters Corner Town Centre.

Mangere Town Centre - new civic space connecting Mangere Town Centre and the Mangere Arts Centre.

Manurewa - streetscape works throughout the Manurewa Town Centre.

Auckland Council Report 1 July 2011 to 30 June 2012 122 Part II: Activities and services Economic development

Percentage of business owners who agree their local town centre has improved overall as a result of the business improvement initiative for their area:

The following results were recorded in the 2012 Business Improvement District Survey:

1. 36% of business owners agreed/strongly agreed, a significant increase from 26% last year. 2. 22% of business owners disagreed/strongly disagreed, a significant increase from 8% last year. 3. 27% of business owners were neutral compared with 29% last year. 4. 16% of business owners said ‘don’t know’, a significant decrease from 37% last year. The mean score was 3.2 out of 5, a decrease of 0.1 from 3.3 last year.

More business owners are likely to have an opinion than last year Overall, the proportion of customers who are satisfied increased and the proportion of customers who are neutral decreased. However, the proportion of customers who are dissatisfied increased in 2011/2012.

Promoting and developing Auckland as a national and international visitor and tourist destination

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 90% 95% 96% with visitor information centres and services overall

Auckland’s permanent resident 5.6 5.8 5.4 equivalent (PRE) ratio (measures the increase to the base population contributed by visitor nights)

Number of business opportunities _ 40 Establish Not measured facilitated with partner cities and non- baseline partner cities3

The result for customer satisfaction with visitor information centres and services overall was based on 314 surveys undertaken across the i-SITE network

The PRE ratio result is for the 2011 calendar year, and is based on the Regional Tourism Estimates 2006- 2011 prepared by the Ministry of Economic Development, and Statistics New Zealand’s sub-national population projections.

Examples of business opportunities being facilitated include during the Auckland Council Trade Mission to China, during the ASEAN Heads of Mission visit and business programme, and with inbound business delegations from Brisbane, Kakogawa, Ningbo, Busan and Taichung. Business connections have been developed in economic sectors of importance to Auckland such as education, food and beverage, film/animation, tourism and investment.

Notes: 1. GDP Global is an internationally recognised provider of benchmarking data for investment promotion agencies (IPAs). It is used by IPAs to benchmark the provision of services to investors. 2. Sourced from Infonetrics Annual Economic Profile of Auckland, 2010. GDP is measured in 1995/96 dollars 3. The number of direct connections facilitated through the council's international relationships between a NZ based business or organisation, and a NZ or offshore business or organisation, for the purposes of discussing and generating business opportunities.

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Achievements and projects 1 July 2011 to 30 June 2012

• the final draft Economic Development Strategy deliberations report was provided to the deliberations panel for consideration and was approved for submission to the Regional Development and Operations Committee for approval

• successful establishment of implementation framework and working groups with external stakeholders especially in relation to skills and the local workforce with Department of Labour, COMET, Ministry of Economic Development and Committee for Auckland

• the draft Digital Enablement Strategy / Action Plan was endorsed by the Economic Development forum in principle for consultation

• the successful collaboration on wireless broadband expansion for between the local board and Vodafone

• a broadband forward works programme was developed to maximise digital benefits for the region, setting out the key functions, outcomes and work components to achieve digital success

• the mayor was supported to host a range of international visitors and delegations including: o a mayoral delegation from Kakogawa, Japan o hosting the annual ASEAN Heads of Mission inbound visit and business programme o collaboration with Film Auckland to welcome key international producers to the Asia-Pacific Producers’ Network (APN) Forum in Auckland o a business matching programme for a business delegation from Brisbane visiting the Rugby World Cup as well as assistance with the official team welcomes for the Rugby World Cup o hosting multiple other inbound delegations and official visits from representatives from countries and regions including China, , Australia, Germany, France, EU, UK, Taiwan, the Pacific and the USA

• the Auckland Council Trade Mission to China was undertaken resulting in strong business outcomes for business delegates and strengthening Auckland / China relationships, including mayoral courtesy calls to five cities visited (Guangzhou, Qingdao, Beijing, Ningbo, Shanghai) and meetings with senior government officials from China and New Zealand

• the council’s International Relations unit co-hosted the inaugural SeaEdge Symposium with Waterfront Auckland and the Mayor’s Office and welcomed three partner cities as delegates

• the Auckland Region Business Improvement District (BID) Policy was successfully adopted by Regional Development and Operations Committee

• the Business Precinct Plan for East Tamaki nearing completion with high levels of support and collaboration with the Local Boards, businesses and the Greater East Tamaki Business Association (GETBA)

• the signing of the Upper North Island Strategic Alliance (UNISA) agreement and the commencement of an independent study into the demand and supply factors affecting port infrastructure in the Upper North Island

• the WiFi 2 Network was launched with recognition as a world first integrated WiFi with public spaces, and with rollout commenced in time for the Rugby World Cup

• the Auckland Tertiary Educational Network and Auckland Council signed a regional partnering agreement as part of the implementation of the Economic Development Strategy.

Capital Projects

• the Town Centre Revitalisation project has been more than 50% completed this year including: o Otara transport interchange – in final delivery stage o Howick – public space improvement delivered and well received by the community o signage- delivered o Manurewa – successful design of streetscape elements in delivery phase o Mangere access – design now being finalised o Old Papatoetoe lighting – concept agreed by business association and local board.

Auckland Council Report 1 July 2011 to 30 June 2012 124 Part II: Activities and services Economic development

STREET ENVIRONMENT AND TOWN CENTRES

OVERVIEW

Auckland Council carries out the Street Environment and Town Centres activity to provide Aucklanders with attractive, well-maintained streets and town centres. Successful town centres have an important role in the local economy as they attract businesses, investors and residents for a wide range of business, community and cultural events. People are drawn to lively, well-patronised town centres where they can shop, relax and socialise in a safe, clean environment. Town centres also serve as neighbourhood hubs with distinctive characters and features that communities can be proud of, and streets have an important function as public open spaces as well as catering for pedestrians and vehicles.

The sub-activities provided under this activity

Street Environment and Town Centres provides the following regional and local board sub-activities:

Sub-activity Services Local street environment and town centres Improvements to local centres and town centres, tailored local programmes to target graffiti, use of local open spaces for community events Regional street environment and town Significant improvements to the CBD and regional centres, centre design centres guidelines and precinct plans Street environment and town centres Street environment and town centres strategy and policy, including the strategy and policy (regional) classification of town centres

Benefits

• well cared-for streets and town centres create more opportunities for integrating work and leisure • clean roads prevent pollutants from being discharged into our waterways • town centres support events, recreation and activity • town centres generate pride and a sense of place and belonging.

STORY: St Lukes town centre gets green light

Plans to rezone Westfield St Lukes as a town centre were given the green light with the issuing of an Environment Court consent order in late December 2011, which came after the settlement of appeals by the St Lukes Community Association, St Lukes Garden Apartments and other parties to the appeal.

A plan change to allow the long-term staged expansion and rezoning of St Lukes was originally approved by Auckland Council in November 2010. The earlier planning hearing had been under the auspices of the former Auckland City Council.

At the time that Auckland Council approved the master-plan change, it was agreed that the mayor would lead a mediation process between Westfield and local residents with the aim of resolving points of difference.

The mayoral mediation helped to define key issues and resolved some of those around stormwater management in the catchment. The outcomes of the Environment Court - assisted mediation which followed resulted in agreement on planning changes, including improvements to proposals for Aroha Street where residential development and traffic calming measures are required as part of the provisions for Westfield extending the centre in that location.

The consent order says the fostering of a mixed use environment is key to the development of a high density town centre at St Lukes. It says the concept plan provisions enable and encourage the establishment of a wide range of uses including retail, entertainment, education, civic, commercial and residential activities.

Auckland Council Report 1 July 2011 to 30 June 2012 125 Part II: Activities and services Economic development

A key part of the plan is a link between Exeter Road and Aroha Avenue to provide safe, pleasant and convenient access to the centre from residential areas to the east as well as promoting a pedestrian focus for the expanded centre.

Floor area and height limitations reflect the level of development considered appropriate and sustainable and the plan provisions ensure that adverse effects on adjoining properties are limited or avoided.

Measuring performance

For further performance measures related to this activity please refer to the Community Services activity, under the Community group of activities, for measures relating to community safety and graffiti removal. Performance measures relating to business area improvements are included under the Economic Development activity.

Developing vibrant, safe and clean commercial town centres and street environments

Measure Indicator 2012 Target 2011

Percentage of residents satisfied with 60% 75% 53% the overall cleanliness of their local town centre

Percentage of residents satisfied with 59% 75% 55% the overall quality and maintenance of the street environment

Percentage of residents satisfied with the overall cleanliness of their local town centre:

The 2012 result shows an increase on the 2011 result, but is still well below target. We have reviewed this target which we believe was overly ambitious to be achieved across the whole region. The target for the LTP has been set at 65%. Service levels throughout the region have been maintained during the 2011-2012 year.

The following results were recorded in the 2012 Auckland Residents’ Survey:

A. Overall cleanliness of local town centre

1. 60% of residents were satisfied/very satisfied, a significant increase from 53% last year. 2. 13% of residents were dissatisfied/very dissatisfied a decrease from 15% last year. 3. 25% of residents were neutral compared with 26% last year. The mean score was 3.6 out of 5, an increase. of 0.1 from 3.5 last year.

Overall, satisfaction increased and dissatisfaction decreased in 2011/2012.

B. Overall quality and maintenance of street environment.

1. 59% of residents were satisfied/very satisfied, a significant increase from 55% last year. 2. 17% of residents were dissatisfied/very dissatisfied, an increase from 15% last year. 3. 24% of residents were neutral, a significant decrease from 30% last year.

The mean score was 3.6 out of 5, an increase of 0.1 from 3.5 last year.

Overall, the proportion of residents who were satisfied increased and the proportion of residents who were neutral decreased. However, the proportion of customers who were dissatisfied increased in 2011/2012.

Auckland Council Report 1 July 2011 to 30 June 2012 126 Part II: Activities and services Economic development

Achievements and projects 1 July 2011 to 30 June 2012

• levels of service for maintenance and cleaning that were delivered in 2010/2011 have continued in 2011/2012 • planning commenced on the Mt Albert Town Centre renewal

• improvements to Milford Town Square were completed

• an urban design review was initiated for Ellerslie, Mission Bay, Remuera and St Heliers

Auckland Council Report 1 July 2011 to 30 June 2012 127 Part II: Activities and services Economic development

Financial Information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Economic Development and Strategy 46,571 42,113 24,437 1 Street Environment and Town Centres 30,226 19,344 21,129 2 Total operating expenditure 76,797 61,457 45,566

Operating funding sources: Activity user charges and fees 6,604 416 569 3 Operating Grants and subsidies 0 972 173 Development and financial contributions 434 0 0 Rates 61,168 60,553 44,742 Other revenue 54 0 44 Total 68,260 61,941 45,528

Operating funding surplus / (deficit) (8,537) 484 (38)

Capital expenditure Economic Development and Strategy 1,096 348 55,565 Street Environment and Town Centres 4,467 6,566 2,700 4 Total capital expenditure 5,563 6,914 58,265

Funded by: Depreciation and operating funding surplus (635) 1,637 9 New borrowing to fund council's capex 6,198 5,203 2,700 New borrowing to fund CCOs’ capex 0 75 55,556 Total capital expenditure funding 5,563 6,915 58,265

EXPENDITURE AND REVENUE VARIANCES TO BUDGET Operating expenditure and revenue Note 1 The Economic Development and Strategy budget was overspent by $4.4 million. This was primarily due to the interest expense being over budget by $3.7 million as the opening debt position for the council was higher than budgeted.

Note 2 The Street Environment and Town Centre activity budget was overspent by $10.8 million. A contractor’s expense of $7 million was incurred by the council and, following agreement, $5.4 million was on-charged and recovered from Auckland Transport. Depreciation was above the budget forecast by $2 million as the budget for depreciation did not include the impact of significant capital projects completed in the previous financial year.

Note 3 Additional revenue received of $5.4 million as outlined above due to Local Street Environment and Town Centres’ maintenance costs being on-charged.

Capital expenditure Note 4 We commenced projects to upgrade the Pukekohe town centre and the Takapuna - Hurstmere Green commercial area but these projects were not completed by 30 June 2012 and $1 million and $0.8 million, respectively, of the planned budget was unspent at 30 June 2012. Completion of both projects is expected in 2012/2013.

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PLANNING AND REGULATION

OVERVIEW 130

THE ACTIVITIES Planning and Policy 131

Regulation 136

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 144

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PLANNING AND REGULATION

OVERVIEW

Auckland Council is involved in a wide range of planning and regulation activities to protect and enhance Auckland’s natural and built environment, protect public health and safety, and ensure that Auckland is an attractive and desirable city that copes well with pressures from development and growth.

The activities

Under the Planning and Regulation group of activities, the council carries out the following activities: • Planning and Policy • Regulation. These activities are grouped under Planning and Regulation as they have the common objective of high-quality planning, regulating development and influencing more sustainable urban and region-wide development.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Planning and policy

Regulation

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result Planning and 8 1 policy

Regulation 11 5 5

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PLANNING AND POLICY

OVERVIEW

Auckland Council carries out the Planning and Policy activity to ensure that growth and activity in Auckland is managed to retain and improve a high-quality and sustainable environment and quality of life for Aucklanders. The formation of Auckland Council provides a unique opportunity to simplify and streamline the planning framework that delivers this environment for the Auckland region. The scope of its policy and planning responsibilities extends from high-level strategic direction for the region, to detailed planning for local areas and local issues. Some of this work is proactive, such as advocating for legislation and national strategy that supports the development and implementation of Auckland strategies; and some is reactive, such as providing policy advice in response to requests from local boards or business and communities. The council closely monitors the state of the natural, physical and social environment, the impact of development and change within Auckland, and the performance of the controls within its statutory planning documents so that it can respond to issues in a proactive manner when required. As an aid to planning for the largest local authority in Australasia, the research and investigation function is very important in ensuring that all Auckland Council plans and policies are informed by current and reliable information and knowledge. Another key area for the Planning and Policy activity is the development and maintenance of critical, strategic relationships with central government and other sectors and the statutory advisory panels and other strategic panels and forums.

The sub-activities provided under this activity

Planning and Policy provides the following regional and local board sub-activities:

Sub-activity Services Bylaw development (regional) Developing and implementing bylaws to give effect to the strategic planning framework City transformation projects (regional) Central Business District of Auckland, New Lynn, Silverdale North, Tamaki Transformation Project, Mangere International Gateway and Design standards (regional) Urban design and sustainable development strategies, policies and guidelines Local board plans and agreements Local policy making and planning including through local board plans and agreements, community engagement, including with community organisations and special interest groups, to identify community interests, preferences and priorities Local bylaw development Identifying and developing local bylaws Planning and strategy (regional) Development of the spatial plan, LTP, annual plan, area spatial plans, and provision of strategic planning advice on new government legislation Research and monitoring (regional) Research, monitoring and investigations in support of regional status and trends, for both natural and physical environments as well as social and economic trends

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Benefits

• effective, broad and integrated long-term strategies for social and economic development, environmental sustainability and growth management to achieve positive environmental, economic, social and cultural outcomes for Auckland that are aligned with public infrastructure investment • facilitation of community participation by identifying the interests and preferences of communities within local board areas and across the region • protection of Auckland’s natural and built environment and its valued heritage, and provision for its ongoing growth and development through the sustainable management of its resources • well-informed decision-making and planning for the region that brings about positive outcomes for neighbourhoods and communities and enhances Auckland’s economic performance and quality of life.

STORY: Planning and policy

To paraphrase part of the introduction to the Auckland Plan, having a single council has given Auckland an unprecedented opportunity to plan for its future in an integrated way, and the last year has seen a major step forward in delivering a comprehensive suite of planning documents. As part of delivering these plans, one of the council’s major achievements during 2011/2012 was the adoption of the Auckland Plan, which was launched by the mayor in May. This is a 30-year strategic vision that embraces impending change and growth as Auckland embarks on its journey to become the world’s most liveable city. Developed from the mayor’s visionary "Auckland Unleashed" document, released in March 2011, the Auckland Plan outlines how the key priorities of housing, transport, economic growth, heritage, and social and environmental action can be tackled.

It is the collective result of contributions from central government, iwi, business, community and non- governmental organisations. The plan centres around six “transformational shifts” to achieve the vision of Auckland being the world’s most liveable city. These shifts are:

• dramatically accelerating the prospects of Auckland’s children and young people by focusing on issues of education and learning, youth employment, housing conditions, and societal harm • strongly committing to environmental action and green growth by improving the health of our natural environment, resolving issues of air and water pollution and declining fish stocks, and capitalising on international market opportunities associated with Auckland’s clean green image and clean technology • delivering outstanding public transport within one network, and ensuring a major shift from private cars to an integrated public transport system • radically improving the quality of urban living so our built environment grows to match our beautiful natural environment through sustained and radical improvement in planning, building, urban design and public places • substantially raising living standards and addressing social inequality through a focus on significantly improving educational attainment, economic growth and income levels • significantly lifting Māori social and economic wellbeing through iwi partnerships, education and entrepreneurship.

A key focus of the Auckland Plan is addressing how to accommodate an estimated one million new residents by 2040, promoting flexibility of housing choice and affordability, and protecting the rural environment by supporting quality compact development.

Alongside the Auckland Plan, the Economic Development Strategy, the City Centre Master Plan and the Waterfront Plan were also developed in its support. Public views were sought on each, with more than 2500 submissions received in total and more than 4300 submission points. The most popular topics were:

• making a quality compact city • the City Centre Master Plan • transformation shifts • Auckland's economy

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• the southern initiative • building enduring town centres and neighbourhoods.

The key to achieving the goals set out in the Auckland Plan is the ten-year Long-term Plan (LTP). Workshops commenced during July 2011 with councillors being provided with the opportunity to hear presentations from council planning and policy staff. Initial work commenced on identifying community outcomes to ascertain views concerning future requirements and their alignment with the Auckland Plan. Work commenced on the design and timing of the submission and hearings processes for the draft LTP.

Work also progressed during the year on the Auckland Unitary Plan, which will replace all the district plans (excluding the one for the Hauraki Gulf islands) and regional policies of the eight former councils with a single document. A separate plan for the Hauraki Gulf islands will be included in the Unitary Plan at a later date.

"The [Unitary Plan] will bring a fresh and simplified approach to planning across Auckland," says Deputy Mayor Penny Hulse. "It will be Auckland Council’s rule book for how we use and develop our natural and built environment, outlining where homes and businesses can be built and conditions applying to certain areas."

Targeted consultation on the Unitary Plan has been taking place throughout 2012, and it will be released for public submissions in March 2013. Once completed, it will be available as a plain-English, easy-to-use online tool on the council’s website. Its easy accessibility should transform the way people engage with the council on planning and resource consent matters, and it will be one of the council’s main tools for implementing the strategic visions contained in the Auckland Plan.

Behind the creation of these plans, a wide range of activities has been taking place. For example, a Major Projects Design Review team has been established to review all Council capex projects above $2 million at particular ‘gates’ in their development. And, as part of the City Centre Master Plan, initial work has commenced on transforming Quay Street into a waterfront boulevard.

Spatial planning for local areas within the Auckland region was progressed, with the first two Area Plans (for Mangere/Otahuhu and for Hibiscus and Bays) being workshopped and with the first draft of the Mangere/Otahuhu Plan nearing completion.

At the bylaw level, the first phase of the council’s Consolidated Bylaw Review Programme, to consolidate the bylaws of the eight legacy councils, is on schedule, including for dog control, liquor control, and for the handling and disposal of solid waste and trade waste.

MEASURING PERFORMANCE

Auckland Council monitors and reports on the social, economic, environmental, and cultural well-being of the Auckland Region. The State of the Environment report, which is produced every 5 years (next report due 2014/2015), reports this type of information.

Maintaining operative RMA Plans in a way that is consistent with the strategies and policies of the council

Measure Indicator 2012 Target 2011

Percentage compliance with 100% 100% 100% maintaining operative plans in accordance with legislative and council requirements (measured by internal audit process)

49 plan changes have been made operative this year. Making plan changes operative will continue during 2012-2013 - the council is currently processing 82 public plan changes and 21 private plan changes.

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Developing and implementing a new integrated policy and planning framework for Auckland

Measure Indicator 2012 Target 2011

New plans are developed in 80% New planning 80% accordance with legislative and council and policy requirements (measured by internal framework audit process) adopted including programme Percentage of prioritised programme 100% 100% 100% of immediate rationalisation of strategies, policies and bylaws complete

The Planning framework was adopted in 2011 and will continue to drive the council's overall policy and strategy work programme. With the Auckland Plan now adopted, all other strategic documents have a clear strategic context and direction. The LTP was prepared in parallel with the Auckland Plan and while there is considerable alignment, further alignment will be achieved through implementation decisions and the next LTP review.

Significant progress has been made on the development of the Unitary Plan (rationalised RMA plan for Auckland). Phase 1 of the Consolidated Bylaw Review Programme is on-track to rationalise the multiplicity of Auckland legacy bylaws.

Producing the long-term plan, annual plan and local; board plans and agreements in accordance with legislative requirements

Measure Indicator 2012 Target 2011

Percentage compliance with legislative 100% 100% 100% planning requirements, e.g. timing, process and components

The LTP was completed on schedule to LGA and Audit requirements.

Delivering transformation, business improvement area and area spatial planning projects and programmes

Measure Indicator 2012 Target 2011

Percentage of Transformation, 100% 100% New measure projects and programmes that are delivered according to the adopted programme of work

City Centre Masterplan document completed and implemenation of schemes commenced. The Shared Spaces and Strategic Transformation Projects are both progressing on schedule in accordance with a programme setting out their scope and timelines for completion. Sound project management and cooperation with stakeholders will continue to deliver results. New transformational projects identified and progressing.

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Percentage of Business 100% 100% New measure Improvement Area, projects and programmes that are delivered according to the adopted programme of work

Six Industrial Business Improvement District (BID) Programmes and 40 town centre BIDs operating in the region and supported by the Economic Development department. This includes new BIDs established in Papakura, Pukekohe and on 1 July 2011. BIDs are funded by target rates and are public private partnerships. Council support includes economic research and data, advice, training, capacity building and contestable project funding. BIDs deliver branding and marketing, networking, local events and business upskilling in their areas. A regional BID Policy is being developed, but legacy policies apply currently. The policy will provide consistency and strategic direction, and will be adopted and implemented by 30 June 2011. New BIDs are expected to be established in and Penrose. Business Precinct Plans were completed in Rosebank, Tamaki and Church Neilson (Penrose). A Business Precinct Plan has commenced in 2011-12 for Greater East Tamaki business area.

Percentage of Area Spatial Planning 100% 100% New measure projects and programmes that are delivered according to the adopted programme of work

The Area Spatial Plan report and recommendations on methodology, sequence, scale, consultation and engagement was adopted by Auckland Future Vision Committee. The Area Plans will respond to 'new' centre / precinct / local planning initiatives that arise from Local Board Plans, or where some local boards have additional funding in the annual plan to progress this work. The Area Plan programme was reported and briefed to Local Board Chairs Forum and with key internal stakeholders, Internal and external workshops were held for the first two area Spatial Plans (Mangere / Otahuhu, Hibiscus and Bay). The first draft of Mangere / Otahuhu Area Spatial is nearly completed.

Monitoring and reporting on the social, economic, environmental, and cultural well-being of the Auckland region

Measure Indicator 2012 Target 2011

Produce the Auckland Sustainability Achieved To be New measure Framework Headline Indicators report achieved annually

Maintain annual quality rating Achieved To be Achieved (ISO9001 accreditation) of monitoring achieved and research operations

The indicators previously reported in the Auckland Sustainability Framework Headline Indicators Report are now regularly reported on the website Monitor Auckland.

The Research, Investigations and Monitoring unit passed the 2010/11 independent evaluation of its ISO9001:2008 quality management system certification.

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Regulation OVERVIEW

Auckland Council carries out the Regulation activity to maintain a high quality built environment and to protect the natural environment and people’s health and safety. The council manages the region’s development through various regulatory and monitoring processes. These processes include building and resource consents, compliance and monitoring, weathertightness processing and case management, providing land and property information, health licensing, bylaw monitoring and enforcement, animal control, and marine safety. Certain places and activities in the region require regulating and monitoring to ensure Auckland’s communities remain clean, safe, and healthy places for people to live in. The council provides a wide range of environmental protection services regarding food and liquor licensing, noise, pool safety, bylaw monitoring and enforcement, public health, animal control, marine safety, and responding to pollution incidents and complaints.

The sub-activities provided under this activity

• Building Consents • Resource Consents • Environmental Health and Licensing • Animal Control • Marine Safety

Benefits

• Auckland’s built environment is well-constructed and sustainable, with high-quality urban design • Auckland is an attractive and desirable city that copes well with pressures from development and growth • property owners and individuals have access to comprehensive property-related information as required • planning and development decisions are based on up-to-date information • Auckland’s natural environment is protected and enhanced • public health and safety is protected.

MEASURING PERFORMANCE

The compliance and monitoring functions of the council contribute to providing residents and businesses with a high degree of assurance in the quality of building construction, protection of the region’s natural resources and maintaining public health and safety.

STORY: Auckland Council receives Building Consent Authority Accreditation

In early October 2011, the council received Building Consent Authority Accreditation from IANZ (International Accreditation New Zealand), empowering it to issue building consents and provide other building-related services consistently across Auckland. Building Control Manager Ian McCormick said that the accreditation is a significant milestone for Auckland Council and a tangible benefit to customers. "With this accreditation, we now have formal approval to operate under a single set of Auckland Council Building Control policies and procedures developed over recent months. This will make doing business with us easier, as well as raising our reputation as a can-do council. Achieving accreditation within a year, as required under the legislation which established Auckland Council, created a real platform to change the way we work, with a focus on improving the customer experience. The results, including improved policies and procedures, took months of hard work by the team and represent both an exciting opportunity that becoming one council has provided and another step towards ensuring every interaction with our customers is positive."

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Building consents, which are required for almost all building work and associated plumbing and drainage, can now be handled consistently across the region, regardless of where the work is being done or which council service centre a customer visits. For example, forms and fees are now standardised regionwide and people can drop off a building consent application to any council service centre. The council is responsible for controlling the standards of buildings to ensure they are safe, contribute to people’s health and well-being and are designed, constructed and able to be used in ways that promote sustainable development. An important job is deciding whether to grant consents to people wanting to construct buildings. A building consent is confirmation that the proposed building, plumbing, drainage and safety requirements comply with the building code. Prior to the establishment of the new Auckland Council on 1 November 2010, the previous councils operated seven individual building consent authorities (BCAS) with seven different sets of rules, policies, procedures, interpretations and bylaws. There were more than 600 staff spread from Franklin in the south to Rodney in the north working with some 240 different building control forms and checklists. Under the Local Government (Tamaki Makaurau Reorganisation) Act 2009, the new Auckland Council was given one year to unify all the different building consent regulations and to obtain Building Consent Authority Accreditation; it was permitted to operate under temporary accreditation until that was achieved. From now on, the council will need to apply to IANZ to renew its accreditation every two years.

REGULATION – BUILDING CONSENTS

Delivering a building consent processing and compliance monitoring service that meets statutory requirements and is responsive to the needs of the community

Measure Indicator 2012 Target 2011

Percentage of building consent 95.2% 100% 93% applications processed within 20 working days

Percentage of customers satisfied with 47% 75% 40% the building consent process overall

The council achieves its Building Achieved Accreditation On track to Consent Authority (BCA) accreditation Achieved achieve by meeting the standards under the accreditation Building Act 2004

Consent applications processing time: There will always be a small percentage of building consents that by the nature of their compexity or because of the issues involved require longer than 20 working days to be processed. The criteria for Building Consent Accreditation uses a benchmark of 95% of consents processed within 20 working days as a measure of statutory compliance.

Customer satisfaction: The following results were recorded in the 2012 Customer Experience Research for Building Control: 1. 48% of customers were satisfied/very satisfied, a significant increase from 40% last year. 2. 25% of customers were dissatisfied/very dissatisfied, a significant decrease from 32% last year. 3. 26% of customers are neutral compared with 27% last year. The mean score was 3.2 out of 5, an increase of 0.2 from 3.0 last year.

Overall, satisfaction has increased and dissatisfaction has decreased in 2011/2012.

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While this is an improvement of the previous year's results, it falls short of our expectations and highlights the challenges faced in changing the building control process from a function focussed on regulatory compliance to a fully customer focussed function whilst still fulfilling our legislative obligations. Customer satisfaction with the overall quality of service delivery was higer than satisfaction with our processes, with 57% of customers either very satisfied or satisfied with the overall quality of service delivery.

REGULATION – RESOURCE CONSENTS

Delivering a resource consent processing and compliance monitoring service that meets statutory requirements and is responsive to the needs of the community

Measure Indicator 2012 Target 2011

Percentage of resource consent 95% 100% 93% applications processed within statutory timeframe: - non-notified 20 days

Percentage of resource consent 84% 100% 65% applications processed within statutory timeframe: - notified 70 days

Percentage of customers satisfied with 51% No target 50% the overall quality of service delivery assigned

Percentage of customers satisfied with 37% 50% 40% the resource consent process overall

Percentage of monitored air, land, 94% 80% 94% coastal and water resource consents approved under a regional plan that achieve category one (full compliance) or category two (minor non-compliance) compliance with consent conditions

Percentage of resource consent applications processed within statutory timeframe - non-notified 20 days: There has been a 2% increase on the previous year's result. Improvements identified in the business plan are designed to improve overall service capability and performance. There is a focus on the implementation of the Unitary Plan, simplifying and standardising processes and consolidating systems.

Percentage of resource consent applications processed within statutory timeframe - notified 70 days: There has been a significant improvement in processing times for notified consents, up from 65% in the previous year. Again, initiatives in the improvement portfolio and the business plan are likely to result in further improvement in processing times. Because of the unique and often complex nature of some of the applications processed in this category, achieving the target result is likely to be more challenging than for non-notified consent applications.

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Customer satisfaction with overall quality of service delivery: Improved result reflects considerable work done to improve processes and timeframes. Nearly 20% of all non-notified consents are now fast-tracked, i.e. processed within 10 working days. Major account holders also given more personalised and streamlined service. Generally, the percentage of those who were very satisfied with service delivery has increased while the percentage who were very dissatisfied has dropped by 7%.

Customer satisfaction with resource consent process overall:

The following results were recorded in the 2012 Customer Experience Research for Resource Consent: 1. 37% of customers were satisfied/very satisfied compared with 40% last year. 2. 33% of customers were dissatisfied/very dissatisfied compared with 36% last year. 3. 29% of customers were neutral compared with 23% last year. The mean score was 3.0 out of 5, the same as last year. Overall, the results for satisfaction and dissatisfaction are similar to those of last year. Faster processing and further improvements to customer service are planned for the coming year.

Compliance with consent conditions: Performance is consistent with last year's result.

REGULATION – ENVIRONMENTAL, FOOD AND LIQUOR REGULATORY SERVICES

Providing effective response services for environmental pollution incidents and noise complaints

Measure Indicator 2012 Target 2011

For all pollution incidents received by 100% 100% 100% the pollution response team; (i) the number and category of incidents and, (ii) the percentage that are responded to within 24 hours (excluding sediment and contaminated land)

Percentage of noise complaints 85% 80% 87% responded to within 30 minutes of first report

Pollution incidents:

During the reporting period there were 2876 incidents (264 more than the previous year) and all were responded to within 24 hours.

Noise complaints:

The range of results indicates that there is a consistent approach and standard across all areas. Noise control services are contracted out and therefore have contractual service level agreements in place to maintain standards. The introduction of new contracts in the 2012/2013 year should see a further improvement in these results.

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Protecting, promoting and monitoring public health in the areas of food premises and sale of liquor licensing

Measure Indicator 2012 Target 2011

Percentage of food premises inspected 90% 100% 97% at least once per annum to assess whether they are compliant with licence conditions

Percentage of all food premises with 56% 100% 66% identified non-compliances re-inspected within one month of the original inspection

Percentage of liquor licences 90% 90% 92% processed within 20 working days

Percentage of liquor licensed premises 100% 100% 88% inspected at renewal per annum to assess whether they are compliant with licence conditions

Percentage of ‘at risk’ premises 100% 100% New measure inspected at least once per annum (‘at risk’ is defined as coming to Police or council attention via intelligence sources)

Percentage of customers satisfied with 80% 85% 83% the food and liquor licensing service overall Food premises inspected at least once per annum: A small number of mobile food license holders were not inspected in the 2011/2012 year. This accounts for the majority of food licenses not inspected during the year. Further work will also be done to ensure this measure in consistenly recorded throughout the region.

Re-inspection of food premises where required: Better programming of inspections has significantly improved this result in the 2011/2012 year. Sites not re- inspected were often due to the non-compliance resulting from administrative issues such as no food hygeine certificates. These non-compliances do not require a follow up inspection. Data could not be obtained on a consistent basis across the region, in some cases the records were paper based or the grade is not stored against the inspection records- process changes and report modification to be implemented by November 2012 will remedy this.

Liquor licence processing: The officers’ focus of ensuring that alcohol-related harm is minimised has been the priority this year. Working collaboratively with police on the problematic premises has meant that 90% of liquor licences were processed within 20 working days this year. The results include all applications that are referred to the Liquor Licensing Authority. These applciation make up the majority of the 10% which were not processed within 35 days. Some of the legacy computer systems have been identified as in need of alteration to streamline processes, and a plan is currently in place to carry out these changes.

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Inspection of liquor licensed premises at renewal: All licensed premises are inspected at renewal.

Percentage of ‘at risk’ premises inspected at least once per annum: Liquor licensing staff visit every premise that is brought to the attention of Council as being 'at risk' of alcohol related harm. In addition to this Council inspectors carry out regular monitoring of at risk areas such as the CBD.

Customer satisfaction with the food and liquor licensing service: The following results were recorded in the 2012 Customer Experience Research for Food and Liquor Licensing: A. Food Licensing 1. 74% of customers were satisfied/very satisfied, a significant decrease from 82% last year. 2. 3% of customers were dissatisfied/very dissatisfied compared with 4% last year. 3. 23% of customers were neutral, a significant increase from 14% last year. The mean score was 4.1 out of 5, a decrease of 0.1 from 4.2 last year.

Overall, the proportion of customers who are satisfied has decreased and the proportion of customers who gave a neutral score has increased in 2011/2012.

B. Liquor Licensing 1. 86% of customers were satisfied/very satisfied, a significant increase from 73% last year. 2. 6% of customers were dissatisfied/very dissatisfied compared with 10% last year. 3. 8% of customers were neutral, a significant decrease from 17% last year. The mean score was 4.3 out of 5, an increase of 0.3 from 4.0 last year.

Overall, the proportion of customers who are satisfied has increased and the proportion of customers who gave neutral scores has decreased in 2011/2012. Further analysis of the survey results will be undertaken to identify areas of the food licensing process which could be improved.

REGULATION – ANIMAL CONTROL

Providing high quality dog and stock control services to the people of the region

Measure Indicator 2012 Target 2011

Percentage of customers satisfied with 63% 80% 66% the animal control service Percentage of known dogs registered 99% 98% New measure annually

Satisfaction with the animal control service:

The following results were recorded in the 2012 Customer Experience Research for Animal Control: 1. 63% of customers were satisfied/very satisfied compared with 66% last year. 2. 20% of customers were dissatisfied/very dissatisfied compared with 15% last year. 3. 17% of customers were neutral compared with 19% last year. The mean score was 3.7 out of 5, a decrease of 0.2 from 3.9 last year. Overall, satisfaction and dissatisfaction is similar to last year.

Further analysis of the survey results will be undertaken to identify areas for improvements. We are currently working to implement consistent animal management policies and procedures throughout the region. This will reduce any confusion for customers and will ensure we are providing a consistently high level of service to

Auckland Council Report 1 July 2011 to 30 June 2012 141 Part II: Activities and services Planning and Regulation

everybody in the region.

Dogs registered:

The target was achieved because of a strong focus by animal management officers on pro-active registration checks. An increase in data integrity checks put in place by the dog registration project has also contributed to achieving this result.

Responding to dog and stock related complaints in a timely manner to ensure animal welfare and public safety is maintained

Measure Indicator 2012 Target 2011

Percentage of urgent animal control 99% 90% 99% complaints responded to within one hour

Some animal control services are contracted out and therefore have contractual service level agreements in place to maintain standards. Where services are provided by internal staff significant emphasis is placed on responding to urgent complaints.

REGULATION – MARINE SAFETY

Maintaining navigational safety, delivering effective marine oil and spill response, and efficiently managing the region’s moorings

Measure Indicator 2012 Target 2011

Percentage of significant risks 100% 100% 100% assessed and successfully mitigated (no incidents) in accordance with the Port and Harbour Safety Code

Percentage of oil spills that are 100% 100% New measure responded to effectively and on time

There were no significant marine safety incidents. All oil spills were promptly attended to and responses were effectively managed in all cases.

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Achievements and projects 1 June 2011 to 30 June 2012

• Licensing and Compliance - RWC2011 Compliance and Enforcement project made a significant contribution to the success of the tournament in Auckland

• Licensing and Compliance - 99.4% of known dogs were registered by the end of the 2011/2012 year. This was a due to significant pro-active work by officers and improved data integrity resulting from the dog registration project

• Licensing and Compliance - Business programme on track to deliver dog registration, health renewals and the new contracts for noise and animal management

• Building Control - Gained Building Consent Accreditation registration within 12 months of the formation of Auckland Council. This was a significant achievement meeting the accreditation standards in a much shorter timeframe than earlier accreditation processes, especially given the logistics of consolidating the legacy accreditation systems.

Capital projects completed or with significant progress

Licensing and Compliance - Construction is progressing to plan. Main kennel block and exercise yards at West under construction with roofing due in the next few days. Yard floors and walls installed. Concrete foundations for ground beams and drainage being poured at Northern Animal Shelter. South site establishment completed and preparing foundations and drainage.

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Financial information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Planning and policy 96,349 104,089 56,013 1 Regulation 257,295 225,038 139,822 2 Total operating expenditure 353,644 329,127 195,835

Operating funding sources: Activity user charges and fees 117,168 122,568 78,162 3 Operating Grants and subsidies 15 62 2 Development and financial contributions 8 17 0 Rates 204,938 203,986 115,134 Other revenue (92) 4,758 1,376 4 Total 322,037 331,391 194,674

Operating funding surplus / (deficit) (31,607) 2,264 (1,161)

Capital expenditure Planning and policy 47,595 112,796 19,230 5 Regulation 1,186 3,390 30,917 6 Total capital expenditure 48,781 116,186 50,147

Funded by: Depreciation and operating funding surplus (65,998) 1,687 31,283 New borrowing to fund council's capex 97,082 88,134 18,864 New borrowing to fund CCOs’ capex 17,697 75,829 0 Total capital expenditure funding 48,781 165,650 50,147

Expenditure and revenue variances to budget

Operating expenditure and revenue Note 1 The Planning and policy budget was under spent by $7.7 million. Consultancy costs were $6.2 million less than budgeted due to the re-prioritising of projects. Depreciation and interest costs were below the budget forecast, since planned capital projects in this financial year, as well as in the last one, did not proceed as quickly as had been originally planned.

Note 2 The Regulation activity budget was overspent by $32 million, of which $23 million was an overspend in depreciation and amortisation. This was a result of projects capitalised outside the budget. The remaining $9 million was due to the corporate overhead allocation where the budget was 9.3% lower than actuals across all activities.

Note 3 Revenue from Activity user charges and fees was $3.7 million below the budget forecast due to corporate revenues being overstated. The remaining shortfall of $1.7 million was due to revenue from charges for building consents being lower than expected.

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Note 4 Below budget by $4.7 million. The budget was assigned for Interest income ($2.9 million) and private plan changes ($1.8 million) which were not met.

Capital expenditure Note 5 The Lorne street project was underspent by $3 million as there were delays while issues with watermains were addressed. The completion date is now expected in October 2012.

The Fort Street upgrade experienced a $4 million underspend. This arose as confirmation of the final design for stage 3 took longer than expected. The design has now been agreed and physical works will commence during the 2012/2013 financial year, with budgets totalling $13.3 million in the LTP to complete the upgrade over the next three financial years.

The $2 million Mangere Gateway project was placed on hold until further information was received, with approval to proceed being obtained in April 2012. Construction is now budgeted to begin in February 2013.

The Regeneration Project - New Lynn was $4 million underspent due to a delay in the project. The unspent budget has been carried forward and ongoing capital budgets for the completion of regeneration have been included in the LTP which will be under taken over the next four financial years.

Includes recovery of project costs of $3 million incurred in the previous financial year for the Civic carpark roof replacement which were on-charged to Auckland Transport during the year.

A budget of $10.3 million for the Wynyard Quarter public works which is facilitated by the Waterfront Development Agency was unspent at 30 June 2012. The development is continuing with significant budgets allocated for it in the LTP.

Auckland Transport’s budgets included $59 million for transformation projects, principally for the Westgate town centre bus interchange and the NorSGA transport project. However, expenditure during the year amounted only to $15 million since projects did not proceed as quickly as originally planned; budgets for them have continued to be allocated in the LTP.

Note 6 An underspend of $1.4 million for the upgrade of the animal control shelters: the timeline for this project was amended due to a delayed tender process and poor summer weather which disrupted the build process. The project is now scheduled to be completed in December 2012.

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ENVIRONMENTAL MANAGEMENT

OVERVIEW 147

THE ACTIVITIES Air Quality Management 149

Biosecurity 152

Environmental Strategy and Programmes 155 Freshwater Management 158

Coastal Management 161

Land Management 164 Heritage Protection 167

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 171

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ENVIRONMENTAL MANAGEMENT

OVERVIEW Through its Environmental Management activities, Auckland Council aims to protect and enhance Auckland’s harbours, coasts, beaches, and islands. The council does this by seeking to minimise the effects of development and pollution on the region’s air, land and water resources. Auckland Council also contributes to protecting Auckland’s geological features and landscapes, historic buildings and cultural heritage. Auckland Council’s commitment to sustainability means that the council develops and implements strategies to make the natural environment more sustainable and applies a sustainable approach to all of its internal operations.

The activities

Under the Environmental management group of activities, the council carries out the following activities: • air quality management • biosecurity • environmental strategy and programmes • freshwater management • coastal management • land management • heritage protection.

These activities are grouped under Environmental Management as they have the common objective of protecting and enhancing Auckland’s natural environment. The services described in each activity can contribute to multiple environmental management activity areas but have been reported in one area only for simplicity.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment Air quality management Biosecurity Environmental strategy and programmes Freshwater management Coastal management Land management Heritage protection

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

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Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result Air quality 5 management

Biosecurity 3

Environmental strategy and 4 1 programmes

Freshwater 3 1 2 management

Coastal 3 1 1 management

Land 1 2 management

Heritage 7 1 1 protection

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Air quality management

OVERVIEW

Auckland Council carries out the Air Quality Management activity to monitor and improve the quality of air in Auckland. The council is responsible for managing discharges of contaminants into the air and ensuring the air is clean and healthy to breathe. This includes monitoring the quality of the region’s air across a range of indicators to measure trends and identify major pollutant sources. This provides the framework for developing and implementing effective policy and management options both for improving the region’s air quality and for meeting the Air Quality National Environmental Standards. Under the Resource Management Act 1991 (RMA), the council is responsible for processing and compliance monitoring of air discharge consents. The council delivers an efficient, high-quality consent processing and compliance monitoring service that meets statutory requirements.

The sub-activities provided under this activity

Air quality monitoring and management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• the quality of Auckland’s air is maintained or improved over time.

STORY: Residents’ views about Auckland’s air quality

Auckland's natural environment is unique: our harbours, volcanoes, ranges, bush, lakes and streams are an essential part of our identity, our economy and the way we live, as well as being home to a rich diversity of plants and animals, many of which are found nowhere else in the world. The region's growth can put pressure on this natural environment and Auckland Council must ensure that Auckland's environment remains healthy, resilient and protected for future generations.

The council is responsible for managing and controlling discharges of contaminants to the air and ensuring that the region's outdoor air is clean and healthy to breathe. Although Auckland's air is clean in comparison with some international cities, emissions from transport, home heating and other sources often lead to standards and guidelines being exceeded. Air pollution is thought to be responsible for approximately 291 premature deaths in adults over the age of 30 in Auckland a year and costs the region $1.07 billion per year. Air pollution has the greatest effect on the young and the elderly, people with heart disease, respiratory disease, asthma and bronchitis

A People’s Panel survey (see pages 518 to 524 of Part IV for information about the council’s People’s Panel surveys) was conducted to capture views on Auckland's air quality and how it may be affected by industry and vehicle emissions as well as by other activities. Conducted in June 2012, a total of 3,123 completed surveys were received. The results will be used to support decisions made for the Unitary Plan (the policies and rules which guide Auckland's resource management) and other plans the council is developing.

Whilst 73% of respondents said that general air quality in their neighbourhood was good/very good, when asked how concerned they are about environmental issues, 76% said they were concerned about air pollution from industry and the same percentage said they were concerned about air pollution from traffic. These two air pollution issues were rated fifth and sixth most seriously in a list of 13 environmental issues. (Environmental issues most highly rated included water pollution, loss of streams and wetlands, bush and forests, loss of native animals and plants, and waste/rubbish disposal.) Lower down the list of environmental issues were concerns about air pollution from rubbish, fires or agricultural activities (51%) and air pollution from domestic heating fires (39%).

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When asked if they are satisfied with the council’s attempts to prevent or limit air pollution caused by smoke, odours and dust in their neighbourhood, 41% replied they were satisfied/very satisfied, while 10% were dissatisfied/very dissatisfied. Satisfaction with the council’s efforts was similar across people of different ethnicities and genders, and was largely similar by area. Those living in East Auckland were slightly more satisfied (47%) while those living in the Hauraki Gulf and central Auckland were less satisfied (34% and 39% respectively).

Around one quarter of respondents felt the council could do more to educate and inform Aucklanders about the issues, what they can do to reduce pollution, and what initiatives are in place. Some called for the reinstatement of the “0800 Smokey” hotline that was run a few years ago. Equally, respondents felt that vehicular traffic was a major cause of air pollution and that the council could do more to reduce vehicle emissions by reducing traffic volumes, allowing it to move more freely, improving public transport and monitoring emissions.

MEASURING PERFORMANCE

Implementing air quality policy that seeks to maintain or improve air quality across the region

Measure Indicator 2012 Target 2011

Appropriate emissions reduction Achieved - Air To be No result policies (reduction policy is realistic, quality policies achieved achievable and within the council brief) have been are reflected in key regional planning included in key regional documents such as the Regional Land planning Transport Strategy (RLTS), Auckland documents. Regional Policy Statement (ARPS) and Auckland Regional Growth Strategy (ARGS)

Meet regional air quality targets as per Target met at No sites to Target met at 2002 Ambient Air Quality Guidelines, all 13 exceed the all 14 particularly with regard to Auckland monitoring targets monitoring residential areas. Targets are: sites annually sites measuring measuring - 20 micrograms per cubic metre for PM10 PM10 PM10 annual average; (Beachland site started monitoring

from May 2011, and results from this site are not included)

Target met at all 9 No sites to Target met at - 100 micrograms per cubic metre for exceed the 24-hour average for NO2. monitoring all 10 sites targets monitoring measuring annually sites NO2 (Waiheke measuring Island site was NO2 stopped for 2011)

Realistic and achievable emissions reduction policies are reflected in key regional planning documents such as

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the Regional Land Transport Strategy (RLTS), the Auckland Regional Policy Statement (which will be wrapped into the forthcoming Unitary Plan – the draft of which is scheduled to become available for public consultation in early 2013), and in chapter seven of the new Auckland Plan.

Air pollution levels for PM10 and NO2 have reduced over the years at most sites due to improving government standards for vehicle emissions and fuels, improved industry controls, and uptake of cleaner forms of domestic heating (although some air monitoring sites are measuring gradually increasing levels of NO2). Air quality policies to reduce air pollution emissions, including regulating the use of domestic fires in urban areas, are documented in the council's key regional planning documents such as the RLTS, ARPS, ARGS, and ARP:ALW (Auckland Regional Plan: Air, Land and Water). Initiatives under development include a strategy to further reduce emissions from domestic heating and better land-use planning that will reduce exposure to air pollution.

Monitoring and reporting on the quality and health of the region’s air to evaluate the effectiveness of air quality policies and initiatives

Measure Indicator 2012 Target 2011

Percentage of valid data collected 81% 75% 87% (quality assurance of monitoring data) over a year for all pollutants measured at Auckland Council air quality monitoring sites, as per Ministry for the Environment “Good Practice” guidelines Percentage compliance with statutory 100% 100% 100% timeframes for reporting exceedences of National Environmental Standards for air quality (timeframe = in the month following the month of exceedence)

Strict guidelines have been passed to the data collection contractors and they have put procedures in place to ensure that the target is met.

No air quality exceedences were reported between 1 April 2011 and 31 March 2012.

Achievements and projects 1 July 2011 to 30 June 2012

• technical reports to support the Unitary Plan including:

o cost benefit analysis of options to reduce emissions from domestic home heating o analysis of the use of separation distances for industry o analysis of the use of separation distances for sensitive activities from major transport routes • technical input into the Auckland Plan and Unitary Plan • technical input into the area spatial plans • commenced updating educational material on air quality • undertook People’s Panel survey to understand people’s attitude to air quality and what activities they considered appropriate for certain zones

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BIOSECURITY

OVERVIEW Auckland Council carries out the Biosecurity activity to identify and control pest plants, animals and pathogens that pose a direct threat to the region’s natural environment, economy and human health. Threats to native flora and fauna include stoats, rats, possums, feral pigs, deer and goats, Argentine ants, a wide range of introduced pest plant species, and pathogens including Phytophthora taxon Agathis which causes kauri dieback. The council provides pest animal, plant and pathogen management programmes and responds to biosecurity emergencies. It undertakes surveillance, control and eradication of low-incidence high-risk pest plants and carries out animal pest control within prioritised areas of high conservation value. The council also undertakes community engagement programmes, and provides funding to support landowners and community landcare groups to undertake pest control programmes.

The sub-activities provided under this activity

Biosecurity management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• environmental and economic risks from pest plants, animals and pathogens are minimised • Auckland’s ecological and economic well-being is ensured through protection of native habitats and elimination of threats to primary production.

STORY: Tackling kauri dieback

Following the identification in 2008 of kauri dieback, the deadly fungus-like disease caused by Phytophthora taxon Agathis (or PTA), the council is taking further steps to protect kauri in the Auckland region by proposing track closures in the Waitakere Ranges Regional Park.

In March the council’s Parks, Recreation and Heritage Forum recommended the closure of 27 kilometres of track in the ranges, in areas where tracks run through kauri stands that appear to be unaffected by kauri dieback. "This is a precautionary approach," said Cr Sandra Coney, Chair of the Parks, Recreation and Heritage Forum. "It is an attempt to control the spread of this disease that is devastating the giants of our forests and threatening the entire future of kauri, while still allowing people’s enjoyment of the ranges and its tracks. We are also keeping a close eye on the Hunua Ranges Regional Park where we are investigating steps to take a similar approach in the near future," she said.

Protection zones in the Cascade Kauri, Anawhata, Waiatarua, Piha, Karekare, Huia and Parau areas have been identified. If approved by the council, sections of track within these zones would be closed and reviewed in 12 months to assess the effectiveness of this management approach.

"There are many unknowns with this disease," said Cr Coney. "While our researchers and scientists work to understand more about how it is spread and whether a vaccine or cure can be found, we have an obligation to look after vulnerable areas.”

In the Hunua Ranges and throughout a wider buffer zone, a survey of kauri trees was undertaken, fortunately with no evidence of kauri dieback found. But three disease zones were confirmed during an aerial survey of Great Barrier Island. Over 300 phytosanitary (plant health) stations and kits were maintained throughout the region, in regional and local parks, in council vehicles and with contractors and concessionaires. Presentations

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were made to over 110 stakeholder groups. Research was undertaken including on suitable control tools, on soil and tree disease detection, on phytosanitary effectiveness, animal vectors, soil properties and remediation, on community compliance and on programme effectiveness.

The council is part of a joint agency programme to keep kauri standing which includes Iwi, DOC, regional councils and MAF Biosecurity NZ. Kauri dieback is specific to New Zealand kauri and can kill trees of all ages.

STORY: World’s first Argentine ant sniffer dog part of council team

The council has a powerful new tool in the fight against one of our worst insect pests with the world’s first certified Argentine ant sniffer dog joining the team. Rhys Jones, a Welsh Springer Spaniel, was certified earlier this year with his handler Brian Shields, a Hauraki Gulf biosecurity contractor with the Auckland Council.

Argentine ants threaten native insects, skinks and birds, either attacking them directly or competing for food. They can also take over native plant root systems. They are present on the Auckland mainland and some Hauraki Gulf islands.

Rhys will be trained to find low numbers of ants when it is difficult for humans to spot them and seeks out ant trails, rather than nests. Rhys will be on a lead with Brian and together they will cover ground systematically in grids, seeking out ant trails. The spot is then marked for someone to follow up.

“Rhys works on reward. If he sits up for a treat, I know he’s found something,” says Brian. Rhys is trained on simulations set up with frozen vials of Argentine ant pheromone and learns behaviour, scent and avoidance. He also has kiwi aversion training.

MEASURING PERFORMANCE

Reducing the impact of pest animals, plants and pathogens on the region’s natural environment

Measure Indicator 2012 Target 2011

Possum population index1 in the 2% <3% 1.4% Waitakere Ranges

Possum population index1 in the 4.4% <5% 4.4% Hunua Ranges

Hectares under community pest 72,300 ha 60,000 ha 70,200 ha control

Possum monitoring was carried out throughout the Waitakere Ranges. Controls were implemented in three areas - Anawhata, Piha, Karekare. Further monitoring will be undertaken during July-August 2012 and controls will be undertaken where necessary.

Possum monitoring was also carried out throughout the Hunua Ranges. Here controls were implemented in 2 eastern zones. Further monitoring will be undertaken during July-August 2012 and controls will be undertaken where necessary.

There has been an increase in the level of "self help" landowner pest management activity for biodiversity and primary protection, supported by the council, and several new “self help” groups have been formed.

Note

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1. Possum residual trap catch index – reflects the number of possums caught as a percentage of total number of traps set over a 3-night period following possum control activity. This forms the basis of possum control contract terms, and if the target is not achieved then control methods must be repeated until the target is achieved.

Achievements and projects 1 July 2011 to 30 June 2012

• pest animal programmes: extensive and very successful programmes were completed regionally, and particularly in regional parks where possums, pigs and goats were controlled to very low levels • Hauraki Gulf programmes: four pest incursions were eradicated on Hauraki Gulf islands. The “Treasure Islands” Hauraki Gulf pest programme was enhanced, with pest control measures installed at mainland and island wharves, marinas, freight depots etc. The world’s first Argentine ant detector dog programme was established (see story, above) • biosecurity staff gave considerable assistance to national pest incursion programmes, including the Queensland fruit fly and kiwifruit Psa disease outbreaks • pest plant programmes: all 952 Total Control Pest Plant sites were managed. Biological control agents were released for woolly nightshade and tradescantia. A moth plant campaign was implemented on over 300 properties on .

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ENVIRONMENTAL STRATEGY AND PROGRAMMES

OVERVIEW

Auckland Council carries out the Environmental Strategy and Programmes activity to manage the effects of growth and development on the natural environment. Auckland Council provides leadership to ensure Auckland’s environment is appropriately maintained and preserved. The council develops environmental strategies based on findings and recommendations from its state of the environment report that summarises the pressures on the region’s environment that the council needs to address. The council also assesses the effectiveness of existing policies and identifies emerging issues. The council cannot meet its statutory obligations, nor community aspirations, related to the environment and sustainable development by working alone. Its environmental programmes integrate multi-disciplinary approaches to address environmental and sustainability issues and connect people with their local environment. Programmes work with the community and other stakeholders and build on existing initiatives, energy and capacity to deliver outcomes. The council builds community commitment to take action for a sustainable future providing contestable grants, training and advisory services to the general public, landowners, householders, businesses, community groups and schools. The council partners with the community and other agencies in initiatives such as the Hauraki Gulf Forum, Project Twin Streams, Mahurangi Action Plan and Wai Care. Education programmes enable people to contribute positively to the environment through education for sustainability (eg, Enviroschools and Learning Through Experience, Sustainable Living programmes) and direct action (eg, the Green Network, Seaweek and Conservation Week activities).

The sub-activities provided under this activity

Environmental strategy and programmes provides the following regional and local sub-activities:

Sub-activity Services Environmental strategy and policy Development of a regional approach to environmental issues such as the effects of (regional) growth on the natural environment, climate change and energy management Local environmental programmes Wetland restoration and beautification of waterways in local parks in the local board areas Regional environmental Regional natural and cultural heritage and conservation programmes and projects, such programmes as Wai Care, Enviroschools, and Hauraki Gulf Forum.

Benefits

• communities contribute significantly to the achievement of shared environmental goals • Auckland’s natural environment, including its significant heritage features, is sustainably managed for current and future generations • Auckland’s ecological well-being is protected and enhanced.

STORY: Retrofit Your Home Programme

The Retrofit Your Home is gaining national recognition as a leading edge household sustainability programme. Underpinned by the basic need for appropriate housing, the programme provides homeowners with a financial assistance mechanism (a targeted rates scheme) so they can improve the liveability and performance of their home through the installation of clean heating and insulation. The programme has been tailored to fill an important funding gap in the current market place, enabling homeowners to access government subsidies without placing them under financial duress to fund the balance of any costs for installing insulation and clean

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heating technology. Programme benefits include warmer, healthier homes, improved air quality, enhanced energy efficiency and infrastructure resilience.

The Retrofit Your Home programme has evolved from a Council legacy pilot, to a fully operational regionally available programme. Over the past year, homeowners committed $8 million to retrofitting 3,500 homes through the financial assistance mechanism.

STORY: Environment & Heritage Grants

Over 250 applications for funding were received across the council’s 12 Environmental and Heritage funding schemes. 162 applications were supported with grants totalling over $650,000. Projects supported through environmental grants include a riparian protection project by Otakanini Topu at South Head, a rodent control programme within the Glenfern Sanctuary on Great Barrier Island and the Woodlands Park school restoration project in Titirangi. Projects supported by heritage grants include restoration of the Alfred Kidd House in Epsom, production of a conservation and management plan for the Howden Property in Franklin and repairs to the historic McCahon Cottage in Titirangi.

MEASURING PERFORMANCE

Working with young people, schools and targeted communities providing funding, support and experiential environmental education opportunities so they can be actively involved in Auckland’s sustainable future

Measure Indicator 2012 Target 2011

Number of students participating in 26,089 23,000 17,378 for 8- the Learning Through Experience month period programme

Percentage participant satisfaction 100% 95% 99% with Learning Through Experience education

Number of schools and students 152 schools / 140 schools 139 schools/ registered for Enviroschools 82,635 79,742 programme students students

Number of groups involved in water 113 130 113 quality monitoring (Wai Care)

Percentage participant satisfaction 96% 85% No result with training programmes provided overall for groups involved in environmental action by the council

The methodology for collecting data for the number of students participating in the Learning Through Experience (LTE) programme has been modified. The 2011/2012 total does not include numbers of students in self guided activities, which totalled 3456. In previous years we have included these in the total numbers. Whilst some self guided activities have assistance from staff, others do not, and therefore it was decided to separate out the groups to better reflect actual participants in the guided LTE programme.

The LTE satisfaction result maintains the high level over the programme’s 16-year existence.

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The figure for the number of registered students does not include the numbers of children at the 19 participaing kindergartens as these are unknown.

The number of groups involved in water quality monitoring has remained constant with the same number (113) involved as last year. It has not been possible to achieve the target of 130 mainly due to programme consolidation in the new council.

Environmental action training programmes: the council has not provided training directly, but provided funds for community-run programmes. 13 workshops (attended by 116 people) were provided through these programmes during the year.

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FRESHWATER MANAGEMENT

OVERVIEW

Auckland Council carries out the Freshwater Management activity to manage the effects of growth and development on the natural environment. This involves balancing the need for environmental protection with the community’s social, economic and cultural needs, and its aspirations for Auckland’s freshwater resources and animal and plant life. The council has responsibility for controlling land use in order to maintain and enhance the quality of water and ecosystems in freshwater lakes, streams and coastal waters. To do this the council monitors water quality and ecology to measure the effects of land development on these natural resources. The council processes and monitors resource consents for water takes, dams, diversions and discharges to ensure that the effects of such activities are appropriately managed and statutory requirements are met. Developing policy to achieve the integrated and sustainable management of natural and physical resources and contributing and responding to the government’s sustainable water programme of action are part of this activity. The council works with the community to care for local streams through planting, fencing and clean up projects and advises and supports rural communities and landowners to enhance land management practices that impact on freshwater resources.

The sub-activities provided under this activity

Freshwater monitoring and management is the regional sub-activity. There are no local board sub-activities under this activity. However, local views are sought during strategy and planning development.

Benefits

• Intregated strategy and policy is developed for water infrastructure which, in addition to achieving cost- effciencies seeks co-benefits for communities and environmental mangement • Auckland’s natural freshwater environment is sustainably managed for current and future generations • Auckland’s freshwater environment contribute to community ecological and economic well-being through habitat and biodiversity protection • Communities are supported in their stewardship of local environments. • Auckland Council’s responsibilities under section 35 of the RMA are met.

MEASURING PERFORMANCE

Protecting Auckland’s high quality freshwater resources to maintain their valued ecosystems, biodiversity, amenity and water quality from inappropriate subdivision, use and development

Measure Indicator 2012 Target 2011

Length of streams in natural stream 0 metres ≤ 400m Not measured management areas adversely affected by stream work consents

Proportion of streams in natural - Not measured Establish No result stream management areas protected baseline from stock access (principally measured through regional parks fencing and planting data)

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Length of streams in natural stream - Not measured ≤ 115 kms Not measured management areas affected by artificial barriers to fish passage

Length of streams in natural stream management areas adversely affected by stream work consents: this measure provides an assessment of the extent of in-stream activities permitted in natural stream management areas. The measure provides an indication of the efficacy of the council’s natural stream management areas policy as a protective mechanism for outstanding and high value rivers and streams. For 2011/2012, there was no loss of streams within the council’s management areas.

Proportion of streams in natural stream management areas protected from stock access (principally measured through regional parks fencing and planting data): the new asset management system is not in place yet and therefore this measure could not be reported. The majority of fencing undertaken last year was mainly in riparian areas for conservation reasons. Work undertaken includes: • approximately 6 kilometres of new fences at Atiu Creek Regional Park to protect wetlands and conservation areas • new fence at Tapapakanga Regional Park to protect the stream on the recently purchased Blundell farm • new fences at Waitawa Regional Park to protect wetlands and prepare conservation areas for planting • fences at Te Rau Puriri Regional Park to protect conservation areas.

Length of streams in natural stream management areas affected by artificial barriers to fish passage: a high proportion of New Zealand’s indigenous fish fauna are diadromous, requiring access between riverine habitat and marine or lake environments. In-stream structures such as culverts, fords, dams or weirs can prevent fish migration. The Hunua Ranges, Waharau and Waitakere Regional Parks contain areas of outstanding freshwater habitat. This measure provides an assessment of the extent of high quality native fish stream habitats affected by in-stream structures and provides an indication of the efficacy of the council’s freshwater management on the land it manages and demonstrates that the council is leading by example in resolving fish barrier issues in regional parks.

Contributing to the enhancement of targeted degraded freshwater resources to realise their potential ecological, amenity and recreational use

Measure Indicator 2012 Target 2011

Proportion of samples from council 18% for ≤ 12.5% 12.5% monitored streams within catchments Mahurangi receiving substantial support for river, July riparian fencing that exceed the red 2011-May alert level for stock watering 2012

18% of water quality samples obtained from two monitoring sites at the Mahurangi river for the period July 2011 to May 2012 exceed the red alert level for stock watering.

The ‘red alert level for stock watering’ is a reference to the 1992 ANZECC guidelines (Australian and New Zealand Environment and Conservation Council guidelines for fresh and marine water quality). Faecal bacteria levels are recorded from two locations within the Mahurangi catchment; Mahurangi at Forest Headquaters and Mahurangi at Water Treatment Station. The red alert level is set at 1000 E. coli/100 ml.

Although other streams are monitored by the council, the Mahurangi, near Warkworth, is currently the only rural catchment in Auckland that is receiving ‘substantial support for riparian fencing’, and therefore we only present results for this particular river. A similar programme in the Hoteo catchment is in the early stage of implementation.

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Providing for the sustainable management of the region’s freshwater resources

Measure Indicator 2012 Target 2011

Number of high-use aquifers where Data for No over- No over- allocations exceed the amount of 2011/2012 allocations allocations water available based on allocations currently for 17 high-use aquifers in the region unavailable (see below)

Number of high-use aquifers where Data for No cases of No cases of actual use exceeds the amount 2011/2012 overuse overuse allocated, based on actual use of 17 currently high-use aquifers in the region unavailable (see below)

Number of high-use aquifers where allocations exceed the amount of water available based on allocations for 17 high-use aquifers in the region:

Number of high-use aquifers where actual use exceeds the amount allocated, based on actual use of 17 high- use aquifers in the region: both of these performance measures assess the effectiveness of the sustainable management of our regional water resources. The aim of monitoring is to ensure that total water allocations are below total availability for each aquifer and that use does not exceed those allocations. As of early September 2012, the most recent period for which data is available is 2010/2011. This is because of the timing of the annual water usage reporting cycle (1 June - 31 May) for which the due date is 15 June. This is followed by a compliance follow up and quality assurance process. Final data becomes available in September of each year, and by the end of September 2012, results will be available for the period 1 June 2011 - 31 May 2012.

Achievements and projects 1 July 2011 to 30 June 2012

• Air, Land, Water and Coastal strategy development as overarching framework • development of water infrastructure strategy commenced.

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COASTAL MANAGEMENT

OVERVIEW

Auckland Council carries out the Coastal Management activity to sustainably manage the use, development, and protection of the coastal environment, including the quality of coastal waters and marine ecosystems. The community places a high value on Auckland’s extensive coastal environment for the many opportunities it offers. These opportunities include social, economic and cultural uses and values (such as boating, swimming, fishing, beaches, landscapes, and commercial shipping), as well as intrinsic environmental values (such as the natural values of marine ecology). The quality of the coast is a major reason why people want to live and work in Auckland.

The sub-activities provided under this activity

Marine and Coastal Management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• Auckland’s natural environment, including its significant heritage features, is sustainably managed for current and future generations • Aucklanders have access to beaches and coastal areas for recreation and other activities • public health is protected by providing information to the community on beach water quality • the quality of coastal waters and marine ecosystems is maintained.

MEASURING PERFORMANCE

Contributing to the sustainable management of coastal environments and enhancing areas that are degraded to protect the natural character of the coast and quality of the water and marine ecosystems

Measure Indicator 2012 Target 2011

Public perception of the balance 73% 70% 66% overall between the built elements and natural environment on the coastline1

Complete changes to Regional Plan: Regional To be Regional Coastal as set out in this activity for Plan: Coastal achieved Plan: Coastal delivery between 2009-2019 substantially amended in reviewed and accordance incorporated with Policy 29 into the of the NZ proposed Coastal Policy Unitary Plan Statement 2010 by removing references to Restrict Coastal Activities

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Total number of Integrated 27 completed 28 18 Catchment Management Plans plus 9 others completed within the region (51 by 90% complete 2020)

Note 1 Percentage reflects a total of those who feel there is a balance currently between the built and natural environments, and those who feel the coastline could be built up more.

Public perception: target achieved, with respondents considering that an overall balance of sustainable development is being achieved.

The following results were recorded in the 2012 Auckland Residents’ Survey:

1. 18% of residents thought that the coast could be built up more, provided all developments were in keeping with the natural environment. This is an increase from 15% last year. 2. 55% of residents thought that there is at present a good balance between built elements and the natural environment on the coastline. This is an increase from 51% last year. 3. 15% thought that there are too many built elements such as sea walls, boat sheds, culverts and houses. This compares with 16% last year. 4. 12% of residents said ‘don’t know’. This is a significant decrease from 18% last year.

Overall, the proportion of residents who think that there is a good balance, and the proportion of residents who believe that there is an opportunity to build up the coast more, both increased in 2011/2012.

Regional Plan: Coastal: this measure comes from the former ARC’s long-term plan which included a schedule of anticipated coastal plan changes along an approximate timeline. This has since been superseded by the formation of the Auckland Council, the consequent development of the Unitary Plan, and the decision in December 2011 to include a revised coastal plan in it.

Integrated Catchment Management Plans (CMPs): the target number of CMPs scheduled in the legacy councils’ work programmes for 2011-2012 has been completed. Significant progress was also made on the shortfall from last year which has raised the running total to 27 completed against the target of 28. In addition there are a further 9 CMPs that have been 90% completed. The new measure in the LTP requires that 50% of environmentally significant catchments have CMPs in place by 2022. The CMPs to be undertaken in 2012-2013 will focus on those from the legacy programmes in environmentally significant catchments and a programme of work to ensure that the LTP targets are met will be in place as from July 2013.

Ensuring the community has appropriate access to beaches and coastal areas for safe recreation and other activities

Measure Indicator 2012 Target 2011

Proportion of time that monitored 98.3% 95% 91% bathing beaches are suitable for swimming and contact recreation (November to April bathing season)

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Length of coastline in public - No result Establish No result ownership and the number of formal reported baseline reported access points to the coastline across private land (measured every five years – based on data from Hauraki Gulf State of Environment report)

The result of 98.3% is derived from the following information:

Mid - November to Mid - March = 120 Days Number of beaches and lagoons monitored = 64 (one more than in the Long-term Plan) Total number of monitoring days = (120 x 64) = 7,680 Number of days beaches were in red (unsafe) mode = 130 Number of days beaches were safe = (7680 – 130) = 7,550 Proportion of time that monitored bathing beaches are suitable for swimming = (7,550/7680)*100 = 98.3%

The council’s Research Monitoring and Investigations Unit, RIMU, states that currently there is no practical method to measure the length of coastline in public ownership and the number of formal access points to it across private land. Consequently, a re-evaluation of the coastal management performance indicator has been done. The level of service statement has been revised for the LTP to: “Provide safe access to beaches and coastal areas for recreation”, with the single performance measure: “Proportion of time bathing beaches are suitable for swimming and contact recreation.”

Achievements and projects 1 July 2011 to 30 June 2012

• Monitoring of bathing beaches: the recreational beach water quality programme – Safe Swim – was reviewed, with the result that the number of beaches – including lagoons - monitored rose from 54 to 64 with no increase in budget.

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LAND MANAGEMENT

OVERVIEW

Auckland Council carries out the Land Management activity to maintain and enhance the quality of water and ecosystems, and to ensure human activities are carried out in a sustainable manner. This includes monitoring water quality and ecology to measure the impact of land development on these natural resources and developing policy to achieve the integrated and sustainable management of natural and physical resources. The council carries out investigation, management and monitoring of council-owned closed landfills and contaminated sites, to protect public health and the environment. Under the Resource Management Act (RMA), the council is now responsible for managing and consenting land use and environmental discharge activities.

The sub-activities provided under this activity

Land Monitoring and Management is the regional sub-activity. There are no local board services provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• the potential of land and water is sustained for future generations • the life supporting capacity of water, soil and their associated ecosystems is safeguarded • adverse effects on the environment are avoided, remedied or mitigated • the quality of Auckland’s environment is maintained • risks to public health and safety are reduced • environmental risks from pollutants are minimised • rehabilitated sites can become available for open space uses.

STORY: Transformation of an urban park

After two-and-a-half years of works, during which time much of the park was closed to the public, Newmarket Park, a 6 hectare reserve nestled between the suburbs of Newmarket, Parnell and Remuera, with sweeping views across Hobson Bay, reopened officially with a public family open day on Sunday 15 July.

The works included stabilising a 350 metre slope to stop subsidence, removing material remaining from when the site was a landfill, improving the drainage systems and planting 10,000 native trees.

Waitemata Local Board Chair Shale Chambers said that welcoming children and families back into the space is a powerful testament to the success of the project. "A number of risks and dangers have been fixed to make the park fit for public use. Additional restoration work also gives people an attractive environmental haven to enjoy. As growth in our region puts more and more pressure on available recreational space, this is a fantastic result for all Aucklanders."

Auckland Council environmental services manager Janis McArdle says that from the 200-plus sites listed on the council’s closed landfills asset management plan, Newmarket Park was the highest priority to address. "This was not the first closed landfill we've tackled, with Phyllis Street Reserve in Mt Albert, Seddon Fields in Pt Chevalier and Seaside Park in Otahuhu completed in the past decade. "However, Newmarket Park is our largest and most complex project to date, and I am immensely pleased by the work that has been done to bring this park to the standard we see today. I believe it will mature into something spectacular in coming years."

The council is now scoping a $4 million project at Waikowhai Park, which was once the Blockhouse Bay tip.

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MEASURING PERFORMANCE

Managing the use and development of land to safeguard the region’s environment, productivity and economic value of soil

Measure Indicator 2012 Target 2011

The length (kilometres) of the region’s - 0 15 11 streams that are fenced and planted to protect riparian margins through targeted projects each year

Rate of loss of Prime Land (Class I, - No result ≤ 135.7 ha of No result II, and III land) across the region. reported Prime Land reported (Class I, II and III land ranges from no per year limitations to moderate limitations for arable use, but suitable for cultivated crops, pasture or forestry)

Percentage of landfill aftercare 100% 100% 94% resource consents achieving category 1 (full compliance) or 2 (minor non- compliance) compliance with consent conditions

Protection of riparian margins: Approval for the Mahurangi project’s Landowner Assistance Fund for 14.575 kilometres of fencingwas received in August 2012, and recipients of the funding have been notified. The council also has a wider range of catchment initiatives, projects and funding mechanisms that contribute to the protection of water quality and biodiversity values so the method for calculating this target will be revised to better capture the intent of the measure. For example, through the Environmental Initiatives Fund a further 5kms of riparian fencing across the region has been supported.

Rate of Prime Land loss: The measure is calculated through an analysis of regional aerial photography. The most recent analysis of such photography was carried out in 2010. This analysis showed that the loss of prime land (Land Use Capability I, II and III) to urbanisation between 2008 and 2010 was 365.1 hectares/year. This figure relates to the loss of prime agricultural land to the expansion of the core urban area, and excludes losses due to such factors as the expansion of rural towns, countryside living and rural subdivision (which cannot be measured at present). Note that a portion of the prime land lost to urbanisation in recent years had already been designated for urban expansion some years ago and was therefore within Metropolitan Urban Limits. A project is currently under way to look at the possible introduction of a more comprehensive way of measuring the loss of productive land than the one currently used. It is intended that a five-yearly assessment be done on the loss of prime land to urban expansion and to the creation of new parks and playing fields.

Percentage of landfill aftercare resource consents achieving category 1 or 2: Frequent discussions with Regulatory Services were made throughout the year to identify key aspects of each non-compliance and arrive at acceptable corrective actions, which varied between consents. As compliance ratings change annually, strict implementation of closed landfill monitoring and maintenance activities with consideration of Regulatory Services’ compliance visit findings will be required to maintain this result. Close collaboration with other stakeholders such as Parks will also be necessary to ensure

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that activities at closed landfill sites will not impact compliance.

Achievements and projects 1 July 2011 to 30 June 2012

• the Newmarket Park closed landfill remediation project was completed at a cost of $6.76 million

• Manager LCR represented the council on the Ministry for the Environment’s National Environment Standard Implementation Task Force

• presentations were made to WasteMinz, Ingenium, Australian Local Government Association and New Zealand Institute of Environmental Health forums

• ongoing management of over 205 council closed landfills.

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HERITAGE PROTECTION

OVERVIEW

The council carries out the Heritage Protection activity to protect and enhance Auckland’s natural environment and ecology, as well as its geological features and landscapes, historic buildings and cultural heritage. Auckland is home to unique natural habitats and ecosystems including indigenous plants and animals, a number of which are endangered. Auckland Council works with a large number of community groups and landowners to undertake biodiversity conservation on private land, and to advocate for natural heritage protection through statutory plans and processes. Auckland’s unique cultural heritage also contributes to the region’s sense of identity and is important to its environmental, social, economic and cultural well-being. Cultural heritage includes the physical components of our heritage, places or buildings that are significant to the community and Māori because they are associated with our ancestors, cultures or our past. Under the Resource Management Act (RMA), the council is responsible for developing policy to achieve the integrated and sustainable management of natural and physical resources. Auckland’s resources include our natural, historic and cultural heritage, such as landforms, landscapes, wetlands and ecosystems, historic buildings and archaeological sites. The council also works to ensure that significant natural, historical and cultural heritage resources are appropriately identified and managed, in accordance with the RMA.

The sub-activities provided under this activity

Natural, cultural and built heritage protection is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• Auckland’s natural environment and cultural heritage, including its significant heritage features, is sustainably managed for current and future generations • protection of the city’s significant natural and cultural heritage sites and buildings to ensure that its character and identity are maintained • Auckland’s ecological wellbeing is ensured through habitat and biodiversity protection.

STORY: RESTORING AN HISTORIC GRANDSTAND

Following a $5.5 million renovation, the heritage-listed Massey Park grandstand was reopened in July 2011. “It’s wonderful that this historic grandstand will soon be ready for the whole community to enjoy”, said Chair, John Robinson.

The stand was constructed in 1913 at Eden Park Number One ground and became known as the ‘Number 1 Stand’. There it hosted the British Empire Games in 1950 and witnessed classic rugby wins over South Africa in 1956 before being relocated to Massey Park in 1957. The park was, at its height, the premiere outdoor sporting venue in south Auckland and hosted numerous international events and national carnivals.

The overhaul saw the vandalised seating area restored to its former glory with a new community function room, a new refitted kitchen and revamped changing rooms. The wider Massdey Park has also been upgraded with11,000 plants, a new plaza, walkway and car park, together with a children’s playground. Following the Massey Park upgrade, interior and exterior renovations of the Massey Park Aquatic Centre were undertaken.

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MEASURING PERFORMANCE

Working in partnership with the regional community providing leadership and support with the aim of ensuring the protection and enhancement of the region’s natural treasures and heritage

Measure Indicator 2012 Target 2011

Percentage of respondents who state 38% ≥28% 27% their level of awareness of natural heritage issues and values has increased in the last three years

Number of volunteer hours related to 83,800 > 40,000 65,000 natural heritage protection and enhancement on regional parks

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 38% of residents stated that their level of awareness has increased. This is a significant increase from 27% last year. 2. 42% of residents stated that their level of awareness has not increased. This is a significant decrease from 50% last year. 3. 21% were not sure, a decrease from 23% last year.

Overall, the level of awareness of natural heritage issues has increased in 2011/2012.

The Biodiversity team has promoted awareness of natural heritage issues through attendance at community events, proactive media promotion and production of advocacy material for the public including the “Wildlife in Your Backyard” brochure.

There was a significant increase of voluntary input with the Ark in the Park project (at the Cascade Kauri Regional Park, Waitakere Ranges) compared with last year. This included volunteer coordination and project partnership with the Royal Forest and Bird Society of New Zealand. Community partnerships and engagement to achieve natural heritage outcomes on parkland were developed and maintained. Resources to respond to community initiatives for natural heritage projects on parkland would increase the level of participation and improve heritage outcomes.

Contributing to the management, protection and enhancement of the region’s natural and physical resources, native systems, biodiversity, landscapes and geological features, on and off regional parks for present and future generations

Measure Indicator 2012 Target 2011

Bird count index in the Waitakere 461 ≥ 566 566 Ranges (indicative numbers of tui, tomtit, kereru and fantail) (see commentary below) Number of breeding pairs of kokako 25+ 25 25 in the Hunua Ranges

Number of natural heritage resources _ 1,390 ≥ 6,232 Not measured formally protected in regional and district plans (measured every four years)

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Bird count index in the Waitakere Ranges: counts in November and December 2011 showed that numbers of kereru, tui and fantail were down on the 2010 count, while the numbers of tomtits remained about the same. It is assumed that these declines are reflecting normal natural fluctuations for these species, e.g. tui numbers have fluctuated up and down since reaching a peak in 2006. Overall the numbers of kereru, tui and tomtit are still trending upwards and their numbers are significantly higher than they were when the counts began in 1997, at a time when possum numbers were high. Fantail numbers have not changed significantly during the 1997-2011 period, suggesting that this species, which prefers more open forest, may not necessarily benefit from lower possum numbers.

Number of breeding pairs of kokako in the Hunua Ranges: a minimum of 25 pairs are believed to exist in the managed area in the Hunua Ranges. Pair counts are now conducted by DOC on a 4-yearly cycle, with the next survey due in 2014. Current pest management aims to reduce ship rats to 1% residual trap catch index by 1 November each year as recommended in the North Island Kokako Recovery Plan. A target of 5% however is acceptable and still allows successful breeding for most pairs. A 3% index was achieved by October and observations later in the season indicated that at least 6 pairs had successfully fledged young.

Number of natural heritage resources formally protected: the basis on which natural heritage resources are included in this count has changed from how it was carried out in 2008 (the last year of measurement). For example, bush covenants have been excluded as the measure relates to items formally (i.e. scheduled) in regional and district plans. Also excluded were significant natural assets until more meaningful and accurate data can be established. The change in the scope of the count explains the variance from the 2008 total of 6,232.

Working in partnership with the regional community providing leadership and support to ensure the protection and conservation of the region’s cultural treasures and heritage

Measure Indicator 2012 Target 2011

Percentage of respondents who state 37% ≥28% 28% their level of awareness of cultural/historical heritage issues and values has increased in the last three years

Number of volunteer hours related to 1,780 > 500 Not measured cultural heritage protection and conservation on regional parks

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 37% of residents stated that their level of awareness has increased. This is a significant increase from 28% last year. 2. 45% of residents stated that their level of awareness has not increased. This is a significant decrease from 50% last year. 3. 18% were not sure, a decrease from 21% last year. Overall, the level of awareness of cultural/historical heritage issues has increased in 2011/2012.

The results of this survey have shown that people are increasingly aware of cultural/historical heritage issues and values through direct council promotion programmes, changes in legalisation (i.e. Treaty claims, settlements and the deed of settlement for the Tamaki Collective) and the media.

Volunteer inputs focused on the management and restoration of historic buildings at Long Bay, Wenderholm and Scandrett Regional Parks.

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Contributing to the management, protection and enhancement of the region’s cultural and historical heritage on and off regional parks for present and future generations

Measure Indicator 2012 Target 2011

Number of cultural heritage resources 6,174 ≥ 3,794 3,794 formally protected in regional and district plans

Number of visitor sessions to the 4,839 ≥ 50 2,417 Cultural Heritage Inventory (CHI) database website to measure uptake and access by the public

The target for the number of cultural heritage resources formally protected in regional and district plans was exceeded due to a number (and nature) of plan changes that have been notified since the last count. For example, general tree protection rules in some urban areas were removed from district plans after 1 January 2012 as required by the Resource Management (Streamlining and Simplifying) Act of 2009. As a result the council is updating Schedules of Notable Trees in district plans across Auckland to ensure that notable trees of significance will remain protected.

The target for the number of visitor sessions to the Cultural Heritage Inventory (CHI) database website was a conservative estimate. Usage and popularity of the database has far exceeded our expectations. The move to a unitary authority and the availability of the CHI on the council's GIS regional viewer has made this resource readily available council-wide.

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Financial information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Air quality management 2,764 1,922 1,206 Biosecurity 5,868 5,627 4,488 Environmental strategy and programmes 16,204 17,223 11,105 Freshwater management (299) 587 813 Coastal management 2,948 3,988 3,215 Land management 9,352 6,938 8,144 Heritage protection 7,835 8,955 4,791 Total operating expenditure 44,672 45,240 33,762 1

Operating funding sources: Activity user charges and fees 1,464 2,277 3,463 Operating Grants and subsidies 50 50 33 Rates 42,465 42,947 29,886 Other revenue 34 - 206 Total 44,013 45,274 33,588

Operating funding surplus / (deficit) (659) 34 (174)

Capital expenditure Air quality management 0 644 25 Environmental strategy and programmes 3,291 3,094 - Land management 55 183 14 Heritage protection 0 10,340 - 2 Total capital expenditure 3,346 14,261 39

Funded by: Depreciation and operating funding surplus 1,650 1,091 1 New borrowing to fund council's capex 1,696 13,169 38 Total capital expenditure funding 3,346 14,260 39

Expenditure and revenue variances to budget

Note 1 Budgets and actual costs were moved between the activities within this group. Higher than expected contractors’ expenses ($1.6 million), salaries ($0.5 million) and in various other areas ($0.3 million) giving an overall overspend of $2.4 million for the Land Management activity. Note 2 The council is developing an Historic Heritage Plan and this year the Built Heritage Protection project with a budget of $10 million was unspent. The LTP includes a Built Heritage Acquisition Fund with $33 million budgeted over 10 years to protect the built environment and secure the heritage values of at-risk buildings.

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SOLID WASTE

OVERVIEW 173

THE ACTIVITIES

Waste and Recycling Services 174

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 178

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SOLID WASTE

OVERVIEW

Through its Solid Waste and recycling activities, the council aims to ensure that Auckland is a clean, safe and beautiful place by providing high quality refuse collection and disposal, and encouraging residents and businesses to take responsibility for their waste and reducing the amount of waste going to landfill. This strategic approach to solid waste activities is driven by the council’s commitment to minimise waste and the vision that solid waste activities will produce a clean, green and attractive city that as far as possible transforms its waste into resources.

The activities

Under the Solid Waste group of activities, the council carries out the following activity: • Waste and recycling services.

Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Waste and recycling services

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result Waste and recycling 4 2 2 services

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WASTE AND RECYCLING SERVICES

OVERVIEW

Auckland Council carries out the Waste and Recycling Services activity to reduce the amount of waste going to landfill, reduce harmful effects of waste materials on the environment, and achieve greater recycling of resources. The range of waste services includes household and business refuse collection, collection of recyclables, inorganic collection, hazardous waste collection, public place litter and illegal dumping removal. The council is also responsible for a small number of refuse and recycling transfer stations. The nature of waste collection, disposal and recycling services varies across the region according to provisions and waste management plans developed by the previous Auckland councils. These provisions, and the waste management and minimisation plans have been reviewed and the new Auckland Council Waste Management and Minimisation Plan (WMMP) was finalised and adopted by the council in June 2012. Area Local services North1 local boards Weekly waste collection and disposal services to most residential properties (except in the where services are provided by commercial waste collectors who are licensed by the council) – central business districts in North local board areas are provided more frequent collection services Fortnightly collection of recyclables to most residential properties Transfer station – where waste can be dropped off for a fee (Rodney ward) Inorganic collections or local drop off opportunity (except in the Rodney ward) Collection of CBD refuse (except in the Rodney ward) South2 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the South local board areas are provided with more frequent collection services Fortnightly collection of recyclables to most residential properties Transfer station – where waste can be dropped off for a fee (Franklin ward) Inorganic collections or local drop off opportunity Central / East3 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the Central/East local board areas are provided more frequent collection services Fortnightly collection of recyclables to most residential properties Inorganic collections or local drop off opportunity Collection of CBD refuse West4 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the West local board areas are provided more frequent collection services Fortnightly collection of recyclables to most residential properties Transfer station – where waste can be dropped off for a fee Inorganic collections or local drop off opportunity Collection of CBD refuse 1 Devonport-Takapuna, Kaipatiki, Upper Harbour, Hibiscus and Bays, Rodney 2 Mangere-Otahuhu, Otara-Papatoetoe, Howick, Manurewa, Papakura, Franklin 3 Albert-Eden, Puketapapa, Waitemata, Waiheke, Great Barrier, Orakei, Maungakiekie-Tamaki 4 Henderson-Massey, Waitakere Ranges, Whau

Services provided across the whole region include:

• disposal points for household hazardous waste, either at transfer stations or through a free drop off at a “Hazmobile” event (mobile temporary hazardous waste collection site). There are 14 Hazmobile collections per year across the region. Rural areas are provided with a telephone registration service and on-farm pick up service for hazardous waste • street and town centre cleaning and dealing with illegally dumped rubbish and litter-bin emptying

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• community advice and education to inform and assist the community to reduce the harmful effects of waste.

The council operates only one landfill, on Great Barrier Island, and sends all other waste to three commercially operated landfills at Redvale (Hibiscus and Bays), Whitford (Franklin) and Hampton Downs.

The sub-activities provided under this activity

Waste and Recycling Services is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• the quality of Auckland’s environment is maintained • reduced waste going to landfill and valuable materials are recovered • the harmful effects of waste and risks to public health are reduced • resources are used more efficiently • public spaces are kept clean and free of litter and illegally dumped material.

STORY: Hazardous waste collections

The council ran a series of hazardous waste collections from March to May at seven centres (in Pakuranga, Green Bay, Western Springs, Three Kings, Glen Innes, Helensville and Waiuku) . The annual service (“Hazmobile”) offers Aucklanders a chance to get rid of their household hazardous waste free-of-change, with the drive-through collections helping to ensure that hundreds of thousands of tonnes of household and garden chemicals, used batteries, old gas bottles and other hazardous items are safely disposed of.

The collections supplemented the drop-off service for household hazardous waste which is available at the council’s three refuse transfer stations at Henderson, Silverdale and Waiheke Island throughout the year.

Additional to the above, the council ran a special ‘agricultural chemicals amnesty’ for rural residents in February during which the council collected agricultural chemicals for safe disposal, along with other hazardous waste.

In Auckland Council's WMMP, it is proposed to eventually replace the Hazmobile service with more accessible drop-off facilities at a planned regionwide network of resource recovery centres.

MEASURING PERFORMANCE

Providing reliable household waste collection and disposal services

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 74% 80% 70% with the overall reliability of waste collection services

Percentage of waste collections 99.9% 95% 99.9% completed on time

Customer satisfication The result is better than that achieved in the previous year. The survey indicates that areas that need improvement in particular are informing the customer of progress and outcomes, responding to customer request in a timely manner and to take individual circumstances into account when providing the service.

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The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 74% of residents were satisfied/very satisfied, a significant increase from 70% 2. 6% of residents were dissatisfied/very dissatisfied compared with 7% last year. 3. 16% of residents were neutral, the same as last year The mean score was 4.1 out of 5, an increase of 0.1 from 4.0 last year.

Overall, satisfaction increased in 2011/2012.

Waste collection completion

The result is better than the target. Complaints are investigated by council staff to establish bona fide missed or late collections and appropriate remedial action is undertaken.

Providing waste minimisation awareness and education to schools and the community

Measure Indicator 2012 Target 2011

Number of schools/groups visiting the 98 50 85 learning centre each year

It has been a busy year with visitor numbers exceeding targets as well as surpassing the visitor numbers from last year. The majority of visitors are from school groups (86%) with a smaller amount from other groups (14%).

Seeking to reduce the effects of hazardous waste on Auckland’s environment by providing hazardous waste disposal services

Measure Indicator 2012 Target 2011

Number of days each year for 14 days 14 days 10 days hazardous waste disposal using mobile services

Additional to the hazmobile service, fixed point services were provided at Silverdale, Waitakere, Waiheke Island and Great Barrier RTS.

Providing reliable waste recycling collection services

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 76% 80% 73% with the overall reliability of waste recycling collection services

Percentage of waste recycling 99.94% 95% 99.9% collections completed on time

Customer satisfication The result is better than that achieved in the previous year. Further improvement in preventing missed collections and meeting customer request for new bins/replacement bins is required. The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 74% of residents were satisfied/very satisfied, a significant increase from 70%

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2. 6% of residents were dissatisfied/very dissatisfied compared with 7% last year. 3. 16% of residents were neutral, the same as last year The mean score was 4.1 out of 5, an increase of 0.1 from 4.0 last year.

Overall, satisfaction increased in 2011/2012.

Collection completed on time The result is better than the target. Complaints are investigated by council staff to establish bona fide missed or late collections and appropriate remedial action is undertaken.

Reducing the amount of waste going to landfill and increasing recycling

Measure Indicator 2012 Target 2011

Percentage of total waste collected 60% < 60% 60% (kerbside and diverted material) sent to landfill

Percentage of total waste collected 40% > 40% 40% (kerbside and diverted material) that is recycled

This is a reasonable result given that over half of the residential waste is organic which currently is not collected separately and diverted from landfill.

The WMMP contains options that will further increase material diverted from landfill in future years. Approximately 80 % of submitters to the plan supported the target of a 30 % reduction in domestic kerbside waste sent to landfill by 2018.

Achievements and projects 1 July 2011 to 30 June 2012

• Papakura MRB Roll Out - commencement on 3 October. The MRB roll out resulted in an increase of recycling at an average of 90% from November onwards compared to previous months. • successful rugby World Cup: Good results regarding clean up after major events such as the opening ceremony • The Auckland Council Waste Management and Minimisation Plan was finalised and adopted by the council. Around 2088 submissions were received with approximately 277 submitters wishing to be heard. Hearings took place from 7 March to 28 March 2012, including one day focused on local boards • Key elements of the plan include:  standardising the way households pay for refuse collection (by extending disposer-pays region wide) and introducing wheelie bins across the region, with a choice of bin sizes from 60 litre to 240 litre in urban areas and the option of a pre-paid bag for rural areas and the Hauraki Gulf islands;  retaining a rates-funded recycling collection, with a choice of wheelie bins ranging in size from 140 litre to 360 litre and an increase in the range of recyclables accepted;  introducing a rates-funded organic waste collection in urban areas;  providing a rates-funded inorganic collection for households regionwide;  implementing communications and community engagement activity to help householders and businesses adapt to the changes and reduce waste to landfill.  collection contracts approved by tenders committee provided $7 million in savings over three years.

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Financial Information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Waste services & recycling 79,739 95,355 56,941 1 Total operating expenditure 79,739 95,355 56,941

Operating funding sources: Activity user charges and fees 19,910 21,507 13,459 2 Operating Grants and subsidies 4,481 4,164 (1,127) Rates 65,058 69,680 44,519 Other revenue 117 0 49 Total 89,566 95,351 56,900

Operating funding surplus / (deficit) 9,827 5 (41)

Capital expenditure Waste services & recycling 1,173 1,318 2,573 Total capital expenditure 1,173 1,318 2,573

Funded by: Depreciation and operating funding surplus 1,173 1,318 938 New borrowing to fund council's capex - - 1,635 Total capital expenditure funding 1,173 1,318 2,573

Expenditure and revenue variances to budget

Operating expenditure and revenue • Note 1 The council’s Solid waste activity recorded an underspend of $15 million, of which $4 million was due to the treatment of the Waste Disposal Services dividend as a rebate of the contractor costs to Solid Waste for the gate rates at the refuse transfer station, half-owned by the Auckland council Group. The remaining $10 million of underspend in direct cost was a result of savings in recycling collection costs ($2.5 million), litter collection & bins ($1.5 million), street cleaning ($1 million), landfill ($2 million), illegal dumping ($1 million), waste minimisation projects- non levy ($1 million), and abandoned vehicles and recycling processing ($1 million). An additional $1 million was a result of a shortfall in depreciation due to delays in completing and capitalising projects.

• Note 2 $1.6 million was due to the accounting treatment of the budgeted dividend to be received by the Solid waste unit from the half-owned Refuse Transfer Station in South Auckland.

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WATER SUPPLY AND WASTEWATER

OVERVIEW 180

THE ACTIVITIES

Water Supply 182 Wastewater 187

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 190

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WATER SUPPLY AND WASTEWATER

OVERVIEW Through its Water Supply and Wastewater activities, the council provides safe, healthy drinking water and high-quality wastewater services that are economical, environmentally sound and responsive to customer needs. The council does this through the council organisation Watercare Services Limited (Watercare), which is 100% owned by the council. Safe drinking water, clean waterways and beaches are key measures of a region’s liveability. Under the Local Government Act 2002, the council is required to make broad assessments of the needs of their community for water, wastewater and sanitary services. The Act also requires the council to provide water services and maintain the capacity to provide those services. Watercare, a council organisation (CO), established in 1991, owns and manages the regional water and wastewater networks within Auckland’s territorial area. The exception was United Water, which manages the local networks and retailing of water and wastewater in the Papakura area under a franchise agreement while Watercare owns the assets.Watercare provides water and wastewater services for 430,000 homes and businesses and undertakes long- term planning to ensure that the region’s water and wastewater networks are managed in a cost-effective, environmentally sound and sustainable manner. Since integration in November 2010, Watercare has achieved regional cost efficiencies of more than $100 million. This meant it was able to lower the retail price of drinking water across Auckland from 1 July 2011 by cutting the unit rate and scrapping the fixed service charges for water that were previously payable in some areas. Efficiencies from integration are ongoing because Watercare can now plan from a regional rather than a local perspective. Watercare Service Ltd became a substantive CCO on 1 July 2012.

The activities

Under the Water Supply and Wastewater group of activities, the council carries out the following activities: • Water Supply • Wastewater These activities are grouped under Water Supply and Wastewater as they have the common objective of providing safe drinking water and high-quality wastewater services to the people of Auckland.

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Strategic alignment

These activities contribute to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment Water Supply Wastewater

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Water supply 11

Wastewater 4 2

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WATER SUPPLY

OVERVIEW Watercare carries out the Water Supply activity on behalf of Auckland Council and supplies households, businesses and industry with adequate supplies of drinking-quality water. This activity reflects the funding flows to and from Watercare for the interest on borrowings Auckland Council has advanced to Watercare for the purposes of water supply. Most of Auckland has a reticulated water supply service except for some properties in rural areas. Watercare supplies the bulk of water to residents and businesses from dams and reservoirs, after it is treated to meet national drinking water standards. From 1 July 2011, Watercare: • directly billed all water users for all water charges, apart from water users in the Papakura area who are billed by United Water • became responsible for funding all of its water supply services and infrastructure.

The council governs and monitors Watercare, through its statement of corporate intent.

The sub-activities provided under this activity

Water Supply Services is the regional sub-activity. There are no local board sub-activities provided under this activity.

Benefits

• residents and businesses have access to safe, affordable drinking water at good pressure, and a high level of service reliability.

STORY: Major construction projects proceeding

Two very large water supply construction projects are progressing well. These are the Hunua No.4 watermain pipeline, which will run 28 kilometres from Redoubt North Reservoir at Manukau Heights to Campbell Crescent in Epsom, connecting to the local water supply network along the way. The main construction phase commenced in May 2012. Work is currently being carried out in the Flat Bush/Manukau Heights area, and is scheduled to continue until 2016.

Whilst the Hunua project will cost about $350 million, an even larger project, the $800 million Central Interceptor, is about to commence. During the year, Watercare has been working hard on preparing resource consent applications for this proposal which envisages construction of a new 13-kilometre-long tunnel to collect and carry wastewater from Western Springs to the Mangere Wastewater Treatment Plant.

Plans are also in hand for a number of project on the North Shore, including the Northern Interceptor, which will allow wastewater flows to be diverted from the Northern Strategic Growth Area (NorSGA).

Further information about these and Watercare’s other projects and plans are available in Watercare’s annual report.

MEASURING PERFORMANCE

The levels of service and performance measures contained in this section are based on those from the 2011-2012 Statement of Corporate Intent (SCI) between Watercare and its shareholders. Performance measures have been reviewed as part of negotiations with Watercare in development the Long -term Plan 2012-2022.

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Supplying high quality and reliable drinking water

Measure Indicator 2012 Target 2011

Percentage compliance with the 100% 100% 100% Ministry of Health’s drinking water standards

Achievement of Ministry of Health’s 100% Grade Aa in 100% drinking water treatment plant (A-E) metropolitan and reticulation (a-e) grading areas

Percentage of residential and business 82.2% 80% Not measured customers satisfied with the overall water supply service Number of water quality complaints 4.1 <5 5.6 (taste, odour, appearance) per 1,000 connections Percentage of complaints and enquiries 99.7% 95% 89% responded to within 10 working days

Compliance with drinking water standards:

Watercare fully met the target in respect of the achievement of the Ministry of Health’s Drinking Water Standards for New Zealand (DWSNZ) at Ministry of Health-graded water treatment plants which supply the bulk of the drinking water to the Auckland Region. The DWSNZ standards are based on a quality assurance approach, underpinned by the requirement to develop public health risk-management plans.

This is verified through a sampling programme at the water treatment plants and in the reticulation network, where approximately 80 sites are sampled per day. Compliance with the DWSNZ is reported in the Water Information for New Zealand (WINZ) database, and is assessed by the Drinking Water Assessor on an annual basis. The next assessment of grading for qualifying water treatment plants will take place in the final quarter of the 2012 calendar year.

Achievement of water treatment plant and reticulation grading: Water quality has been maintained based on the 2010 grading assessment carried out by the Auckland District Health Board on behalf of the Ministry of Health. All the metropolitan water treatment plants that supply the bulk of drinking water to the people in the Auckland Region meet the ‘A’ grade standard. Of the smaller non-metropolitan plants transferred to Watercare on 1 November 2010, nine remain ungraded. Watercare is continuing with a programme of work to ensure all plants meet the ‘A’ grade standard by 2020, at a capital cost of $100 million for both water treatment plants and the distribution network.

The same risk-based assessment used for water treatment plants also applies to the pipes and pump stations that make up the water distribution networks. The metropolitan network is graded ‘a’ under the Ministry of Health’s standards and supplies the bulk of the drinking water to the people in the Auckland Region.

Of the 15 non-metropolitan networks (inherited on 1 November 2010), three are ‘a’ graded, three are ‘b’ graded and 9 are ungraded. Watercare has set in place a programme to ensure that all the networks meet the ‘a’ grade standard by 2020.

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Customer satisfaction: Watercare achieved an 82.2% performance against the customer service target of 80%. Of the customers who contacted Watercare to report faults and were surveyed by independent researchers, 82.2% were satisfied, this being an overall score of at least 7 out of a possible 9.

Complaints: Watercare monitors the number and type of water quality complaints received from customers. The result of 4.1 complaints per 1000 connections covering taste, odour and appearance per 1,000 connections was lower than the target of five per year.

Responses to complaints and enquiries: The target of ‘closed’ complaints and enquiries measures the time taken for an issue to be resolved and feedback given to the customer. A 10-day target is considered industry best practice. Performance was 99.7% for the 2011/12 period. Complaints performed at 96.4% and enquiries at 99.8%. Complaints (1,355) made up 5.1% of the total enquiries (26,762).

Maintaining service capacity by keeping water network disruptions and failures to a minimum

Measure Indicator 2012 Target 2011

Frequency of unplanned1 water 5.8 < 10 7.4 interruptions per 1000 connections

Percentage of unplanned water 98% 90% 98% shutdowns restored within five hours

1 This measure is stated as planned in the Watercare 2011-2014 SCI; the measure should have been stated as unplanned.

Frequency of unplanned interruptions: Watercare monitors the number of times the water supply is disrupted to its customers as a measure of reliability of service. The target is set at achieving fewer than 10 interruptions per 1,000 connections for the year. The result for 2011/12 was 5.8.

Percentage of shutdowns restored within five hours: Watercare has a target of equal to or greater than 90% of unplanned water shutdowns restored within 5 hours. The result for 2011/12 was 98%.

Promoting conservation of the region’s water resources

Measure Indicator 2012 Target 2011

Amount of “unaccounted for'“ water 15.2 million m3 < 17.7 million 11.4 million m3 losses from the network m3 for 8 months

“Unaccounted for'“ water losses:

For 2011/12, the volume of unaccounted-for water losses from the Watercare system was 15.2 million m³ against a target of less than 17.7 million m³.

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Ensuring that the regime for the pricing of water and wastewater services is enduring, transparent and reliable

Measure Indicator 2012 Target 2011

Annual (2011/2012) average increase -15% -14% Revised in total price of water services per measure property consistent with the current capital programme

Annual (2011/2012) average increase +4.5% +4.5% New measure in total price of wastewater services per property consistent with the current capital programme

Annual average increase in total price of water services per property:

A legacy of disparate volumetric and fixed water tariffs from the former councils in the Auckland region was replaced with a uniform water tariff of $1.30 (incl GST) per cubic metre with effect from 1 July 2011, representing a decrease of 15% in budgeted water revenue. The uniform tariff was set to deliver water revenue consistent with the 2011/12 Funding Plan, which in turn was based on the current capital programme.

Annual average increase in total price of wastewater services per property:

• All retail wastewater tariffs were increased uniformly by 4.5% with effect from 1 July 2011 in order to deliver wastewater revenue consistent with the 2011/12 Funding Plan, which in turn was based on the current capital programme. From 1 July 2012 Watercare moved to a standardised wastewater tariff for residential customers.

Maintaining delivery of cost-effective services

Measure Indicator 2012 Target 2011

To maintain the average household bill 0.7% <1.5% of the 0.9% average household income

To maintain the average household bill:

The average monthly household water and wastewater bill from Watercare was $52.30 for the period 1 July 2011 to 30 Jun 2012. Based on Statistics NZ average monthly household income in Auckland of $7,219, the bill represents 0.72% of the average household income. Note

Achievements and projects 1 July 2011 to 30 June 2012

• Watercare is on target to complete a three year, $48 million expansion of the Waikato water treatment plant by early 2013. The expanded plant will help support the Auckland region’s continued long-term growth and increased demand for high quality treated drinking water. • Watercare has undertaken work at the Franklin Water Treatment plant to address issues regarding discoloration of the Pukekohe water. The result has been an increase in the quality of drinking water. Work is underway on a permanent long-term solution. • The $22 million upgrage of Watercare’s Ardmore Water Treatment Plant is on schedule, and the upgrade work will provide additional capacity and increase security of water supply to Aucklanders.

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• Preparatory work during the year enabled a standardised wastewater tariff for residential customers to be introduced on 1 July 2012, following the introduction of a standardised (and substantially reduced) water price for all Aucklanders in July 2011 • progressing two large water supply construction projects: the Hunua No.4 watermain pipeline, running from Manukau Heights to Epsom, the construction phase of which commenced in May 2012, and the even larger Central Interceptor project, which will be starting soon • planning for a number of projects on the North Shore, including the Northern Interceptor, which will allow wastewater flows to be diverted from the Northern Strategic Growth Area (NorSGA) • progressing a three year, $48 million expansion of the Waikato water treatment plant for completion by early 2013. The expanded plant will help support the Auckland region’s continued long-term growth and increased demand for high quality treated drinking water • working at the Franklin Water Treatment plant to address issues regarding discoloration of the Pukekohe water. The result has been an increase in the quality of drinking water with work underway on a permanent long-term solution • upgrading Watercare’s Ardmore Water Treatment Plant which when completed will provide additional capacity and increase water supply security to Aucklanders • completing a major five year upgrade project on the sludge dewatering and conveying systems at Mangere Wastewater Treatment plant in response to forecast growth in solid waste levels from the increasing Auckland population • completing the wastewater treatment scheme (opened in September 2011) which replaced failing private septic tanks. This has been the result of long-term co-operation between residents, the former Manukau City Council, Manukau Water, iwi Ngati Paoa, and Ngati Tai, Fulton Hogan, Watercare and Auckland Council.

Auckland Council Report 1 July 2011 to 30 June 2012 186 Part II: Activities and services Water Supply and Wastewater

WASTEWATER

OVERVIEW

Watercare carries out the Wastewater activity to collect wastewater from residential, industrial and commercial properties in Auckland on behalf of Auckland Council. The wastewater system is designed to safely convey wastewater from properties connected to the network to the wastewater systems owned and operated by Watercare. All wastewater is pumped to wastewater treatment plants for treatment and disposal. The majority of Auckland households are provided with a wastewater service. A minority of properties in rural areas rely on on-site treatment and disposal systems. The council provides advice and provides regular pump out services for septic tank systems. The property owner retains ownership and is responsible for maintaining the system. On 1 July 2012, Watercare introduced a single, standardised wastewater tariff for residential customers. This new tariff replaces inconsistent wastewater charging by which the amount households paid for wastewater services varied significantly between the former council areas. Every home in Auckland now pays a single, region-wide wastewater tariff. Customers pay a $190 fixed service charge per water meter, plus a volumetric charge of $2.281 per 1000 litres (the volumetric component is charged on a percentage of the volume of water consumed through the water meter). Customers that do not have water meters but are connected to the wastewater network pay a fixed charge of $582 per year.

For non-residential customers, the cost of wastewater services has increase by 3.6%. The existing formulas for calculating the charges continue to be applied.

The changes to how wastewater usage is calculated and charged for follow a full public consultation process.

The sub-activities provided under this activity

Wastewater Services is the regional sub-activity. There are no local board sub-activities under this activity. However, local views are sought during strategy and planning development.

Benefits

• public health is protected by the collection and transportation of wastewater to treatment plants • environmental impacts are minimised by sound management of the wastewater networks.

MEASURING PERFORMANCE

The levels of service and performance measures contained in this section are based on the 2011-2012 Statement of Corporate Intent (SCI). Performance measures will be reviewed as part of negotiations with Watercare in development of their SCI for 2012/2013.

Providing quality wastewater services to customers

Measure Indicator 2012 Target 2011

Percentage of customers satisfied with 82.2% 80% Not reported the overall wastewater service

Customer satisfaction:

Watercare achieved an 82.2% performance against the customer service target of 80%. Of the customers who contacted Watercare to report faults and were surveyed by independent researchers, 82.2% were satisfied, this being an overall score of at least 7 out of a possible 9.

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Ensuring reliability of wastewater systems and minimising wastewater spills from the network

Measure Indicator 2012 Target 2011

Number of dry weather sewer overflows 2.3 ≤ 15 1.9 per 100km of wastewater pipe length each year

Frequency of sewer breaks and chokes 6.4 < 10 7.1 (unplanned interruptions) per 1000 properties

Number of dry weather sewer overflows: Watercare reports on the number of wastewater overflows from its retail network during dry weather as a measure of the ability of the network to manage current demand. The result for the 2011/12 year was 2.3 overflows per 100km of wastewater pipe.

Frequency of sewer breaks and chokes: The number of unplanned wastewater network interruptions as a result of breaks and chokes is a measure of the integrity of the system. The result for the 2011/12 year was 6.4.

Ensuring public health and safety through prompt incident response

Measure Indicator 2012 Target 2011

Percentage of urgent wastewater 99% 98% 93% blockages responded to within one to two hours1

Response to urgent wastewater blockages:

The target required Watercare to respond to all urgent wastewater blockages within the standard agreed with contractors, 98% of the time. The result was 99% for the 2011/12 year.

Management of wastewater discharges to maintain or improve the health of the environment

Measure Indicator 2012 Target 2011

Compliance with treatment plant 99% 100% New level of discharge consents (excludes minor or service and technical non-compliance) – major performance urban wastewater treatment plants measure

Compliance with treatment plant 64% 65% New level of discharge consents (excludes minor or service and technical non-compliance) – rural performance wastewater treatment plants measure

Compliance - major urban wastewater treatment plants:

Compliance with consents at the major urban wastewater treatment plants was 99% against a target of 100%. The non-compliance reported this year was due to illegal trade waste discharge and an off-site power failure,

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circumstances beyond Watercares control. There were several transient periods of technical or minor non- compliance2 at the Mangere Wastewater Treatment Plant during the year. An upgrade programme has been implemented to address these.

Compliance - rural wastewater treatment plants

The non-compliance levels were influenced by the poor performance of some of the rural wastewater treatment plants transferred to Watercare by councils upon integration. These plants performed at 64% against a target of 65%, by 2015, and a target of 100% compliance by 2020. Watercare has developed a longer-term strategy and more immediate measures, forecast to cost $50 million, to reduce the impacts of these plants on the environment.

Notes 1 This measure was stated incorrectly in last year’s Annual Report and in the Watercare SCI as Percentage of urgent wastewater blockages responded to within one hour 2 For instance, a technical non-compliance might be late completion of documentation, minor non-compliance might be a single reading above a target the impact of which is total load based where there is no material impact on the environment. In each case, the regulator, Auckland Council is fully informed.

Achievements and projects 1 July 2011 to 30 June 2012

• Watercare recently completed a major five year operational $6 million upgrade project on the sludge dewatering and conveying systems at Mangere Wastewater Treatment plant in response to forecaseted growth in solid waste levels from the increasing Auckland population.

• The Kawakawa Bay wastewater treatment scheme which replaced failing private septic tanks, was completed and opened in September 2011. This has been the result of long-term co-operation between residents, the former Manukau City Council, Manukau Water, iwi Ngati Paoa, and Ngati Tai, Fulton Hogan, Watercare and Auckland Council.

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Financial Information

This activity is undertaken by Watercare Services Limited, a council organisation. As Watercare funds its activities directly by charging users, most of its operating expenditure is not included in the table below as this is council parent financial information. Please refer to the Watercare Services annual report to obtain a complete outline of the costs, projects and revenues $000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Water Supply 11,886 8,225 48,561 Wastewater 119,000 110,580 83,405 Total operating expenditure 130,886 118,805 131,966 1

Operating funding sources: Capital subsidies 0 269 0 Development and financial contributions 0 0 5,579 Rates 87,973 87,975 102,287 Other revenue 31,082 30,869 21,725 Total 119,055 119,113 129,591

Operating funding surplus / (deficit) (11,831) 308 (2,375)

Expenditure and revenue variances to budget

Operating expenditure and revenue • Note 1 In the the Water Supply and Wastewater activities we have recorded additional expenditure of $12 million which was a result of additional interest costs relating to wastewater loans raised by the legacy councils which are held by Auckland Council on behalf of Watercare Services.

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STORMWATER

OVERVIEW 192

THE ACTIVITIES

Stormwater Management 193

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 196

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STORMWATER

OVERVIEW

Through its Stormwater activities the council aims to ensure that people, property, and the environment are protected from the adverse effects of flooding, erosion, stream degradation, and water pollution. The council manages and operates stormwater infrastructure (including treatment facilities) to minimise the impact of stormwater discharges on the region’s streams, beaches, harbours, and surrounding habitats.

The activities

Under the Stormwater group of activities, the council carries out the following activity: Stormwater Management.

Stormwater is a regionally led activity that has several sub-activities: Stormwater operations and maintenance, stormwater catchment and network planning, and building infrastructure upgrades.

Strategic alignment

This activity contributes to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Stormwater management

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Stormwater 5 1

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STORMWATER MANAGEMENT

OVERVIEW Auckland Council carries out the Stormwater Management activity to protect people and property from the adverse impacts of flooding and protect the environment and general public health by reducing stormwater pollutants that are discharged into natural waters. Auckland has a wealth of ocean beaches, harbours, estuaries, wetlands, lakes, and streams that provide many benefits to the people of the region and beyond. Water is of special value to tangata whenua and waterways and their margins provide habitat for much native wildlife. Stormwater runoff from properties and roads throughout much of the region is collected through a system of public and private stormwater assets and is conveyed to streams and the sea. Where no reticulation is available or where flows in large storms are greater than reticulation capacity, stormwater flows are conveyed via overland flow paths to a point where they can naturally discharge into a stream, the marine environment, or reticulated areas downstream. Stormwater by its nature also conveys sediment and associated contaminants such as zinc and copper. Management of stormwater includes reducing the overall polluting load of stormwater and reducing the harm it has on the environment. This is achieved through a combination of education programmes, undertaking and facilitating enhancement and restoration projects with local communities, and purpose built water quality treatment infrastructure.

The sub-activities provided under this activity

Stormwater operations and maintenance, and stormwater catchment and network planning are the regional sub- activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• the effective provision of utility services such as stormwater enables growth and helps provide for the economic development of the region • the effects of urban development on the natural environment are minimised by preserving and enhancing natural streams and minimising stormwater-borne pollutants • people’s health and property are protected from the adverse effects of flooding and erosion damage.

STORY: Martyn Wilson Reserve Stormwater Upgrade

The council's Martyn Wilson Reserve Stormwater Upgrade is an important project that will improve the water quality in Hobson Bay as well as improving the reserve. The council’s Stormwater team has constructed a stormwater treatment pond, cleared mangroves and planted native plants along the Remuera stream to improve its water quality, reduce the amount of pollution reaching the harbour and return the stream to a more natural state.

The changes will improve the stream's flow and the native plants and pond will filter out some of the harmful sediment and other pollutants from stormwater. These enhancements will also attract more native wildlife into the reserve and stream. Alongside the improvements for the stream's natural inhabitants, the team has constructed a timber boardwalk and footbridge to allow the public to enjoy the new streamside environment.

To control the water flow from the pond a weir will be constructed which will have special features to allow fish passage. Engineering consultants Beca managed the Harrison Grierson-designed project for Auckland Council, while HEB Construction is carrying out the construction. Also involved were the local residents, who provided the team with excellent ideas for improving the project and support. The project's success was confirmed when it won this year's New Zealand Contractors' Federation Environmental Award for projects under $2 million.

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MEASURING PERFORMANCE

Provision of quality flood protection and stormwater services

Measure Indicator 2012 Target 2011

Percentage of respondents satisfied 51% >60% 47% with the council's effectiveness in providing stormwater services

The target in the Annual Plan is the legacy target related to the Annual Residents Omnibus Survey. For 2011/2012 a Stormwater Customer survey was undertaken with customers who had made requests for service directly from the Stormwater operations team. This survey was one of those undertaken to measure customer satisfaction in the Operations Division. Whilst the overall satisfaction index result of 51 % falls below the legacy target it does exceed the target of 50% set for the Stormwater customer experience survey measure in the LTP. It is anticipated that the continuous improvement process based on the 2011/2012 results being put in place will see the customer satisfaction index improve over time.

The following results were recorded in the 2012 Customer Experience Research for Stormwater. 1. 51% of customers were satisfied/very satisfied 2. 29% of customers were dissatisfied/very dissatisfied 3. 20% were neutral The mean score was 3.3 out of 5.

Effectively managing stormwater network and assets

Measure Indicator 2012 Target 2011

Number of stormwater blockage 5.6 < 20 3 incidents per 100km of stormwater mains

Blockages were well below the target of 20 per 100km of mains. With the same network management systems in place for 2012/2013 similar results will be achieved. The target may not be met if there are an exceptional number of adverse weather events during the year or if a civil defence emergency event affects the stormwater network.

Providing a responsive stormwater complaint service to protect natural and built environments

Measure Indicator 2012 Target 2011

Percentage of non-urgent service 99.5% > 90% 98% requests (such as written complaints and incident reports) responded to within three working days

Percentage of urgent service requests 98% > 80% 98% for stormwater problems (such as blockages, flooding) attended to and made safe within four hours

The result was achieved from the continuation of the seamless transition of the stormwater components of the operational service delivery contracts from the legacy organisations in the 2010/2011 year plus the rationalisation of the expiry dates for existing contracts. The new contracts to be put in place over the period 1 July 2012 to 30 June 2015 will ensure that the same level of service delivery will be maintained and also be provided for the stormwater service requests being transferred from Auckland Transport for the road corridor.

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Developing stormwater infrastructure and improving design to help alleviate flooding

Measure Indicator 2012 Target 2011

Reduction in the number of habitable 72 30 50 floors predicted to flood in the storm events up to the 50 year storm event

The number of habitable floors predicted to flood have been reduced by 72. The figure of 72 was made up of 33 from central Auckland, 30 from west, 5 from north, and 4 from south. The result was achieved through the delivery of the works that had been programmed by the legacy councils, in particular for the former Auckland City Council area. It should be noted that the target set was based only on the works progammed for the old Auckland City area. The works already contracted and or programmed to be delivered will see the target exceeded again in 2012/2013.

Operating stormwater systems to ensure compliance with conditions of resource consents

Measure Indicator 2012 Target 2011

Percentage compliance with consent 100% > 90% 100% conditions

The results are based on the outcomes from the compliance inspection audits undertaken on selected consents by the Resource Consent department. No moderate or major compliance issues were found and it is anticipated that with the same level of service provision in place for 2012/13 this level of compliance will be maintained.

Achievements and projects 1 July 2011 to 30 June 2012

• the sucessful transfer of stormwater functions from Auckland Transport in the Southern road corridor which will be undertaken as from 1 July 2012 • the major project undertaken, the $1.3 million Martyn Wilson Reserve stormwater pond, won the Ingenium Hynds Group Environmental Excellence Award for projects in the $200,000 to $2 million category • the Eden Park stormwater project won the under $2 million category at the Ingenium Excellence Awards. The project was undertaken to manage the ground water levels during RWC 2011 at Eden Park and provide storage for stormwater runoff • $4.5 million was spent on the Ascot Ave to Ellerslie racecourse stormwater project, completed in June 2012 • the final capital works programme substanially exceeded the year end forecast.

Capital projects completed

• Central/West: Construction of a stormwater pond at Martyn Wilson Reserve (cost: $1.3 million) • North: Stream enhancement works on the Alexandra Stream (cost: $700,000) • South: 380m of major Stormwater lines (cost: $900,000) being Stage 2 of the Ranfurly Road catchment upgrading programme.

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Financial Information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Stormwater Management 105,769 105,957 72,133 Total operating expenditure 105,769 105,957 72,133

Operating funding sources: Activity user charges and fees 838 1,286 1,738 Capital subsidies 0 360 0 Development and financial contributions 6,228 30,178 4,141 1 Rates 76,317 76,317 65,217 Other revenue (119) 0 927 Total 83,264 108,141 72,023

Operating funding surplus / (deficit) (22,505) 2,184 (110)

Capital expenditure Stormwater Management 48,921 64,996 31,267 2 Total capital expenditure 48,921 64,996 31,267

Funded by: Depreciation and operating funding surplus 21,850 45,382 0 New borrowing to fund council's capex 27,071 19,615 31,267 Total capital expenditure funding 48,921 64,997 31,267

Expenditure and revenue variances to budget

Operating expenditure and revenue Note 1 Development and financial contributions continued to be lower than budgeted as applications for consents remained low and activity in the building industry continued to be slow.

• Capital expenditure Note 2 The planned stormwater budgets were reviewed and reprioritised during the year. In many instances land acquisitions and consenting processes must occur prior to the commencement of construction. In addition, adverse weather conditions can affect construction. The projects identified in the annual plan will be completed but the timing of them will be later than originally planned. The budget included projects for stormwater-related future designs, and these budgets were underspent by $6.4 million as the design costs were largely integrated into the specific stormwater projects. The budgeted $5 million Flat Bush water quality ponds did not proceed as quickly as had been planned since the necessary land acquisitions were not finalised in the year. The Hillcrest flood protection works, with a budget of $2.2 million, were deferred due to the timelines involved to obtain land owners’ consents. Progress is expected in 2012/2013. A $5.7 million budget for the NorSGA stormwater project was not spent as construction was delayed by adverse weather conditions.

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TRANSPORT

OVERVIEW 198 THE ACTIVITIES

Transport Management 199

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 208

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TRANSPORT

OVERVIEW Transport is one of Auckland’s most significant issues and the transport network will continue to come under increasing pressure as the region’s population grows. Through its transport activities the council aims to provide Auckland with a transport network that is safe and efficient to use, while supporting Auckland’s social, economic, environmental, and cultural well-being. Auckland Council is responsible for preparing the regional land transport strategy, and provides funding to Auckland Transport, a CCO, to manage and develop Auckland’s transport infrastructure and services in a manner consistent with this strategy.

The activities

Under the Transport group of activities, the council carries out the following activity: Transport Management

Transport is a regionally led activity that has several sub-activities: transport strategy, transport planning, public transport, road network, travel behaviour change, and parking and enforcement.

Strategic alignment

This activity contributes to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Transport

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Transport 37 3 5 1

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TRANSPORT MANAGEMENT

OVERVIEW

Auckland Council carries out the Transport activity to support Auckland’s growth and its role in the national economy, while connecting the region’s people and places, with easy and affordable access to safe and sustainable transport choices. Auckland Council is responsible for preparing the regional land transport strategy, which sets out the way in which it plans to achieve a transport system that supports Auckland’s growth and its role in the national economy. The current strategy was adopted in 2010, and aims to develop a balanced transport system that provides high levels of accessibility, reliability and safety, and where people and businesses have realistic choices about how they travel and transport goods and services. While Auckland Council is responsible for transport strategy and planning, Auckland Transport (a CCO that is 100% owned by Auckland Council) is responsible for managing and controlling Auckland’s transport infrastructure and services. Under the Local Government (Auckland Council) Act 2009, Auckland Transport is required to prepare Auckland’s regional land transport programme, which must be consistent with the regional land transport strategy prepared by Auckland Council. Auckland Transport’s roles include: • maintaining and developing the road network • planning and contracting the provision of bus, rail and ferry services • constructing and managing public transport stops and stations • delivering community travel initiatives and travel behaviour change programmes • supporting transport services for those with disabilities • providing and controlling public parking, including on-street parking and parking buildings • local road safety plans • walking and cycling initiatives • travel planning for schools, workplaces and communities.

The sub-activities provided under this activity

Transport is a regionally led activity that has several sub-activities: transport strategy, transport planning, public transport, road network, travel behaviour change, and parking and enforcement. Auckland Transport will involve local boards in local transport matters and in decisions about regional services or infrastructure that affect the local area. Some of the matters identified where local boards are likely to be involved include:

• levels of service related to local roads, footpaths and local town centres • location and type of street vegetation and street furniture such as street art, monuments, etc • transport programme development • town centre development • decisions about public transport infrastructure in local areas • changes to restrictions on local roads such as for parking, bus lanes, clearways • local road safety plans • travel planning for schools, workplaces and communities.

Benefits

• efficiently moving people, freight and services around and between regions assists Auckland and New Zealand in achieving its economic potential

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• an integrated sustainable transport system that is well designed, supports sustainable urban development, reduces travel demand, and encourages public transport usage, cycling and walking • people can get around safely, easily, affordably and reliably, with access to a range of travel options including those who are limited by disability, or socioeconomic status • community health is improved by promoting active modes of transport such as cycling and walking, and by reducing public exposure to health-impacting pollutants from the transport system • negative impacts of the transport network on the natural environment are reduced • transport resources are used more efficiently, supported by sustainable, innovative design practices.

Measuring performance

One of Auckland Council’s levels of service is to ensure that regional land transport planning contributes to achieving an integrated, safe and sustainable regional land transport system. This involves reviewing and preparing the Auckland Regional Land Transport Strategy (ARLTS) on a six yearly basis. The most recent ARLTS was delivered in April 2010, which means the next ARLTS is scheduled for 2016. Auckland Council monitors and reports on the ARLTS every three years; the next report is due in 2012. 1. Roading Road congestion has been a major contributor to holding back Auckland’s economic performance. Lifting our performance means freeing up and maintaining the region’s roads for the effective movement of goods and other business activities. An important part of keeping Auckland moving is making sure that traffic is managed in a way that enables safe and efficient travel. Auckland Transport provides a range of traffic management and road safety functions, including traffic signal and closed circuit TV operations, traffic signal coordination, minor safety works, speed limit management and network efficiency improvements. The long-term goal is to increase people flows in the morning peak while reducing travel times on strategic routes.

Delivering a properly connected arterial road and state highway network that moves people and goods efficiently and safely

Measure Indicator 2012 Target 2011

People flows, inbound in morning peak (7am-9am) weekdays, by car and passenger transport (PT), across the following screenlines:

- across the Harbour Bridge by car: by car: by car: 18,764 ≥ 21,448 21,448 by PT: by PT: by PT: 8,148 ≥ 8,617 8,617

- into the CBD by car: by car: by car: 33,719 ≥ 37,846 37,846 by PT: by PT: by PT: 33,484 ≥ 32,382 32,382

- across Panmure & Waipuna Bridges by car: by car: by car: 14,038 ≥ 13,564 13,564 by PT: by PT: by PT: 1,425 ≥ 1,460 1,460

- Green Bay/New Lynn to isthmus by car: by car: by car: 15,667 ≥ 11,371 11,371 by PT: by PT: by PT:

3,740 ≥ 2,853 2,853

Travel times (minutes) during morning peak (7am-9am) along strategically important vehicle routes. The survey was conducted on 28 March 2012

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- Airport to CBD via Manukau Rd 37 ≤ 41 41

- CBD to Airport via Manukau Rd 38 ≤ 41 41

- St Lukes to St Johns via St Lukes Rd/ 40 ≤ 41 41 Greenlane/ Remuera Rd

- St Johns to St Lukes via St Lukes Rd/ 53 ≤ 58 58 Greenlane/ Remuera Rd - Albany to Birkenhead via Glenfield Rd 32 ≤ 34 34

- Birkenhead to Albany via Glenfield Rd 26 ≤ 26 26

- Henderson to CBD via Gt North Rd 50 ≤ 50 50

- CBD to Henderson via Gt North Rd 34 ≤ 38 38

The 2012 actual travel times were measured in November 2011. These represent the average travel time of 85% of trips along the strategically important arterial routes during the morning peak hour. The 2012 target travel times were based on the travel times measured in November 2010.

- SH 20 to SH 1 via Nielsen St 18 ≤ 16 16

- SH 1 to SH 20 via Nielsen St 14 ≤ 13 13

- Sylvia Park to East Tamaki via South 10 ≤ 11 11 Eastern Arterial

- East Tamaki to Sylvia Park via South 10 ≤ 12 12 Eastern Arterial

- SH 1 to SH 18 via Wairau Rd (only 8 ≤ 8 8 SH1 to Glenfield available for 2010)

- SH 18 to SH 1 via Wairau Rd (only 8 ≤ 8 8 SH1 to Glenfield available for 2010)

- East Tamaki to SH 1 Highbury 10 ≤ 10 10 interchange via Harris Rd

- SH 1 Highbury interchange to East 11 ≤ 11 11 Tamaki via Harris Rd

The 2012 actual travel times were measured in November 2011. These represent the average travel time of 85% of trips along the strategically important freight routes during the inter-peak period (9am-4pm). The 2012

target travel times were based on the travel times measured in November 2010.

Auckland Council Report 1 July 2011 to 30 June 2012 201 Part II: Activities and services Transport

From SH 20 to SH1 via Nielsen St: actuals slightly behind target due to extensive roadworks around the Onehunga Mall/Gloucester Park area.

From SH 1 to SH 20 via Nielsen St: actuals slightly behind target due to extensive roadworks around the Onehunga Mall/Gloucester Park area.

Number of reported fatal and serious 336 (4.2 per < 352 352 injury crashes per 100 million vehicle 100 million fatal/serious kilometres (VKT1) travelled on roads VKT)2 crashes (4.4 (excludes state highways) in the region, per 100 million including pedestrians and cyclists3 VKT)2

For all local roads: crash reductions Estimated 39% 20% reduction Not measured associated with completed Auckland reduction in in crashes Transport projects crashes associated associated with Crash with the Reduction Auckland programme Transport Crash Study (CRS) Programme Percentage of drivers exceeding 50 - No result (not ≤ 31% 31% km/h on arterial roads with a measured this community/ pedestrian emphasis year)

Notes: 1 VKT = vehicle kilometres travelled 2 VKT rates are from the NZTA SmartMovez website that contains estimates derived from Auckland Transport RAMM (Road Assessment and Maintenance Management) systems. 3 The fatal and serious injury crash result is for the 2011 calendar year. The data is provided by the NZTA crash analysis system as at 4 July 2012.

STORY: IMPROVING ROAD SAFETY

There was a significant 5% reduction in fatal plus serious injury crashes during 2011, more than twice the targeted 2% annual reduction. Additionally, the percentage reduction in crashes associated with the Auckland Transport Crash Study Programme was almost twice the target set for 2011/2012. The figures represent a new record low for annual fatal and serious injuries on local roads since records began, and is already belolw the 2015 target. A revised target is being set.

The council and Auckland Transport strongly support road safety. During 2011/2012 155 safety engineering projects, including speed calming measures, pedestrian facilities, and other improvements were completed. Work continued with NZ Police delivering fixed and mobile red-light camera programmes at high-risk urban intersections, and on speed enforcement campaigns. 40kph zones around schools continued to be introduced, and campaigns to reduce alcohol/drug driving were supported.

Maintaining the road network including footpaths and cycleways, street lighting, and traffic control systems and signalling

Measure Indicator 2012 Target 2011

Road maintenance standards (ride 85% ≥ 85% 85% quality) as measured by smooth travel exposure for all sealed roads.

Percentage of residents satisfied with 50% ≥ 43% 43% the quality of roads

Auckland Council Report 1 July 2011 to 30 June 2012 202 Part II: Activities and services Transport

Percentage of residents satisfied with 46% ≥ 45% 45% the overall quality of footpaths

Percentage of customer service 86% ≥ 80% of calls 79% with an enquiries (requests for service) answered average wait resolved within standard timeframes within 20 time of 16 seconds. seconds.

The following results were recorded in the 2012 Auckland Residents’ Survey: A. Quality of roads 1. 50% of residents were satisfied/very satisfied, a significant increase from 43% last year. 2. 15% of residents were dissatisfied/very dissatisfied, a decrease from 18% last year. 3. 35% of residents were neutral compared with 36% last year. The mean score was 3.4 out of 5, an increase of 0.1 from 3.3 last year

Overall, satisfaction increased and dissatisfaction decreased. In 2011/2012.

B.Quality of footpaths 1. 46% of residents were satisfied/very satisfied compared with 45% last year. 2. 25% of residents were dissatisfied/very dissatisfied, an increase from 22% last year. 3. 28% of residents were neutral, a decrease from 31% last year. The mean score is 3.2 out of 5, a decrease of 0.1 from 3.3 last year.

Overall, satisfaction is similar to last year. The proportion of residents who are neutral decreased. However, the proportion of residents who are dissatisfied increased in 2011/2012.

STORY: STRIVING TO MAINTAIN HIGH STANDARDS

Auckland Transport’s ongoing renewal and maintenance programmes target, among other things, the faults highlighted by means of the Smooth Travel Exposure measure. Continued monitoring along with the use of pavement performance modelling to develop long-term forward works programmes allow renewal and maintenance issues to be effectively targeted. The council conducts an annual survey of resident and taxpayer satisfaction with a range of its services and facilities, including those provided by Auckland Transport.. In response to the figures relating to satisfaction with footpaths within the Auckland Region, Auckland Transport has stated that it will continue to improve the condition of existing footpaths within the funding available, whilst giving priority to those that are in very poor condition. Auckland Transport’s MAXX call centre received 580,046 calls in the twelve months ending on 30 June 2012 and is meeting the performance standard of 86% of calls answered within 20 seconds. The average call wait time was 11 seconds. Rugby World Cup 2011 (RWC 2011) was a significant highlight of the year and a particularly resource intensive period. MAXX received its biggest call volumes of the year during this period, with 64,579 calls in September 2011 and 56,562 calls in October 2011. Apart from the calls received from the MAXX call centre, Auckland Transport received calls from the HOP Line (34,511 calls in the twelve months ended 30 June 2012). Auckland Council also take calls on behalf of Auckland Transport via the Auckland Transport number (355-3553).

2. Public Transport A public transport system that gets people where they need to go, reliably and at a price they can afford gives Aucklanders realistic transport choices. Demand for public transport services in Auckland this year was the highest it has been for over half a century. The 8.5% increase is in line with long-term projected growth and is a response to the significant investments made in the region’s infrastructure. The delivery of quality facilities and increasingly reliable services, rising petrol costs and the success of the rail, Northern Busway and b.line services are all continuing to push patronage growth to record levels.

Auckland Council Report 1 July 2011 to 30 June 2012 203 Part II: Activities and services Transport

Delivering a step change improvement in public transport, and contracting for the delivery of bus, rail and ferry services

Measure Indicator 2012 Target 2011

Total public transport patronage (annual 71,087,755 66,725,000 65,763,655 boardings for bus, rail and ferry)

Public transport patronage (annual 2,279,860 2,160,000 2,056,890 boardings) - Rapid transit – busway Public transport patronage (annual 10,904,160 10,090,000 9,864,604 boardings) - Rapid transit – rail Public transport patronage (annual 52,456,400 49,700,000 49,106,444 boardings) - Quality transit and local connector buses (including contracted school buses) Public transport patronage (annual 5,447,335 4,775,000 4,735,717 boardings) - Ferries Percentage of public transport 85% 85% 86% passengers satisfied with public transport services overall Public transport subsidy per passenger $0.24 $0.24 $0.26 km

STORY: MAJOR GAINS IN PUBLIC TRANSPORT PATRONAGE

All modes of public transport in Auckland are experiencing major increases in patronage, resulting in total numbers exceeding 70 million passengers for the first time since the 1950s. Total Auckland public transport patronage was 71,087,755 passengers for the 12 months to 30 June 2012, an increase of 5,324,100 or +8.1% compared with the 12 months to 30 June 2011. Broken down by mode, the figures came to: Bus – 54,736,260 passengers (77.0%); Rail – 10,904,160 passengers (15.3%); Ferry – 5,447,335 passengers (7.7%).

On the Northern Busway, which is New Zealand's first purpose-built road dedicated to buses (a physically separated busway that parallels SH1, and which has dedicated park & ride facilities), patronage totalled 2,279,860 passengers for the 12 months to 30 June 2012, an increase of 222,970 or +10.8% compared with the previous year. The Northern Busway, along with the the rail network, forms the Rapid Transit Network (RTN). Rapid transit rail annual boardings totalled 10,904,160 passengers for the 12 months to 30 June 2012, an increase of 1,039,556 or +10.5% compared with the previous year. The total was made up by: Western Line rail: 4,092,234 passengers, an increase of 578,743 or +16.5% Southern and Eastern lines rail patronage totalled 6,811,926 passengers, an increase of 460,791 or +7.3%.

Bus services other than the Northern Express form the majority of services on the Quality Transit Network and Local Connector Network, including dedicated school bus services. Patronage totalled 52,456,400 passengers for the 12 months to 30 June 2012, an increase of 3,349,956 or +6.8%. Bus patronage (excluding Northern Express) by sector were: • North Sector – 10,666,558 passengers, an increase of 309,637 or +3.0% • West Sector – 4,951,054 passengers an increase of 93,995 or +1.9% • South Sector – 10,719,191 passengers, an increase of 347,086 or +3.3% • Isthmus Sector – 26,119,597 passengers, an increase of 2,599,238 or +11.1%.

Patronage on Auckland’s ferries has also risen, with a total of 5,447,335 passengers being carried for the 12 months to 30 June 2012, an increase of 711,618 boardings or +15.0%. The top three routes by patronage were:

Auckland Council Report 1 July 2011 to 30 June 2012 204 Part II: Activities and services Transport

Waiheke commercial ferry - 2,153,305 passengers, an increase of 420,448 or +24.3% • Devonport commercial ferry - 1,824,143 passengers, an increase of 151,968 or +9.1% • Half Moon Bay contracted ferry - 334,107 passengers, an increase of 67,191 or +25.2%

An external party conducted an on-board survey with public transport passengers, using a self completion methodology. The overall public transport experience was rated positively (good/very good/excellent) by 85% of respondents. Overall satisfaction (good/very good/excellent) by transport mode: • Ferry – 92% • Bus – 82% • Train – 82%.

Various public transport projects (e.g. real-time public information system, integrated fares and ticketing, electric trains, more bus and transit lanes) are continuing to progress well. These projects will help improve customer satisfaction with public transport services. And public support for the HOP smartcard for use on buses continued to grow throughout the year, with the number of active users exceeding 100,000.

Providing information to support Aucklanders to make smarter transport choices

Measure Indicator 2012 Target 2011

Percentage of public transport 89% > 73% 73% passengers with access to real time service information1 Traffic signal coordination on key 10% 10% New measure arterial routes: proportion of arterial road network with signal optimisation in place

Percentage of arterial road network for 8% 8% New measure which real time congestion information is publicly available

Note: 1 The 2011 actual result represents access to real time service information via www.maxx.co.nz for bus passengers.

STORY: BETTER INFORMATION, EASIER JOURNEYS

Auckland Transport and the council are working to provide better information so that Aucklanders can make more informed choices resulting in easier journeys.

There is a range of strategies designed to improve information for all transport users. For example, real time public transport service information has been extended this year, including for rail services (excluding Mt Albert Station).

Another strategy has been to coordinate traffic signals so that vehicles can travel safely and efficiently with minimum delay. Signal coordination reduces the number of times that motorists need to make unnecessary stops because adjacent traffic signals bear no relationship to each other. This brings increased travel times, vehicle emissions and fuel consumption and also increases driver frustration which can result in accidents. Coordinating traffic signals enables them to communicate with each thereby enabling them to work cooperatively. Auckland Transport has initiated a route optimisation programme which identified a number of major arterial routes where traffic signal coordination and other traffic management initiatives can achieve improvements in travel time reliability, safety and reductions in emissions. For the year ended 30 June 2012, route optimisation on 16 segments of arterials routes was implemented. The Dominion Road, Symonds Street and Saint Lukes routes have been completed and other routes in various stages of completion are Greenlane, Great South Road, Broadway and Khyber Pass.

Auckland Council Report 1 July 2011 to 30 June 2012 205 Part II: Activities and services Transport

Another project was initiated to enable a better understanding of road network performance and expected travel times at different times of the day. Data is gathered in real time and used to predict travel times for the route. This information is then made available to the public. The city centre to airport route now has six electronic variable message signs that can display projected journey times. Preliminary results indicate that travel times have significantly improved along this route and are being maintained at an average of 40 minutes per trip during peak times. Congestion information is available on the NZTA website. This project is one of the first to apply the One System approach where the journey includes both arterials routes and segments of the motorway.

3. Parking Providing parking services to ensure there is reasonable access to and turnover of affordable and safe parking

Measure Indicator 2012 Target 2011

Percentage of drivers complying with 84% 82% 84% parking restrictions

Results from surveys of on-street parking in August 2011, November 2011, February 2012 and May 2012 indicated a relatively high level of driver compliance with parking restrictions. The survey showed an average compliance level of 84%.

Note: The 2011 result is the average of February 2011 and May 2011 compliance surveys of four centres.

4. Travel Behaviour Change Aiming to reduce car use and improve community health by encouraging walking, cycling and ride sharing and investing in local improvements

Measure Indicator 2012 Target 2011

Morning peak (7-9am) car trips avoided 12,271 >8,417 8,417 through TravelWise initiatives

Walking trips into the CBD (inbound 5,222 > 5,297 5,297 pedestrian counts) in morning peak (7- 9am)

Cycle trips into the CBD (inbound cycle 1,058 > 853 853 counts) in morning peak

Cyclist movements in the Regional 12,215 12,625 12,970 Cycle Count

Over 330,000 students and employees are participating in the TravelWise travel plan programme, resulting in 12,271 car trips being avoided through travel planning initiatives during the morning peak (7-9am). Participants are switching to a wide range of travel modes, particularly the active modes of walking, cycling and public transport. The slight decrease in walking trips into the CDB may in part be attributable to roadworks in the area which were being undertaken at the time of the survey. The number of cycle trips into the CBD recorded during the annual manual count represents a 24% increase on last year, consistent with the increase of 26% shown by new automatic counts installed during the year.

Auckland Council Report 1 July 2011 to 30 June 2012 206 Part II: Activities and services Transport

The manual count of region-wide cyclist movements undertaken in March (the Regional Cycle Count) showed a 6% decrease due to the weather leading up to the monitoring week which was very wet with a "weather bomb" forecast to hit the region over the weekend of the count. This type of prolonged and adverse weather discourages people from cycling. The automatic counters showed higher counts at most sites in the week before and after the monitoring week. The manual counting methodology is currently being reviewed to enable it to be combined with the more accurate automatic counts installed on key routes.

Achievements and projects 1 July 2011 to 30 June 2012

• Auckland Transport’s largest construction project, Auckland Manukau Eastern Transport Initiative (AMETI) ,which will also unlock the economic potential of the eastern suburbs, got under way in February. A series of projects in phase 1 prepares for a new busway that will significantly speed up travel times. Phase 1 also creates a significant transport interchange at Panmure

• the first new rail line in Auckland for 82 years at Manukau began service on 15 April. Around 600,000 passengers a year are expected to use the new station, which has been developed to meet expected capacity to 2040 and which was constructed using innovative technologies that give the main structure an expected 100-year lifespan, reducing its environmental footprint. Meantime, construction continued above ground on a $95 million integrated transport hub and tertiary campus

• preparatory work for a new Parnell rail station was completed with masterplan design, community consultation and engineering commencing in time for the start of station construction, due next year

• in August 2011 a redesign of Central Isthmus bus services was implemented, simplifying and increasing service frequencies. This included the new City, Inner and Outer LINK bus services in distinctive red, green and orange liveries

• in October 2011 a contract was signed with Spanish manufacturer Construcciones y Auxiliar de Ferrocarriles to supply and maintain 57 three-car electric trains. They will replace most of the ageing diesel units and locomotives, and will incorporate the latest safety and accessibility technology and will be fitted features such as WiFi networks

• in May 2012 construction began on the new depot for the electric trains, at the old Winstones Quarry at Wiri. Tenders were evaluated for plant equipment and the maintenance and stabling facility

• following the review of the business case for the City Rail Link (CRL - the proposed new 3.5km double track underground electrified rail line connecting Britomart to the Western Line near Mt Eden Station), Auckland Transport), completed in May 2011, Auckland Transport has been talking to landowners directly affected by the CRL’s land footprint, advising them about the project

• in March 2012, assessment and identification commenced on identifying final rail alignments and station locations which will be integrated with other transport mode improvements for the South-Western Multi Modal Airport Rapid Transit (SMART) in which Auckland Transport and the council are partners with NZTA, KiwiRail and

• the introduction of a single integrated ticket system for use on all Auckland’s public transport services progressed during the year with a trial successfully undertaken during the Rugby World Cup and equipment including electronic gates and card vending devices arriving in Auckland from the French manufacturer ready for testing locally from June 2012

• a four-year programme to optimise the arterial road network started. Three routes have been completed to date (St Lukes, Symonds Street and Dominion Road), whilst work is underway on a further five routes (Greenlane East, Greenlane West, a large portion of Great South Road, Broadway and Khyber Pass Road)

• planning for the upgrade of a 4km stretch of Albany Highway between the Upper Harbour Motorway (SH18) and Dairy Flat Highway (SH17) was progressed

• the 300-metre dual carriageway bypass extending Clark Street in New Lynn to the west was completed in September 2011, along with the new Totara Avenue shared space. This development creates a more pedestrian- friendly retail area and focal point for New Lynn’s town centre.

Auckland Council Report 1 July 2011 to 30 June 2012 207 Part II: Activities and services Transport

Financial Information

This activity is largely undertaken by Auckland Transport. As Auckland Transport funds its activities directly by charging users, most of its operating expenditure is not included in the table below since the numbers here are the council parent financial information.

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Transport Management 337,365 318,276 203,527 Total operating expenditure 337,365 318,276 203,527

Operating funding sources: Activity user charges and fees 7,421 93 3,009 Operating Grants and subsidies 77,558 34,324 23,130 Development and financial contributions 25,192 38,887 8,037 Rates 308,707 311,613 164,257 Other revenue 1,183 190 120 Total 420,061 385,107 198,553

Operating funding surplus / (deficit) 82,696 66,831 (4,974)

Capital expenditure Transport Management 306,168 335,563 219,306 5 Total capital expenditure 306,168 335,563 219,306

Funded by: Depreciation and operating funding surplus 10 6,309 10,669 Asset sales 0 48,884 0 New borrowing to fund council's capex 0 0 160 New borrowing to fund CCOs’ capex 306,158 280,370 208,477 Total capital expenditure funding 306,168 335,563 219,306

Auckland Council Report 1 July 2011 to 30 June 2012 208 Part II: Activities and services Transport

Expenditure and revenue variances to budget

Operating expenditure and revenue • Note 1 An unbudgeted $46 million grant payable to Auckland Transport for Electric Multiple Units (EMU) is incorporated in the actual operating expenditure. During the year, costs which were unsettled from the last financial year were recognised by the council. This was offset by a reduction of $36 million in operational funding provided to Auckland Transport, as the budget assumed revenue for parking would be received by the council and passed to Auckland Transport. Instead, this revenue was received directly by Auckland Transport.

• Note 2 Activity user charges and fees were above the budget forecast by $7.3 million. This revenue is associated with street cleaning, which is recognised as part of the Transport activity instead of as part of the Street Environment and Town Centre activity where the budget is held.

• Note 3 Ministry of Transport (MoT) grants were higher than budgeted due to a grant from the Crown of $46 million as part of the EMU purchase arrangements.

• Note 4 Development and financial contributions continued to be lower than budgeted as applications for consents remained low and activity in the building industry continued to be slow.

Capital expenditure • Note 5 The Annual Plan included $546 million of Transport projects, of which the council budgeted to fund $395 million with the remainder being budgeted to be received by NZTA and other third parties. Auckland Transport incurred $568 million of costs including unbudgeted costs of $95 million for the EMUs, and received $77 million of third party revenue. During the year the Transport programme was reviewed and a variety of projects were repriotised. Specific details are available in Auckland Transport’s Annual Report.

Auckland Council Report 1 July 2011 to 30 June 2012 209 Part II: Activities and services Commercial and Investment

COMMERCIAL AND INVESTMENT

OVERVIEW 211

THE ACTIVITIES Commercial 212

Investment 214

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 216

Auckland Council Report 1 July 2011 to 30 June 2012 210 Part II: Activities and services Commercial and Investment

COMMERCIAL AND INVESTMENT

OVERVIEW

Through its Commercial and Investment activities the council ensures that these activities are managed in way that optimises financial returns while supporting the achievement of the council’s broader strategies. The council uses three CCOs: Auckland Council Property Limited, Auckland Waterfront Development Agency Limited and Auckland Council Investments Limited, to assist in carrying out these activities.

The activities

Under the Commercial and Investment group of activities, the council carries out the following activities: • Commercial • Investment. The activities are grouped under Commercial and Investment as they are generally operated on a commercial basis and aim to ensure an appropriate financial return – commensurate with public good objectives.

Strategic alignment

These activities are primarily aligned to Auckland Council’s strong governance strategy. They also indirectly contribute to all strategic priorities by generating non-rates income to support other council activities.

Transport Thriving Outstanding Quality Strong Lifestyle Strong choices economy natural built communities choices governance environment environment Commercial Investment

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Commercial 3 1

Investment 1 1

Auckland Council Report 1 July 2011 to 30 June 2012 211 Part II: Activities and services Commercial and Investment

Commercial

OVERVIEW

Auckland Council carries out the Commercial activity to optimise financial returns from its commercially focused initiatives while supporting other council strategies. The council is involved in commercial property activities, as well as a range of other commercial activities including farming, forestry holdings and management of quarries, a vehicle testing station, holiday parks and camping grounds.

The council’s commercial property activities and a number of its other commercial interests are managed by Auckland Council Property Limited (ACPL), which is a CCO. Auckland Waterfront Development Agency Limited, also a CCO, is involved in commercial property and marina activities around Auckland’s waterfront.

The sub-activities provided under this activity

Commercial property and “other commercial activities” are the regional sub-activities. There are no local board sub- activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• revenue for the council that can be used to reduce rates or fund increased service levels • the council’s commercial activities contribute to wider economic, social, environmental and cultural well-being.

MEASURING PERFORMANCE

Managing commercial property and other commercial activities in a way that optimises financial returns

Measure Indicator 2012 Target 2011

Return on investment (ROI) on 100% 100% of 100% commercial properties commercial properties will

provide a market return on our investment.

Return on investment (ROI) on 100% 100% of 100% commercial activities projects achieve the financial outcomes agreed in relevant business case or feasibility studies.

Auckland Council Report 1 July 2011 to 30 June 2012 212 Part II: Activities and services Commercial and Investment

Baseline still being established, as updated valuation being completed. As an interim measure, ACPL used approved budgets as its baseline measure. All of these have been achieved.

All commercial activity projects are at a very early stage of development. From the work completed to date, financial outcomes have been acheived. Changes have been made to the timing of some projects (see achievements comments, below) due to external market factors.

Providing high quality customer service in relation to other commercial activities

Measure Indicator 2012 Target 2011

Percentage of customers satisfied 100% > 85% Not measured with commercial activities service delivery overall

Percentage of marina berth owners 67% 80% 69% satisfied with the overall service provided

ACPL receives regular feedback from its principal customers, Auckland Council and Auckland Transport, which indicates a high level of satisfaction with service delivery.

The following results were recorded in the 2012 Westhaven Marina Berth Holders Survey: 1. 67% of berth owners were satisfied/very satisfied compared with 69% last year. 2. 2% of berth owners were dissatisfied/very dissatisfied compared with 1% last year. 3. 31 % of berth owners were neutral compared with 30% last year. The mean score was 5.8 out of 7, an increase of of 0.1 from 5.7 last year.

Overall, the results for satisfaction and disatisfaction in 2011-2012 are similar to those for last year.

Achievements and projects 1 July 2011 to 30 June 2012

• improved "like for like" returns on property portfolio • Ormiston Town Centre Development Masterplan signed off • New Lynn Town Centre construction progressing ahead of schedule • positive feedback received from Auckland Council regarding ACPL commercial input into both the Auckland Plan and Unitary Plan • Hobsonville Marine Precinct (Yard 37) rephased with ACPL Board approval to ensure minimum site sales targets achieved before significant construction commences • Papatoetoe Town Centre Redevelopment delayed due to on-going negotiations with Foodstuffs over supermarket site.

Auckland Council Report 1 July 2011 to 30 June 2012 213 Part II: Activities and services Commercial and Investment

INVESTMENT

OVERVIEW

Auckland Council carries out the Investment activity to optimise returns from its equity and financial investments, and to bring a strong commercial focus to the ownership and governance of its major investment assets, while recognising and making significant contributions to the council’s public good objectives. The council is involved in a number of investment activities, either directly or indirectly through its CCO subsidiary, Auckland Council Investments Limited (ACIL) The council has equity and financial investments of approximately $1.3 billion managed by ACIL. This includes equity holdings in important regional infrastructure such as Limited (POAL – 100% owned), Auckland International Airport Limited (22.45% owned), and Auckland Film Studios Limited (100% owned). ACIL manages a diversified financial assets portfolio of approximately $260 million comprising fixed income and equity investments. The council also has a range of funds held in trust and at any given time may have funds surplus to its immediate requirements. As part of it investment activities, the council seeks to generate value from these trusts and reserves within the guidelines contained in its treasury policy.

The sub-activities provided under this activity

Investment activities is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

Benefits

• revenue for the council to pursue social and cultural development of the region • the council’s major investment assets are operated with a strong commercial focus.

MEASURING PERFORMANCE

Managing council investments in a way that optimises returns

Measure Indicator 2012 Target 2011

Return from equity and financial 15.5% ≥ 9.7% 6.3% investments

Return from trusts and reserves 6.19% Investment 6.9% returns to

exceed benchmark (7.03%) which is a 20% weighting of NZX 90 day bank bill index and 80% weighting to NZX ‘A’ grade approved bonds.

Auckland Council Report 1 July 2011 to 30 June 2012 214 Part II: Activities and services Commercial and Investment

Return from equity and financial investments: ACIL met the target to exceed last year’s annualised Return on Equity (ROE). Total return on ACIL’s equity for the year to 30 June 2012 was 15.0% which was 5.3% above last year’s annualised ROE (9.7%). The main contributors to the positive result were: • dividends from investments exceeded the budget • Interest expense was lower than budgeted • the value of AIAL shares increased significantly (from $2.225 per share to $2.44 per share) • significant net increase in the value of POAL’s assets due to a revaluation of the company’s assets • ACIL realised a gain on purchase of the shares in Auckland Film Studios Limited.

Return from trusts and reserves: investment performance was 0.84% below benchmark despite the high absolute return of 6.19%. Underperformance due to larger investment weighting in the portfolio to Bank debt that underperformed the benchmark. We continue to hold the bank debt and expect the underperformance to reverse over the coming year.

Achievements and projects 1 July 2011 to 30 June 2012

• ACIL distributed a dividend of $30 million to the Council which was $3.2 million higher than the budget • POAL’s strategy was developed and presented to the Council in September 2011 • ACIL acquired the remaining 55.6% of shares in Auckland Film Studios Limited for $1.5 million, a significant discount in relation to the market value of the underlying assets • ACIL transitioned the Diversified Financial Assets Portfolio (DFAP) to its new strategic assets allocation as specified in the Statement of Investment Policy and Objectives approved by the Council in October 2011 • the DFAP returned 3.99% which was above the benchmark of 3.46%. in FY12 the portfolio also met its long- term target for returns to exceed the Official Cash Rate plus Inflation.

Auckland Council Report 1 July 2011 to 30 June 2012 215 Part II: Activities and services Commercial and Investment

Financial information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Commercial 41,005 41,978 12,148 Investment 8,918 (268) 1,260 1 Total operating expenditure 49,923 41,710 13,408

Operating funding sources: Activity user charges and fees 40,807 69,520 19,154 2 Operating Grants and subsidies 4,185 4,185 0 Capital subsidies 0 (150) Development and financial contributions 0 - 40 Rates 0 - 33 Other revenue 16,718 41,823 20,497 3 Total 61,710 115,378 39,724

Operating funding surplus / (deficit) 11,787 73,668 26,316

Capital expenditure Commercial 37,861 18,273 31,934 4 Total capital expenditure 37,861 18,273 31,934

Funded by: Depreciation and operating funding surplus (17,450) 9,247 10,338 New borrowing to fund council's capex 55,092 543 12,927 New borrowing to fund CCOs’ capex 220 8,483 8,670 Total capital expenditure funding 37,862 18,273 31,935

• Note 1 There was an overall overspend of $9 million with a negative budget. The negative interest budget basically represents interest earned on reserves, and for the purposes of the statements the reserves are shown as negative borrowings – the negative borrowings in the Plan were primarily driven by planned ACIL inter-entity loan repayments of $158 million to the parent, plus any extra cash surpluses. When compared to actuals, the inter-entity loan from ACIL did not eventuate as planned, and their revenue was also below forecast. This directly or indirectly contributed to the activity still showing borrowings and therefore higher interest costs. • Note 2 Diversified Financial Assets portfolio totalling $30.7 million has been recorded to Corporate Finance this is offset by unfavourable commercial portfolio unfavourable variance of $2 million giving an overall under budget of $28.7 million. • Note 3 Dividend income of $25 million has also been recorded to Corporate Finance. • Note 4 Costs exceeded budget by $35 million due to the settlement of land acquistions which were not budgeted for.These costs included the acquisition of land, including at the Marine Industrial Precinct at Hobsonville. This development is significant and the council has budgeted an expenditure of $45 million for this project over the 10 years of the LTP budget. The $4.2 million Ormiston Town Centre Development did not proceed, and the budgets for this project have been included in the LTP commencing in the 2012/2013 financial year.

Auckland Council Report 1 July 2011 to 30 June 2012 216 Part II: Activities and services Governance

GOVERNANCE

OVERVIEW 218

THE ACTIVITIES Governance and Democracy Services 219

FINANCIAL INFORMATION FOR THIS GROUP OF ACTIVITIES 224

Auckland Council Report 1 July 2011 to 30 June 2012 217 Part II: Activities and services Governance

GOVERNANCE

OVERVIEW

Through its Governance activities, the council enables local decision-making and action by, and on behalf of, communities to promote the well-being of the Auckland region now and for the future. As part of this, the council ensures a clear vision and direction for the region, effective representation of local communities, and that the council and its CCOs remain responsive and accountable to the public. Auckland Council is governed by two complementary and non-hierarchical decision-making parts. The mayor and councillors elected from across the region (known as the governing body) focus on the big picture and region-wide strategic decisions and issues. Auckland Council also has 21 local boards that each represent their local communities and make decisions on local issues activities and facilities. In undertaking its governance role, Auckland Council works with and draws on advice from a range of advisory panels and the Independent Māori Statutory Board.

The activities

Under the Governance group of activities, the council carries out the following activity: • Governance and democracy services. Governance has several sub-activities: Regional governance, local governance and advocacy, elections, Māori relations, mayoral office, and monitoring of CCOs.

Strategic alignment

This activity contributes to the following Auckland Council strategic priorities:

Transport Thriving Outstanding Quality built Strong Lifestyle Strong choices economy natural environment communities choices governance environment

Governance and democracy services

Key The activity makes a high contribution to achieving the strategy The activity makes a low to moderate contribution to achieving the strategy The activity makes little or no contribution to achieving the strategy.

Summary of performance measure results

-

ACTIVITY Achieving: Satisfactory: Progressing: Improvement: No Needed result

Governance 3 1 4 1

Auckland Council Report 1 July 2011 to 30 June 2012 218 Part II: Activities and services Governance

GOVERNANCE AND DEMOCRACY SERVICES OVERVIEW Auckland Council’s governance structure ensures robust and transparent decision making that reflects the aspirations of different communities across the region. The mayor is responsible for providing a clear vision and direction for Auckland, leading the development of plans policies and budgets, and ensuring effective engagement with the people of Auckland. The mayor and councillors comprise the governing body of Auckland Council, which makes decisions on regional strategies, policies, plans and bylaws and carries out regional civic duties. Auckland Council has 21 local boards that promote the wellbeing of their local communities, make decisions on local matters and carry out local civic duties. Within its governance role, Auckland Council seeks advice from Ethnic and Pacific people’s advisory panels. The Independent Māori Statutory Board promotes issues of significance to mana whenua and matawaka and provides relevant input into the council’s decision making processes. Auckland Council also engages with communities, public interest groups and key stakeholders to identify their priorities and preferences. This helps to ensure that decisions are made that take into consideration the preferences of a wide range of communities across the region. The governing body is responsible for governing CCOs and ensuring that they follow the strategic direction of the council. This includes appointing directors, ensuring that the appropriate accountabilities and controls are in place and that the CCOs meet the required performance standards and outcomes set for them by the governing body in their statements of intent.

The sub-activities provided under this activity

Governance and Democracy Services provides the following regional and local board sub-activities:

Sub-activity services Elections Coordinating and managing local government elections and by-elections Local governance and advocacy 21 local boards provide local leadership, make decisions on local activities and undertake local civic duties Māori relations Developing and managing effective relationships with Māori Mayoral office Ensuring that the mayor’s office is staffed appropriately to enable the mayor to carry out his or her duties Monitoring of CCOs Monitoring CCOs against their statements of intent, to ensure they are meeting required performance standards and outcomes Regional governance The governing body will provide regional leadership, set a vision and direction for Auckland and make decisions on regional strategies, policies and plans

Benefits

• elected representatives have the information they need to make effective decisions and are supported in their role • Auckland Council has plans that clearly identify how regional and local activities will be delivered and funded, and reflect the priorities and preferences of communities to contribute to the vision for the region • the community effectively participates in forums that contribute to council decision-making, and have appropriate representation at a local and regional level • Auckland Council meets legislative requirements on decision making, access to information, community engagement and elections.

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MEASURING PERFORMANCE

Supporting elected representatives to make effective decisions and to meet legislative requirements

Measure Indicator 2012 Target 2011

Percentage of elected representatives 55% 70% 49% satisfied with advice and support provided by council officers

Percentage compliance with statutory 99% 100% 98% requirements for the publication of agendas and minutes of council meetings and public notices

Percentage of stakeholders satisfied 27% 50% 22% with the effectiveness of the overall decision making by the Auckland Council

Elected members’ satisfaction: the elected members’ needs have been better identified with a number of solutions underway to improve performance in this area.

The following results were recorded in the 2012 Elected Representatives Survey: 1. 55% of elected members were satisfied/very satisfied compared with 49% last year. 2. 12% of elected members were dissatisfied/very dissatisfied compared with 15% last year. 3. 30 % of elected members were neutral compared to 36% last year. The mean score was 3.5 out of 5. This is the same as last year.

Overall, the results for satisfaction and dissatisfaction in 2011-2012 are similar to those for last year.

Percentage compliance: there was a very small number of agendas that were unable to be met in the statutory timeframes.

Stakeholders’ satisfaction: plans are in place to improve the communication of the decision-making process to a wider audience using methods such as webcasting and social media.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 27% of residents were satisfied/very satisfied, a significant increase from 22% last year. 2. 22% of residents were dissatisfied/very dissatisfied an increase from 19% last year. 3. 36% of residents were neutral, a significant increase from 31% last year. 4. 15% of residents said ‘don’t know’, a significant decrease from 28% last year. The mean score was 3.0 out of 5. This is the same as last year.

More residents are likely to have an opinion than last year. Overall, satisfaction increased. However, the proportions of residents who are dissatisfied or neutral increased in 2011/2012.

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Ensuring the community can appropriately participate in forums that contribute to council decision-making

Measure Indicator 2012 Target 2011

Percentage of residents who believe 24% 50% 23% they have appropriate opportunities to participate in the council’s decision- making process

Number of complaints regarding No complaints No complaints No complaints council democratic processes upheld upheld upheld upheld by either the Auditor General or the Ombudsman

Residents’ belief that they have appropriate opportunities to participate in the council’s decision-making process: we have continued to seek innovative methods to interact with the community and an example is the new method for hearing verbal submissions, called hearings forums. We have also better resourced the council’s Local Board Services division to improve delivery of this objective in the future.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 24% of residents were satisfied/very satisfied compared to 23% last year. 2. 24% of residents were dissatisfied/very dissatisfied, an increase from 22% last year. 3. 39% of residents were neutral, a significant increase from 31% last year. 4. 13% of residents said ‘don’t know’. This is a significant decrease from 24% last year. The mean score was 3.0 out of 5. This is the same as last year

More residents are likely to have an opinion than last year. Overall, satisfaction increased. However, the proportions of residents who are dissatisfied or neutral increased in 2011/2012.

Managing effectively council elections and by-elections through fair and transparent processes

Measure Indicator 2012 Target 2011

Percentage of eligible residents who _ 44.6% N/A Not measured voted in the local government elections and by-elections

Number of complaints received No complaints No complaints Not measured regarding electoral processes upheld upheld

The percentage of eligible voters who voted in the Waiheke by-election was 44.6%.

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Maintaining effective relationships with Māori and seeking to develop their capacity to contribute to the decision- making processes of the council

Measure Indicator 2012 Target 2011

Percentage of iwi groups that 75% Not consider they have an appropriate measured/qualitative relationship with the council exploration conducted

Given the broad scope of this metric, extensive qualitative research was conducted this year to define what "appropriate relationship with the council " means from the perspective of iwi.This would establish parameters around how this metric should be interpreted and enable more focussed action planning. Several common themes were identified through the research conducted with iwi and are listed below:

1. The council understands the aims and aspirations of our iwi organisation and membership 2. The council values our input into their work and services 3. The council has an appropriate formal relationship in place which outlines what our respective interests are and how we will work together 4. The council consults with us regularly and appropriately 5. The council takes on board our concerns and does something about them 6. The council's priorities reflect our priorities and areas of concern.

Ensuring the effective governance and monitoring of CCOs

Measure Indicator 2012 Target 2011

Percentage of Statement of Intent 86% 95% 89% (SOI) objectives which are met

CCOs have performed well in their first full year of operation, reporting against performance targets with a range of quality baseline data and data collection methodologies. In cases where performance targets have not been met, delivery was sometimes within 2-5% of targets. In other cases it was noted that targets were particularly ambitious (and over some of these CCOs had variable degrees of direct control) or that they were difficult to monitor accurately. It is also noted that a small number of performance measures included within the final SOI targets for 2011-2012 were identified as being not applicable for final reporting purposes - this was because reporting relied on data collected by independent agencies which wasn't yet available, or that there were operational constraints and/or costs associated with collecting data that were identified as being cost-prohibitive for the potential value-add. The performance monitoring frameworks for CCOs are undergoing review and continuous improvement to ensure meaningful reporting on priority areas of service delivery.

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ACHIEVEMENTS AND PROJECTS 1 JULY 2011 TO 30 JUNE 2012

• successful completion of Local Board Plans setting direction on behalf of their communities • implementing innovative hearings processes managing 40,000 submissions this calendar year • responding to the Independent Māori Statutory Board Audit and ensuring that the council has a clear programme of work to integrate improvements with our Māori community • expenditure of $3.7 million on many small local improvement projects and from the Local Board discretionary fund. Many small projects undertaken such as work at the Dunkirk reserve in Mt Wellington,Glendhu Road Glenfield footbridge, at the Hooten reserve in Albany and at Waikaraka Park Onehunga.

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Financial information

$000 Actual Budget Actual Reason for 12 months 12 months 8 months s ignificant to 30 June to 30 June to 30 June variance 2012 2012 2011 Operating expenditure Governance and Democracy Services 54,092 52,101 35,073 1 Total operating expenditure 54,092 52,101 35,073

Operating funding sources: Activity user charges and fees 1,076 1,749 1,971 Operating Grants and subsidies 83 50 0 Rates 50,302 50,302 30,681 Total 51,461 52,101 32,652

Operating funding surplus / (deficit) 2,631 0 (2,421)

Capital expenditure Governance and Democracy Services 3,774 11,082 2 2 Total capital expenditure 3,774 11,082 2

Funded by: Depreciation and operating funding surplus (15,940) 668 2 Asset sales 0 5,477 0 New borrowing to fund council's capex 19,714 4,937 0 Total capital expenditure funding 3,774 11,082 2

Note 1 Governance has an overall overspent of $2 million of which $1.3 million is a result of an overspend in corporate overheads. The remaining $0.7 million was due to the use of temporary staff who were required for handing the volume of submissions received from the public concerning the draft LTP and the draft Auckland Plan. Note 2 The local and discretionary funds which are available for minor capital works in local board areas was underspent as there were delays confirming how the funds would be allocated. The unspent funds will be carried forward to the 2012/2013 financial year.

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LOCAL BOARDS Overview 226

Decision-making responsibilities for local boards 227 238 Albert-Eden 247 Devonport-Takapuna 254 Franklin 260 Great Barrier 266 Henderson-Massey 272 Hibiscus and Bays 278 Howick 285 Kaipatiki 292 Mangere-Otahuhu 299 Manurewa 306 Maungakiekie-Tamaki 313 Orakei 321 Otara-Papatoetoe 328 Papakura 334 Puketapapa 341 Rodney 347 Upper Harbour 353 Waiheke 360 Waitakere Ranges 366 Waitemata 373 Whau

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Local boards OVERVIEW Auckland Council has two complementary and non-hierarchical decision-making parts: • the governing body, consisting of a mayor elected by all Aucklanders and 20 councillors elected on a ward basis • 21 local boards, with members elected by local board area.

The governing body and the local boards share the decision-making responsibilities of Auckland Council: • the governing body focuses on the big picture and on region-wide strategic decisions • local boards represent their local communities and make decisions on local issues, activities and facilities. Local boards also provide important local input into region-wide strategies and plans, including those of the CCOs. The areas for local boards were set by the Local Government Commission in March 2010, taking into account communities of interest, local service delivery and the ratio of elected members to population. Some local board areas are further divided into “subdivisions” for electoral purposes to ensure fair geographical representation on the local board.

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DECISION-MAKING RESPONSIBILITIES FOR LOCAL BOARDS

HOW THE DECISION-MAKING RESPONSIBILITY OF LOCAL BOARDS IS DETERMINED There are three ways that local boards may acquire decision-making responsibility for activities: • responsibility may be directly conferred by the Local Government (Auckland Council) Act 2009 • for non-regulatory activities only, responsibility may be allocated to the local boards by the governing body in line with the principles in the legislation • for regulatory or non-regulatory activities, responsibility may be delegated to the local boards by the governing body.

ALLOCATION OF NON-REGULATORY RESPONSIBILITIES The Auckland Transition Agency was required by legislation to make the initial allocation of non-regulatory activities to local boards, in accordance with the principles set out in the legislation. The allocation of non-regulatory activities remained in place until the council adopted its long-term plan for the period beginning 1 July 2012. In the period before 1 July 2012, the governing body could allocate additional responsibilities to local boards but could not remove or alter a non-regulatory responsibility which had been allocated to a local board and included in the long-term plan. The table below sets out the initial allocation of non-regulatory responsibilities and responsibilities either directly conferred by the legislation or allocated by the Auckland Transition Agency under the principles set out in legislation. No changes have been made by the governing body to the Auckland Transition Agency’s initial allocation of decision-making responsibilities.

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Activity Local board responsibilities Governing body responsibilities

Governance, civic Decision-making and oversight in respect of: Decision-making and oversight in respect of: duties, leadership, advocacy, place • local place-shaping activities, including local • region-wide place-shaping activities, shaping, leadership to create a local identity and including regional leadership to create community and celebrate community diversity Auckland’s identity and celebrate stakeholder • local strategic visioning, policy making and community diversity engagement and input planning, including through local board plans • regional strategic visioning, policy making • development of local policy positions such and planning as determining areas in which activities may • development of regional strategies, take place and local service levels policies, plans and bylaws taking into (variations above or below region-wide account local interests, preferences and standard) priorities • community engagement, including with • submissions to government on legislation, community organisations and special including official submissions of Auckland interest groups, to identify community Council interests, preferences and priorities across • governance of CCOs, including statements the four well-beings (social, economic, of intent environmental and cultural) • allocation of decision-making to local • submissions from local board to government boards (except for the initial allocation) on legislation relevant to local board areas • delegations to local boards and communities • regional civic duties, engagements and • civic duties, engagements and functions in functions the local area, including citizenship • public engagement and consultation, ceremonies and recognition of volunteers including with special interest groups, on • communicating the interests and regional matters including regional preferences of people in the local board strategies, policies, plans and bylaws. Note area to the governing body relating to that consultation will often be through and regional matters, including priorities for the with local boards region, regional strategies, policies, and • advocacy to central government plans, the number and general location of departments and other agencies for community facilities, libraries and parks and achieving regional interests, priorities and the delivery of Auckland Council services in preferences the local area • engagement with CCOs • input to the governing body relating to the • direction and priorities of CCOs engagement with Māori, Pacific and ethnic advisory boards and panels and other • engagement with Māori, Pacific and ethnic engagement and consultation with Māori advisory boards and panels and other • stakeholders engagement with other stakeholders. • engagement and consultation with Māori, including local iwi and hapu • reports to the governing body on any matters of interest or concern to the board • communicating governing body views to local communities • advocacy to the governing body, CCOs, central government departments and other agencies for the achievement of community interests, priorities and preferences.

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Activity Local board responsibilities Governing body responsibilities

Strategic planning Decision-making and oversight in respect of: Decision-making and oversight in respect of: framework and policy • local board plans • regional planning strategies, policies and • local policies and plans plans, including the spatial plan and district • advocacy to achieve local priorities relating plan to planning and land-use • public and private plan changes to the • early involvement and input into the district plan and notices of requirements for formulation of regional planning strategies, designations policies and plans • urban design and sustainable development • advocating for draft public plan changes to strategies, policies and guidelines the governing body. • integration of local policies and plans with the region-wide planning framework • master plans for key strategic sites.

Note: Bylaws are an important mechanism to give effect to the strategic planning framework for Auckland. The act provides a role for both the governing body and local boards on bylaws.

Arts and culture Decision-making and oversight in respect of: Decision-making and oversight in respect of: • specific location, design, build and fit-out of • regional arts and culture strategy and policy local arts and culture facilities • number and general location of arts and • local arts and culture facilities, including culture facilities changes of use of facilities • regional arts and culture facilities such as • new local public artwork and works of art the Aotea Centre which have a functional purpose • new regional public artwork and works of art • local arts and culture programmes and which have a functional purpose events • development, maintenance and access to • variations to region-wide service levels for the regional visual arts collection, including the local area, such as opening hours, fees exhibitions and interpretive programmes and charges • regional arts and culture programmes and • advocacy to achieve local priorities relating events to arts and culture • region-wide service levels and guidelines, • early involvement and input into the such as opening hours, fees and charges. formulation of regional arts and culture Note: Decisions in relation to some strategy and policy. regional arts and culture facilities are the responsibility of the RFA CCO (RFA). Accordingly, the key role for the governing body in relation to these facilities is likely to relate to the adoption of regional strategies and policies and to the governance of the CCO, including through a statement of intent.

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Activity Local board responsibilities Governing body responsibilities

Community Decision-making and oversight in respect of: Decision-making and oversight in respect of: development • specific location, design, build and fit-out of • regional community development strategy local community facilities, including citizens and policy, including community safety advice bureaux • number and general location of community • local community facilities, including leasing facilities, including citizens advice bureaux and changes of use • regional community facilities • tailored community programmes in the local • regional community programmes, which can area, such as youth, community safety, then be tailored to local needs, such as graffiti reduction and migrant advice services youth, community safety, graffiti reduction, • community advisory services migrant advice services • variations to region-wide service levels for • region-wide service standards and the local area, such as opening hours, fees guidelines, such as opening hours, fees and and charges charges • advocacy to achieve local priorities relating • social housing, such as housing for the to community development, including the elderly number and location of community facilities • allocating regional funding and operational and community safety grants to community interest organisations. • early involvement and input into the formulation of regional community development strategy and policy, and involvement In health and social impact assessments for local communities • allocating funding and operational grants to local community interest organisations, locally focused trusts, and special interest groups.

Libraries Decision-making and oversight in respect of: Decision-making and oversight in respect of: • specific location, design, build and fit out of • libraries strategy and policy local libraries such as library furniture, • number and general location of new libraries fittings and artwork • the libraries’ collection policy and practice • design and type of community facilities (including development and maintenance) within libraries such as learning facilities, • region-wide service standards and meeting spaces guidelines for library services such as • local exhibitions, programmes and events opening hours, fees and charges within libraries, including prioritisation • regional exhibitions, programmes and • local collections such as bequests to specific events within libraries. libraries or local areas • variations to region-wide service standards for the local area, such as opening hours, fees and charges • advocacy to achieve local priorities relating to library services, including the number and general location of libraries in the local area • early involvement and input into the formulation of regional libraries’ strategy and policy.

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Activity Local board responsibilities Governing body responsibilities

Recreation and Decision-making and oversight in respect of: Decision-making and oversight in respect of: sports (including sports stadiums) • specific location, design, build and fit-out of • regional recreation and sports strategy and local recreation and sports facilities policy • local recreation and sports facilities, • number and general location of recreation including variations to regional policy and sports facilities (including sports relating to leasing and changes of use stadiums) • local recreation and sports programmes • regional recreation and sports facilities • variations to region-wide service standards (including sports stadiums) for the local area, such as opening hours, • coordination of the use of recreation and fees and charges sports facilities on a regional basis • advocacy to achieve local priorities relating • regional recreation and sports programmes, to recreation and sports which can then be tailored to local needs • early involvement and input into the • region-wide service standards and formulation of regional recreation and sports guidelines, such as water quality for strategy and policy. swimming pools, fees and charges. Note: Decisions in relation to regional recreation and sports facilities (including sports stadiums) are the responsibility of RFA. Accordingly, the key role for the governing body in relation to these facilities is likely to relate to the adoption of regional strategies and policies and to the governance of the CCO, including through a statement of intent.

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Activity Local board responsibilities Governing body responsibilities

Open space Decision-making and oversight in respect of: Decision-making and oversight in respect of: (including beaches, volcanic • all local parks (being all parks with the • all current regional parks and parks cones, parks, exception of current regional parks and containing a volcanic cone or feature reserves and parks containing a volcanic cone or feature) • regional open space strategy and policy, farming of regional • specific location and naming of new local including open space network plan and parks) parks volcanic cones strategy • giving effect to, or having regard to, national • giving effect to, or having regard to, national legislation and policy in relation to open legislation and policy in relation to open space as required, such as for the space as required, such as for the Waitakere Ranges Waitakere Ranges • reserve management plans for local parks • reserve management plans for regional • local open space improvements and place parks shaping, such as park design, type and • parks design guidelines location of park benches, lighting and • number and general location of new parks, landscaping, and other contributions to the including land acquisitions and divestments distinctiveness of local open spaces • disposal of surplus parks • community events in local parks • beaches and camping grounds within • beaches and camping grounds within local regional parks parks • improvements to, maintenance and use of • coordination of volunteers, Auckland Council regional parks, walkways and beaches staff and other agencies working to improve • farming of regional parks parks in the local area • opportunities for outdoor recreation, • community planting programmes in local accommodation (in baches, lodges and parks camping grounds) and events within • maintenance of local parks, including sports regional parks fields, playgrounds, boat ramps, other • coordination of the use of sports fields on a structures and landscaping within parks regional basis • variations to region-wide service levels for • region-wide service levels such as mowing the local area, such as mowing frequency, frequency, planting and weed control. planting and weed control • advocacy to achieve local priorities relating to open space • early involvement and input into the formulation of regional open space strategy and policy, and input Into regional parks and the classification, purchase and disposal of parks.

Note: The crown and the Tamaki Collective of 12 mana whenua iwi and hapu (to be known as Nga Mana Whenua o Tamaki Makaurau) signed a framework agreement on 12 February 2010. Under the agreement, crown-owned parts of 11 maunga/volcanic cones in the Auckland region will be vested in the Tamaki Collective and governed by a statutory body comprising equal membership of the Collective and Auckland Council. How the governing body and the local boards will be involved in the co-management of the maunga/volcanic cones needs to be worked through.

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Activity Local board responsibilities Governing body responsibilities

Street environment Decision-making and oversight in respect of: Decision-making and oversight in respect of: and town centres • improvements to local centres and town • street environment and town centres centres which have a local rather than strategy and policy, including the regional impact classification of town centres • prioritisation of local programmes and • centres design guidelines and precinct plans events within centres • significant improvements to the CBD, • use of local open spaces for local including the CBD fringe, Newmarket, community events, including temporary Albany, Henderson and Manukau city centre occupation and banners and signage • region-wide public assets, such as the types • tailored local programmes to target graffiti, of amenities in the CBD such as physical deterrent projects, • region-wide service levels, such as rubbish community education and volunteer removal, graffiti, and weed control programmes • banners and signage for regional community • variations to region-wide service levels for events. the local area, such as rubbish removal and graffiti and weed control • advocacy to achieve local priorities relating to street environment and town centres • early involvement and input into the formulation of relevant strategy and policy, including the classification of town centres and design guidelines.

Note: Auckland Transport will generally be responsible for matters falling within the road corridor. In such cases the governing body or the local boards, as appropriate, will need to work with Auckland Transport. It is possible for Auckland Transport to delegate a range of local decisions to local boards, within parameters that do not unduly compromise traffic flow, traffic safety and asset integrity.

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Activity Local board responsibilities Governing body responsibilities

Economic Decision-making and oversight in respect of: Decision-making and oversight in respect of: development • political representation where requested on • regional economic development strategy local Mainstreet associations and Business and policy, such as Auckland economic Improvement District (BID) programme development strategy, investment executive boards framework, BID policy • local centre branding and marketing • research, such as infrastructure needs, • local business events labour market, industry and sector research • allocation of funding for improvements to • advocacy, such as for convention centres, local Mainstreet and business areas by regeneration projects and submissions on relevant Mainstreet and business legislation associations and BID boards, such as street • economic sector development programmes, furniture, the look and feel of an area, public such as in the tourism, creative and art, open space enhancements and biotechnology sectors, as well as support for community safety improvements, such as industry clusters CCTV and lighting • region-wide and principal centres branding • advocacy to achieve local priorities relating and marketing to economic development and tourism, • investment attraction and retention including engaging with the Auckland programmes Tourism, Events and Economic • regional business events Development CCO • tourism, including engaging with the • early involvement and input into of the Auckland Tourism, Events and Economic formulation of regional economic strategy Development CCO (ATEED) and policy, including Mainstreet and BID • international relationships, including sister policy and the location of and controls for cities business zones • labour market support programmes, such as • input into regional business support and partnerships with tertiary and vocational attraction and retention programmes. providers as well as migrant attraction • CBD Board recommendations • business support • skills training and enterprise development programmes, such as skills matching and capability building. Note: Many of these activities are the responsibility of ATEED. Accordingly, the key role for the governing body is likely to relate to the adoption of regional strategies and policies and to the governance of ATEED, including through its statement of intent.

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Activity Local board responsibilities Governing body responsibilities

Events Decision-making and oversight in respect of: Decision-making and oversight in respect of: • local events, including attraction, • regional events strategy and policy, development, delivery and promotion including region-wide events plan • local events sponsorship • events facilities, such as Vector Arena • advocacy to achieve local priorities relating • coordinating regional events, including to regional events, input into regional events attraction, development, delivery and and input into decisions regarding filming promotion within the local board area • regional events sponsorship • early involvement and input into the • facilitation of filming, and film formulation of regional events strategy and consenting/permitting. policy. Notes:

1. Many of these activities are the responsibility of the Auckland Tourism, Events and Economic Development, and/or RFA CCOs. Accordingly, the key role for the governing body is likely to relate to the adoption of regional strategies and policies and to the governance of the CCOs, including through statements of intent. 2. The facilitation of filming is a regional responsibility because of the regulatory components of the activity and the benefits of a one-stop shop for filmmakers.

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Activity Local board responsibilities Governing body responsibilities

Environmental Decision-making and oversight in respect of: Decision-making and oversight in respect of: management, protection and • input into regional natural and cultural • regional environmental strategy and policy, enhancement heritage and conservation programmes and including natural and cultural heritage, projects, and tailoring regional programmes biosecurity and pest management, coastal to local circumstances, such as Wai Care, and freshwater management, land and soil Enviroschools, tree planting, heritage walks, management and air, water and stormwater plant and animal pest management quality programmes • advocating to protect significant natural and • assistance in identifying significant natural cultural heritage resources through statutory and cultural resources for conservation and non-statutory processes • input into regional coastal and freshwater • regional natural and cultural heritage and management programmes and projects and conservation programmes and projects, tailoring regional programmes to local such as Wai Care, Enviroschools, tree circumstances, such as beach and stream planting, heritage walks and plant and clean-ups animal pest management • wetland restoration and beautification of • regional coastal and freshwater waterways in local parks in the local board management programmes and projects, area such as beach and stream clean-ups • input into regional education programmes to • regional projects and programmes relating improve air, water and stormwater quality, to improving air, water and stormwater minimise waste, and tailoring regional quality and minimising waste programmes to local circumstances • regional programmes relating to climate • input into regional programmes relating to change climate change, and tailoring regional • region-wide water quality standards and programmes to local circumstances targets within national parameters • local stormwater quality projects and local • region-wide air quality standards and waste management plans and projects, guidelines within national parameters within regional parameters • management of the stormwater network, • variations to region-wide service levels for including the stormwater infrastructure the local area such as refuse and recycling investment plan services • region-wide minimum service levels for • advocating to achieve local priorities to stormwater protect the environment • governance of Watercare Services Ltd, • early involvement and input into the including statement of intent formulation of environmental strategy and • integration of four waters (water, policy and bylaws. stormwater, greywater, wastewater) strategy, policy and planning • the waste management plan • standards and guidelines for waste management and disposal • region-wide service standards, such as refuse and recycling services • landfill management.

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Activity Local board responsibilities Governing body responsibilities

Financial and Decision-making and oversight in respect of: Decision-making and oversight in respect of: asset management • local board plans, including proposing • regional financial strategy and policy variations to region-wide service standards • decisions under the Local Government Act for the local area and proposals for local 2002, including raising rates, developing revenue raising, such as targeted rates LTCCPs and annual plans and reports, and • local board agreements to be agreed decisions relating to financial management between the governing body of Auckland • implementing LTCCPs and annual plans, Council and each local board including monitoring and reporting (but • implementing local board agreements, excluding implementing local board including monitoring and reporting agreements) • prioritising local capital works projects • capacity of Auckland Council to provide, or • approving design specifications for local ensure the provision of, services and capital works facilities including local activities • advocating to reflect local preferences on • local boards funding policy, including a financial management funding formula to allocate funds between • early involvement and input into the local boards formulation of regional financial strategy and • financial support to local boards, including policy, such as a development contributions for local board support staff policy • local board agreements to be agreed • input Into asset management plans and the between the governing body of Auckland purchase and disposal of local assets. Council and each local board • policy for development contributions and financial contributions. Development contributions are collected from developers to help fund new infrastructure required by growth, and include financial contributions • funding to be allocated to Auckland Transport through the Auckland Regional Land Transport Programme and LTCCP process • asset management planning, including determining region-wide baseline (standard) service levels, and capital works planning • regional capital works projects, including new asset creation, existing asset enhancement, and asset renewals.

Auckland Council Report 1 July 2011 to 30 June 2012 237 Part II: Activities and services Local Boards

Albert-Eden Local Board

The Albert-Eden Local Board area draws its name from the two most prominent volcanic cones within its boundaries, Owairaka-Mt Albert and Maungawhau-Mt Eden. It includes Waterview, Pt Chevalier, Mt Albert, Sandringham, Morningside, Eden Terrace, Western Springs, Owairaka, Balmoral, Kingsland, Mt Eden, Epsom,Greenwoods Corner and Greenlane. Centrally located within the Auckland isthmus, the area has very good transport links, well-established and relatively high- density residential areas, and an ethnically diverse population. It is characterised by a strong village character. Village centres include Mt Eden, with its growing arts focus; Kingsland, which has many great bars and restaurants; Sandringham, with its distinctively South Asian community focus; Balmoral, which includes many East Asian businesses; Greenwoods Corner, a well-established shopping hub, and Mt Albert, soon to experience renewal. The St Lukes Mall is the largest retail facility and its controversial expansion plans have major implications for traffic management and urban scale. Geographically, the area is defined by three volcanic cones - Owairaka-Mt Albert, Maungawhau-Mt Eden and Te Kopuke- Mt St John - urban streams and the coastline. Te Auaunga-Oakley Creek, the longest stream on the Auckland isthmus, flows into the Motu Manawa Marine Reserve at Waterview. Meola Creek converges with the Waitemata Harbour at Meola Reef. Lava flow forest remnants are found at Withiel and Almorah in Epsom and Gribblehurst in Sandringham. Evidence of early Māori settlement abounds, including numerous pā sites and other intensive development, such as the excavation on Maungawhau. The popular Pt Chevalier beaches, and a number of well-used recreational areas and parks, such as Gribblehurst Park and Owairaka Park, fall within the local board area. Sports fields in Albert-Eden are well used and over-subscribed. Eden Park and Alexandra Park provide a focus for major events. A major transport project commencing in 2012 is the State Highway 20 Waterview Connection Project. As well as being strategically important for economic growth, the project must meet community outcomes such as the protection of heritage sites, increased areas of planting, improved recreational opportunities and the development of a cycle way and sports fields.

Message from the Chairperson

We are proud of our achievements over the last year and delighted to have this opportunity to present the highlights. Perhaps our most important and enduring contribution is to the building of the new Auckland Council. Few people understood the volume of work that setting up the council would entail, as a multitude of plans, policies, bylaws and guidelines have to be developed from scratch. Representing community views and interests in this process is a key part of the board’s role. Highlights have included consultation over the Auckland Plan and the LTP. We can point to areas where our submissions, and those from our communities, have made a difference to the final result. Consultation for our Local Board Plan and our annual plans has allowed us to get closer to our communities. Some of the public meetings were well-attended, and it was always useful to talk to local people about the issues in their neighbourhoods. Nonetheless, we felt we needed to improve on traditional avenues of engagement, and so we embarked on visits to schools and community organisations. Civic events such as openings and open days also provided great opportunities to engage. The board has been actively involved in working out the role of local boards. Local boards have a critical role in representing the views at local level and from a local perspective, and we have advocated strongly for this. Carving out a role for local boards is a continuing challenge. It has been a great privilege to meet and to represent the diverse and engaged communities of Albert-Eden.

Auckland Council Report 1 July 2011 to 30 June 2012 238 Part II: Activities and services Local Boards

Achievements and events

• very active community engagement, including public meetings and workshops, exhibitions, plan consultation, establishing advisory groups (such as the Albert-Eden Sustainability Advisory Board), and civic events

• leading role in advocating for the local community on the State Highway 20 Waterview Connection project, with a focus on ensuring that any adverse impacts of this project on local people are offset as much as possible by community-led and locally appropriate investments and projects

• worked with the NZ Tourism Research Institute on a study to identify the visitor experience potential of our villages and assess the web-visibility of local landmarks and neighbourhoods

• advocated to the governing body on a range of bylaws and policies including waste minimisation, biodiversity, open space, economic development, community assistance, alcohol, gambling

• provided input to the LTP and the Auckland Plan

• worked with neighbouring local boards, including working with the on the SH20 project, working with Puketapapa Local Board to fund and deliver a bridge on our border, working with Waitemata on a joint scoping exercise for a waste recovery centre

• established relationships with key government agencies, in particular Housing New Zealand Corporation

• provided community grants for a range of business and residents associations, schools, sports clubs, community groups, and other worthwhile causes and projects run by Albert-Eden residents

• re-launched the Maungawhau / Mt Eden heritage walks pamphlet

• hosted an exhibition by local artist King Tong Ho that examines the shifting nature of Dominion Road

• continued to work alongside iwi to protect and enhance our maunga

• continued to work with the Friends of Oakley Creek and St Lukes Environmental Protection Society, including supporting stream clean ups and volunteer training, and advocating for stream protection

• implemented restoration and enhancement projects in a range of locations including Almorrah Road Rock Forest, Watea Reserve, Mahoe Rock Forest, Meola Creek, Oakley Creek waterfall

• delivered a photo exhibition for Heritage Festival 2011

• along with the other local boards, secured a local transport projects fund to support transport related improvements in Albert-Eden

• initiated local greenways design and consultation

• worked alongside and supported our local business associations to ensure a greater focus on local economic development

• launched a major, innovative project to boost our local villages by building a stronger sense of place and community. This research programme is designed to stimulate local economic activity and increase local ‘sense of place’ by raising the profile of several localities as visitor destinations. Six communities are being studies initially: Kingsland, Mt Eden Village, Eden Valley, Sandringham, Mt Albert, and Greenwoods Corner

Auckland Council Report 1 July 2011 to 30 June 2012 239 Part II: Activities and services Local Boards

• advocated for more open space and ensuring that officers are investigating options to improve access to open space for Albert-Eden residents

• worked with Sandringham residents to identify what they want from their community centre in the future and implemented improvements to other community centres and facilities to enhance their use, such as shade sails, fencing, grounds improvements, storage facilities

• delivered a range of playground and toilet renewals, tree maintenance, fruit tree planting and pest control works

• investigated improving our local amenities through pontoons at Pt Chevalier beach and a splash pad

• worked closely with local communities to advance opportunities for youth engagement, develop programmes that support, reward and acknowledge our volunteers, support community safety and wellbeing initiatives, encourage community gardens, and ensure our communities are able to access community funding for their projects and activities

• delivered a range of local events including acknowledging Neighbours Day, ANZAC Day and Christmas, and smaller events to celebrate the opening of the Nixon Park Skate Park, the Oakley Creek platform project, and the Alice Wylie Reserve improvements

• started work on a Public Arts Plan to progress ideas for enhancing our area with art that excites and delights.

Capital projects undertaken in the area

• improved local amenities, for example cycle racks and lockers in parks

• planned for the Mt Albert Rail Station upgrade and Mt Albert Town Centre renewal, working closely with officers to shape the design, communicating a local view and advocating for meaningful engagement with other stakeholders

• installed heritage plaques and interpretive signage in a range of locations including Alice Wylie Reserve and Department of Conservation reserves

• worked with Auckland Transport on a range of initiatives including investigating traffic calming measures and the Dominion Road corridor upgrade which provides an opportunity to improve the amenity value of and add interest to the area

• implemented beautification works and a street upgrade in Mt Eden Village.

Auckland Council Report 1 July 2011 to 30 June 2012 240 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,842 2,711 Lifestyle and Culture 4,364 6,483 1 Economic Development 3,329 1,896 2 Planning and Regulation 172 50 Governance 1,192 1,210 Total operating expenditure 11,898 12,349

Total operating revenue 940 1,322 3

Capital Expenditure 4,091 1,167 4

Variances to budget

1. Depreciation costs were lower than estimated due to capital programmes not being achieved. The budget assumption for Parks’ arboriculture and storm maintenance works was greater than required. Contracting expenses on Mt Albert Aquatic and Mt Eden Pool were lower than anticipated.

2. Contractor’s expenses overspend on street amenities, partially recovered following agreement with Auckland Transport.

3. Lower revenue was received since revenues expected in the budget were not achieved because of a lower usage of facilities together with lower allocations of centrally collected revenue.

4. Capital actual spend on specific projects where budget was not assigned to a specific local board at the beginning of the year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 241 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita No data Result not available as there were no Percentage of participants satisfied with community arts programmes in 82% programmes local board in the fieldwork period

Percentage of residents satisfied that there are opportunities 48% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 85% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 53% established available)

Percentage of residents who state they have used a 39% 40% community hall, centre or community house within the last 12 months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 60% 75% assistance and advice provided by council

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Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 84% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 39% 54% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.02

Percentage of attendees satisfied with events 86% 80%

Number of permitted events, Jan-Jun 2012: 46. The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 7 6.6

Total library building floor space (m2) per 1,000 residents 23.8 24.1

Percentage of customers satisfied with overall services 91% 93% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

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Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 88% 78% of library collections

Number of collection items borrowed/ issued per capita 13 13.5

Percentage of customers satisfied with tools and technology 89% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.17 0.23 programmes per capita

Percentage of participants satisfied with reading and 91% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 1.6 1.6 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 77% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 77% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 71% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 75% 75% maintenance of beaches

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Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 97% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 54% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 83% 73% centre facilities and programmes

Average number of visits to recreation facilities per capita 8.4 6.7

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Satisfaction and visitor numbers are at good levels. Water quality: data for this measure will be collected from 1 July 2012.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 46% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 50% 68% local town centre

Percentage of residents satisfied with the quality and 54% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

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Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 24% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Devonport Takapuna Local Board

The Devonport-Takapuna Local Board area includes distinct communities within its boundaries spanning Sunnynook , Forrest Hill, Castor Bay and Milford in the north, through to Takapuna and the Devonport peninsula. Its western boundary is the inner Waitemata Harbour and the Northern Motorway, with the Hauraki Gulf to the east. There are numerous education and employment opportunities within the board area. The community values these, along with leisure, entertainment and cultural opportunities.

The area has many cultural facilities, such as the Bruce Mason Centre, The PumpHouse, Rose Centre, Depot Artspace, Michael King Writers Centre, Lake House Arts Centre, the Navy Museum and Victoria Theatre. In addition, sporting clubs and facilities also provide a wide range of recreational opportunities.

Natural features include a number of beautiful beaches with high recreational values and extensive cliffs, the volcanic formations of , Mt Victoria, North Head and Takapuna fossil forest and the pohutukawas that frame the edge of our dominant coastal cliffs. The Devonport-Takapuna area is also home to a significant number of cultural and historical features such as Fort Takapuna and Rahopara Pā.

Key employment areas include V. T. Fitzroy and the Royal New Zealand Navy base in Devonport, North Shore Hospital, Smales Farm and Takapuna. Equally, residents enjoy a strong relationship with the Auckland city centre that provides further employment and cultural opportunities.

Message from the Chairperson

This Annual Plan report for the 2011-2012 year reviews the first full year of activity for the Devonport-Takapuna Local Board. The council’s co-governance model is unique in New Zealand, and it has taken some time to understand fully the application of that model. In spite of that, the year has been packed with achievements. In setting out the direction of the board, we have communicated our vision for the Devonport-Takapuna area through the Local Board Plan, and from that set the board’s budgets for the next ten years through the LTP process. We distributed nearly $32,000 to local community groups for local activities, and have funded a large range of discretionary projects from research for a Visitor Plan for Devonport, through to enhancements of the Milford Village Square. Our firm and persistent advocacy on behalf of the community has resulted in a commitment for extra funding for a new library in Devonport, and a commitment to repair Victoria Wharf, both only partly funded in previous budgets. All board members have been active in the community both at regular clinics, and through formal and informal engagements, helping to address a huge range of issues to the benefit of individuals and the community at large. And this is just the start – we have commenced planning for a wide range of projects and activities that we will all benefit from in years to come. To all of you – I am grateful for the support you have given myself and my board colleagues, and I look forward to continuing to serve the community as we head into the 2012- 2013 year.

Achievements and events

• The Takapuna Visitor’s Information Centre and public toilets relocation with the subsequent demolition of the buildings on Hurstmere Green have been completed. Upgrading of Hurstmere Green is due for completion in December.

• Secured approval from the Governing Body for additional funding for the Devonport library and the repair of Victoria wharf

• Completion of the inaugural Local Board Plan, which sets out the aspirations for the Devonport-Takapuna community, and the inaugural LTP, which sets out the 10-year budget for Devonport Takapuna

• Renewal of turf, plant and equipment at local sports fields in Sunnynook (interim drainage only), Taharoto Park (two fields) and Becroft Park

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• Repair of the Landsdowne road seawall in Bayswater.

• Completion of improvements to Milford Town Square

Capital projects undertaken in the area

• Kapati Place walkway to Sunnynook Station

• Devonport Library - preliminary planning and project scoping

• Torpedo Bay Pedestrian Coastal Walkway – design for enhanced pedestrian accessway

• Milford Takapuna Coastal walkway – Ocean View Road seawall and boat ramp completed

• Sunnynook Reserve Combined Toilet and Change Rooms – design and consenting completed

• Takapuna Hurstmere Green project implementation started – will be completed at the end of the 2012 calendar year

• Renewal of First Avenue access stairs to Ngataringa Bay

• Replacement of Lake Pupuke jetty

• Renewal of the car park surface at the Devonport Domain and Vauxhall carparks

• All weather path linking the car park to the beach stairs at Kennedy Park

• Revegetation of the Quarry Lake reserve cliff face

• Footpath construction in Achilles Reserve

• Hauraki Corner sculpture

• Extensive new tree planting throughout the Local Board area

Auckland Council Report 1 July 2011 to 30 June 2012 248 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 3,977 3,911 Lifestyle and Culture 10,651 10,696 Economic Development 351 387 Planning and Regulation 50 50 Governance 949 1,045 Total operating expenditure 15,978 16,088

Total operating revenue 1,552 1,886 1

Capital Expenditure 2,823 2,843 2

Variances to budget

1. Lower revenue resulting from the inclusion of planned revenue in Regional activities and lower allocations of centrally collected revenue.

2. Capital expenditure is in line with the plan. However, later expenditure on the Devonport Library due to a requirement to seek additional budget from the governing body, on the Hurstmere Green Commercial Area upgrade due to a delay in the relocation of the Visitor Information Centre and toilets, and on the local discretionary fund and small local improvement projects due to the late allocation of projects and a subsequent delay in expenditure, is partly offset by the inclusion of previously unallocated renewal expenditure.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly which has resulted in alignment issues; however, these have now been addressed in the LTP.

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.08 programmes per capita 0.12 Percentage of participants satisfied with community arts 100% 70% programmes

Percentage of visitors satisfied with arts facilities 93% 85%

Average number of visits to arts facilities per capita 1.7 3.5

Percentage of residents satisfied that there are opportunities 46% 65% to participate in arts-related activities

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Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 98% 90% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 25% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 54% 13% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 256.5 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 69% 75% assistance and advice provided by council Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 85% 100% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

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Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 98% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 55% 82% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.80 2.1

Percentage of attendees satisfied with events 93% 85%

Number of permitted events, Jan-Jun 2012: 130.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 10 10.1

Total library building floor space (m2) per 1,000 residents 58.7 60.7

Percentage of customers satisfied with overall services 90% 90% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition of library collections 87% 80%

Number of collection items borrowed/ issued per capita 14 15.8

Percentage of customers satisfied with tools and technology 70% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

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Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.31 programmes per capita established

Percentage of participants satisfied with reading and 83% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 3.2 3.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 82% parks and reserves established 95% Percentage of urban residential properties within 500 metres n/a (within 500 of a local park metres)

There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 82% 88% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 71% 88% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 77% 88% maintenance of beaches

Percentage of local parks and reserves maintenance 96% 100% standards achieved Percentage of residents who have visited a local park or reserve in the last 12 months 98% 75%

Percentage of residents who have visited a sports park in the 55% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 86% 80% centre facilities and programmes

Average number of visits to recreation facilities per capita 3.6 2.7

Percentage of daily water tests that meet recommended pool 97% 100% water quality standards

Satisfaction and visitor numbers are at good levels.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 47% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 78% 75% local town centre

Percentage of residents satisfied with the quality and 77% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 18% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Franklin Local Board

The area is predominantly a rural area, supported by towns, villages and hamlets. The area spans the eastern coast of the Hauraki Gulf to the western coast of the Manukau Harbour. It includes a number of inland and coastal settlements such as the Awhitu peninsula, Karaka, Ardmore, Hunua, Bombay, Clevedon, Whitford, Beachlands, , Kawakawa Bay and Orere Point, as well as the townships of Pukekohe and Waiuku. State Highway 1 and the North Island Main Trunk Railway run through the area, with Pukekohe being the last stop for commuter trains to and from Britomart. Franklin is proud of its country feel and known for its horticulture, the Clevedon farmers’ market, motor sports and horse breeding. Of particular note are the forests of the Hunua Ranges and the coastal bird habitats along the south and western shores of the Manukau Harbour. Some of the critical infrastructure supporting Auckland is located in this board area, such as the water reservoirs in the Hunua Ranges, as well as gas, water, electricity and telecommunications lines.

Message from the Chairperson

This past financial year has had a number of highlights and also some frustrations as we worked our way through the first full year of the new Council structure. Many of our Local Board highlights have been listed separately, however I want to also acknowledge some others that have stood out for the Franklin Local Board: • The wonderful success and ongoing work and leadership of our Franklin Youth Advisory Panel • Watercare Services water main connection of Pukekohe to the Waikato water pipeline worth about $15 million • Auckland Transport’s road safety initiatives particularly around our schools. The complexity and difficulty of bringing into line the aspirations of our communities with those of the Mayor and or the Governing Body has, and will continue to provide some frustration. The Franklin Local Board is determined to plan ahead and operate in a pragmatic manner , delivering those things we need and aspire to in a responsible manner, recognising legacy plans whilst putting them into context alongside the new shape of Auckland and the desires of our communities. We have and will continue to advocate strongly that smaller local priorities are as important to our communities as the large ‘big ticket projects”. Our first full year has been one that has provided much but with plenty of scope for development.

Achievements and events Citizenship ceremonies: Continuing the great tradition of an intimate and local event to welcome our new Franklin citizens has been a key priority for the board. Volunteers Awards: Acknowledging the tremendous effort given by people in the community contributing to the many initiatives around Franklin. Contributions to community driven projects: Providing funding to assist the community achieve significant improvements around Franklin such as – • Orua Bay Underground Cabling Project

• Manukau Heads Lighthouse Signs Project

• Waiau Pa Boat Ramp Project

• Waiuku Coastal Walkway Bridge at Owens Road

• Clevedon Crime Alert Project

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Omana Reserve Road and Walkway: Confirming the direction to maintain the road and develop a walkway to enable completion of works in 2012/13.

Capital projects undertaken in the area

• Karaka Sports Park: sports field development work of $1.6m completed.

• Pukekohe Town Centre CCTV: completing the installation of CCTVs totalling $150K.

• Waiuku Memorial Town Hall Refurbishment: work completed to re-open this facility for community use $135K.

• New Footpaths provision: agreeing a programme with Auckland Transport on the allocation for new footpaths in 2011/12.

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,003 2,794 1 Lifestyle and Culture 6,633 6,423 Economic Development 510 1,813 2 Planning and Regulation 35 50 Governance 1,147 1,095 Total operating expenditure 10,328 12,175

Total operating revenue 244 943 3

Capital Expenditure 5,522 4,565 4

Variances to budget

1. Depreciation costs lower than estimated due to capital programmes not being achieved.

2. Contract costs for the Eco Maintenance contract were underspent.

3. Lower revenue was received since revenues expected in the budget were not achieved because of a lower usage of facilities together with lower allocations of centrally collected revenue.

4. This mainly relates to the completion of the Karaka Sports Park project. Project was brought forward utilising budgets from 2013 and 2014.

This is this first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.01 programmes per capita 0.005

Percentage of participants satisfied with community arts 100% 70% programmes

Percentage of visitors satisfied with arts facilities 99% 85%

Baseline to be Average number of visits to arts facilities per capita 0.3 established

Percentage of residents satisfied that there are opportunities 43% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 93% 97% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 15% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 46% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

73% 75% Percentage of the community groups satisfied with

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assistance and advice provided by council Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 100% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 86% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 46% 55% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target Baseline to be Estimated number of attendees at local events per capita 0.27 established Percentage of attendees satisfied with events 86% 85%

Number of permitted events, Jan-Jun 2012: 35. The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 8 8.5

Total library building floor space (m2) per 1,000 residents 27.4 30

Percentage of customers satisfied with overall services 94% 91% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target Percentage of customers satisfied with content and condition 86% 80% of library collections

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Number of collection items borrowed/ issued per capita 8 8.9

Percentage of customers satisfied with tools and technology 72% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target Number of participants in reading and information skill Baseline to be programmes per capita 0.05 established

Percentage of participants satisfied with reading and 91% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 16.9 16.9 reserves and sports fields

Percentage of residents satisfied with the provision of local 65% 91% parks and reserves 95% Percentage of urban residential properties within 500 metres N/A (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target Percentage of residents satisfied with the overall quality and maintenance of local parks and reserves 73% 85%

Percentage of residents satisfied with the overall quality and 76% 85% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 74% 85% maintenance of beaches

Percentage of local parks and reserves maintenance Baseline to be 98% standards achieved established

Percentage of residents who have visited a local park or 87% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 57% 75% last 12 months

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Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target Percentage of customers satisfied with their local recreation 86% centre facilities and programmes 68%

Average number of visits to recreation facilities per capita 3.4 7.0

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Water quality: data for this measure will be collected from 1 July 2012.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 37% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target Percentage of residents satisfied with the cleanliness of their local town centre 65% 75%

Percentage of residents satisfied with the quality and 62% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 21% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Great Barrier Local Board

Aotea/Great Barrier Island in the Hauraki Gulf is situated 90 kilometres north-east of central Auckland. The island is 285 square kilometres and nearly 45 kilometres long, and is the fourth largest island in New Zealand in the main island chain. Great Barrier’s Local Board area includes 23 islands and a multitude of islets. Over 60% of the island is under Department of Conservation management. Great Barrier Island is unique within Auckland: a remote and beautiful island, with few services or facilities, but a resilient and independent community. We face challenges not faced elsewhere in Auckland and are proud of our 'can do' approach, getting on without reticulated electricity, sewage or water, without supermarkets, footpaths, streetlights or public transport. We value this independence and our innovative approach to living on our island paradise. We place a priority on local ownership and leadership of local matters and seek to have this supported by Auckland Council.

Message from the Chairperson I am pleased to present the 2011/12 annual report from the Great Barrier Local Board. 2011/12 was a challenging year for the Board. We have had a huge amount to do, and in an environment of change with the new Auckland Council getting up and running. It is exciting that for the first time in Auckland local government, the new structure has enabled your locally elected politicians to have real decision making authority over local matters and substantial budgets to achieve outcomes. In the last year, the Great Barrier Local Board has focused on making a start to deliver on the projects and priorities you told us about through community consultation on developing the Great Barrier Local Board Plan. We agreed five priority projects with the Auckland Council governing body for delivery, four of which have been progressed or achieved, including advancing cellphone coverage for the island, sand dune planting Claris airfield protection, walkway development, and securing funding for the islands health services and medical centre. Two other milestone stand out. We have been well funded to make a significant difference for Great Barrier. Our discretionary budget of around $675,000 has enabled us to meaningfully assist our community; almost $400,000 went to community groups for projects and services that are used by our community and the rest funded new or improved Council assets such as walkways, and facilities in our parks. Second the Board has established an environment committee to address the many and difficult issues around environmental protection and management that are very important for many of us on Great Barrier. This annual report measures the Council’s performance against targets set on a range of local activities. There is certainly room for improvement in how these have been established. The Board has not been involved in setting targets or measures, and in some cases those set are not that useful for our unique situation. I am however pleased to see that most of our residents think their neighbourhood is very safe, you like our library (significantly improved since this report) and public events. The lower satisfaction levels with assistance for community groups and in meeting their community grant obligations is an area that definitely needs improvement, and with community group assistance being a major role for the Board, we too want to see this improved. We encourage you to read the rest of the Auckland Council Annual Report 2011/12 to find out what else is happening in your community and how your local board is working for you.

Achievements • Following representations from the Great Barrier Local Board, Auckland Transport has continued with the main road sealing programme and given a commitment that this will continue to complete the remaining 4.2km of unsealed roadway. • The Board has established an Environment Strategy Planning Committee, the board’s first committee, in response to ongoing interest on the island in advancing environmental priorities, which the board heard a lot about during its local board plan process. • In a first for an Auckland Council local board, the Board’s Environment Strategy Planning Committee has formally partnered with local iwi on investigating marine protection and marine spatial planning initiatives. • The board continues to progress its broadband/cellphone/3G wireless initiative for the island, and hosted a public meeting on Vodafone’s publicly notified resource consent application for a new governmant

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funded telecommunications facility at Okupu. Despite its Friday evening timeslot, over 30 residents attended. • In April, the Board held a public meeting on the furture of Airfield, and received strong support from our northern community for runway sealing which has recently been confirmed with a budget allocation. The decision that Parks, not Auckland Transport will run the islands airfields, has put the Board back in the decision making role in regards to this important infrastructure. • In June the Board hosted a weekend visit from the Hauraki Gulf Forum. Forum members visited Glenfern Sanctuary and travelled by boat from and . This provided a great opportunity for the board to showcase the island. • The Board continues to work with officers from the Solid Waste team to progress initiatives to recycle and minimise waste being delivered to the Claris landfill • Consent has been issued for the Tryphena wharf extension, enabling much needed expansion and redevelopment of this essential transport hub to finally commence.

Capital projects undertaken in the area • New solar panels at Claris airport to support the Board’s vision to showcase the island’s alternative energy use • A new footpath and carpark to improve access to the Seniornet facility and Local Board Office • A new porch to provide all weather cover at the new Claris airport terminal • Community Health Centre Car Park sealing. • New public toilet at entrance to Windy Canyon walkway. • Public BBQ’s, picnic tables and seating

Community Group funding

The Board places a high priority on supporting community groups to achieve outcomes that benefit the Great Barrier community. Unlike elsewhere in the Auckland region, most community facilities and services are provided by community groups, not Council • Motairehe Marae Trust replacement battery inverters/charger • Astroturf for the Okiwi School tennis court • Reprinting of the island’s visitor brochure • Replacement of the Aotea Playcentre building • Tryphena Hall upgrade • GBI Sports & Social Club alternative energy supply • New batteries for the GB Marine Radio • A new room and refurbishment of the GBI Community Health Trust • Tryphena Social Club car park upgrade.

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Financial Information

$000 Actual Budget 12 months 12 months to 30 June to 30 June 2012 2012 Operating expenditure Community 200 239 Lifestyle and Culture 76 219 Economic Development 165 403 Planning and Regulation 36 50 Governance 840 807 Total operating expenditure 1,316 1,716

Total operating revenue 20 53

Capital Expenditure 513 601

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly which has resulted in alignment issues; however, these have now been addressed in the LTP.

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita No data Result not available as there Percentage of participants satisfied with community arts were no 82% programmes programmes in local board in the fieldwork period

Percentage of residents satisfied that there are opportunities 60% 65% to participate in arts-related activities

The local board is committed to supporting an appropriate number of arts-related activities.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls No council halls or centres on the 74% and community houses Island.

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours No data established available)

Percentage of residents who state they have used a 50% 40% community hall, centre or community house within the last 12 months

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Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 83% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 100% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 85% 54% neighbourhood is safe at night time

The local board is strongly committed to maintaining the current high levels of residents’ feelings of safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.36

Percentage of attendees satisfied with events 83% 80%

Number of permitted events, Jan-Jun 2012: 3.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target Data not Baseline to be Average number of library visits per capita available established Baseline to be Total library building floor space (m2) per 1,000 residents 62 established Baseline to be Percentage of customers satisfied with overall services established 100% provided by libraries

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Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target Baseline to be Percentage of customers satisfied with content and condition established 89% of library collections

Baseline to be Number of collection items borrowed/ issued per capita 12.2 established Baseline to be Percentage of customers satisfied with tools and technology established 60% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 42.7 42.7 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 60% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 64% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 52% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 83% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 75% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 48% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 88% 68% local town centre

Percentage of residents satisfied with the quality and 63% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 54% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Henderson-Massey Local Board

The Henderson-Massey Local Board area is located at the western end of the Waitemata Harbour. It includes the Te Atatu Peninsula, Te Atatu South and the suburbs of West Harbour, Westgate, Ranui, Massey, Henderson, and Glendene. Henderson town centre is considered the civic hub for the west of Auckland. It has a significant local government presence at the Waitakere Central complex and key government services (Waitakere base hospital, district courts, area police station, Work and Income centre, immigration centre) and the Unitec campus. The town centre has an integrated bus and train station, with enhanced access to the heart of the civic, retail and business district. The main retail areas are in Henderson and the Massey/Westgate shopping centre. Business activity is also concentrated along the Lincoln Road corridor. Te Atatu Peninsula town centre is a vibrant neighbourhood centre. The area is home to several cultural and recreational facilities, including the Corban Estate Arts Centre, West Wave Aquatic Centre, the Trusts Stadium, the Netball Waitakere complex and Massey Leisure Centre. The Opanuku and streams flow through Henderson and provide significant environmental, recreational and amenity benefits to the area. The Henderson town centre is also home to the base of Te Whanau o Waipareira activities.

Message from the Chairperson It has been a busy year for the Henderson Massey Local Board as we get underway with our programme of work after the upheaval of the transition to one council. One of the areas of focus for the Henderson Massey Local board this year has been local employment. We are pleased with the results of the Massey Employment Gateway pilot project, which resulted in thirteen people getting a job after just three months. We hope to build on this success with the much larger Mayors’ Taskforce for Jobs project which focuses specifically on youth unemployment. Our Board is always amazed by the work done by community groups like Massey Matters, the Henderson South McLaren Park Community Initiative and our six community houses. Their contribution to the liveablility (to quote the Mayor) of Henderson Massey is invaluable. The Henderson Massey Local Board was proud to fund these organisations in 2011-12. The beautiful parks of our local board area have also been a priority. We have upgraded playgrounds, changing facilities, car parks, bridges and lighting. The Board continues to value community input into parks particularly through organisations like Trees for Babies, Project Twin Streams and our community gardens. On a more serious note the Henderson Massey Local Board has been unable to obtain satisfactory explanations of the methodology used to measure the levels of service presented in this report and we look forward to working with Auckland Council officers to resolve this issue. For the Henderson Massey Local Board the 2011-2012 year has been one of laying the foundations for the future. We look forward to providing the local input that we feel is essential for the success of Auckland Council. Please do not hesitate to contact any of our members with your ideas and aspirations for the future.

Achievements and events

• accepted as a partner in the Auckland Council/Tindall Foundation Mayors’ Taskforce for Jobs programme which seeks to reduce youth unemployment.

• funded the Massey Employment Gateway project which resulted in thirteen people getting jobs, and a further six either in training or completing work experience.

• the Henderson Massey Local Board provided funding and support for many events in the local board area including the 2011 Fireworks Display at Trusts Stadium, the Viva Waitakere Festival at Henderson Park and ANZAC and Christmas parades.

• assisted the Ranui Community House to upgrade its children’s play area in preparation for the expansion of the Community House once the Ranui Library is completed.

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Capital projects undertaken in the area

• during the year construction of the new Metropolitan Centre at Westgate started. At this early stage infrastructure such as roads, stormwater and water reticulation are being constructed. In the future parks, a library, a community centre and a recreation centre will be built to service population growth in the area

• after 10 years of planning Hub West community hub, including a Computer Clubhouse, at Corban Ave, Henderson, has been completed and is ready for community use

• a bike pump track has been installed at Moire Park. A bike pump track is a continuous loop of clay track with rollers, berms and corners that means there are no flat spots on the track and riders are continually challenged

• playground upgrades at Martin Jugum Reserve, Waimoko Glen Reserve, Epping Esplanade Reserve, Murillo Reserve, Henderson Valley Park, Kelvin Strand and Pooks Reserve

• upgraded the sportsfields at Ranui Domain so fewer playing days are lost due to soggy field conditions

• the board continues to progress both the Te Atatu Library and Community Centre and the Ranui Library projects.

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 7,038 9,102 1 Lifestyle and Culture 21,226 22,987 2 Economic Development 711 1,325 Planning and Regulation 173 50 Governance 1,137 1,161 Total operating expenditure 30,285 34,625

Total operating revenue 6,838 7,711 3

Capital Expenditure 10,324 10,504

Variances to budget

1. Unitec Library budgets were allocated in error to the local activity and not to the regional activity, cost offset under regional activity. This has been corrected in LTP.

2. Attributable due to depreciation being lower than estimated because of capital programmes not being achieved and not being allocated at the local board level.

3. Revenues were under budget partly because levels expected from Parks and Recreation Services were not achieved owing to lower casual entrance fees and memberships, (this includes revenue from the West Wave Aquatic Centre).

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts Baseline to be programmes per capita established 0.61

Percentage of participants satisfied with community arts 84% 70% programmes

Percentage of visitors satisfied with arts facilities 82% 85%

Baseline to be Average number of visits to arts facilities per capita 0.5 established

Percentage of residents satisfied that there are opportunities 40% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 75% 80% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 41% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 44% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 56% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 88% 95% intended purpose, programmes held and levels of participation achieved)

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The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 85% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 37% 69% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.41 0.38

Percentage of attendees satisfied with events 85% 97%

Number of permitted events, Jan-Jun 2012: 97.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 8 7.9

Total library building floor space (m2) per 1,000 residents 38 32.8

Percentage of customers satisfied with overall services 88% 92% provided by libraries

The number of visits to libraries has increased somewhat as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 84% 88% of library collections

Number of collection items borrowed/ issued per capita 10 13.4

Percentage of customers satisfied with tools and technology 65% 80% to access information

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Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.32 programmes per capita established

Percentage of participants satisfied with reading and 81% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 5 5 reserves and sports fields

Percentage of residents satisfied with the provision of local 71% 86% parks and reserves 95% Percentage of urban residential properties within 500 metres n/a (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 75% 85% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 74% 85% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 84% 85% maintenance of beaches

Percentage of local parks and reserves maintenance Baseline to be 98% standards achieved established

Percentage of residents who have visited a local park or 95% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 60% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target Percentage of customers satisfied with their local recreation 76% centre facilities and programmes 98%

Average number of visits to recreation facilities per capita 10.9 10.2

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Visitor numbers are at good levels.

Water quality: data for this measure will be collected from 1 July 2012.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 41% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 53% 75% local town centre

Percentage of residents satisfied with the quality and 55% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 21% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Hibiscus and Bays Local Board

The Hibiscus and Bays Local Board area extends from Waiwera in the north to Campbells Bay in the south, including the Whangaparaoa Peninsula and Tiritiri Matangi Island. The local board area has beautiful beaches and coastline along the east coast and has a greenbelt of countryside living, bush and rural areas and attractive towns and villages along the coastal edge. The Hibiscus and Bays Local Board will continue to ensure that our area is attractive, safe, vibrant and enjoyable for our community. A high value is placed on protecting the natural environment and having an extensive range of quality recreation, cultural facilities and programmes that will strengthen the future values that set this area apart from other parts of Auckland. This area has significant coastal landscapes, the regional parks at Long Bay and Shakespear and the nationally recognised ecological sanctuary Tiritiri Matangi Island that is located four kilometres from Whangaparaoa Peninsula and is a critical part of the North-West Wildlink. As we know the Hibiscus and Bays Local Board area is a very desirable place for people to live, due to its relaxed coastal atmosphere and its high-quality urban and countryside-living areas. This has resulted in population growth and the pressures that this brings. In providing for growth, it is important to retain what makes the area special to the people that live and visit here.

Chairperson’s Message

The 2011 to 2012 year has been a challenging start to the new governance model as our local board straddles two former legacy council areas; one of our key objectives has been to harmonise and bring together our two divisions of Hibiscus and Bays. I believe we have now largely achieved this. We have seen the completion of legacy projects and begun the planning for the new Stillwater Hall and the rebuild of the Mairangi Bay Village toilets, which are both now up to the concept, design and consultation phase. The local board’s focus has been to deliver on our Local Board Plan vision and the projects you identified, like the extension of the Te Ara Tahuna pathway, the Crimson walkway heading northwards from Long Bay Regional Park and the Mayoral Taskforce for Jobs initiative. We have forged excellent relationships with the departments of the council and the council controlled organisations, which have allowed us to be effective advocates and watchdogs for our community. The new governance model and particularly its procurement policy has presented some challenges in delivering our capital projects in a timely and cost effective way. However, by working collaboratively and innovatively to make our limited funding matter and working in partnership with our community groups to gain leverage, we have been able get on with the job.

Achievements and Events

• Stillwater Mobile Library: Stillwater residents can now ‘visit the library’ in their own neighbourhood with a new mobile library stop. This new stop has been added to the mobile library route in response to requests from the Stillwater community for a local library closer to home

• Engaging with our Youth: the local board successfully engaged with the students from Murrays Bay Intermediate regarding a project for the Mairangi Bay Village Toilets. The students provided a presentation on two options, which were to upgrade current facilities or to remove the current toilet facility and replace with a brand new facility. The local board endorsed the children’s option to rebuild the toilet and the Parks department is now working on the concept, design and consultation phase

• Te Ara Tahuna Walkway: the local board officially opened Te Ara Tahuna (Orewa Estuary Walkway/Cycleway). Despite the wet weather, this was an opportunity for family and friends to come to a free community event entertainment including fun attractions, with interactive stations around the walkway and the local ukulele entertained with its great songs.

Capital Projects undertaken in the area

• Gulf Harbour Breakwater: boating at Gulf Harbour is a whole lot safer this summer thanks to the new, long- awaited breakwater that was completed in October 2011. The presence of the breakwater enables the proper

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function and use of the current pontoon system and now enables boaties with an easy way to launch and retrieve their boats in all weather and all tides

• Okura Reserve Children's Playground: the additional playground equipment for preschoolers added a new dimension to the park. This also enabled the local board to upgrade the landscaping and drainage requirements around this park, including providing a new safety surface for the children

• Centennial Park Bush Society: the entrance to Centennial Park was newly landscaped this included providing plants and developing a Centennial Park brochure in time for the opening

• Murray Bay Seawall Renewal: replacement of the existing collapsed wall which had been undermined by the stream, with a new basalt masonry wall to match the recently completed wall at the southern end of the beach. The project included new steps and adjoining path and required the diversion of the stream, which will be maintained in its new positions with ongoing maintenance

• Freyberg Park Bridge Renewal: the bridge had been closed to the public due to the poor condition of the handrails. The handrails have been replaced with new compliant handrails. Works included design, consenting and construction.

FINANCIAL INFORMATION $000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 3,853 3,539 Lifestyle and Culture 15,328 16,362 Economic Development 345 355 Planning and Regulation 33 50 Governance 1,191 1,248 Total operating expenditure 20,750 21,554 1

Total operating revenue 3,260 4,039 2

Capital Expenditure 2,918 6,615 3

Variances to budget

1. Depreciation costs were lower than estimated due to capital programmes not being achieved, partly offset by an overspend in staff costs in libraries where budget assumptions did not provide for front line cover.

2. Hibiscus Coast Bay recreation centre revenue unfavourable due to budget expectations not materialising.

3. The variance mainly relates to the Torbay Plaza commercial area development project deferred to the 2012/2013 financial year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.03 programmes per capita 0.03

Percentage of participants satisfied with community arts 88% 70% programmes

Percentage of visitors satisfied with arts facilities 84% 85%

Average number of visits to arts facilities per capita 0.6 0.6

Percentage of residents satisfied that there are opportunities 42% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 88% 84% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 36% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 39% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were that facilities generally provided value for money and were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 246.3 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 76% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 85% 95% intended purpose, programmes held and levels of participation achieved)

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The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 93% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 53% 84% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.23 0.5

Percentage of attendees satisfied with events 86% 85%

Number of permitted events, Jan-Jun 2012: 117.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 11 11.2

Total library building floor space (m2) per 1,000 residents 37.6 36

Percentage of customers satisfied with overall services 93% 87% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 92% 80% of library collections

Number of collection items borrowed/ issued per capita 17 17.6

Percentage of customers satisfied with tools and technology 91% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

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Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.24 programmes per capita established

Percentage of participants satisfied with reading and 84% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 6.2 6.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 81% parks and reserves established 95% Percentage of urban residential properties within 500 metres n/a (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 84% 86% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 86% 86% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 82% 86% maintenance of beaches

Percentage of local parks and reserves maintenance 96% 99% standards achieved

Percentage of residents who have visited a local park or 98% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 58% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

84% Percentage of customers satisfied with their local recreation 83% centre facilities and programmes

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Average number of visits to recreation facilities per capita 4.3 5

99.9% Percentage of daily water tests that meet recommended pool 100% water quality standards

Satisfaction is at a good level. Water quality: water test data collected hourly and there is current certification of compliance for microbiological testing

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 39% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 81% 75% local town centre

Percentage of residents satisfied with the quality and 76% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 17% 59% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Howick Local Board

The area includes the suburbs of Howick, Pakuranga, Botany and Ormiston and the fast growing industrial and commercial area East Tamaki (including Highbrook) which is important to the economic growth of the area and the region overall. The area has a rich history, both Māori and European. The Ngai Tai people, who originated from the Tainui waka, have populated the Howick area for over 600 years. Musick Point (Te Naupata) and Pigeon Mountain (Ohuiarangi) were sites of Māori pā and iwi are now managing the sites in partnership with Auckland Council. Fencible soldiers (a corps of former British soldiers) also settled the Howick village in 1850 to protect Auckland, at the time the capital of New Zealand. This unique heritage has been preserved in the Howick Historical Village. The Howick Local Board area has the largest population in the Auckland region and this is projected to increase to more than 200,000 in the next 20 years. The Howick community has a wonderful coastal location, with swimming beaches such as Cockle Bay, Howick Beach and Mellons Bay. Other main attractions are Howick Village and Mangemangeroa Reserve. The Pakuranga community is located on the eastern side of the Tamaki River and boasts many community facilities such as Lloyd Elsmore Park and the Te Tuhi Centre for the Arts. The Botany community is a growing and ethnically diverse community and includes the Flat Bush development. Its major attractions are Botany Town Centre, Ormiston Road Bridge and Barry Curtis Park.

Message from the Chairperson

This Annual Plan report for 2011/2012 reviews the first full year of activity for the Howick Local Board. 2011/2012 was a transitional year where the Auckland Council Chief Executive had responsibility for financial performance. Many budgets were not allocated correctly between Local Board areas, so it is difficult to draw meaningful conclusions from the figures. From 1 July 2012, the Board will take responsibility for financial performance.

The Board has put a great deal of energy into engaging the community to ensure that the Howick Local Board Plan is genuinely reflective of the community's aspirations. We have reflected many of these aspirations in the 2012-2022 Long Term Plan for Howick, including Pakuranga, Botany, Ormiston and the East Tamaki Industrial Area.

Most of our achievements during the past year have been in a planning sense, but we have managed a number of other achievements. These include improving sports surfaces, opening new community facilities such as the Warren Boardwalk and Ormiston Activity Centre, Softball clubrooms and the Netball Centre expansion and refurbishment. We have prioritised additional funding for the Howick Historical Village and for the provision of Arts and Culture infrastructure.

Notably, we have advocated successfully for a number of planning and transport initiatives including the AMETI (Eastern Corridor) project, Half Moon Bay Ferry Terminal, an East-West Link and precinct studies to support business growth at East Tamaki and Town Centre revitalisation at Pakuranga. These represent our commitment to implementing economic development solutions that benefit the people and businesses in our area.

All board members have been active in their portfolios, establishing a range of forums to understand issues affecting the community and developing solutions with the relevant departments. We look forward to continue working with you and progressing many of our projects in 2012/2013.

Achievements and events

• a high degree of engagement with the local community

• completion of the inaugural Local Board Plan, which sets out the aspirations for the Howick Local Board community, and the inaugural Long Term Plan, which sets out the 10-year budget for Howick

• launch of the Howick Tourist map

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• progress weed eradication programme

• completed planning for an all weather turf at William Green Domain and funded the development of the Mountain Raiders BMX track at Lloyd Elsmore Park

• established Howick Community Awards and Howick Volunteer Recognition event

• advanced significant transport projects in collaboration with Auckland Transport including AMETI, Half Moon Bay Ferry Terminal, East-West Freight Link

• Pakuranga Town Centre Master plan development

• East Tamaki Precinct plan development

Capital projects undertaken in the area

• Ormiston Town Centre Master plan development in partnership with Auckland Council Property Limited and Todd Property Group

• opened Warren Boardwalk at Little , and the Ormiston Activity Centre next to the Barry Curtis Skateboard park

• Howick Domain (soccer, league) - full drainage to main lines, laterals and sand slits and completed detail design to William Green Artificial turf for soccer

• Howick Pakuranga Netball project – funding for completion of clubroom upgrade

• Barry Curtis Park – main line and lateral drainage, and completed sand slit to #1 & #2 fields at Paparoa park for league

• sand slit #5 & #6 fields at Lloyd Elsmore park for rugby and completed lateral drainage to lower platform and sand slit to upper platforms at Greenmount

• progressed Rotary Walkway and provided drinking fountain

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Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 6,423 7,143 1 Lifestyle and Culture 22,695 19,327 2 Economic Development 324 675 Planning and Regulation 46 50 Governance 1,469 1,552 Total operating expenditure 30,957 28,747

Total operating revenue 4,804 5,644 3

Capital Expenditure 4,882 640 4

Variances to budget

1. The June 2012 year was a transitional year, where responsibility for financial performance was with the Auckland Council Chief Executive. Budgets were set at a high level and there was a number of depreciation costs lower than estimated due to capital programmes not being achieved.

2. Parks maintenance contracts over spend.

3. Lower revenue was received since revenues expected in the budget were not achieved because of a lower usage of facilities together with lower allocations of centrally collected revenue.

4. Spend on capital projects captured at local board level, offset by budget not allocated to a specific board.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.14 programmes per capita 0.22

Percentage of participants satisfied with community arts 97% 65% programmes

Percentage of visitors satisfied with arts facilities 99% 80%

Average number of visits to arts facilities per capita 3.0 0.5

Percentage of residents satisfied that there are opportunities 59% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

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Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 91% 89% and community houses

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours 41% 28.5% available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 42% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target Baseline to be Number of participants in community development No data established programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 79% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 91% 91% neighbourhood is safe in the day time

Percentage of respondents who agree that their 51% 58% neighbourhood is safe at night time

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There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.79 0.39

Percentage of attendees satisfied with events 92% 85%

Number of permitted events, Jan-Jun 2012: 23.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 11 11

Total library building floor space (m2) per 1,000 residents 28.5 28.5

Percentage of customers satisfied with overall services 90% 90% provided by libraries

The number of visits to libraries has been maintained as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 87% 80% of library collections

Number of collection items borrowed/ issued per capita 15 14.6

Percentage of customers satisfied with tools and technology 83% 50% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.29 0.27 programmes per capita

Percentage of participants satisfied with reading and 83% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

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Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 5.9 5.9 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 82% parks and reserves established 91% Percentage of urban residential properties within 500 metres 91% (within 500 of a local park metres)

There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 67% 72% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 79% 72% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 68% 72% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 100% standards achieved

Percentage of residents who have visited a local park or 95% 74% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 60% 74% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 85% 88% centre facilities and programmes

Average number of visits to recreation facilities per capita 8.3 6.6 Percentage of daily water tests that meet recommended pool 100% 100% water quality standards

Satisfaction and visitor numbers are at good levels.

Water quality: water test data collected hourly and all pools have current certification of compliance for microbiological testing.

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Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure Baseline to be 1 initiatives completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 30% 80% initiative for their area

Business area improvement and infrastructure initiatives completed: Howick Market Place Upgrade; streetscape works in the main civic square in Howick Town Centre.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 84% 75% local town centre

Percentage of residents satisfied with the quality and 77% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 23% 60% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Kaipatiki Local Board

The Kaipatiki Local Board comprises a number of inner harbour suburbs and enjoys an extensive coastline. It is bounded by the Northern Motorway to the east, Sunset Road to the north and the coast of the inner Waitemata Harbour to the south and west. The older suburbs on the southern coast are well established, with a large number of reserves and high-quality bush walkways. This area has a rich history and has some notable precincts protected with heritage zone status. The central and northern suburbs are more diverse with greater socio-economic needs. Town centres in the local board area include the Birkenhead shopping centre, the multi-cultural retail hub at Northcote; an emerging centre at Beach Haven; a boutique retail strip in Hinemoa Street; and the Glenfield Centre, which is home to a large shopping mall. The Wairau Valley and Glenfield east contain large footprint retail and light industry. The Kaipatiki area has four colleges, the North Shore campus of AUT and Awataha Marae. The community also has opportunities to lead active lifestyles, with access to numerous sporting and recreational facilities, including leisure centres, swimming pools and a recreation precinct around Northcote Road. This area has a proud history of caring for its community, which saw the establishment of the first community house in the Auckland region in 1972. The Kaipatiki Local Board wishes to build on this legacy by continuing to maintain and develop libraries and other community, cultural and arts facilities.

Message from the Chairperson

On behalf of the board I am pleased to present the Kaipatiki Local Board Annual Report for 2011-12 capturing the work that has confronted us in the last year. Your local board is keenly aware that many people in our community are under severe financial stress as the global financial crisis takes its toll. Even in this climate of austerity we still have to set priorities for our vital community assets and plan for the future. It does no one any favours if we allow assets todeteriorate through lack of maintenance or fail to plan for the inevitable increase in Auckland’spopulation. In the past year a lot of work went into the development of the Auckland Plan which is the blueprint for Auckland for the next 30 years. The Kaipatiki Local Board advocated strongly for those features which are so vital to the communities in our area. We are passionate about our coastal areas and bush covered reserves and one of the projects which we have held onto is the progressive development of our walking and cycling track network over many years. As with so many things in our community, the maintenance and upgrade of our reserves and tracks is greatly assisted by local volunteer effort and I would like to thank everyone who contributes so much to making Kaipatiki such a delightful part of Auckland.

Achievements and events

• Purchased new central premises in Glenfield for the Birkenhead Northcote GlenfieldCommunity Trust to greatly assist their community development work.

• Completion of the Birkdale West Wastewater project

• A trial of an additional Birkenhead ferry service began in December 2011 and increases in patronage of 159% were reported for North Shore services in February 2012. New pontoonswere installed at Birkenhead wharf and the berthing facilities for Birkenhead ferries inAuckland CBD have been upgraded

• Access to Libraries has been retained at seven days a week

• The upgrade works on Glenfield Road have continued

• The Board adopted the first Local Board Plan

Capital projects undertaken in the area

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• Birkenhead Northcote Community Facilities Trust A property at 15 Chartwell Ave Glenfield was purchased to accommodate the trust.

• Onepoto walkway Work has commenced on the construction of new walkways providing improved public access and stronger links to Onepoto Domain from the surrounding streets.

• Natural outdoor surface renewal. Construction work on the No. 4 Field at Shepherds Park to renew drainage and irrigation and replace the top field cricket block and turf surface. The design of training lighting at Birkenhead War Memorial Park.

• Highbury Town Centre upgrade. Planning work has progressed on the revitalisation of the Highbury Town Centre

• Small local improvement projects. The board has allocated funds to a number of completed small projects including Eskdale Reserve seating, playground equipment at Taurus and Lysander Reserves, and Paving at Bikdale Shops.

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Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 4,001 3,599 1 Lifestyle and Culture 11,507 14,419 2 Economic Development 260 315 Planning and Regulation 35 50 Governance 1,171 1,163 Total operating expenditure 16,974 19,546

Total operating revenue 4,307 5,106 3

Capital Expenditure 1,743 1,869 4

Variances to budget

1. The higher Community Services expenditure is primarily due to the inclusion of community contract grants in the local board expenditure, and higher Libraries expenditure partially due to additional costs associated with regional lending.

2. Lower Recreation and Leisure Facilities expenditure primarily due to lower expenditure as a result of depreciation and other expenditure not being charged or mapped to the budget item, and lower Overhead allocations as not all overheads are being allocated at this time. This is partially offset by higher Local Parks’ expenditure as a result of higher depreciation and higher maintenance expenditure partially resulting from the initial allocation of existing maintenance contracts to the board.

3. Lower Revenue resulting from the inclusion of planned revenue in Regional activities and lower revenue from recreation activities and allocations of centrally collected revenue

4. Lower Capital expenditure resulting from:

• Inclusion of the purchase price of 15 Chartwell Avenue in the Auckland Council Property Limited’s accounts

• Delay to the Onepoto walkway, Lynn Reserve toilets, McFetridge Park Natural Outdoor Sports Surface projects due to weather and consent issues

• Delay to Town centre upgrades due to the synchronisation of the legacy programme with the Auckland Plan development programme

• Delay to Local Board Discretionary Fund and Small Local Improvement Projects due to the late allocation of projects and subsequent later than anticipated expenditure. Funds not fully expended will be carried forward to 2012/2013.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.01 programmes per capita 0.007

Percentage of participants satisfied with community arts 100% 70% programmes

Percentage of visitors satisfied with arts facilities 91% 85%

Average number of visits to arts facilities per capita 0.14 0.29

Percentage of residents satisfied that there are opportunities 43% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 92% 90% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours No data established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 40% 13% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 244.5 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 65% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 85% 100% intended purpose, programmes held and levels of participation achieved)

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The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 90% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 44% 82% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.22 1.6

Percentage of attendees satisfied with events 78% 85%

Number of permitted events, Jan-Jun 2012: 132.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 9 7.8

Total library building floor space (m2) per 1,000 residents 26 35.6

Percentage of customers satisfied with overall services 90% 90% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 89% 80% of library collections

Number of collection items borrowed/ issued per capita 12 12.5

Percentage of customers satisfied with tools and technology 83% 80% to access information

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Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.36 programmes per capita established

Percentage of participants satisfied with reading and 86% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 6.2 6.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 80% parks and reserves established 95% Percentage of urban residential properties within 500 metres n/a (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 84% 88% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 82% 88% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 79% 88% maintenance of beaches

Percentage of local parks and reserves maintenance 96% 100% standards achieved

Percentage of residents who have visited a local park or 91% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 51% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 86% 80% centre facilities and programmes

Average number of visits to recreation facilities per capita 6.5 7.5

Percentage of daily water tests that meet recommended pool 100% water quality standards

Satisfaction is at a good level.

Water quality: data for this measure will be collected from 1 July 2012.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 25% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target Percentage of residents satisfied with the cleanliness of their local town centre 63% 75%

Percentage of residents satisfied with the quality and 62% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate 31% 50% opportunities to participate in the council's decision-making process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Mangere Otahuhu Local Board

The Manukau Harbour and the Tāmaki Estuary surround three sides of the - Local Board area. The area includes the communities of Māngere Bridge, Māngere Central, Māngere East, Favona and Ōtāhuhu. The area is home to the Māngere Mountain, Ambury Regional Park, significant archaeological sites including Otuataua Stonefields, Pukaki Crater, the Robertson Hill-Sturges Park volcanic cones and the historic portage route (Te To Waka), historically used by Māori to transfer waka between the Manukau Harbour and Hauraki Gulf. Auckland International Airport, New Zealand’s largest and busiest airport, is situated in the area and services over 13 million passengers a year.

Message from the Chairperson

The Mangere-Otahuhu Local Board has been working strenuously through the consultation and planning processes of the new City to engage local communities and capture the vision and initiatives to enable our area to leap forward as part of the drive to make Auckland the most liveable city. We are working with staff to progressively introduce single levels of service across the two legacy council jurisdictions of our community, with some work still to be done e.g. as of 1 July 2012, the council’s Parks services are now aligned with local board boundaries with other council services to follow in due course, and we have supported our vibrant local communities in their day-to-day activities. The work of merging the previous councils and processes is still ongoing and we salute the staff for their hard work in this area. The Māngere-Ōtāhuhu Local Board Plan has been adopted; key initiatives to improve our communities have been recognised in the LTP; and we are one of the first two areas to undergo the new Area Plan process - a draft, setting out the 30-year vision, is about to go out for comment. The board has advocated strongly for resources to produce gains for this community of high deprivation and need: significant projects such as the Otahuhu Recreation Precinct have received full funding (this will stabilise a fragmented, high-churn community and produce social infrastructure to support a higher density suburb). The board has also advocated strongly for the Southern Initiative to become a key priority of the Auckland Plan (to improve quality of life, increase investment and employment opportunities, and the board has been accepted for the Youth Connections Pilot (to improve choices and support for our young people in education, training and local employment). We look forward to working with our communities in setting the frameworks for a decent life for our children and grandchildren and the completion of projects now underway, which will contribute to this and to the creation of a great city of Auckland.

Achievements and events

Over the past 12 months, the Māngere-Ōtāhuhu Local Board has led, supported and advocated for projects that support and work towards enabling positive change within our local community (2011-2012). Some of the key highlights/achievements are noted below:

• Adoption of the Māngere-Ōtāhuhu Local Board Plan: this ground-breaking plan sets out the aspirations and priorities of our community and guides local board decision making over the next three years and beyond.

• Māngere-Ōtāhuhu Area Spatial Plan: this uses area spatial planning principles and approaches to address the future direction and aspirations of places and our local communities through the development of the Mangere-Otahuhu area spatial plan and implementation of local projects.

• Māngere Town Centre was host to the only alcohol-free Rugby World Cup fan zone in New Zealand. The board advocated for and worked alongside Auckland Tourism Events & Economic Development Limited (ATEED) to host the only alcohol-free Rugby World Cup fan zone for our local communities.

• supporting local town centre, civic and community events: over the past year this has included the various Christmas and ANZAC parades as well as many local community events and have included the

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Māngere Bridge Christmas Parade, Ōtāhuhu Family day, Māngere Town Centre 40th Birthday and Vine Street Clean Up.

• Māngere Gateway Project: the board has been a strong advocate for this project as a transformational programme of significance both locally and regionally. This programme will realise the potential of Māngere's unique natural and cultural heritage in a way which is sustainable and which delivers social, cultural, environmental and economic wellbeing.

• adoption of ‘The Southern Initiative’ in the LTP: advocacy on the part of the southern local boards has seen the adoption of the Southern Initiative into the LTP. This is an opportunity to realise the potential of the four local board areas identified, including Māngere-Ōtāhuhu, to improve the quality of life and wellbeing of local residents, reduce growing disparities, and increase business investment and employment opportunities, for the benefit the whole of Auckland and New Zealand.

• Youth Connections Project: there has been strong advocacy by the board to be selected as one of the first local board areas to be selected for this project, which seeks to support youth transition out of secondary schools and into further training and employment. The local board was successful in its bid and is now in the process of engaging with stakeholders which includes, schools, businesses, service providers, etc to implement this project over the next 2 years.

Capital projects undertaken in the area

• Ōtāhuhu Swimming Pool & Recreation Precinct: the initial redesign for the Ōtāhuhu Swimming Pool was undertaken and completed. The precinct which includes the swimming pool, new library and outdoor recreation centre is currently in the procurement and consents stage with construction due to start in July 2013 and due for completion in 2015.

• Māngere Town Centre Outdoor Courtyard: the recent completion of the outdoor courtyard to improve the physical connection between the Māngere Town Centre and the stunning Māngere Arts Centre - Ngā Tohu o Uenuku greatly improves the public open spaces and highlights the board’s commitment to supporting economic development in our town centres.

• Walter Massey Park Fitness Equipment: this project improved the use of local public open spaces as well as access for the local community to fitness equipment supporting healthier lifestyles and recreation.

• Māngere Ōtāhuhu Netball Centre Renovations: improving the facilities of a local sporting club with a focus on youth engagement was a great opportunity to support their work with youth in the community.

• All Tides Boat Ramp & Causeway Project: the completion of the boat ramp and causeway has been a priority for the board as a reflection of the aspirations of the local community and also allows all tide emergency access to the Manukau Harbour which is of regional significance.

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Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,843 3,447 Lifestyle and Culture 11,202 12,471 Economic Development 1,524 1,406 Planning and Regulation 35 50 Governance 1,119 1,243 Total operating expenditure 16,722 18,616 1

Total operating revenue 1,638 2,079 2

Capital Expenditure 3,034 776 3

Variances to budget

1. Mainly relates to depreciation costs lower than estimated due to capital programmes not being achieved.

2. Revenue is under budget mainly due to revenue for community halls and recreation facilities not being achieved partly due to competition from private 24hr gyms. Offset by arts operations above budget through RWC.

3. Largely renewals work carried out at David Lange netball courts, Sturgess Park and Mangere Domain,

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.11 programmes per capita 0.81

Result not available as there Percentage of participants satisfied with community arts were no 80% programmes programmes in local board in the fieldwork period

Percentage of visitors satisfied with arts facilities 80% 85%

Average number of visits to arts facilities per capita 0.94 0.33

Percentage of residents satisfied that there are opportunities 44% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 87% 80% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 58% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 50% 30% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with assistance and advice provided by council 73% 75%

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Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 75% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 29% 51% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.92 0.04

Percentage of attendees satisfied with events 87% 80%

Number of permitted events, Jan-Jun 2012: 9.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 11 9.1

Total library building floor space (m2) per 1,000 residents 34.5 29.2

Percentage of customers satisfied with overall services 81% 90% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 88% 80% of library collections

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Number of collection items borrowed/ issued per capita 5 4.8

Percentage of customers satisfied with tools and technology 67% 67% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.37 0.43 programmes per capita

Percentage of participants satisfied with reading and 89% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 3.6 3.5 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 67% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 58% 78% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 74% 78% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 65% 78% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 99% standards achieved

Percentage of residents who have visited a local park or 96% 78% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 68% 78% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 86% 80% centre facilities and programmes

Average number of visits to recreation facilities per capita 6.7 5.8

Percentage of daily water tests that meet recommended pool 94% 100% water quality standards

Satisfaction and visitor numbers are at good levels.

Water quality: there were issues with the water dilution valves at the Moana-Nui-A Kiwa leisure centre for a period of three months. These have been rectified. All pools have a current certification of compliance for microbiological testing.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure Baseline to be 1 initiatives completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 67% 80% initiative for their area

Business area improvement and infrastructure initiatives completed: Mangere Town Centre; new civic space connecting Mangere Town Centre and the Mangere Arts Centre.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 33% 68% local town centre

Percentage of residents satisfied with the quality and 31% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centres and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 29% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Manurewa Local Board

Manurewa has a rich cultural history from early Māori settlement to the present, and was well known as a prosperous farming village with its natural resources, plentiful fishing waters and fertile soils. Today, Manurewais home for a diverse population, many of whom have strong loyalties to the area and have lived in it for a long time. Although the population is ageing, Manurewa has one of the highest proportions of young people under 25 years of age in Auckland. Key characteristics of Manurewa include a prominent industrial area in Wiri, significant state housing (approximately 3,000) pocketed throughout the ward, through to leafy coastal suburbs such as Wattle Downs and Weymouth. The local board area also includes the suburbs of , , Hill Park, , Leabank, Manurewa Central, Manurewa East, Manurewa South, Manurewa West, Randwick Park, Rata-Vine, The Gardens, , Wiri and Manukau Heights. Manurewa is located close to the motorway network, rail corridors and the airport. These provide ease of access to Manurewa’s prominent industrial and suburban areas, which contribute significantly to the economy of Auckland. It also allows people access to visit and enjoy the regional and local parks that Manurewa has tooffer. Manurewa is home to Auckland’s Regional Botanic Gardens, attracting over one million visitors a year; the historic Nathan Homestead; Totara Park, one of Auckland’s hidden gems; a large swimming pool (Ngā Mahi a Rehia); a new multi-purpose sports complex on Mountfort Park; and the recently upgraded Netball Manurewa Community Facility.

Message from the Chairperson

Delivering on core services that allow residents of all ages to participate in social and competitive sport is one of the key priorities for your Local Board. The development of Riverton Reserve is underway as is the upgrade as the Netball Manurewa centre. The exquisite Mountfort Park, home to multiple sporting codes and the Manurewa Aquatic Centre, continues to develop on the western side to allow for more playing fields. However, we are not without our challenges. Faced with one of the lowest local board budgets, we have had to work very hard to leverage funding and business opportunities to deliver on our Local Board Plan. We are ambitious for our community and we are united in our commitment to ensure Manurewa is positioned to receive high quality council service delivery and infrastructure. 2013 will provide us with more opportunities to enable local community events, advocacy to central government for such things as liquor law reform, advocacy to Auckland Council for our town centre as we would want it to be in the Unitary Plan and to progress our existing building projects towards their completion. It is a privilege to lead this work on your behalf.

Achievements and events • Funded and supported the launch of the Manurewa Youth Council. The Council has run number of successful youth forums focussed on finding out what matters to young people and made submissions to the Local Board, Auckland council and the Government on matters of interest to young people in Manurewa.

• Established the Youth Scholarship Awards, providing funding for young Manurewa people to develop their leadership potential through further education and training support, or attendance at conferences and events.

• Allocated land for Early Childhood Education facilities at Hyperion Park and Riverton Reserve to help address the need for these in the Manurewa area

• Community funding to support local organisations and events totalling $390,000 allocated

• Allocated $6551 to assist the conservation of local heritage buildings in Manurewa/

• Funded a research project to support the Local Board’s advocacy to reduce truancy and support Manurewa’s schools in their efforts to keep young people in the classroom

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• Submissions lodged on the Wiri Men’s Prison decision, Alcohol Law Reform Bill, the Auckland Council (Regulation of Prostitution in Specified Places) Bill, Local Government Act 2002 Amendment Bill, draft Auckland Plan, the Regional Land Transport Programme and Getting Auckland Moving discussion document, and draft Business Improvement District policy,

• Provided $30,000 for the removal of mangroves from key areas of the Manukau Harbour foreshore in Manurewa.

• Provided financial and other assistance to the Manurewa Community Facilities Charitable Trust to support the Trust’s on-going viability and sustainability

• Held the 2012 Manurewa Local Board Volunteer Awards

• Provided $40,000 funding for CPTED (Crime prevention Through Environmental Design) reports to improve safety in Mountfort Park and Shifnal Reserve.

• Consulted on and agreed a 2012/13 Annual Agreement and 2012-2022 Long Term Plan budget for the Manurewa Local Board area

Capital projects undertaken in the area • Work commenced on the redevelopment of Riverton Reserve in Randwick Park, a $5.36m project over 3 years

• Opened a new Local Board office in the Manurewa Library complex in Hill Road

• Opened new playgrounds at Beaumonts Reserve, Alfriston Park and The Dale, and provided funding for a new playground in Melia Grove.

• Contributed $50,000 towards new parking at Laurie Gibbons Domain in Weymouth

• Allocated $20,000 for upgrading and extending CCTV in the Manurewa Town Centre

• Allocated discretionary capital funding of $39,000 to assist with the staged development of the Manurewa Netball Centre and $35,000 for an outside toilet at the Centre.

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Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,669 3,204 Lifestyle and Culture 12,227 15,444 Economic Development 269 521 Planning and Regulation 33 50 Governance 1,391 1,401 Total operating expenditure 16,589 20,620 1

Total operating revenue 3,706 4,521 2

Capital Expenditure 3,997 420 3

Variances to budget

1. Depreciation costs were lower than estimated due to capital programmes not being achieved, partly offset by an overspend in staff costs in libraries where budget assumptions did not provide for front line cover.

2. Mainly recreation revenue under budget due to lower casual entrance revenue and memberships.

3. Due to actual costs on local capital projects where budget offset mainly shown in “unallocated” local board where projects could not be readily identified at board level at the time of the 2011-2012 Annual Plan. This has been corrected in the LTP.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.14 programmes per capita 0.05

Percentage of participants satisfied with community arts 96% 65% programmes

Percentage of visitors satisfied with arts facilities 86% 80%

Average number of visits to arts facilities per capita 0.87 0.5

Percentage of residents satisfied that there are opportunities 36% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 90% 89% and community houses

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours 60% 28.5% available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 38% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 70% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 95% intended purpose, programmes held and levels of participation achieved)

Auckland Council Report 1 July 2011 to 30 June 2012 302 Part II: Activities and services Local Boards

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 66% 91% neighbourhood is safe in the day time Percentage of respondents who agree that their 31% 58% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.49 0.7

Percentage of attendees satisfied with events 96% 85%

Number of permitted events, Jan-Jun 2012: 10.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 7 7.5

Total library building floor space (m2) per 1,000 residents 32.4 32.4

Percentage of customers satisfied with overall services 89% 90% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 87% 80% of library collections

Number of collection items borrowed/ issued per capita 5 5.1

Percentage of customers satisfied with tools and technology 84% 66% to access information Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills

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Measure Result 2012 Target

Number of participants in reading and information skill 0.22 0.25 programmes per capita

Percentage of participants satisfied with reading and 70% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 5.5 5.5 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 61% parks and reserves established 82% Percentage of urban residential properties within 500 metres 82% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 71% 72% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 50% 72% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 72% 72% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 100% standards achieved Percentage of residents who have visited a local park or reserve in the last 12 months 94% 74%

Percentage of residents who have visited a sports park in the 58% 74% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 80% 88% centre facilities and programmes

Average number of visits to recreation facilities per capita 8.2 6.1

Auckland Council Report 1 July 2011 to 30 June 2012 304 Part II: Activities and services Local Boards

Percentage of daily water tests that meet recommended pool 99% 100% water quality standards

Water quality: water test data collected hourly and all pools have current certification of compliance for microbiological testing

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure Baseline to be 1 initiatives completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 26% 80% initiative for their area

Business area improvement and infrastructure initiatives completed • Manurewa board: streetscape works throughout the Manurewa Town Centre.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 21% 75% local town centre

Percentage of residents satisfied with the quality and 34% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 25% 60% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 305 Part II: Activities and services Local Boards

Maungakiekie-Tamaki Local Board

Maungakiekie-Tāmaki covers the southeastern part of the isthmus, bounded by the Manukau Harbour and Tāmaki Estuary. It includes the suburbs of Glen Innes, Mt Wellington, Onehunga, Oranga, Panmure, Penrose, Pt England, Riverside, Royal Oak and Te Papapa. It is a rapidly growing and changing area, with Onehunga and Tāmaki identified as priority areas for future regional growth and Sylvia Park identified as a strategic metropolitan centre within Auckland. The area’s population is one of the most diverse in the region. It is also a relatively young, with many young families in its communities. Our area has a richness of community action through local marae, community and recreation groups, social service providers, churches, schools and networks. Maungakiekie-Tāmaki’s natural and physical heritage is equally diverse. The area is geologically and archaeologically significant and was important for Māori, European and Chinese settlement. Important cultural heritage sites remain, including the Fencible settlements in Panmure and Onehunga and a historic portage route (Te Tō Waka) between the Manukau Harbour and Hauraki Gulf. The area has a number of significant natural features, including volcanic features, coastline, streams, lava caves and open spaces. Mutukaroa-Hamlins Hill is the largest non-volcanic hill on the isthmus. The area is also home to the regional facility of Mt Smart Stadium. Maungakiekie-Tāmaki is a key employment area for the Auckland region. It is a hub for manufacturing, bulk storage and distribution, containing the industrial areas of Mt Wellington, Onehunga, Penrose, and Westfield. It is also an important area for retail, including Sylvia Park and the town centres of Glen Innes, Onehunga, Panmure and Royal Oak. A number of significant transport routes, and important water, electricity and gas infrastructure run through the area.

Message from the Chairperson

Kia ora tatou During the 2011/12 year we were able to progress many of our key initiatives and objectives from the Local Board Agreement for Maungakiekie-Tamaki. Work progressed on key projects such as the detailed planning for the Music and Arts Glen Innes facility, the upgrade of the Fergusson Domain and improving community safety in Maybury Reserve. Alongside these projects, local services and activities continued to be provided through our libraries, community centres, swimming pools, sports fields and parks. In addition, 2011/12 saw the completion of our first local board plan which sets out the vision and direction for our area and reflects the priorities of our diverse communities. Priorities in the local board plan include completing town centre improvements in Onehunga and Glen Innes, making sure the AMETI project enhances the Panmure town centre, continued improvements and restoration of the Onehunga foreshore and building the Music and Arts Glen Innes centre. Performance measures are included for the first time as part of the Annual Report and whilst there are areas where targets have been exceeded, it is clear there is still room for improvement and the board will be communicating its expectations that results will improve over the next year. In summary, we have highlighted below some of the key achievements and events in the Maungakiekie-Tamaki local board area from the 2011/12 year along with information on capital projects undertaken in the area.

Achievements and events

• restoration of the Onehunga foreshore – progression of the resource consent process

• improved communication and consultation with the AMETI project

• Manukau Harbour Forum – Maungakiekie-Tamaki is one of nine local boards (which border the Manukau) that are working collaboratively to enhance the Manukau harbour through the establishment of the Forum

• detailed planning, concept design and masterplanning for the Music and Arts centre Glen Innes

• Tamaki Transformation project – continuing to advance and discuss with governing body

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• a greater number of events held in the board area including Onehunga festival, Christmas parades in Onehunga and Panmure, Glen Innes carnival and ANZAC ceremonies in Mount Wellington and Panmure

• concept plan to investigate Greenway connections across open spaces in the board area

• planting Trees for Peace Programme – in recognition of the declaration of Auckland as a City of peace, the planting of a grove of fruit trees took place and a Peace Walk to be created through the grove

• creation of anti-graffiti Murals for Peace.

Capital projects undertaken in the area

• Flat Rock reserve community rehabilitation – ecological restoration including community planting and litter removal

• Manukau Foreshore east (Miami Parade Reserve) pest plant control and re-vegetation

• Fergusson Domain Park upgrade

• Pt England reserve beach – re-sanding of beach, installation of BBQ and seating, placement of plaque onto the Kohatu

• Waikaraka Park drainage improvements and sand-carpeting

• Mt Wellington War Memorial park – drainage improvements and sand-carpeting

• Dunkirk Reserve bollards – installation of bollards to increase safety and reduce rubbish dumping

• upgrade of Hobson Reserve playground

• refurbishment of Pearce Street Hall, Onehunga.

Auckland Council Report 1 July 2011 to 30 June 2012 307 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,978 2,211 Lifestyle and Culture 6,099 7,908 Economic Development 2,159 2,627 Planning and Regulation 39 300 Governance 1,014 1,112 Total operating expenditure 12,289 14,158 1

Total operating revenue 929 1,027

Capital Expenditure 3,400 5,108 2

Variances to budget

1. Depreciation costs were lower than estimated due to capital programmes not being achieved, partly offset by an overspend in staff costs in libraries where budget assumptions did not provide for front line cover.

2. This mainly relates to the Onehunga Bay Foreshore upgrade due to delays in obtaining resource consent.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Performance Measures

Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita No data Result not available as there Percentage of participants satisfied with community arts were no 82% programmes programmes in local board in the fieldwork period

Percentage of residents satisfied that there are opportunities 37% 65% to participate in arts-related activities

The local board supports the development of community art programmes as well as opportunities for residents to participate in arts-related activities.

Auckland Council Report 1 July 2011 to 30 June 2012 308 Part II: Activities and services Local Boards

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 86% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 33% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 50% 40% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 62% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 77% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 35% 54% neighbourhood is safe at night time

Auckland Council Report 1 July 2011 to 30 June 2012 309 Part II: Activities and services Local Boards

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.03

Percentage of attendees satisfied with events 93% 80%

Number of permitted events, Jan-Jun 2012: 30.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 9 6.9

Total library building floor space (m2) per 1,000 residents 43.1 20.8

Percentage of customers satisfied with overall services 91% 90% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 85% 78% of library collections

Number of collection items borrowed/ issued per capita 9 7.6

Percentage of customers satisfied with tools and technology 79% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.32 0.29 programmes per capita

Percentage of participants satisfied with reading and 73% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Auckland Council Report 1 July 2011 to 30 June 2012 310 Part II: Activities and services Local Boards

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 3.1 3.1 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 71% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 78% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 74% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 76% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 94% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 58% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 83% 73% centre facilities and programmes

Average number of visits to recreation facilities per capita 12.2 9.4

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Satisfaction and visitor numbers are at good levels.

Water quality: data for this measure will be collected from 1 July 2012.

Auckland Council Report 1 July 2011 to 30 June 2012 311 Part II: Activities and services Local Boards

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 43% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 59% 68% local town centre

Percentage of residents satisfied with the quality and 63% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 27% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 312 Part II: Activities and services Local Boards

Orakei Local Board

Orakei contains some of the most beautiful and frequently-used natural features in Auckland. Tāmaki Drive is an internationally regarded coastal access-way. Our sports parks are heavily used by people across the region and most major sporting codes are represented in our ward. Our tourism attractions, such as Tāmaki Drive, Bastion Point and Kelly Tarlton's, attract many local and international visitors and our beaches are classified as among the most popular in the region. Our residents live among green leafy streets and suburbs, vibrant and distinctive local villages, beautiful coasts, beaches and well-used parks. We have striking volcanic features, and significant nature, bush and biodiversity areas including New Zealand’s largest urban wetland (Waiatarua Reserve). Orakei is home to many of Auckland's town and local centres. We are proud of our distinctive local villages and business districts, and of the role we play in providing beaches, reserves, and playing fields for so much of Auckland and our visitors together with the role our educational, health and sporting centres play, both locally and regionally. The Orakei Local Board area includes the suburbs of Orakei, Mission Bay, Kohimarama, St Heliers, Glendowie, Stonefields, St Johns, Meadowbank, Remuera and parts of Ellerslie. We recognise the special place of the iwi of our ward, including Ngāti Whātua o Orakei, which has its home in Orakei.

Message from the Chairperson

The Orakei Local Board is proud to have one of Auckland’s most informed and engaged communities who have assisted us to identify a range of initiatives in our local board plan. Areas of particular interest to the Orakei communities include: • sportsfield capacity issues, • long-term transport solutions in key areas like Remuera and Orakei ( eg Kepa and Ngapipi Roads ) • a comprehensive solution for managing all of the activities in and around Tamaki Drive, • the importance of investing in local facilities and preserving heritage and character • improved walking options, • greater focus on local economic development, and ensuring more efficient use of your rates. The Board has made progress in all of these areas. However unfortunately, due to the indicative baseline funding provided for the Orakei Local Board in 2012/13 we have been unable to complete a number of these important initiatives. The Orakei ward pays the highest rates per residential ratepayer and we will continue to advocate strongly for investment in our area that is proportional to the rates we pay and to the services we provide to the Auckland region. The board is also dissatisfied with the process and delivery timeframes of transport solutions for our ward by Auckland Transport and have also included an advocacy table of (mainly) transport projects for our ward. We encourage you to read the achievements listed below to find out what else we have achieved on your behalf

Achievements and events

• initiated a local board-led Tamaki Drive Masterplan that takes a placemaking approach, with support from the Mayor, the governing Body and Council Controlled Organisations, in particular, Auckland Transport, Waterfront Auckland , and Auckland Tourism, Events and Economic Development (ATEED)

• led a reassessment of transport options by Auckland Transport for Remuera Road, including a monitoring regime to assess the impacts and effectiveness of a T3 priority lane

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• secured additional funding from the governing body to work with Auckland Transport to coordinate investigations into the development of Selwyn railway station and the Purewa Valley-Hobson Bay cycleway/walkway projects

• initiated a local masterplan process for Madills Farm, Crossfield Reserve and Glover Park that seeks to improve the parks for a variety of users by coordinating activities and investment across all three parks

• led the way regionally in working with sporting organisations and clubs to address sportsfield capacity issues by exploring partnership arrangements with Oceania Football and Auckland Rugby at Ngahue Reserve and Liston Park to develop new sports fields that are available for significant community use at no cost to ratepayers

• secured funding to improve Michaels Avenue Reserve by constructing a full size artificial football pitch, installing of floodlighting around the artificial pitch, and reconfiguring and sand carpeting the lower fields

• brought into focus the role that local economies play in shaping regional development outcomes and secured funding to pilot a local board economic development plan

• secured additional funding in the LTP to redevelop the Meadowbank Community Centre

• as part of its commitment to local economic development, the Board provided $80,000 to local business associations to stimulate economic activity in their area. The Board’s contribution helped fund a range of initiatives, including the Ellerslie Christmas Parade, the Remuera Fashion Show and French Month celebrations, and the St Heliers Festival

• the local board area hosted a large number of events and started working with ATEED and Auckland Council’s events team to respond issues created by events (eg traffic) by taking a strategic approach to the management of events in the area. Working with ATEED, residents, and the local business community has resulted in an agreement to reduce the number of major events along Tamaki Drive and its nearby parks and reserves

• started working with ATEED on a visitor strategy for the local board area

• identified the Remuera Village Green as the most appropriate site for developing an improved green space for Remuera

• initiated an urban design review of its four principal town centres, Ellerslie, Mission Bay, Remuera and St Heliers

• confirmed that Auckland Transport would consider and report on the feasibility of an upgrade to Clonburn Road car park to meet increased demand for parking in Remuera

• contributed funding towards the extension of the Walkway under the rebuilt Orakei Road Rail Overbridge

• took a lead role in ensuring that safety improvement project identified in the Tamaki Drive Action Plan were included in Auckland Transport’s annual plans, many of which were completed

• progressed stage two of The Landing Concept Plan, which proposes a multi-use facility at the eastern end of The Landing site on Tamaki Drive

• reviewed the St Heliers Village Plan in consultation with landowners, the business association, and the St Heliers/Glendowie Residents' Association / Save Our St Heliers. The Board hopes that the new plan is incorporated in the Unitary Plan and that the plan provides a framework for capturing the community's concerns concerning St Heliers character attributes, while acknowledging the rights of the property owners

• commissioned a feasibility study to assess a proposal to construct a boardwalk link between Orakei Road and the existing boardwalk opposite Saint Kentigern College

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• worked with Auckland Transport to develop a feasibility study for a cycle and walking pathway from the central city, across Hobson Bay, up the Purewa valley, all the way to Glen Innes

• supported a community-led initiative to upgrade Wilson’s Beach

• commissioned a public art strategy in collaboration with Ngati Whatua o Orakei, to identify opportunities for installing public art around the local board area, and in particular along Tamaki Drive

• worked with the Police to form a community patrol in Ellerslie, which is supported by other groups, including Community Patrols of New Zealand, Ellerslie Rotary Club, and Ellerslie Business Association

• supported the establishment of new residents associations in Ellerslie and Stonefields

• advocated strongly on a number of key regional policies, bylaws, strategies and planning processes (eg the waste management plan), heritage protection and consent notification processes, the Auckland Plan, and ongoing input into the Unitary Plan

• supported a range of projects that improve local amenities including: grandstands at the AMI Stadium, upgrades storage facilities at Eastern Suburbs Athletics Club, and weed control, ecological restoration works and planting at Wharua and Waitaramoa, Tahuna Torea Reserve, Wilson’s Beach, and Churchill Park, Trees for Babies - community planting

• provided a range of grants to business and residents associations, schools, libraries, sports clubs, and community groups

Capital projects undertaken in the area

• a range of sportsfield upgrades including: sand carpeting three fields at Crossfields Reserve, upgrading the sand carpeting and irrigation systems at Ellerslie Domain, supporting the field upgrade of Shore Road Reserve for Parnell Cricket and Grammar Carlton Rugby

• continued to implement the Orakei Basin Management Plan, through the Orakei Basin Advisory Group, including ongoing development of boardwalks and pathways, improving water safety access, car park and access way improvements, and upgrading other amenities.

Auckland Council Report 1 July 2011 to 30 June 2012 315 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,366 2,370 Lifestyle and Culture 6,326 8,274 1 Economic Development 1,753 2,341 2 Planning and Regulation 38 50 Governance 1,067 1,148 Total operating expenditure 11,550 14,182

Total operating revenue 431 813 3

Capital Expenditure 1,752 4,213 4

Variances to budget

1. This is partly attributable to depreciation costs lower than estimated due to capital programmes not being achieved and work on the Stonefield open space, Parks small improvements and storm damage projects.

2. Contractors’ expenses overspend on street amenities.

3. Key contributors to the shortfall relate to lower library borrowing fees, fines and penalties and lower membership and casual entrance revenue from recreational facilities.

4. A number of projects are running behind plan and will be deferred until the next financial year. These include sandcarpeting of Crossfield Reserve, Michaels Avenue Reserve sports field, Stonefields open space development, Orakei Basin Walkway and The Landing.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 316 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita No data Result not available as there Percentage of participants satisfied with community arts were no 82% programmes programmes in local board in the fieldwork period

Percentage of residents satisfied that there are opportunities 49% 65% to participate in arts-related activities

The local board is committed to increasing the number of arts-related programmes and to improving the opportunities for residents to participate in arts-related activities

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 83% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 35% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 36% 40% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 64% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is

Auckland Council Report 1 July 2011 to 30 June 2012 317 Part II: Activities and services Local Boards

approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 88% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 50% 54% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.01

Percentage of attendees satisfied with events 96% 80%

Number of permitted events, Jan-Jun 2012: 129.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 8 7.6

Total library building floor space (m2) per 1,000 residents 13.6 13.8

Percentage of customers satisfied with overall services 94% 93% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 93% 78% of library collections

Number of collection items borrowed/ issued per capita 12 12.7

Percentage of customers satisfied with tools and technology 84% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

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Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.25 0.29 programmes per capita

Percentage of participants satisfied with reading and 81% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 4.2 4.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 79% parks and reserves established

95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres)

There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 83% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 77% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 83% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 94% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 52% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Auckland Council Report 1 July 2011 to 30 June 2012 319 Part II: Activities and services Local Boards

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 86% 74% centre facilities and programmes

Average number of visits to recreation facilities per capita 3.2 2.5

Satisfaction and visitor numbers are at good levels.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 16% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 74% 68% local town centre

Percentage of residents satisfied with the quality and 72% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 23% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 320 Part II: Activities and services Local Boards

Otara-Papatoetoe Local Board

The Otara-Papatoetoe Local Board area includes the suburbs of Otara, Papatoetoe, East Tamaki, Puhinui and Manukau Central. The Board area is home to diverse and vibrant communities, with strong community networks. Otara is known regionally for its Saturday morning markets and is home to Manukau Institute of Technology's southern campus. Otara and Papatoetoe residents live in established residential areas with shopping centres in Otara town centre, Old Papatoetoe and Hunters Corner. The area has important heritage features and is in close proximity toAuckland Airport and industrial areas in Wiri and East Tamaki. Manukau City, with its large retail and service precinct, is one of Auckland’s largest regional centres, with a large retail and service precinct. Other well-known landmarks are Puhinui Reserve, Middlemore Hospital, the Grange Golf Club and Auckland Golf Club, which surrounds the hospital grounds.

Message from the Chairperson

The Otara-Papatoetoe Local Board is proud of what we have achieved so far. Over the past 12 months, the local board has led, supported and advocated for projects that enable positive change within our community.

The 2011/12 budget for the local board did not contain an adequate level of funding to enable us to implement all our priorities. However, there have been some significant achievements which will make a difference in our area. These include the opening of the Manukau Railway Station, serving commuter travel and the new MIT campus, due to open next year. The newly-opened bus interchange in Otara is a positive step towards the board’s aspiration to revitalise the town centre. The opening of the indoor tennis dome in Manukau will help maximise players’ abilities through the availability of increased year-round training.

The local board is looking forward to working with the Owen Glenn Family Foundation on initiatives in Otara with benefits for the wider community.

The board has also advocated strongly on issues that concern our community. We made a submission to the Gambling Harm Reduction Amendment Bill, requesting greater regulatory powers to reduce or eliminate gambling machines to reduce gambling-related harm. We also submitted to the Local Government Act Amendment Bill, opposing changes to remove the four wellbeings (social, economic, environmental and cultural) from the purpose statement, which would seriously undermine the local board’s ability to deliver the community’s priorities.

Objections were lodged to local off-licence applications, one of which we appealed in the High Court. The board also advocated for legislative reform giving tighter controls on street prostitution, and has been successful in raising awareness of the issues surrounding the industry.

We acknowledge there is more work to do and look forward to working with our communities, helping to make Auckland the world’s most liveable city.

Achievements and events

• Adoption of the Otara-Papatoetoe Local Board Plan. This plan sets out the aspirations and priorities of our community and guides Local Board decision-making over the next three years and beyond, following extensive consultation with the community.

• Papatoetoe 150th celebrations. As part of the 150th celebrations of Papatoetoe becoming a district, there is ongoing development of a heritage trail in Papatoetoe and feature lighting installed outside the historic Papatoetoe Town Hall.

• Town centre rejuvenation. As part of this initiative, a new streetscape has been implemented from East Tamaki Road to Great South Road, Hunters Corner, including new footpaths and planting.

• Opening of indoor tennis dome at Manukau Sports Bowl. Joint project with Tennis Auckland to relocate the dome to Manukau, to extend training facilities.

• ANZAC Day celebrations. The local board funded a fly past by Warbirds (vintage military aircraft) as part of the ANZAC Day celebrations.

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• Funding for Youth Connections Project. The local board was selected as one of the first areas to receive funding for this project which seeks to support youth transition from secondary school education to training or employment.

• High Court Hearing for appeal on a decision to grant an off-licence in Papatoetoe. In line with the community’s wishes to reduce the number of liquor outlets in the area, the local board lodged an objection to an application for a new off-licence and was heard in the High Court.

• Annual Volunteer Awards. This is an annual event hosted by the local board to acknowledge the valuable work undertaken by volunteers in the area.

• Submission to the Gambling Harm Reduction Bill. The local board is advocating for changes to gambling legislation, in line with community requests to reduce the number of gambling machines in the area.

Capital projects undertaken in the area

• Completion and opening of Kew Lane security gates, Otara. The project originated from a Crime Prevention Through Environmental Design safety assessment of Otara Town Centre as a recommended safety improvement for a car park.

• Opening of Tupu Library extension, Otara. The extension and refurbishment of the youth library is to meet the community’s needs and ensures that activities such as homework groups, youth nights and cultural events continue to develop.

• Community facilities upgrades. The refurbishment of a rugby league clubrooms on Ngati Otara Park and the transfer of a building on Kohuora Park from Council use to sports club use to meet growing needs are examples of such upgrades in the local board area.

• Opening of Manukau Railway Station. This is an ongoing project managed by Auckland Transport. A new MIT campus above the station is to be developed in the second stage of the project.

• Opening of Otara Bus Interchange. This project was implemented by Auckland Transport, with input from the local board and will help with the board’s aspirations to revitalise the town centre.

Auckland Council Report 1 July 2011 to 30 June 2012 322 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 3,865 3,921 Lifestyle and Culture 13,112 16,427 1 Economic Development 703 809 Planning and Regulation 34 50 Governance 1,120 1,179 Total operating expenditure 18,834 22,386

Total operating revenue 4,339 5,649 2

Capital Expenditure 4,104 1,292 3

Variances to budget

1. Expenses for repairs and depreciation for recreation facilities were not fully costed at local board level. New Real Estate system will correct this for Y13

2. Revenue is under budget mainly due to targets for the use of community halls and recreation facilities not being achieved. Loss of some recreation revenue due to private 24hr gyms.

3. Largely renewals work carried out at Sports Parks for equipment renewals, playground renewals, Kohuora Park renovations and Mayfield Park walkway

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 323 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target Average number of participants in community arts programmes per capita 0.14 0.91

Percentage of participants satisfied with community arts 90% 65% programmes

Percentage of visitors satisfied with arts facilities 85% 80%

Average number of visits to arts facilities per capita 0.54 0.5

Percentage of residents satisfied that there are opportunities 47% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target Percentage of users satisfied with community centres, halls and community houses 90% 89%

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours 57% 28.5% available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 48% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target Number of participants in community development Baseline to be programmes per 1,000 residents No data established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target Percentage of the community groups satisfied with assistance and advice provided by council 71% 75%

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Auckland Council Report 1 July 2011 to 30 June 2012 324 Part II: Activities and services Local Boards

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target Percentage of respondents who agree that their neighbourhood is safe in the day time 64% 91%

Percentage of respondents who agree that their 27% 58% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target Estimated number of attendees at local events per capita 1.70 1.05

Not measured - Movies in Parks cancelled due to Percentage of attendees satisfied with events bad weather, 85% Polyfest removed from evaluation programme

Number of permitted events, Jan-Jun 2012: 7.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target Average number of library visits per capita 13 10.8

Total library building floor space (m2) per 1,000 residents 35.8 28.4

Percentage of customers satisfied with overall services 89% 90% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target Percentage of customers satisfied with content and condition of library collections 88% 80%

Number of collection items borrowed/ issued per capita 7 6.8

Percentage of customers satisfied with tools and technology 69% 69% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Auckland Council Report 1 July 2011 to 30 June 2012 325 Part II: Activities and services Local Boards

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target Number of participants in reading and information skill programmes per capita 0.34 0.29

Percentage of participants satisfied with reading and 87% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 4.2 4.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 61% parks and reserves established 72% Percentage of urban residential properties within 500 metres 72% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target Percentage of residents satisfied with the overall quality and maintenance of local parks and reserves 66% 72%

Percentage of residents satisfied with the overall quality and 81% 72% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 86% 72% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 100% standards achieved

Percentage of residents who have visited a local park or 81% 74% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 56% 74% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target Percentage of customers satisfied with their local recreation 83% centre facilities and programmes 88%

Average number of visits to recreation facilities per capita 12.1 8

89% Percentage of daily water tests that meet recommended pool 100% water quality standards

Auckland Council Report 1 July 2011 to 30 June 2012 326 Part II: Activities and services Local Boards

Satisfaction and visitor numbers are at good levels.

Water quality: there have been issues with the automatic dosing probes. These were replaced and pools in Otara have had a 99% compliance rating during the last quarter of the reporting period. All pools have current certification of compliance for microbiological testing.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target Number of business area improvement and infrastructure Baseline to be initiatives completed 3 established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 19% 80% initiative for their area

Business area improvement and infrastructure initiatives completed: • Papatoetoe Town Hall Lighting Project; lighting of this heritage building for the Papatoetoe 150 Anniversary.

• Otara Interchange & Plaza; new bus interchange and civic space delivered in partnership with Auckland Transport and Auckland Council Property.

• Hunters Corner; streetscape works along East Tamaki Road in the Hunters Corner Town Centre.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target Percentage of residents satisfied with the cleanliness of their local town centre 49% 75%

Percentage of residents satisfied with the quality and 39% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 31% 60% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 327 Part II: Activities and services Local Boards

Papakura Local Board

This report was endorsed by three memberf of the Local Board and not endorsed by three members

The Papakura Local Board area extends from Drury in the south to Alfriston in the north and includes , Hingaia, Red Hill, Pahurehure and the current Papakura town centre. State Highway 1 and the North Island Main Trunk Railway run north to south through the area, and Papakura is the third busiest rail station on the Auckland passenger network. Papakura has a theatre, an art galley, an international-standard athletics track and a wide range of other sports venues. A wide range of businesses operate in the area including Fonterra, HEB Construction and Griffin’s, and nearby, Winstones, Stevenson and Ardmore Airport. The area has a varied geography from harbour foreshore, fertile plains and rolling hills to the foothills of the nearby Hunua Ranges. Papakura has a diverse range of lifestyle options from multi-million dollar estates to more affordable family homes.

Message from the Chairperson

Nga mihi ki a koutou e te haapori o Papakura. Ko enei nga mahi a te poari mo koutou. I am pleased that the Papakura Local Board has been able to deliver on some key priorities in the 2011/2012 year. Our achievements, events and capital projects listed below represent some of the highlights of a busy and productive year. Working with Youth is a priority in our Local Board Plan, so I am particularly pleased to announce the successful establishment of the Papakura Youth Council and Youth Forum. Our Matariki Youth Event “Aspire to Dream” was also well attended. The Youth Council is currently putting together its strategic business plan, which will enable further progress with delivery of this priority. The Local Board has a focus on Parks upgrades and we have been able to deliver a range of improvements, as listed below. We will continue to invest in these facilities over coming years, including planned improvements to McLennan Park which we were unable to deliver this year. The establishment of the Pukekiwiriki Paa Joint Management Committee is one of the first joint management arrangements for Auckland Council and will enable us to work closely with Iwi to implement the management plan for the reserve. As a Board we are pleased with the progress we have made on achieving our priorities and we value the continued input of the community and key stakeholders. Tena koutou, tena koutou, tena tatou katoa

Achievements and events • Establishment of the Papakura Youth Council and Youth Forum

• Establishment of Pukekiwiriki Paa Joint Management Committee

• Pahurehure Inlet Mangrove removal

• Matariki Youth Event “Aspire to Dream” held

• Community Volunteer Awards held - around 50 groups and individuals and groups recognised

• 2012 New Zealand Secondary School Rugby League National Tournament held at Bruce Pulman Park, sponsored by the Local Board.

Auckland Council Report 1 July 2011 to 30 June 2012 328 Part II: Activities and services Local Boards

Capital projects undertaken in the area • Improvements to Drury Sports Park

• Completion of Massey Park Upgrade

• Marybeth Reserve improvements

• Stage 1 Prince Edward Park drainage

• Pahurehure Inlet Management Plan Implementation

FINANCIAL INFORMATION $000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 1,511 1,821 Lifestyle and Culture 5,180 6,202 Economic Development 147 186 Planning and Regulation 34 50 Governance 813 990 Total operating expenditure 7,685 9,249 1

Total operating revenue 519 657 2

Capital Expenditure 1,967 9,503 3

Variances to budget

1. Major contributors are the Hawkins Theatre and the recreation centres

2. Hawkins Theatre revenues were lower than estimated.

3. This mainly relates to the Massey Park Aquatic Centre pool development project and the McLennan Park project. Both projects deferred with physical works to progress in the next financial year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 329 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target Average number of participants in community arts Baseline to be programmes per capita 0.29 established

Result not available as there Percentage of participants satisfied with community arts were no 70% programmes programmes in local board in the fieldwork period

Percentage of visitors satisfied with arts facilities 75% 85%

Average number of visits to arts facilities per capita 0.93 0.1

Percentage of residents satisfied that there are opportunities 29% 65% to participate in arts-related activities

The local board supports community arts programmes and aims to increase the opportunities for residents to participate in arts-related activities.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target Percentage of users satisfied with community centres, halls and community houses 80% 80%

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours No data 31.8% available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 29% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target Number of participants in community development Baseline to be programmes per 1,000 residents No data established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target Percentage of the community groups satisfied with assistance and advice provided by council 61% 75%

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 86% 95% intended purpose, programmes held and levels of participation achieved)

Auckland Council Report 1 July 2011 to 30 June 2012 330 Part II: Activities and services Local Boards

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target Percentage of respondents who agree that their neighbourhood is safe in the day time 75% 85%

Percentage of respondents who agree that their 26% 55% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target Baseline to be Estimated number of attendees at local events per capita 0.72 established Percentage of attendees satisfied with events 87% 85%

Number of permitted events, Jan-Jun 2012: 3. The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target Average number of library visits per capita 6 3.8

Total library building floor space (m2) per 1,000 residents 33 26.7

Percentage of customers satisfied with overall services 92% 84% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target Percentage of customers satisfied with content and condition of library collections 84% 80%

Number of collection items borrowed/ issued per capita 8 6.8

Percentage of customers satisfied with tools and technology to access information 83% 80%

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target Number of participants in reading and information skill 0.05 Baseline to be

Auckland Council Report 1 July 2011 to 30 June 2012 331 Part II: Activities and services Local Boards

programmes per capita established

Percentage of participants satisfied with reading and 72% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 6.4 6.4 reserves and sports fields

Percentage of residents satisfied with the provision of local 66% 88% parks and reserves 95% Percentage of urban residential properties within 500 metres N/A (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target Percentage of residents satisfied with the overall quality and maintenance of local parks and reserves 62% 76%

Percentage of residents satisfied with the overall quality and 73% 76% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 62% 76% maintenance of beaches

Percentage of local parks and reserves maintenance Baseline to be 98% standards achieved established

Percentage of residents who have visited a local park or 92% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 63% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target Percentage of customers satisfied with their local recreation 81% centre facilities and programmes 85%

Average number of visits to recreation facilities per capita 3.6 7.1

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Water quality: data for this measure will be collected from 1 July 2012.

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Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 7% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 50% 75% local town centre

Percentage of residents satisfied with the quality and 45% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 22% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 333 Part II: Activities and services Local Boards

Puketapapa Local Board

The Puketapapa Local Board area borders the Manukau Harbour and includes the suburbs of Three Kings, Hillsborough, Waikowhai, Lynfield, Mt Roskill, Roskill South and Wesley. It incorporates two volcanic cones, Puketapapa-Mt Roskill and Te Tatua a Riukiuta-Three Kings, which together with local parks and reserves such as Keith Hay Park, Monte Cecilia Park and the Manukau Harbour foreshore provide open spaces and recreational opportunities for residents. The area is home to the most ethnically diverse population in the Auckland region, with half of the area’s residents being born overseas. Historically, the area was the site of extensive large-lot, state housing developments and much of this housingstock remains today offering significant redevelopment opportunities. The area also has a large amount of business land. Major transport projects already underway or planned should foster business growth around Stoddard Road, Carr Road and Three Kings. The area currently has a relatively good network of off-road cycling infrastructure with pathways around Keith Hay Park, along State Highway 20 and through Walmsley and Underwood Parks. There is a need to ensure that community facilities are conveniently located and providing appropriate programmes to cater for the needs of residents. Considerable collaborative effort between agencies will be required to improve the amenity and urban environment of the area’s town centres

Message from the Chairperson

The Puketapapa Local Board has overseen the delivery of a number of major projects this financial year including the refurbishment of the Fickling Convention Centre and Mt Roskill Library. The Puketapapa Greenways Network plan was launched – a concept resulting from months of work by the Parks Team and Auckland Transport officers. When fully implemented, Puketapapa will be a model Greenways community. Also completed were works including ecological improvements, walking tracks and playgrounds. Puketapapa’s first ever Santa Parade was a great success as was the Community Awards evening where the contributions of individuals to our community were recognised. These projects and many more are listed in the Puketapapa Local Board Progress and Achievements Report (Nov 2010-Aug 2012), available online.

In spite of our operating revenue being under budget by $164,000 owing largely to a period of closure at the Fickling Convention Centre and Mt Roskill Library, the Chair is pleased to note that operating expenditure overall came under budget owing to lesser depreciation. Capital expenditure was also under budget by $486,000 but this money will be utilised in the coming year to compete planned local improvements and discretionary projects commenced in financial year 2011/2012.

This year was defined by long-term planning for the next 10 years of our newly created super city. The opportunities this has provided us both in terms of engaging with our communities and in thinking long term about the needs of Puketapapa have been invaluable. Thank you to the Local Board Services staff, to our community members who have engaged with us, and finally to the members of the board who are working hard on your behalf.

Achievements and events

• Puketapapa Greenways Network Concept Plan: a greenway is a corridor of open space that is managed for environmental and recreational benefit while increasing the connectivity within the community. A comprehensive concept plan has been developed and launched for Puketapapa and will now inform the development of Puketapapa’s greenways network.

• Manukau Foreshore ecological improvements and walking tracks: expansion of weed management and weed control programme along the foreshore; construction of four new coastal walkway tracks;

• Streetscape planting: landscaping and planting programme including Trees for Babies project and replacement planting

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• Artwork and anti-graffiti murals: targeting sites susceptible to tagging, murals have been painted at Mt Roskill town centre, Bob Bodt Reserve, Sandringham Road Extension, public toilets outside Mt Roskill library, and corner of Keystone Ave and Dominion Road.

• Events and Community Awards: Puketapapa Santa Parade hosted by Mt Roskill village in November 2011; Carols by Candlelight in December 2011 at Three Kings Reserve, Mt Roskill ANZAC commemorations, Puketapapa Community Awards 2012; local citizenship ceremonies held at the Fickling Convention Centre

• Grants: a one-off contribution was made towards the construction of the Winstone Tennis Club rooms and $24,831.00 in Puketapapa Local Board discretionary community grants was distributed to community groups and organisations.

• Heritage Festival 2011 Exhibition: purchase of heritage images for exhibition at as part of 2011 Auckland Heritage Festival.

• Youth Connections Project Funding secured from the Tindall Foundation to deliver a Youth Connections project in Puketapapa Local Board area over the next two years. Our local youth connections project seeks to build on a successful leadership and employment programme run at Roskill Youth Zone in 2011.

Capital projects undertaken in the area

• War Memorial Park improvements Playground upgrade and installation of cross-generational fitness equipment to complement the park’s existing recreational facilities. Funding also committed for the installation of a shared pedestrian/cycle path from Sandringham Road Extension to May Road as part of footpath upgrade and a fitness trail to be completed in 2012.

• Owairaka and Underwood Parks pedestrian bridge: funding committed in partnership with Albert-Eden Local Board for the construction of a bridge crossing over Oakley Creek and connecting Owairaka Park and Underwood Park to and the surrounding communities

• Keith Hay Park improvements; installation of lighting on the basketball court provides additional security and extends hours of use. A concept plan for the future of the park has been consulted on and adopted and will be implemented over the coming years.

• Wesley Community Centre glass doors: funding committed for replacement of main entrance doors to the Wesley Centre with automatic self-opening doors

• Molley Green Reserve improvements: widening of pathway through Molley Green Reserve to create shared pedestrian/cycle path; installation of lighting along pathway and basketball court; planting of a wetland has started

• St Andrews Reserve improvements: renewal of reserve signage and installation of seating and new interpretive heritage signage to recognise the site’s place in history as the birthplace of local government in Mt Roskill

• Stranolar Reserve improvements: maintenance of existing playground as well as the installation of more challenging play equipment, and installation of new picnic tables, park benches and a grove of fruit trees.

Advocacy matters • Mt Roskill village upgrade. In order to provide certainty to our community and to avoid any further delays to the funded Mt Roskill village upgrade, the Board has actively advocated to the governing body, Auckland Transport and Albert-Eden Local Board for the Dominion Road upgrade project to be staged with the section from SH20 through to and including Mt Roskill village, to be implemented first.

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• Future use of Winstones Quarry. Continued to advocate through the Auckland Plan and Long-Term Plan processes for the inclusion of the development of a precinct plan for Three Kings, including the quarry site in Council’s work programme. The Puketapapa Local Board Agreement for 2012/2013 includes budget for the development of a scope of works and project plan for the development of a Three Kings area precinct plan.

• Avondale-Southdown rail corridor. Advocated through the Auckland Plan process for the planning of the Avondale-Southdown rail route to be brought forward.

• Reduction of gambling and alcohol harm Actively advocated for our communities to have more say in the decisions about liquor licences and for a sinklin lid policy on pokies

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 1,835 1,935 Lifestyle and Culture 4,169 5,240 1 Economic Development 1,617 852 2 Planning and Regulation 34 50 Governance 565 604 Total operating expenditure 8,220 8,681

Total operating revenue 491 655 3

Capital Expenditure 1,661 2,147 4

Variances to budget

1. Mainly relates to depreciation costs lower than estimated due to capital programmes not being achieved.

2. Contractors expense overspend on street amenities, partially recovered following agreement with Auckland Transport.

3. Lower revenue due to closure of Fickling Convention centre and Library facilities for refurbishment work.

4. Largely due to resource issues to carry out small improvement and local board discretionary projects which have now been deferred.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 336 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts No data 0.09 programmes per capita

Result not available as there Percentage of participants satisfied with community arts were no 82% programmes programmes in the fieldwork period No council- owned, operated or Percentage of visitors satisfied with arts facilities 93% funded arts facilities located in the local board area

Average number of visits to arts facilities per capita 2.01 No target set

Percentage of residents satisfied that there are opportunities to participate in arts-related activities 41% 65%

The local board supports increasing opportunities for residents to participate in, experience and enjoy the arts.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 81% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 49% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 55% 40% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Auckland Council Report 1 July 2011 to 30 June 2012 337 Part II: Activities and services Local Boards

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 50% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 82% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 39% 54% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.02

Percentage of attendees satisfied with events 94% 80%

Number of permitted events, Jan-Jun 2012: 17.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 5 5.6

Total library building floor space (m2) per 1,000 residents 14 14.7

Percentage of customers satisfied with overall services 90% 93% provided by libraries

Customers are satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Auckland Council Report 1 July 2011 to 30 June 2012 338 Part II: Activities and services Local Boards

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 81% 78% of library collections

Number of collection items borrowed/ issued per capita 8 11.1

Percentage of customers satisfied with tools and technology 75% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.1 0.12 programmes per capita

Percentage of participants satisfied with reading and 73% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 4.1 4.1 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 71% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 76% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 73% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 79% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

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Percentage of residents who have visited a local park or 96% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 59% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 84% 73% centre facilities and programmes

Average number of visits to recreation facilities per capita 6.1 4.8

Percentage of daily water tests that meet recommended pool No data 100% water quality standards

Satisfaction and visitor numbers are at good levels.

Water quality: data for this measure will be collected from 1 July 2012.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 52% 68% local town centre

Percentage of residents satisfied with the quality and 59% 64% maintenance of the street environment

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate 26% 57% opportunities to participate in the council's decision-making process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 340 Part II: Activities and services Local Boards

Rodney Local Board

The covers 46% of Auckland and has an extensive coastline on both the east andwest coasts. It includes a mix of townships, villages and islands, including . Rodney’s natural environment and small villages provide opportunities for rural residential living and a rural coastal visitor experience. The area’s larger townships include Kumeu/Huapai, Helensville, Warkworth and Wellsford. Rodney is experiencing high levels of population growth, as it is a desirable place to live relatively close to central Auckland. The key components of the rural economy include agriculture, dairying, horticulture, winemaking, aquaculture, fisheries, equine industry, tourism and forestry, with recent growth in the research, technology and education sectors. Rodney includes nine regional parks and three harbours - Whangateau, Mahurangi and the Kaipara Harbour,which is the largest enclosed harbour in the southern hemisphere. Message from the Chairperson

The Rodney Local Board has been committed to its vision of “respecting environment, celebrating people and advancing economy” over the past year. In achieving our vision for Rodney the Local Board has worked very well together. At times each Member has had to ‘shout from the roof tops’ as the Local Board continues the constant challenge of keeping Rodney to the fore of Auckland’s thinking. With the formation of Auckland Council the Local Board has had input into numerous overarching strategy and policy documents including the Auckland Plan, the Economic Development Strategy and the Regional Land Transport Programme. I have been pleased to see the progression of a number of key capital projects such as the Warkworth Showgrounds hockey turf development and the Wellsford Library. Working with our communities and supporting their initiatives has been a highlight evidenced by the Kaukapakapa Design and Development Guideline and the distribution of funding to arts and culture projects. The Rodney Local Board looks forward to working with its communities in the year ahead.

Achievements and events • Participation in the Treaty of Waitangi Settlement, Ngati Whatua o Kaipara and signing at Aotea, Shelly Beach.

• Kaipara Harbour Joint Political Committee and the establishment of a joint governance approach for Kaipara Harbour.

• Warkworth Town Hall engagement

Capital projects undertaken in the area • Warkworth Showgrounds Hockey Turf Development

• Construction of Shelly Beach Amenities Block

• Carpark sealing and fomations i.e. Ahuroa, Kaipara Flats, Wellsford and Shelly Beach.

• Playground upgrades at Helensville, Sandspit and Parakai

• Hardcourt Development, Sinclair Park – Kaukapakapa

• Community Hall upgrades such as Pakiri Hall and Whangaripo Hall new kitchens, Tapora Hall roof replacement, Kaipara Flats Hall floor sanding and resealing.

• Walkway renewals such as Matakana.

• Whangateau Domain Sea Wall Upgrade

Auckland Council Report 1 July 2011 to 30 June 2012 341 Part II: Activities and services Local Boards

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 1,650 1,315 1 Lifestyle and Culture 7,882 7,372 Economic Development 4 37 Planning and Regulation 33 50 Governance 1,497 1,577 Total operating expenditure 11,066 10,350

Total operating revenue 503 828 2

Capital Expenditure 3,468 6,796 3

Variances to budget

1. The variance mainly relates to the over spend in staff costs in libraries where budget assumptions did not provide for front line cover.

2. Revenue unfavourable mostly due to overly optimistic budget assumptions for the Parks services area.

3. The variance mainly relates to the Wellsford Library upgrade due to delays arising from site constraints. Construction is due to start early in the 2012/13 financial year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts (Actual number = 0.13 programmes per capita 50) Percentage of participants satisfied with community arts 95% 70% programmes

Percentage of visitors satisfied with arts facilities 75% 85%

Average number of visits to arts facilities per capita 0.05 0.05

Percentage of residents satisfied that there are opportunities 39% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Auckland Council Report 1 July 2011 to 30 June 2012 342 Part II: Activities and services Local Boards

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 86% 70% and community houses

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours 24% 13.2 available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 51% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 1.7 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 63% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 85% 90% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 91% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 53% 87% neighbourhood is safe at night time

Auckland Council Report 1 July 2011 to 30 June 2012 343 Part II: Activities and services Local Boards

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.05 1.5

Percentage of attendees satisfied with events 86% 85%

Number of permitted events, Jan-Jun 2012: 76.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 10 9

Total library building floor space (m2) per 1,000 residents 25 27.6

Percentage of customers satisfied with overall services 94% 81% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 94% 80% of library collections

Number of collection items borrowed/ issued per capita 12 12.2

Percentage of customers satisfied with tools and technology 89% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.18 programmes per capita established

Percentage of participants satisfied with reading and 87% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Auckland Council Report 1 July 2011 to 30 June 2012 344 Part II: Activities and services Local Boards

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 26.8 26.8 reserves and sports fields

Percentage of residents satisfied with the provision of local 72% 80% parks and reserves 95% Percentage of urban residential properties within 500 metres N/A (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 83% 86% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 84% 86% maintenance of sports fields Percentage of residents satisfied with the overall quality and maintenance of beaches 80% 86%

Percentage of local parks and reserves maintenance 96% 98% standards achieved

Percentage of residents who have visited a local park or 91% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 57% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation No results 73% centre facilities and programmes Average number of visits to recreation facilities per capita No results 7.6

No result? Is Percentage of daily water tests that meet recommended pool there an aquatic 100% water quality standards centre in Rodney

No results available as no facilities in the Rodney Local Board area

Auckland Council Report 1 July 2011 to 30 June 2012 345 Part II: Activities and services Local Boards

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 67% 75% local town centre

Percentage of residents satisfied with the quality and 67% 75% maintenance of the street environment

The local board is continuing to work on plans to improve local infrastructure and town centre amenities

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 18% 59% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 346 Part II: Activities and services Local Boards

Upper Harbour Local Board

The Upper Harbour Local Board area encompasses urban and rural environments and includes the communities of , West Harbour and Hobsonville in the west, and Paremoremo, Greenhithe, Albany, Unsworth,and Pinehill in the east. The area contains the Paremoremo Scenic Reserve, the largest bush reserve on the North Shore and a critical part of the North West Wildlink. Upper Harbour is a rapidly growing area. Its population is set to double in the next two decades. Until recently, most growth has been concentrated in the east, with the rapid expansion of Albany into a regional centre. Extensive new development is underway at Hobsonville Point. Ongoing development and the linking of the North Western Motorway to the Northern Motorway and quality public transport links between the sub-regional centres of Westgate and Albany are future challenges for this board area.

Message from the Chairperson

The 2011/2012 year has continued to be a challenge for the Upper Harbour Local Board with feedback provided to the Governing Body on the Auckland Plan and 10 year Long Term Plan. Following community consultation, the Board developed and adopted its 2nd Upper Harbour Local Board Agreement. As Chairperson of the Board, I am immensely pleased with the accomplishments in our area. The community in the Board area participates in and contributes towards our achievements. The residents have played an integral part in our success. Their continued lobbying enabled the Board to secure the acquisition of two buildings at Hobsonville Point, for future community facilities, thereby retaining some of the history of Hobsonville. This also assisted the Board in its advocacy to the Governing Body to successfully secure additional resources to the Albany community swimming pool. Although these milestones have been achieved, it will not stop us from continuing to pursue additional improvements for our area. I would like to thank and acknowledge the passion of all who contribute to the success of Upper Harbour, fellow Board Members, individuals, through to community groups and businesses. The Upper Harbour Local Board is committed to working for you.

Achievements and events • Secured additional funding in the Long Term Plan for the Northern Aquatic Facility • Secured funding in the Long Term Plan for Hobsonville Point Hall and Hobsonville Community House • The Rugby World Cup 2011 Fan Zone at the Albany Lakes • The expansion of the Albany Bus Station Park and Ride • A Movies in the Parks, a session at Albany Lakes, solely funded by the Upper Harbour Local Board and an events funded session at Luckens Reserve • Support of contestable funding for community projects to the value of $85,613.00* • Improvement of local board area through discretionary opex, capex and SLIPs funding to the value of $442,500.00*

Capital projects undertaken in the area • Continued upgrading of Sanders Reserve coastal walkway construction and installation of furniture and a playground • Construction of a rain garden, and progression with the regulatory process for a skate park for local youth in Hooton Reserve • Commencement of work on Rosedale Park Softball Diamond 2 - renewal of drainage, irrigation and turf surface. This work will continue alongside the construction of the new North Harbour softball grandstand facility ahead of the World Softball Championships in 2013 • Installation of picnic tables at Meadowood Park

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• Wainoni Park Natural outdoor sport surfaces. Renewal of the field’s surface is complete with all drainage and irrigation infrastructure installed. Turf surfaces are currently growing in.

• Rosedale Park Public Convenience. A new toilet facility is to be built at the Park.

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 887 662 1 Lifestyle and Culture 6,980 6,278 2 Economic Development 367 510 3 Planning and Regulation 40 50 Governance 944 999 Total operating expenditure 9,218 8,499

Total operating revenue 106 238 4

Capital Expenditure 1,626 2,827 5

Variances to budget

1. Community Community contract grants have been included in the local board expenditure and regional lending has resulted in additional library costs.

2. Local Parks’ maintenance contract costs are higher than planned due to the assumptions used for the 2011/12 budget. 3. Actual Local Street Environment and Town Centres expenditure has not been allocated to the local board.

4. Revenue is lower than planned due to lower overhead allocations, street amenities maintenance and local park recoveries

5. Capital Expenditure is lower than planned due to delays on:

• Albany Youth Facilities due to resource consent issues.

• the Rosedale public toilet due to site relocation issues,

• Northern Recreational Facility due to the requirement to obtain approval from the Governing Body for the project to proceed in 2012/13

• Local Board Discretionary Fund and Small Local Improvement Projects as a result of the delayed allocation of funds and subsequent progress on projects.

This is partially offset by the inclusion of previously unallocated renewal expenditure. The budget was not previously allocated to the specific local board.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 348 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts (Actual number = 0.01 programmes per capita 50) Percentage of participants satisfied with community arts 100% 70% programmes

Percentage of residents satisfied that there are opportunities to participate in arts-related activities 42% 65%

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 89% 90% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours No data established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 42% 13% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 228.6 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 69% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 85% 100% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

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Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 93% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 57% 82% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.07 2.1

Percentage of attendees satisfied with events 94% 85%

Number of permitted events, Jan-Jun 2012: 68.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 3 3.7

Total library building floor space (m2) per 1,000 residents 10 10.2

Percentage of customers satisfied with overall services 95% 90% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 87% 80% of library collections

Number of collection items borrowed/ issued per capita 6 7

Percentage of customers satisfied with tools and technology 83% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

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Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Baseline to be Number of participants in reading and information skill 0.08 established programmes per capita Percentage of participants satisfied with reading and 100% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 15.1 15.1 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 76% parks and reserves established 95% Percentage of urban residential properties within 500 metres n/a (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 70% 88% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 70% 88% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 76% 88% maintenance of beaches

Percentage of local parks and reserves maintenance 96% 100% standards achieved

Percentage of residents who have visited a local park or 96% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 60% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 35% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 77% 75% local town centre

Percentage of residents satisfied with the quality and 76% 75%% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 26% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Waiheke Local Board

The area covers a number of islands within the Hauraki Gulf Marine Park area, including Waiheke, Rakino, Ponui, Pakatoa, Rotoroa, Rangitoto, Motutapu, Motuihe, Motokorea (Browns Island), Karamuramu, Pakihi and a number of smaller islands. Waiheke and Rakino Islands are the most populated and are popular holiday and visitor destinations. Some islands are privately owned and others are public reserves, owned and managed by the Department of Conservation or Auckland Council. Waiheke Island is the most populated island in the Hauraki Gulf, with approximately 8,500 permanent residents.Waiheke is the most accessible offshore island in the Gulf, due to regular passenger and vehicle ferry services and some air links. The main settlements are Oneroa, Blackpool, Surfdale, Palm Beach, Ostend, Onetangi and Rocky Bay (Omiha). Waiheke is hilly with few flat areas. This geography limits the majority of the population to the western end of the Island. Much of the eastern part of Waiheke is farmland, lifestyle blocks and horticulture. Rakino Island has a small resident population of approximately 16 persons. There is little public land on Rakino Island and only a few bays have public pedestrian access.

Message from the Chairperson The past 12 months has been both a challenging and rewarding time for the Waiheke Local Board. The new co- governance structure for Auckland (21 local boards, a Governing Body of 20 councillors and the Mayor) is still evolving. This model has still to prove itself and Board members are working hard to ensure that local decision- making remains local. High staff turnover has put additional pressure on our workload and we continue to be the primary holders of local ‘institutional memory’. A major achievement of the Board has been facing the constant challenges of this new structure to ensure that it works for our community, both now and in the longer term. With your help, we have produced the first ever Waiheke Local Board Plan and the 2011/2012 and 2012/13 Local Board Agreements. These reflect the community’s aspirations and priorities, and set the direction of future Council activities. The Local Board Plan includes six priority areas: • Protecting and enhancing our environment

• Building our local economy

• Improving our physical infrastructure

• Building a strong community identity

• Protecting and enhancing our character

• Arts and culture

These guide the Board’s decision-making on projects, services and community funding and our recommendations to the Governing Body and Council CCOs (Council Controlled Organisations) for funding from the regional level. Our first 18 month Progress and Achievements Report can be viewed on the Auckland Council website http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/representativesbodies/LocalBoards/Waihekelocalboard Thank you for your support.

Achievements and events Small Local Improvement Projects (SLIPS) An important part of the Board’s activities is the delivery of SLIPS projects. These were a concept of the legacy Auckland City Council. They allow Local Boards to work on those smaller but very important local projects that make a big difference to the community, but are unlikely to attract funding from the regional level or other sources. A big advantage of SLIPS is their delivery within a 12 month time-frame, whereas applying for budgets through the Governing Body may mean years of delay. The Waiheke Local Board SLIPs Projects for 2011/2012 were:

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Infrastructure/Transport • New bus shelters – Belgium St and corner of Ostend Rd and O’Brien Rds • Bus stop landing improvement – Palm Beach. Bus stop landing improvements provided by Auckland Transport (AT)- Te Toki Rd, Wharf Rd, Causeway Rd, Surfdale Rd, Ostend Rd • Onetangi Road safety report • Onetangi Road gravel foot path/bridle path • Wharf Road footpath, shared space pedestrian and cycle path. Contribution to AT road rehabilitation project • Onetangi Sports Park traffic calming

Parks/Reserves/Walkways/Environmental/Art • Tawaipareira Reserve- Skatepark upgrade with new half pipe, picnic tables and gas BBQ, Cycle Circuit works with Learners circuit and ‘pump track’ • Tawaipareira Reserve- wetlands restoration, weed control and planting • Alison Park upgrade – planting, weed control, walkway development, sculpture plaques • Alison Park - Installation of ‘Comfort Stops’, seat sculptures by Peter Lange (purchased from Headland Sculpture on the Gulf exhibition 2011) • Stony Batter carpark – toilet unit • Te Matuku Stockyards Reserve – toilet unit • Onetangi Sports Park - weed control and planting • Onetangi Rd to Onetangi Sports Park - boardwalk – design and consents • Te Matuku to Pearl Bay walkway – design and consents • View Shafts, Phase 2, physical works, various sites • Esslin Rd Esplanade Reserve - contribution to coastal rock wall • New Recycling Bins (5) and repaint of existing rubbish bins in Oneroa

Community Identity/Economy • ‘Explore Waiheke Island’s Walkways’ reprint of brochure • ‘Discovering’ maps – Matiatia • Interpretive Plaque at viewing platform – Oceanview Rd, Oneroa • Repainting of ‘Oneroa by the Sea’ sign in Oneroa • Waiheke Banners Project – banners for Oceanview Rd, Oneroa • Tennis Court Commemorative Plaque, Onetangi Sports Park

Community Funding The Board has approved funding grants to support various community groups including: • Auckland Central Sports Trust • Headland Sculpture on the Gulf • Living Without Violence • Matiatia-Oneroa Residents and Ratepayers Association (MORRA) • Otherworld Productions • Once Upon an Island Trust • Omiha Welfare and Recreation Society • Palm Beach Progressive Association • Coastal Cleanup • Rocky Bay Memorial Cruising Club Inc. • Te Huruhi Primary School Pool solar heating • Tu Kaha Brazilian Jiu Jitzu Club • Waiheke Adult Literacy • Waiheke Budgeting Services Trust • Waiheke Community Art Gallery • Waiheke Community Cinema Trust • Waiheke Gymnastics Club • Waiheke Playgroup • Waiheke Dog Owners’ Group • Waiheke Island Council for Social Services (WICOSS) • Waiheke Island International Jazz Festival • Waiheke Resources Trust • Waiheke United Association Football Club Inc. • Waiheke Returned Services Association (RSA) • Words on a Small Island

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Heritage protection The Waiheke Local Board is committed to the preservation and protection of our natural heritage and, in addition to initiating its own weed control and planting projects, has approved funding grants to the following groups: • Royal Forest & Bird Protection Society Inc, Hauraki Islands Branch for weed control project • Royal Forest & Bird Protection Society Inc, Hauraki Islands Branch for rat control project • Awaawaroa Bay Ltd for the revegetation project, contractor costs for removal of Mothplant and Woolly Nightshade

Events The Waiheke Local Board has supported or overseen the delivery of a number of events on Waiheke, including: • Santa Parade • Carols by the Sea • Twilight Rambles • Teddy Bears’ Picnic • ANZAC Parade • International Volunteers Day • Waiheke Festival of Story • Waiheke Walking Festival • Waiheke Island International Jazz Festival • Words on a Small Island – The Waiheke Island Book Festival • Theatres of Resistance, 2012 ‘May Day Event’ • Annual Rocky Bay Memorial Cruising Club Regatta

Capital projects undertaken in the area • Funding has been secured to build a new, stand-alone Community Library at Artworks, Oneroa and to redesign the courtyard and landscaping around the new Library and existing Artworks buildings.

• Two major youth projects have been completed at Tawaipareira Reserve. They are the Skatepark upgrade (new half pipe, picnic tables, and gas BBQ) and Cycle Circuit works with Learners circuit and ‘pump track’ The Reserve has also benefited from wetlands weed control and new planting and landscaping.

• Alison Park upgrade - This includes planting, weed control, bush walkway, sculpture plagues and installation of ‘Comfort Stops’, seat sculptures by NZ artist Peter Lange.

• Rakino Island - the Local Board has successfully advocated for an upgrade to the community hall and wharf.

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 503 521 Lifestyle and Culture 1,487 1,880 Economic Development 723 1,009 Planning and Regulation 33 50 Governance 828 827 Total operating expenditure 3,574 4,285

Total operating revenue 103 184

Capital Expenditure 888 536

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

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Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita No data

Percentage of participants satisfied with community arts No result 82% programmes available

Percentage of visitors satisfied with arts facilities 82% 85%

Average number of visits to arts facilities per capita 0.29 5

Percentage of residents satisfied that there are opportunities 67% 65% to participate in arts-related activities

Positive feedback was received about the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintenance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 91% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 16% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 65% 40% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 56% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

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The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 95% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 66% 54% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.05

Not measured - no events Percentage of attendees satisfied with events included in 80% evaluation programme

Number of permitted events, Jan-Jun 2012: 8.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 14 12.8

Total library building floor space (m2) per 1,000 residents 23.9 24.4 Percentage of customers satisfied with overall services provided by libraries 88% 93%

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 84% 78% of library collections

Number of collection items borrowed/ issued per capita 19 20.8

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84% Percentage of customers satisfied with tools and technology 82% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.32 0.42 programmes per capita

Percentage of participants satisfied with reading and 78% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 36.2 36.2 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 79% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 88% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 87% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 80% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 91% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 62% 81% last 12 months

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Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 82% 74% centre facilities and programmes

Average number of visits to recreation facilities per capita 3.4

Satisfaction is at a good level.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 83% 68% local town centre

Percentage of residents satisfied with the quality and 58% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 35% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

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Waitakere Ranges Local Board

The Waitakere Ranges Local Board area includes the Glen Eden town centre and a number of smaller coastal, urban and rural villages – Bethells/Te Henga, Cornwallis, Huia, Karekare, , Oratia, Piha, Swanson, Titirangi, Waiatarua and Waitakere Village. Hoani Waititi Marae is an important site for urban Māori in the area. The Waitakere Ranges are a hugely significant part of the Waitakere Ranges Local Board area, covering around 70% of the local board area. The ranges are renowned for their lush native rainforest, outstanding coastlines and popular beaches. People from around the region, and the world, enjoy tramping in the bush, gazing at the breathtaking vistas, swimming in streams and waterfalls and surfing the waves of the wild west coast. The area is home to a diversity of habitats for indigenous flora such as kauri, and fauna including kauri snails, Hochstetter's frogs, a variety of birds and long-tailed bats. The Waitakere Ranges Heritage Area Act 2008 recognises the national, regional and local significance of this area including its significance to Mana Whenua. A continuing opportunity is the long-term protection and enhancement of the ranges and its important heritage while enabling other uses. Message from the Chairperson

Various aspects of life in the new Auckland Council are still not in place, so we have had to continue to operate according to some of the old Waitakere polices and procedures in some situations. Nevertheless, we can point to a number of achievements for our communities. Indecision around sharing responsibilities between regional governance at Governing Body level and local decision making at Local Board level has not helped us in our endeavours, but we hope for more certainty in the coming year. We spent time and money last year getting ready to do many tasks including preparing for the Monitoring Report required by the Waitakere Ranges Heritage Act and the Visitor Management Strategy, which will be carried out in the 2012-2013 year and setting things in place so the new Framework for taking Glen Eden into the future can now be advanced. The Lopdell House project is now well underway and as this is a sub-regional project, we will continue to work closely with the relevant Council Officers and community to complete this exciting project. Community safety initiatives for safety in Glen Eden have been put in place and received enthusiastically by the community.

Achievements and events • Working with the Glen Eden Business Association to promote Glen Eden – including a successful stakeholder event in April and a grant for promotion and tidying up the area. • Supported the Greater Glen Eden community development initiative, including funding a part time co- ordinator. • Report on design options for French Bay to improve safety and use of the public spaces. • Ongoing support for community environmental organizations, such as providing funding to Keep Waitākere Beautiful Trust for schools and community projects, Neat Streets, Volunteer Appreciation Event and Trees for Babies. • Supporting the work of the Manukau Harbour Forum. • Work on a Community Safety Action Plan for Glen Eden, to be implemented from September 2012.

Capital projects undertaken in the area • Significant improvements have been made to the north-east section of Parrs Park – including repairing the road leading up to Hoani Waititi marae, footpath construction, seats, a car park upgrade, weed removal and re-vegetation. This area can now be used for off-leash dog walking. A new footbridge and boardwalk will links the adjacent reserve and subdivision in Tuck Nathan Drive with park. • A new toilet has been installed at Lake Wainamu, which will support visitors to this area. The toilet included community art on the outside of the building. • Worked with the Lopdell House Redevelopment Trust in its work to build a significant new art gallery, make Lopdell House earthquake safe and enhance its historical and community significance. Planning

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and design work is ongoing, with construction on the carpark starting in August, the Treasure House in September and Lopdell House in November/December 2012. Relocation of the galleries, theatre and other tenants appears to have been achieved expediently. • Little Muddy Creek walkway – work has started on a feasibility study for a walkway connection from the end of Rimutaka Place to Huia Road, including geotechnical investigation, topographical survey, concept drawings and engineer’s estimate. • Supported the Waitemata Table Tennis Club redevelopment at Parrs Park and the construction of a community sports facility at Piha. • Scoping work has been completed for a new basketball half court in Piha Domain. The half court, which will be installed in September 2012 is an important addition to Piha’s youth facilities. • Agreement to proceed with the Grendon Road walkway (to be constructed in 2012/13).

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 2,184 2,727 Lifestyle and Culture 4,737 4,929 Economic Development 278 838 Planning and Regulation 147 50 Governance 900 912 Total operating expenditure 8,246 9,456 1

Total operating revenue 236 558

Capital Expenditure 3,548 6,857 2

Variances to budget

1. Partly attributable to depreciation being lower than estimated due to the capital programmes not being achieved and not being allocated at a local board level, an underspend in Street Environment due to duplication of funds by Auckland Transport and Local Board offset by overspend in Arts due to Lopdell House budget allocated regionally.

2. The majority of this underspend is due to Lopdell House Redevelopment being delayed due to weather problems and Resource Consenting issues.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 361 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts Baseline to be programmes per capita established No data

Percentage of participants satisfied with community arts 100% 70% programmes

Percentage of visitors satisfied with arts facilities 91% 85%

Baseline to be Average number of visits to arts facilities per capita 1.32 established

Percentage of residents satisfied that there are opportunities 46% 65% to participate in arts-related activities

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 89% 80% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 54% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 51% 20% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 58% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant 88% 95% obligations (obligations include grant being applied to

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intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 90% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 39% 69% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.31 0.38

Not measured - no events Percentage of attendees satisfied with events included in 97% evaluation programme

Number of permitted events, Jan-Jun 2012: 62.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 6 7.9

Total library building floor space (m2) per 1,000 residents 25 32.8

Percentage of customers satisfied with overall services 95% 92% provided by libraries

Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 91% 88% of library collections

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Number of collection items borrowed/ issued per capita 11 3.3 Percentage of customers satisfied with tools and technology 86% 80% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill Baseline to be 0.18 programmes per capita established

Percentage of participants satisfied with reading and 93% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 11.7 11.7 reserves and sports fields

Percentage of residents satisfied with the provision of local 70% 86% parks and reserves 95% Percentage of urban residential properties within 500 metres N/A (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 78% 85% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 71% 85% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 77% 85% maintenance of beaches

Percentage of local parks and reserves maintenance Baseline to be 98% standards achieved established

Percentage of residents who have visited a local park or reserve in the last 12 months 95% 75%

Percentage of residents who have visited a sports park in the 50% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

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Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 36% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 50% 75% local town centre

Percentage of residents satisfied with the quality and 47% 75% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 18% 50% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 365 Part II: Activities and services Local Boards

Waitemata Local Board

The Waitemata Local Board area (Waitemata) is made up of diverse communities, significant business districts, historic places and high-quality education, arts and cultural facilities. It is where the city meets the beautiful Waitemata Harbour. Waitemata has a residential population of 70,000 and this is expected to grow to at least 125,800 in the next 20 years. Our inner city population, in particular, is expected to increase significantly. According to the City Centre Master Plan, currently there are over 24,000 city centre residents and this is expected to reach over 45,000 residents by 2032 – approximately double in 20 years. In addition to the residential population, high numbers of people travel into the area every day for work and study (160,000), and to enjoy our arts, culture, retail and hospitality opportunities. As well as regional visitors, the area welcomes hundreds of thousands of visitors from around New Zealand and the world every year. As the historic centre of the city, Waitemata contains a large amount of residential and commercial heritage buildings, and we need to protect these for future generations to enjoy. Waitemata has a unique relationship with the wider region as it includes Auckland's city centre and city fringe, the financial and retail of the region and country. The area is also home to a significant number of education facilities including The University of Auckland, AUT University, and many language schools.

Message from the Chairperson

The last twelve months have been an exciting time for Waitemata Local Board. The Auckland shared-governance model is well and truly underway and local boards are playing a crucial role in shaping Auckland’s future. During this time we have developed our first Local Board Plan, with a vision to foster and develop vibrant, connected and sustainable communities. We have funded initiatives that will ensure that our growing communities have more places and opportunities to play safely and be active, walk and cycle, connect with and celebrate their community, and relax and enjoy Waitemata. We are particularly proud to have overseen the completion of the Judges Bay upgrade, the historic Tepid Baths refurbishment, and to welcome back the Campbell Free Kindergarten building as a vital community asset. We have set the foundations for greater investment in our sportsfields, parks and reserves including planning for a significant two-year upgrade of Myers Park. The board continues to emphasise the importance of the Waitemata area’s coastal assets and we are currently going through a notified resource consent process for the Weona- Westmere Walkway stage of our coastal walkway project. The board has invested in drinking fountains in parks, art workshops for children, and has made our parks and reserves smokefree. We also continue to advocate for greater heritage protection, waste minimisation and better walking and cycle infrastructure to help get our city moving. We could not have achieved this without the enthusiasm and support of our engaged and active communities. We are confident the initiatives we are delivering, and continue to advocate for, will make Waitemata a better place to live, work, study, play and visit. We invite you to read our achieve

Achievements and events

• completion of the Waitemata Local Board Plan

• hosting (Parnell Festival of Roses) and supporting local events (Art in the Dark, Art Week, Grey Lynn Park Festival, Franklin Road Christmas lights, Wag n Walk, Playing in the Streets)

• developing a plan to upgrade Myers Park

• developing a plan for the Weona Westmere walkway, the first stage of the Meola Reef to Parnell coastal walkway

• supporting healthy lifestyles through providing drinking fountains in parks and streets, and making sports fields and playgrounds smokefree

Auckland Council Report 1 July 2011 to 30 June 2012 366 Part II: Activities and services Local Boards

• opening Campbell Free Kindergarten and approving the building as a community facility

• upgrading Leys Gymnasium and transferring it from community lease to the management of the Ponsonby Community Centre, to increase access to the local community

• undertaking ecological restoration at Arch Hill and Alberon Reserves

• advocating to, and working alongside Auckland Transport, resulting in slower speed zones outside schools, installation of advance stop boxes when roads are resealed, traffic calming on Motions Road, a new pedestrian bridge and footpath on Old Mill Road for students attending Western Springs College, roll out of regular bike parking across the area, consultation on a parking zone for St Marys Bay and installation of slow speed strips on Ponsonby Road.

Capital projects undertaken in the area

• Judge’s Bay upgrade

• Tepid Baths restoration

• Victoria Park skatepark

• learning quarter development

• Bayfield walkway upgrade and stormwater remediation

• provision of cricket nets at Victoria Park

Auckland Council Report 1 July 2011 to 30 June 2012 367 Part II: Activities and services Local Boards

FINANCIAL INFORMATION $000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 8,454 8,001 Lifestyle and Culture 12,963 15,656 1 Economic Development 16,610 10,121 2 Planning and Regulation 40 50 Governance 1,014 1,095 Total operating expenditure 39,081 34,922

Total operating revenue 1,717 2,090 3

Capital Expenditure 18,979 13,946 4

Variances to budget

1. Depreciation costs lower than estimated due to capital programmes not being achieved. Parks arboriculture works budget assumption greater than required.

2. Contractor’s expenses overspend on street amenities, partially recovered following agreement with Auckland Transport.

3. Lower revenue resulting from the budget revenues not achieved due to lower usage of facilities e.g. Artstation and lower allocations of centrally collected revenue.

4. Capital actual spend on specific projects where budget was not assigned to specific local board at beginning of year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Performance Measures

Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts 0.09 programmes per capita 0.26

Percentage of participants satisfied with community arts 96% 82% programmes

Percentage of visitors satisfied with arts facilities 84% 85%

Average number of visits to arts facilities per capita 0.29 0.58

Percentage of residents satisfied that there are opportunities 51% 65% to participate in arts-related activities

Auckland Council Report 1 July 2011 to 30 June 2012 368 Part II: Activities and services Local Boards

Positive feedback was received about the quality, dedication, and expertise of teachers, tutors and mentors in the delivery of community art programmes as well as about the content of programmes and the opportunities to learn and express oneself through art. Visitors were very positive about the cleanliness and maintainance standards of arts facilities, as well as about the friendliness and professionalism of staff.

Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 83% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 29% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 43% 40% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development No data 121.4 programmes per 1,000 residents

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 48% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 62% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 84% 80% neighbourhood is safe in the day time

Percentage of respondents who agree that their 43% 54%

Auckland Council Report 1 July 2011 to 30 June 2012 369 Part II: Activities and services Local Boards

neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita No data 0.36

Percentage of attendees satisfied with events 83% 80%

Number of permitted events, Jan-Jun 2012: 176.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 23 23.5

Total library building floor space (m2) per 1,000 residents 60.4 121.4

Percentage of customers satisfied with overall services 90% 93% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 88% 78% of library collections

Number of collection items borrowed/ issued per capita 19 22

Percentage of customers satisfied with tools and technology 76% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.19 0.57 programmes per capita

Percentage of participants satisfied with reading and 74% 80% information skill programmes

Auckland Council Report 1 July 2011 to 30 June 2012 370 Part II: Activities and services Local Boards

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 2.0 2.0 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 74% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres) There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 83% 75% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 79% 75% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 77% 75% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Percentage of residents who have visited a local park or 93% 81% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 53% 81% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 86% 73% centre facilities and programmes

Average number of visits to recreation facilities per capita 4.9 7.6

No data Percentage of daily water tests that meet recommended pool 100% water quality standards

Water quality: the reopened Tepid Baths were only operational for seven days at the end of the reporting period. The pool has a current certification of compliance for microbiological testing. No data currently available for water quality at the other pools, but data will be collected from 1 July 2012.

Develop local business area precincts, town centres and infrastructure as great places to do

Auckland Council Report 1 July 2011 to 30 June 2012 371 Part II: Activities and services Local Boards

business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 35% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 63% 68% local town centre

Percentage of residents satisfied with the quality and 61% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 33% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 372 Part II: Activities and services Local Boards

Whau Local Board

The Whau Local Board area comprises the suburbs of New Lynn, Green Bay, Glendene, Kelston, Rosebank, Avondale, New Windsor and Blockhouse Bay. The name Whau is from the river that flows through the area into the Waitemata Harbour. The southern area is primarily residential with many local schools, and there are significant industrial areas in Kelston and along the Rosebank Peninsula. New Lynn is the primary retail shopping area, with Avondale, Green Bay, Blockhouse Bay and Kelston providing satellite sites nearby. The continuing extensive regeneration of the New Lynn town centre includes a major upgrade of rail facilities and transport improvements. The board has prioritised the opportunity to link the Avondale town centre and New Lynn regeneration project to a larger scale programme of works that will also take into account the nearby Rosebank business area.

Message from the Chairperson

Its been all go in the Whau in 2011/12. The Board has progressed legacy programmes for example the New Lynn Urban Plan, addressed some long standing issues and we have been working on setting a programme of longer term local planning. Among our challenges for the Board has been the effort to bring together of Auckland and Waitakere City’s very different ways of doing things and the alignment of the Council’s organisation to the Board’s area. The Board has been working with its local business groups to plan for the future and has provided immediate support for improvements to the town centres particularly lighting to improve security. There have been upgrades to local parks and their facilities and we will continue to strongly support our local community and environment groups as they shift into the new Council’s system. A major milestone for the Boards planning was the consultation and development of our first three year plan. Over the past year we worked strongly for the community’s aspirations to be included in the Auckland Councils ten year plan and we now look forward to putting this plan into action. Your local Board has also contributed the local voice to many new Auckland wide policies including the Auckland Plan. The next major milestone that we encourage you all to contribute to over the coming months is the development of the Unitary Plan, an important document to provide a bold innovative and consistent rulebook for development in all of Auckland. We are focussed on tailoring this regional thinking to our local situation to ensure the Whau continues to play its part in making Auckland the worlds most liveable city. Go the Whau

Achievements and events • Progressed Avondale town planning and supported improved security lighting in the town centre and the provision of a new crossing in Ash Street

• Continued support for development of New Lynn Town Centre including the opening of Totara Ave shared space and canopy lighting

• Expanded the events programme including a new Riversdale Park event, expansion of the Legends of the Moon Festival and planning for Whau’s Got Talent.

• Kelston Community Hub development

• Increased support for Community Patrols

• Community cleanups, pest and weed control in Miranda Reserve and Renee Shadbolt Park and seating at Manawa wetland reserve

Auckland Council Report 1 July 2011 to 30 June 2012 373 Part II: Activities and services Local Boards

Capital projects undertaken in the area • Tait Park redevelopment, playground improvements to Belgrove Place, Taramea, Eastdale, Blockhouse Bay and Orchard Reserves and lighting improvements to Ken Maunder Park

• Barron Green toilet upgrade

• New interpretation panels in Gardner reserve

• Extension of the New Lynn Rail platform cover

• Construction of the Macrae Way shared space

• Avondale community centre courtyard re-development

• Ambrico Kiln restoration and development

• improvements to the Blockhouse Bay Community Centre including the kitchen, bathrooms, forecourt and installation of sprinklers

• Re-creation of the Women’s Suffrage mural in New Lynn

• Traffic Calming in Connaught Street Blockhouse Bay

Financial Information

$000 Actual Budget Reason for 12 months 12 months s ignificant to 30 June to 30 June variance 2012 2012 Operating expenditure Community 3,355 4,153 Lifestyle and Culture 4,981 5,926 Economic Development 1,664 1,203 Planning and Regulation 35 50 Governance 963 990 Total operating expenditure 10,998 12,322 1

Total operating revenue 575 903

Capital Expenditure 1,421 2,797 2

Variances to budget

1. Attributable due to depreciation lower than estimated due to capital programmes not being achieved and not being allocated at local board level,

2. The majority of this variance is due to the delay in the Kelston Community Facility – Glendene portion. This has been carried forward to the 2012/13 financial year.

This is the first time we have budgeted at local board level, and certain budget assumptions between the regional and local activities were difficult to define clearly, resulting in alignment issues; however, these have now been addressed in the LTP.

Auckland Council Report 1 July 2011 to 30 June 2012 374 Part II: Activities and services Local Boards

Performance Measures Provide opportunities for people to participate in, experience, and enjoy the arts Measure Result 2012 Target

Average number of participants in community arts No data 0.09 programmes per capita

Percentage of participants satisfied with community arts Result not programmes available as there were no programmes in 82% local board in the fieldwork period

Percentage of residents satisfied that there are opportunities 57% 65% to participate in arts-related activities

The local board is committed to improving the opportunities for residents to participate in, experience and enjoy the arts.tici pate in, experience, and enjoy the arts Provision of community centres, halls, and houses for a wide range of recreation and social needs within the community Measure Result 2012 Target

Percentage of users satisfied with community centres, halls 86% 74% and community houses

Percentage of available time community centres and halls Baseline to be are used (actual time/hours used compared to total hours 38% established available)

Percentage of residents who state they have used a community hall, centre or community house within the last 12 60% 30% months

Most popular bookings were for social activities, group meetings and programmes. Strengths identified were, that facilities generally provided value for money, were safe, clean and well maintained. Priorities for improvement are providing clarity on the level of service that users can expect from the facilities.

Deliver and fund community development programmes to meet specific needs of the community Measure Result 2012 Target

Number of participants in community development Baseline to be No data programmes per 1,000 residents established

The council currently provides 29 community development programmes . This reflects the current state of integration of a wide range of programmes from the former councils. Improved programme definition will be developed through a departmental realignment project.

Auckland Council Report 1 July 2011 to 30 June 2012 375 Part II: Activities and services Local Boards

Provide funding and advice to develop and strengthen communities and community groups Measure Result 2012 Target

Percentage of the community groups satisfied with 50% 75% assistance and advice provided by council

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to 88% 95% intended purpose, programmes held and levels of participation achieved)

The survey on satisfaction with the overall level of assistance and advice was limited to groups which had received grants funding assistance. The current interim funding scheme will continue in 2012/2013 until a new community funding policy is approved. Improvements to the administration of the interim scheme are to be implemented in 2012/2013 including regional promotion, standard application forms and centralised processing.

Community grant recipients have 12 -15 months to return accountability reports. Recipients not returning reports on time are followed up by letter and in person where necessary. A new community funding policy is due to be implemented in 2013/2014. Improvements to the administration of the interim funding schemes will be implemented in 2012/2103.

Improve and maintain community safety through delivery of programmes and initiatives with other organisations and the community Measure Result 2012 Target

Percentage of respondents who agree that their 82% 85% neighbourhood is safe in the day time

Percentage of respondents who agree that their 19% 53% neighbourhood is safe at night time

There is a strong commitment to improving on-going programmes such as those for graffiti management, alcohol management, and for car crime reduction, the Homeless Action Plan, Crime Prevention through Environmental Design assessments and recommendations designed to enhance residents’ safety.

Deliver and sponsor local events Measure Result 2012 Target

Estimated number of attendees at local events per capita 0.05 0.39

Percentage of attendees satisfied with events 95% 85%

Number of permitted events, Jan-Jun 2012: 29.

The council issues permits for events that take place on open public spaces.

Provide safe, welcoming, and accessible library facilities for customers to access library services Measure Result 2012 Target

Average number of library visits per capita 10 8.3

Total library building floor space (m2) per 1,000 residents 28 29.7

Percentage of customers satisfied with overall services 89% 93% provided by libraries

The number of visits to libraries has continued to increase as service offerings such as homework centres and library collections are tailored to meet the specific needs of communities. Customers are well satisfied with the “borrow anywhere, return anywhere” policy, as well as with the overall quality of service delivery.

Auckland Council Report 1 July 2011 to 30 June 2012 376 Part II: Activities and services Local Boards

Provide access to a wide range of information relevant to the community’s recreation and learning needs Measure Result 2012 Target

Percentage of customers satisfied with content and condition 85% 81% of library collections

Number of collection items borrowed/ issued per capita 11 11.3

Percentage of customers satisfied with tools and technology 83% 84% to access information

Customers have embraced the easy access to the library network's 3.5 million collections items, resulting in the high satisfaction score related to library collections.

But there are some frustrations over the slow bandwidth of public access computers.

Provide programmes for people of all ages to improve reading and information literacy skills Measure Result 2012 Target

Number of participants in reading and information skill 0.23 0.14 programmes per capita

Percentage of participants satisfied with reading and 74% 80% information skill programmes

Auckland Libraries are proud to deliver excellent information skill and literacy programmes with a particular focus on children and young people. Participants appreciate the learning programmes provided, as demonstrated by an increase in customer satisfaction over last year.

Develop the local park network to cater for future growth and community needs Measure Result 2012 Target

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, 2.7 2.7 reserves and sports fields

Percentage of residents satisfied with the provision of local Baseline to be 79% parks and reserves established 95% Percentage of urban residential properties within 500 metres 97% (within 500 of a local park metres)

There have not been any significant land purchases or acquisitions for local parks in the last year, but the quantum of regional parkland per 1,000 residents has been maintained.

Provide local/urban parks, reserves, sports fields and beaches that enable the community and visitors to Auckland to participate in a variety of leisure and recreation opportunities Measure Result 2012 Target

Percentage of residents satisfied with the overall quality and 76% 85% maintenance of local parks and reserves

Percentage of residents satisfied with the overall quality and 75% 85% maintenance of sports fields

Percentage of residents satisfied with the overall quality and 78% 85% maintenance of beaches

Percentage of local parks and reserves maintenance 98% 98% standards achieved

Auckland Council Report 1 July 2011 to 30 June 2012 377 Part II: Activities and services Local Boards

Percentage of residents who have visited a local park or 97% 75% reserve in the last 12 months

Percentage of residents who have visited a sports park in the 68% 75% last 12 months

Percentage of local parks and reserves maintenance standards achieved: not measured at individual local board level. The figure provided is the compliance result for the local parks and reserves geographic sector in which the local board is situated.

Provide facilities and services to support recreation and leisure activities within the community Measure Result 2012 Target

Percentage of customers satisfied with their local recreation 74% centre facilities and programmes

Average number of visits to recreation facilities per capita 0.7 0.56 visitor numbers are at good levels.

Develop local business area precincts, town centres and infrastructure as great places to do business Measure Result 2012 Target

Number of business area improvement and infrastructure None Baseline to be initiatives completed completed established

Percentage of business owners who agree their local town centre has improved as a result of the business improvement 39% 80% initiative for their area

The local board is continuing to work on plans to improve local infrastructure and town centre amenities.

Develop vibrant, safe and clean commercial town centres and street environments Measure Result 2012 Target

Percentage of residents satisfied with the cleanliness of their 64% 68% local town centre

Percentage of residents satisfied with the quality and 57% 64% maintenance of the street environment

The local board supports initiatives to improve the cleanliness of the local town centre and to improve the quality and maintenance of the street environment.

Ensure the community can appropriately participate in forums that contribute to council decision-making Measure Result 2012 Target

Percentage of residents who believe they have appropriate opportunities to participate in the council's decision-making 17% 57% process

The local board is continuing to work with the governing body to try to increase the opportunities for residents to participate in decision-making processes.

Auckland Council Report 1 July 2011 to 30 June 2012 378 Part II: Activities and services Information on customer surveys

INFORMATION ON CUSTOMER SURVEYS

A. General The Annual Report contains results generated using customer surveys. These surveys were carried out face-to-face, or on the phone or via independent online research panels. The most comprehensive customer survey Auckland Council undertakes is the Annual Residents’ Omnibus Survey. Other surveys targeting specific customer groups were also undertaken during the reporting period. These included surveys of recipients of community grants, visitors to regional facilities, recreation, community and arts facilities, parks (both local and regional), event attendees, Social Housing for Older People tenants, business customers, elected representatives, iwi groups, cemetery users and many more. A suite of different surveys were commissioned to deliver the required performance measurement data for the Annual Report. The full results from each of these surveys are reported separately, with detailed reports and technical notes such as sampling, significance testing provided to each department responsible for that service area.

Auckland Council commissioned the University of Auckland to conduct an independent peer review of both qualitative and quantitative research approaches used to collect and report data for the 2011/2012 Annual Report. This is in line with Auckland Council’s commitment to deliver a research programme that aligns with best practice and technical excellence. Some initial recommendations have been adopted this year. Going forward, council intends to continue to work in partnership with the University of Auckland to identify ongoing opportunities for technical improvement in planning and delivering the 2012/2013 Annual Report Research Programme.

B. Interpreting survey results Auckland Council has adopted a standard 5-point satisfaction scale for its customer surveys.

The scale is as follows:

5 - Very satisfied 4 3 2 1 - Very unsatisfied

Don’t know

For each survey, respondents were asked to respond to questions on a standard 5 point scale. The following information is reported for each survey result: 1) Top 2 Box Score – this represents the percentage of respondents who selected either scores of 4 or 5 out of 5 In the activity statements in Part II, additional commentary is reported for many of the results.This information specifically relates to: 2) Neutral Score – this represents the percentage of respondents who selected a score of 3 out of 5 3) Bottom 2 Box Score – this represents the percentage of respondents who selected either scores of 1 or 2 out of 5 4) Mean Score – this represents the average rating out of 5

Auckland Council Report 1 July 2011 to 30 June 2012 379 Part II: Activities and services Information on customer surveys

A reference and comparison to last year/s survey result for each metric where appropriate Significance testing was also conducted to indicate if any changes in the Top 2, Neutral or Bottom 2 box scores for each survey from 2011 to 2012 were significant or not at the 95% confidence level.

INFORMATION ON CUSTOMER S URVEYS

A profile of the design and technical elements for key surveys are outlined below

I. AUCKLAND RESIDENTS’ S URVEY

Method Design Commentary Approach Mix of online, phone and face to The Colmar Brunton online research panel was face interviews used to get a wide range of respondents across the Auckland Region. In addition to conducting an online survey, interviews were conducted by phone, or people were approached in person at specific community events or through door-to-door interviews on Great Barrier and Waiheke. Booster telephone interviews among key ethnic groups were also included. The range of methods used addressed the difficulty of achieving robust and representative samples of small populations and hard to reach groups online. Survey Respondents Auckland residents at least 15 Demographic quotas were set by age, gender, years old ethnicity and local area board. The data was also post-weighted according to age, gender, ethnicity and regional area to ensure the sample profile matched the population of the Auckland region. Fieldwork period Between April-May 2012 Regional sample size n=4,336 Regional margin of error at 95% + 1.5% confidence level Local board sample size and Sample size Margin of error margin of error at 95% confidence level 1. Albert-Eden n=227 + 6.5% 2. Devonport-Takapuna n=195 + 7.0% 3. Franklin n=224 + 6.5% 4. Great Barrier n=72 + 11.5% 5. Henderson-Massey n=224 + 6.5% 6. Hibiscus & Bays n=222 + 6.6% 7. Howick n=248 + 6.2% 8. Kaipatiki n=238 + 6.4% 9. Mangere-Otahuhu n=147 + 8.1% 10. Manurewa n=235 + 6.4% 11. Maungakiekie-Tamaki n=211 + 6.7% 12. Orakei n=252 + 6.2% 13. Otara-Papatoetoe n=192 + 7.1% 14. Papakura n=209 + 6.8% 15. Puketapapa n=208 + 6.8% 16. Rodney n=206 + 6.8% 17. UpperHarbour n=207 + 6.8% 18. Waiheke n=201 + 6.9% 19. Waitakere n=208 + 6.8% 20. Waitemata n=219 + 6.6% 21. Whau n=191 + 7.1% Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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II. LIBRARY CUSTOMER SATIS FACTION S URVEY

Method Design Commentary Approach Mix of online and self-completion A mixed method approach was employed, utilising surveys an ‘introduced’ self-completion survey conducted in-library and a complementary online survey of a sample of the library membership database. Survey Respondents Library customers who had With the exception of library staff and those visited an Auckland library since younger than 15 years, all library customers were January 2012. eligible to participate in the in-library survey, irrespective of their library membership status, reason or length of visit. Surveys were undertaken in each Auckland library, including the 4 mobile libraries. Invitations to participate in the online survey were sent to a random selection of customers identified from the membership database. The data had been weighted so that the demographic and behavioural profile of the online survey sample matches that of the in-library (randomly selected) sample, and the contribution of each library to the total result is relative to its patronage. Fieldwork period Between April-May 2012 Regional sample size n=10,756 Regional margin of error at 95% ± 0.9% confidence level Local board sample size and Sample size Margin of error Results for local boards with small sample sizes margin of error at 95% (n<30)* are indicative only and should be read confidence level with caution. 1. Albert-Eden n=625 + 3.9% 2. Devonport-Takapuna n=646 + 3.9% 3. Franklin n=279 + 5.9% 4. Great Barrier n=25* + 19.6% 5. Henderson-Massey n=910 + 3.3% 6. Hibiscus & Bays n=563 + 4.1% 7. Howick n=797 + 3.5% 8. Kaipatiki n=689 + 3.7% 9. Mangere-Otahuhu n=390 + 5.0% 10. Manurewa n=322 + 5.5% 11. Maungakiekie-Tamaki n=570 + 4.1% 12. Orakei n=451 + 4.6% 13. Otara-Papatoetoe n=697 + 3.7% 14. Papakura n=169 + 7.5% 15. Puketapapa n=190 + 7.1% 16. Rodney n=579 + 4.1% 17. UpperHarbour n=219 + 6.6% 18. Waiheke n=206 + 6.8% 19. Waitakere n=358 + 5.2% 20. Waitemata n=1209 + 2.8% 21. Whau n=553 + 4.2% Professional independent Gravitas research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints to date. Further improvements can and will be made in the future as more information about the population all library users is collected. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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COMMUNITY HALLS/CENTRES SURVEY Method Design Commentary Approach Mix of online, mailed-out self- A mix of methodologies was employed depending completion survey and phone on the contact details provided by the hirers interviews Survey Respondents Hirers of community halls/centres within the past 12 months. These include both casual and regular hirers. Fieldwork period May 2012 Community halls/centres in The survey was run in 98 scope community halls/centres across the Auckland Region. Regional sample size n=964 Regional margin of error at 95% +2.6% confidence level Local board sample size and Sample size Margin of error The sample sizes achieved at the local board level margin of error at 95% depended on the accessibility of names of hirers confidence level from each of the community hall/centres register of hirers. For some local boards, the total number of hirers was low. Opportunities to improve for some facilities are being explored in 2012/2013.

Results for local boards with small sample sizes (n<30)* are indicative only and should be read with caution. 1. Albert-Eden n=116 + 8.6% 2. Devonport-Takapuna n=59 + 12.4% 3. Franklin n=46 + 14.1% 4. Great Barrier NA NA 5. Henderson-Massey n=51 + 13.4% 6. Hibiscus & Bays n=59 + 12.4% 7. Howick n=53 + 13.1% 8. Kaipatiki n=76 + 10.8% 9. Mangere-Otahuhu n=23* + 20.2% 10. Manurewa n=41 + 15.0% 11. Maungakiekie-Tamaki n=63 + 12.0% 12. Orakei n=41 + 15.0% 13. Otara-Papatoetoe n=29* + 17.9% 14. Papakura n=25* + 19.4% 15. Puketapapa n=70 + 11.3% 16. Rodney n=21* + 21.2% 17. UpperHarbour n=28* + 18.3% 18. Waiheke n=23* + 20.2% 19. Waitakere n=18* + 22.9% 20. Waitemata n=64 + 11.8% 21. Whau n=58 + 12.5% Professional independent Ben Parsons and Associates research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints and the limitations of the sampling frame. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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III. COMMUNITY GRANT RECIPIENTS SURVEY

Method Design Commentary Approach Online survey The online survey was sent to an email list from Auckland Council’s register of successful grant applicants. Survey Respondents Community grant recipients Research scope is currently limited to grant recipients. This will be expanded in the next year to include both successful and unsuccessful grant applicants. Fieldwork period Between April- May 2012 Regional sample size n=241 Regional margin of error at 95% + 4.6% The relatively small size of the population of confidence level interest has been taken into account in calculating this margin of error.

Local board sample size and Sample size Margin of error Local boards’ sample sizes were defined based on margin of error at 95% where the funded projects or activities took place. confidence level For some local boards, the total number of grant recipients was low. Results for local boards with small sample sizes (n<30)* are indicative only and should be read with caution. 1. Albert-Eden n=15* +25.3% 2. Devonport-Takapuna n=13* +27.2% 3. Franklin n=15* +25.3% 4. Great Barrier n=6* +40% 5. Henderson-Massey n=27* +18.9% 6. Hibiscus & Bays n=25* +19.6% 7. Howick n=28* +18.5% 8. Kaipatiki n=17* +23.8% 9. Mangere-Otahuhu n=22* +20.9% 10. Manurewa n=20* +21.9% 11. Maungakiekie-Tamaki n=21* +21.4% 12. Orakei n=14* +26.2% 13. Otara-Papatoetoe n=24* +20% 14. Papakura n=23* +20.4% 15. Puketapapa n=10* +31.0% 16. Rodney n=40 + 15.5% 17. UpperHarbour n=13* +27.2% 18. Waiheke n=9* +32.7% 19. Waitakere n=19* +22.5% 20. Waitemata n=21* +21.4% 21. Whau n=12* +28.3% Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints to date Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

IV. ARTS FACILITIES VIS ITORS AND P ROGRAMME P ARTICIPANTS SURVEY

Method Design Commentary Approach Mix of self-completion, online Interviewers approached visitors and programme and face to face interviews participants at arts and cultural facilities. In the first instance, interviewers attempted to conduct a self- completion survey with visitors and programme participants. If self-completion was not a suitable method for the respondent, the interviewer administered the survey face-to-face or collected the email address of the respondents so they could be sent an email containing a link to an online version of the survey. Survey Respondents Arts facilities visitors Arts facilities visitors were those who may have

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visited a council owned, operated or funded arts facility for a variety of reasons (visited an exhibition, attended a performance or opening, or participated in a class, course, education programme or workshop).

Programme participants were participants of courses, classes or education programmes at council owned, operated or funded arts facilities, as well as participants of council funded Arts programme participants community programmes. Fieldwork period Between April- May 2012 The survey was conducted among visitors and programme participants within this time period. Opportunities to improve by collecting customer feedback across several periods within the year are being explored in 2012/2013. Arts facilities/programmes in The survey was run in 24 arts scope facilities and 18 arts programmes across the Auckland Region. Regional sample size Visitors Programme participants n=2,007 n=658

Regional margin of error Visitors Programme at 95% confidence level participants + 2.2% + 3.8%

Local board sample size and Visitors Programme Results for local boards with small sample margin of error participants sizes (n<30)* are indicative only and at 95% confidence level should be read with caution. Sample MOE Sample MOE Size Size 1. Albert-Eden NA NA NA NA 2. Devonport-Takapuna n=348 +5.3% n=121 +8.9% 3. Franklin n=37 +16.1% n=21* +21.4% 4. Great Barrier NA NA NA NA 5. Henderson-Massey n=139 +8.3% n=104 +9.6% 6. Hibiscus & Bays n=201 +6.9% n=110 +9.3% 7. Howick n=56 +13.1% n=38 +15.9% 8. Kaipatiki n=108 +9.4% n=8* +34.6% 9. Mangere-Otahuhu n=144 +8.2% NA NA 10. Manurewa n=68 +11.9% n=60 +12.7% 11. Maungakiekie-Tamaki NA NA NA NA 12. Orakei NA NA NA NA 13. Otara-Papatoetoe n=95 +10.1% n=55 +13.2% 14. Papakura n=121 +8.9% NA NA 15. Puketapapa n=189 +7.1% NA NA 16. Rodney n=84 +10.7% n=43 +14.9% 17. UpperHarbour NA NA n=4* +49.0% 18. Waiheke n=206 +6.8% NA NA 19. Waitakere n=89 +10.4% n=15* +25.3% 20. Waitemata n=223 +6.4% n=79 +11.0% 21. Whau NA NA NA NA Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints to date. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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V. EVENT EVALUATION S URVEY

Method Design Commentary Approach Mix of online survey and face to Interviewers approached adult attendees aged 15 face interviews years or over at the event and requested their participation in the evaluation survey. Attendees that consented provided an email address and were subsequently emailed a link to an online questionnaire for completion. People without email addresses were interviewed on the spot, either by completing the survey on the iPad or by filling in a paper questionnaire. Fieldwork period Between October 2011 and April 2012 Survey Respondents Event attendees aged 15 years or over Events in Scope Events (delivered by ATEED): Auckland Anniversary Weekend, Diwali Festival, Lantern Festival, Pasifika Festival

Events ( funded by Auckland Council or local boards): Capetown to Cairo, Chinese and Korean New Year, Howick in the Park, International Cultural Festival, Karaka Vintage Day, Movies in Parks, Music in Parks, Parnell Festival of the Roses, Soapbox Derby, Summer Fun In2it ATEED events total sample size Sample size Margin of error and margin of error at 95% n=1,782 + 2.3% confidence level Council events total sample size Sample size Margin of error and margin of error at 95% n=3,777 + 1.6% confidence level Local board sample size and Sample size Margin of error margin of error at 95% confidence level 1. Albert-Eden n=333 + 5.4% 2. Devonport-Takapuna n=136 + 8.4% 3. Franklin n=184 + 7.2% 4. Great Barrier NA NA 5. Henderson-Massey n=279 + 5.9% 6. Hibiscus & Bays n=209 + 6.8% 7. Howick n=472 +4.5% 8. Kaipatiki n=156 + 7.9% 9. Mangere-Otahuhu n=106 + 9.5% 10. Manurewa n=192 + 7.1% 11. Maungakiekie-Tamaki n=275 + 5.9% 12. Orakei n=149 + 8.0% 13. Otara-Papatoetoe NA NA 14. Papakura n=203 + 6.9% 15. Puketapapa n=230 + 6.5% 16. Rodney n=21 + 21.4% 17. UpperHarbour n=111 +9.3% 18. Waiheke NA NA 19. Waitakere NA NA 20. Waitemata n=618 + 3.9% 21. Whau n=103 + 9.7% Professional independent Ben Parsons & Associates - research providers (ATEED events) Ipsos - (council and local board events)

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Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

VI. RECREATION CENTRES SURVEY

Method Design Commentary Approach Mix of self-completion, online An online survey was sent out to members and face to face interviews identified through the membership database. On- site face to face interviewing was also done to capture members who have not provided email addresses as well as visitors who were not registered as members. Fieldwork period Between January and March The on-site face to face interviews were 2012 conducted among those who were at a recreation centre within this time period. Opportunities to improve by collecting customer feedback across several periods within the year are being explored in 2012/2013. Survey Respondents Recreation centres members and visitors Recreation centres in scope The survey was run in 37 recreation centres across the Auckland Region Regional sample size n=1973 Regional margin of error at 95% + 2.2% confidence level Local board sample size and Sample size Margin of error margin of error 1. Albert-Eden n=606 + 4.0% 2. Devonport-Takapuna n=50 + 13.9% 3. Franklin n=209 + 6.8% 4. Great Barrier NA NA 5. Henderson-Massey NA NA 6. Hibiscus & Bays NA NA 7. Howick n=856 + 3.4% 8. Kaipatiki n=175 + 7.4% 9. Mangere-Otahuhu n=519 + 4.3% 10. Manurewa n=814 + 3.4% 11. Maungakiekie-Tamaki n=1363 + 2.7% 12. Orakei n=239 + 6.3% 13. Otara-Papatoetoe n=677 + 3.8% 14. Papakura n=282 + 5.9% 15. Puketapapa n=354 + 5.2% 16. Rodney NA NA 17. UpperHarbour NA NA 18. Waiheke n=61 + 12.6% 19. Waitakere NA NA 20. Waitemata n=805 + 3.5% 21. Whau NA NA Professional independent Yardstick ran the survey for research providers the NorthShore facilities.

University of South Australia ran the survey for Manukau Leisure facilities and other council-owned but contracted facilities. Data collection services were provided by Touch Poll.

Peer reviewer University of Auckland The methods used to gather sample for some centres were found wanting. These need to be

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improved markedly. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

VII. BUSINESS IMPROVEMENT DIS TRICTS S URVEY

Method Design Commentary Approach Mix of online and phone Contact details were sourced from individual interviews Business Associations and BID/Mainstreet websites to ensure there was a good mix of businesses who belonged to Business Associations in the wider Auckland Region. Businesses with email addresses supplied were sent an online version of the survey, whilst businesses with only a phone number available were contacted by telephone and were given the option of completing the survey then and there on the phone or online Where Business Associations or BIDs/Mainstreet organisations did not have a website and/or where a list of members was unable to be sourced, contact numbers of businesses within the BID/Mainstreet area were identified through The Localist and Yellow Pages databases. These businesses were then called, their membership within a Business Association was established, and they were invited to complete the survey either via phone or online. Fieldwork period Between April and May 2012 Survey Respondents Decision makers of businesses within Business Improvement Districts Business improvement districts The survey was run among in scope members of 46 business associations within business improvement districts. Regional sample size n=898 Regional margin of error at 95% + 3.3% confidence level Local board sample size and Sample size Margin of error The sample sizes achieved at the local board level margin of error at 95% depended on the accessibility of business confidence level associations members’ directories. Opportunities to improve for some business associations are being explored in 2012/2013.

Results for local boards with small sample sizes (n<30)* are indicative only and should be read with caution. 1. Albert-Eden n=46 +14.4% 2. Devonport-Takapuna n=59 +12.8% 3. Franklin n=19* +22.5% 4. Great Barrier NA NA 5. Henderson-Massey n=27* +18.9% 6. Hibiscus & Bays n=46 +14.4% 7. Howick n=106 +9.5% 8. Kaipatiki n=4* +49.0% 9. Mangere-Otahuhu n=3* +56.6% 10. Manurewa n=23* +20.4% 11. Maungakiekie-Tamaki n=94 +10.1% 12. Orakei n=12* +28.3% 13. Otara-Papatoetoe n=113 +9.2% 14. Papakura n=15* +25.3% 15. Puketapapa NA NA 16. Rodney NA NA 17. UpperHarbour n=95 +10.1% 18. Waiheke NA NA 19. Waitakere n=11* +29.5%

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20. Waitemata n=102 +9.7% 21. Whau n=123 +8.8% Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints to date. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

VIII. SOCIAL HOUSING FOR OLDER PEOPLE SURVEY

Method Design Commentary Approach Self-completion survey Survey questionnaires were distributed to all tenants in North Auckland, West Auckland and South Auckland social housing villages.

Survey Respondents Social housing for older people tenants Fieldwork period Between April- May 2012 Regional sample size n=804 Regional margin of error at 95% + 2.2% confidence level Local board sample size and This survey does not require margin of error at 95% results to be reported at the confidence level local board level. Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints. Auditor Auditor General of New All survey content meets the quality standards of this Zealand office.

IX. CEMETERY USERS SURVEY

Method Design Commentary Approach Online survey An independent online research panel was used to get a sample of cemetery users. Survey Respondents Auckland residents who had visited an Auckland Council cemetery within the last 12 months Fieldwork period May 2012 Regional sample size n=787 Regional margin of error at 95% +/- 3.4% confidence level Local board sample size and This survey does not require margin of error at 95% results to be reported at the local confidence level board level. Professional independent Captivate Research and research provider Marketing Peer reviewer University of Auckland Ensure methodology and output align with best practice within cost and time constraints along with the sensitivity issues involved with ‘recent users’. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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REGIONAL P ARKS VIS ITORS S URVEY Method Design Commentary Approach Self-completion survey Survey cards were handed out to park visitors to complete before they exited the park Survey Respondents Regional parks visitors Regional Parks in scope The survey was run across ten regional parks: LongBay, Tawharanui, Shakespear, Botanic Gardens, Cornwallis, Wenderholm, Omana, Cascade Kauri, Ambury, Karamatura Fieldwork period Between January-February 2012 The survey was conducted among weekend park visitors within this time period. Opportunities to improve by collecting customer feedback across several periods within the year and across more regional parks are being explored in 2012/2013. Regional sample size n=1,259 Regional margin of error at 95% + 2.8% confidence level Local board sample size and This survey does not require margin of error at 95% results to be reported at the local confidence level board level. Professional independent Captivate Research and research provider Marketing Peer reviewer University of Auckland The methods used to gather this sample were found wanting. These need to be improved markedly Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

X. WESTHAVEN MARINA BERTH HOLDERS SURVEY

Method Design Commentary Approach Mix of online and phone A mix of methodologies was employed depending interviews on the contact details available

Survey Respondents Current berth holders. These include both renters and owners. Fieldwork period May 2012 Regional sample size n=319 Regional margin of error at 95% + 5.5% confidence level Local board sample size and This survey does not require margin of error at 95% results to be reported at the local confidence level board level. Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints. Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

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XI. ELECTED REPRESENTATIVES S URVEY

Method Design Commentary Approach Mix of online and self-completion A mix of methodologies was employed depending surveys on the preference of the elected members

Survey Respondents Elected members (councillors and local board members) Fieldwork period Between April-June 2012 Regional sample size n=97 Regional margin of error at 95% + 6.5% The relatively small size of the population of confidence level interest has been taken into account in calculating this margin of error.

Local board sample size and This survey does not require margin of error at 95% results to be reported at the local confidence level board level. Professional independent Colmar Brunton NZ research provider Peer reviewer University of Auckland Ensured methodology and output align with best practice within cost and time constraints Auditor Auditor General of New Zealand All survey content meets the quality standards of this office.

Auckland Council Report 1 July 2011 to 30 June 2012 390 Part II: Activities and services CCOs Overview

COUNCIL-CONTROLLED ORGANISATIONS (CCOS) AND WATERCARE SERVICES LTD

OVERVIEW 392 Auckland Transport 394

Auckland Council Property Ltd 397

Auckland Council Investments Ltd 400

Auckland Waterfront Development Agency Ltd 403

Auckland Tourism Events and Economic Development Ltd 406

Regional Facilities Auckland 409

Watercare Services Ltd 412

Auckland Council Annual Report 1 July 2011 to 30 June 2012 391 Part II: Activities and services Council Controlled Organisations (CCOs)

Overview

A council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes, or has the right to appoint 50 per cent or more of the directors or trustees. A substantive CCO is a CCO that is either responsible for the delivery of a significant service or activity on behalf of Auckland Council, or owns or manages assets with a value of more than $10 million. Auckland Council has six substantive CCOs, namely Auckland Transport; Auckland Council Property Ltd; Auckland Council Investments Ltd; Auckland Waterfront Development Agency Ltd; Auckland Tourism, Events and Economic Development Ltd; and Regional Facilities Auckland. Auckland Council also owns Watercare Services Ltd (Watercare), a council organisation that became a substantive CCO on 1 July 2012. The council also has a number of smaller CCOs.

Auckland Council

Auckland Waterfront Auckland Tourism, Auckland Council Auckland Council Regional Facilities Watercare Services Other CCOs and Auckland Transport Development Agency Events and Economic Property Ltd Investments Ltd Auckland Ltd subsidiaries Ltd Development Ltd

Governance of Council-Controlled Organisations

Council-controlled organisations are governed by their boards of directors or trustees, and operate at arm’s length to the council. CCOs are, however, accountable to the council, which determines the objectives for each CCO and monitors their performance. The council, in turn, is accountable to its ratepayers and residents for the performance of the CCOs.

Statements of Intent (S OIs )

SOIs set out the outcomes and objectives that each CCO works towards over a three-year period. Each SOI sets out the basis of accountability of the board of the CCO to Auckland Council. It includes the objectives, nature and scope of activities undertaken, and the performance targets by which performance will be measured.

Monitoring the Performance of CCOs

The SOIs require the CCOs to provide regular reports to Auckland Council. The council’s Accountability and Performance Committee is responsible for monitoring the performance of CCOs, and approving policies relevant to CCO accountability. The CCO Review and Appointment Sub-committee is responsible for appointing directors and negotiating SOIs with CCOs. The committee and its sub-committee are assisted by the CCO Governance and Monitoring Department. Local boards also provide input into the SOI process through the governing body, thereby representing the interests of their communities. The Independent Māori Statutory Board can also provide input into the SOI process.

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Part II: Activities and services Council Controlled Organisations (CCOs)

Summary of funding provided by Auckland Council

$ millions Funding Funding Total of Operating of Capital Funding Expenditure Expenditure Auckland Transport 269 480 749 Auckland Council Property Ltd 6 Auckland Council Investments Ltd - Auckland Waterfront Development Agency Ltd 3 Auckland Tourism, Events, & Economic Development Ltd 46 Regional Facilities Auckland 36 Watercare Services Ltd 87 - 87 Total Auckland Council inter-entity funding 447 480

The following general funding principles apply to Auckland Council’s CCOs • CCO operating expenditure is funded generally by user charges, external grants, subsidies and from Auckland Council. Operational funding from the council to CCOs is included as operating expenditure in council financial and funding statements • CCO capital expenditure is generally funded by external grants and subsidies, other operating sources from the CCO, available funding from Auckland Council and then by borrowings • where there is a CCO capital expenditure requirement not funded from other sources, Auckland Council will borrow on behalf of the CCO, with the exception of Watercare and Auckland Council Investments Ltd’s subsidiary Ports of Auckland Ltd, which are responsible for their own funding. Council borrowing on behalf of a CCO will be either on-loaned to the CCO or treated as an increase in equity investment by the council in the CCO • council-funded CCO capital expenditure is shown as capital expenditure in council funding statements, but is capitalised by the CCO, ie it is in the accounts of the CCOs.

Summary of financial results

$ millions Total Income Expenditure comprehensive income Auckland Transport 755 866 65 Auckland Council Property Ltd 9 9 - Auckland Council Investments Ltd and Group 183 129 133 Auckland Waterfront Development Agency Ltd and Group 84 35 78 Auckland Tourism, Events and Economic Development Ltd and Group 69 66 2 Regional Facilities Auckland and Group 102 119 5 Watercare Services Ltd 442 506 (45) Total 1,644 1,730 238

Auckland Council Annual Report 1 July 2011 to 30 June 2012 393 Part II: Activities and services Auckland Transport

AUCKLAND TRANSPORT

AUCKLAND TRANSPORT is responsible for managing the Auckland region’s transport services and infrastructure consistent with the overall strategic direction set by the council. It provides all of Auckland’s transport requirements (except state highways) including roads and footpaths, traffic signals, rail and buses. Auckland Transport was legally constituted under Part 4 of the Local Government (Auckland Council) Act 2009 on 1 November 2010. Auckland Transport is a body corporate with perpetual succession. For the purposes of the Local Government Act 2002 Auckland Council must be treated as if it were the sole shareholder of Auckland Transport.

Directors

• Mark Ford (Chairman) • Philippa Dunphy (Deputy Chair) • Geoff Dangerfield • Christine Fletcher • Michael Lee • Paul Lockey • Dr Ian Parton • Rabin Rabindran • Mike Williams

Objectives

Auckland Transport’s purpose, as set down in the Local Government (Auckland Council) Act 2009, is “to contribute to an effective and efficient land transport system to support Auckland’s social, economic, environmental and cultural well-being”. Auckland Transport’s statutory functions include • preparing the Regional Land Transport Programme (RLTP) • managing and controlling the Auckland transport system • carrying out research and providing education and training in relation to land transport in Auckland • carrying out other transport related functions as lawfully directed or delegated by Auckland Council • carrying out functions, powers or duties in respect of State Highways as lawfully delegated by the New Zealand Transport Agency. In order to carry out its intended purpose and functions, Auckland Transport is fully empowered to act on behalf of Auckland Council in all activities that are assigned to it.

Activities

Whereas Auckland Council is responsible for overall transport strategy and planning for the Auckland region, the activities of Auckland Transport are centred on delivering the transport services, such as • construction and maintenance of our roads, footpaths, and streetscape amenities • providing public transport facilities and services, including bus, rail and ferry services and their associated infrastructure • operating traffic signal networks • providing parking facilities and enforcement • establishing and promoting road safety and school travel initiatives.

Subsidiaries

Auckland Transport does not have any subsidiaries.

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Part II: Activities and services Auckland Transport

Contribution to council strategies and activities

Transport is the single biggest activity undertaken by or on behalf of Auckland Council. Auckland Transport makes a contribution to a broad range of council strategies including quality built environment, thriving economy, and lifestyle choices. Auckland Transport primarily aligns to the following Auckland Council strategy • Transport choices – Auckland Transport connects the region’s people and places by helping to provide easy and affordable access to a range of safe and sustainable transport option. Auckland Transport directly contributes to delivering the following Auckland Council groups of activities • Transport – Auckland Transport manages and develops Auckland’s transport infrastructure and services in a manner consistent with the regional land transport strategy. This includes delivery of the transport sub-activities of transport planning, public transport, road network, travel behaviour change, and parking and enforcement • Planning and Regulation – Auckland Transport contributes to the delivery of city transformation projects • Lifestyle and Culture – Auckland Transport contributes to the delivery of major national and international events such as Rugby World Cup 2011.

Contribution to mayoral vis ion

The mayor has articulated a vision for Auckland and identified the following strategic priorities that Auckland Transport contributes to • Rugby World Cup 2011 (RWC) – including the Eden Park precinct and other roading upgrades • School Transit Plan – planning and implementation • inner city rail link – progress initial planning, design and designations • airport rail link – progress initial planning, design and designations • peak time bus journeys made faster through additional bus and transit lanes that are more clearly identifiable • double public transport use (an aspirational goal) • review of ferry services and present for enhancement • better integrated traffic management – co-ordination of traffic lights • give emphasis to a review of public transport, particularly in the southern local board areas of Mangere-Otahuhu, Otara-Papatoetoe and Manurewa • a third harbour crossing – report options and funding • combat graffiti vandalism of the rail corridor through a collaborative effort between Auckland Transport and KiwiRail.

Funding assumptions

The funding assumptions that support the activities and financial performance of Auckland Transport are as follows • Auckland Transport will be funded by both NZ Transport Agency (NZTA) and Auckland Council and their own operating revenues such as parking • Auckland Transport is a tax exempt entity • part of Auckland Council’s capital funding will be raised through development contributions that reflect the total cost of growth related capital expenditure by Auckland Transport • Auckland Transport’s net operating funding requirement (operating expenditure less direct income – inclusive of NZTA grants) will be funded by Auckland Council and forms part of operating expenditure in the council parent statements, funded by council revenue

Auckland Council Annual Report 1 July 2011 to 30 June 2012 395 Part II: Activities and services Auckland Transport

• capital expenditure is funded through NZTA grants, revenue from CCO operations eg parking, then from available Auckland Council rates funding for capex renewals, and finally council borrowing, which is shown in council statements as an increase in equity investment in the CCO.

Statement of financial performance for year ending 30 June 2012

$millions Actual Budget Notes

Operating revenue 755 776 1 Operating expenditure 866 793 2 Operating profit/(loss) before tax (111) (17) Income tax (1) - Other comprehensive income 177 - 3 Total comprehensive income 65 (17) Capital expenditure 592 546 4

Note 1 Reduced NZTA subsidies due to delayed operational and capital projects, Auckland Transport reduced its new capital roading programme to reflect a more realistic programme of work as well as to recognise the NZTA funding available and the impact of the funding assistance agreement with NZTA. Offset by unbudgeted $46 million grant from Auckland Council for the Electric Multiple Unit Train and unbudgeted $24 million of vested assets.

Note 2 Electric train procurement costs of $41.9 million unbudgeted which was funded by a grant from Auckland Council. Unrealised loss on valuation of interest rate swaps $34 million and interest expense for electric trains project $2.8 million not included in the budget.

Note 3 Roading assets were revalued during the year, The increase was offset by a $19 million fair value loss on cash flow hedges

Note 4 Capital expenditure was above budget due to: additional loan-funded capital expenditure of $94.6 million for the electric trains project; unbudgeted vested assets of $24 million; less a reduction in the new capital roading programme of $67.4 million. The reduction in roading reflected a more realistic programme of work as well as recognised the NZTA funding available and the impact of the funding assistance agreement with NZTA.

.FUNDING PROVIDED BY AUCKLAND COUNCIL $millions Actual Budget Notes

Operating expenditure funding 223 223 Grant for electric train project 46 - 1 Capital expenditure funding 480 395 2 Total funding 749 618

Note 1 A $46 million grant for the Electric Multiple Unit Train funding has been recognised which was unbudgeted . Note 2 Includes an unbudgeted $94 million for the procurement of the electric trains

Performance measures

Performance measures for Auckland Transport were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council. Performance Measures are outlined in Auckland Council’s Transport activity.

Auckland Transport’s Annual Report

The full details of Auckland Transport’s performance is available in their annual report which can be obtained from their website at www.aucklandtransport.govt.nz

396 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Council Property Ltd

AUCKLAND COUNCIL PROPERTY LTD (ACPL)

ACPL is responsible for managing the council’s commercial properties, ensuring an appropriate return on these assets, and bringing a market perspective to council planning activities. It is also responsible for managing other selected properties, projects and activities on behalf of Auckland Council such as development at Flatbush and the council’s interest in Whitford Quarry.

Directors

• Sir John Wells (Chairman) • Richard Aitken (Deputy Chair) • Leigh Auton • Neil Barr • Margaret Blackburn • Tukoroirangi Morgan • Peter Wall

Objectives

The objectives of ACPL include • to ensure the efficient use of Auckland Council's capital in respect of the property activities for which ACPL is responsible or involved on the council's behalf • to obtain an appropriate return on property under ACPL's management • to facilitate, where appropriate, private sector collaboration in any Auckland Council initiated property projects for which ACPL is responsible or involved on the council's behalf • to bring a commercial perspective to any Auckland Council planning initiatives • to efficiently and effectively manage and control the council's rights and interests in properties, projects, and business activities that are assigned to it by the council.

Activities

The activities of ACPL include • managing Auckland Council’s non-core property assets not immediately required for service delivery or infrastructure • bringing a market perspective to Auckland Council spatial planning and place shaping initiatives • managing acquisitions and disposals for Auckland Council and some CCOs • managing Auckland Council projects undertaken by terminated CCOs, Tomorrows Manukau Properties Ltd and Waitakere Properties Ltd, eg Hobsonville and Flat Bush • managing Auckland Council’s existing rights and interests in projects, business and investment activities assigned to it including managing the council’s interests in: o Whitford Quarry (under management agreement with Fulton Hogan) and Whitford Landfill (joint venture with Transpacific Industries)

o Araparera Forestry (unincorporated joint venture with Māori Trustee) o commercial space in the Auckland Council Bledisloe Administration building and retail space on Devonport Wharf

o the Britomart development.

Subsidiaries

Auckland Council Property Ltd does not have any subsidiaries.

Auckland Council Annual Report 1 July 2011 to 30 June 2012 397 Part II: Activities and services Auckland Council Property Ltd

Contribution to council strategies and activities

ACPL primarily contributes to the following council strategies • Strong governance – ACPL aims to provide an appropriate return on commercial property and activities under ACPL's management and to bring a commercial perspective to all council planning initiatives • Quality built environment – ACPL aims to bring a market perspective to spatial planning and place shaping initiatives as well as managing selected property projects and encouraging private sector collaboration.

ACPL directly contributes to the delivery of the following council group of activities: • Commercial and Investment – ACPL manages Auckland Council’s commercial property activities and some other commercial activities in a way that optimises returns while supporting other council objectives.

Contribution to mayoral vision

The mayor has articulated his vision for Auckland and identified the following strategic priority that ACPL is expected to contribute to • consolidation of the council’s property portfolio.

Funding assumptions

The funding assumptions that support the activities and financial performance of ACPL are as follows • ACPL is a tax paying entity • ACPL will charge a management fee to Auckland Council for undertaking the management of properties, projects and transactions • as ACPL will not own the properties it manages, there is not expected to be any requirement for funding of capital works • property leases managed by ACPL have been treated as operating leases, and the proceeds of sale as unearned revenue.

Statement of financial performance for year ending 30 June 2012

$millions Actual

Operating revenue 9 Operating expenditure 9 Operating profit/(loss) before tax 0

Funding provided by Auckland Council

$millions Actual Budget

Operating expenditure funding 6 6

398 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Council Property Ltd

Performance measures

Performance measures for Auckland Council Property Ltd were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council. The performance measures for ACPL are detailed in full in the ACPL Annual Report.

Auckland Council Property Ltd Annual Report

For the full details of ACPL performance is available in their Annual Report which can be obtained from the Auckland Council website www.aucklandcouncil.govt.nz

Auckland Council Annual Report 1 July 2011 to 30 June 2012 399 Part II: Activities and services Auckland Council Investments Ltd

AUCKLAND COUNCIL INVESTMENTS LTD (ACIL)

ACIL owns large equity holdings in Ports of Auckland Limited (POAL) and Auckland International Airport Limited (AIAL), as well as an equity holding in Auckland Film Studios Limited (AFSL); and manages the diversified financial assets (DFA) portfolio on behalf of the Auckland Council. The purpose of ACIL is to support the Council’s vision and to bring a strong commercial focus to the ownership and management of the Auckland Council’s investments in POAL, AIAL, AFSL and the DFAP and to provide an efficient structure for the ownership of these assets.

Directors

• Simon Allen (Chairman) • Mirian Dean (Deputy Chair) • Brian Corban • Candis Craven • Pauline Winter

Objectives

The objectives of ACIL include • to bring a strong commercial focus to the ownership and governance of Auckland Council’s major investment assets while recognising and making significant contribution to the council’s objectives for the public good • to provide an efficient structure for the ownership of the assets.

In support of its objectives, ACIL aims to • optimise the value of the investments under its management, both in terms of short-term returns and longer term increases in value • ensure the council is advised of strategic issues relating to the investments held by ACIL • distribute available income and other returns in a cost-effective manner, as agreed with Auckland Council • recognise and make significant contribution to the council’s objectives for the public good

Activities

The activities of ACIL include • management of Auckland Council’s major investment assets • management of funding arrangements through subsidiaries.

400 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Council Investments Ltd

Auckland Council Investments Ltd Group

Auckland Council Investments Ltd

Airport Shares Airport Shares Auckland Film Studios Ports of Auckland Ltd (Auckland) Ltd (Manukau) Ltd Ltd

Auckland International Auckland International Airport Ltd Airport Ltd Freemans Bay Ports of Auckland Properties Ltd Investments Ltd 12.51% shareholding 9.86% shareholding

Ports of Auckland Axis Intermodal Ltd Nominees Ltd

Axis International Ltd West Tugz Pty Ltd

CONLINXX Ltd Seafuels Ltd 90% shareholding 50% shareholding

North Tugz Ltd United Containers Ltd 50% shareholding 27.5% shareholding

Northland Port Corporation (NZ) Ltd 19.9% shareholding

Contribution to council strategies and activities

ACIL primarily contributes to the following council strategy • Strong governance – ACIL provides a strong commercial focus to the ownership and governance of the council’s major investment assets and provides an efficient structure for the ownership of those assets while recognising and making significant contribution to the council’s objectives for the public good.

ACIL directly contributes to the delivery of the following council group of activities • Commercial and Investment – ACIL manages Auckland Council’s equity and financial investments and distributes income and other returns to the council.

Contribution to mayoral vis ion

The mayor has articulated his vision for Auckland and identified the following strategic priorities that ACIL is expected to contribute to: • commit to keeping assets in public ownership

Auckland Council Annual Report 1 July 2011 to 30 June 2012 401 Part II: Activities and services Auckland Council Investments Ltd

• leverage off assets to achieve the council’s objectives by managing assets, including Ports of Auckland and Auckland International Airport shares, strategically and prudently to optimise their long-term benefit for the region.

Funding assumptions

The funding assumptions that support the activities and financial performance of ACIL are as follows • ACIL is a tax paying entity • ACIL expected to generate surpluses and hence will not require any funding of its operations by Auckland Council • cash operating surpluses generated by ACIL are assumed to be returned to the council in the form of a dividend

Statement of financial performance ACIL Group for year ending 30 June 2012

$millions Actual Group

Operating revenue 183 Operating expenditure 129 Operating profit/(loss) before tax 54 Share of equity accounted investments surplus 35 Income tax 5 Other comprehensive income 49 Total comprehensive income 133 Dividend returned to Auckland Council 30

Performance measures

Performance measures for ACIL were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council. The performance measures for ACIL are detailed in full in the ACIL Annual Report.

Auckland Council Investments Ltd Annual Report

For the full details of ACIL performance, their annual report can be obtained from the Auckland Council website www.aucklandcouncil.govt.nz

402 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Waterfront Development Agency Ltd

AUCKLAND WATERFRONT DEVELOPMENT AGENCY LTD (WATERFRONT AUCKLAND)

Waterfront Auckland is responsible for leading waterfront development consistent with the council’s vision. Waterfront Auckland owns and manages a large portion of the Auckland waterfront from Harbour Bridge Park in the west to Teal Park in the east (excluding Ports of Auckland). Its area of influence extends as far inland as the original shoreline of 1840.

Directors

• Bob Harvey (Chairman) • Adrienne Young-Cooper (Deputy Chair) • Ngarimu Blair • Christine Caughey • Evan Davies • Terry Kayes • Kerry Stotter

Objectives

The objectives of Waterfront Auckland are to deliver • a public waterfront: a place for all Aucklanders and visitors to Auckland, a destination that is recognised for its outstanding design and architecture, public spaces, facilities and events; a place where we can express our cultural heritage and history, and celebrate our great achievements as a city and nation • a working waterfront: a place for marine industries and businesses, local and international port activities; an attractor of further high value business investment and activity, the location that supports authentic and gritty waterfront activities that must locate here • a growing waterfront: the critical location of urban transformation and renewal in Auckland, where we must demonstrate international best practice and innovation; achieve a significant lift in Auckland’s and New Zealand’s productivity; create the most liveable of New Zealand’s central city urban communities; and encourage a vibrant mix of residents, businesses and employees, visitors and activities • a connected waterfront: a place where people are highly connected locally and with the inner city, and to the rest of Auckland and New Zealand; that is highly accessible and safe for pedestrians, cyclists, and passengers, with telecommunications that support connectivity. Waterfront Auckland will work to deliver these objectives through • A successful business managed under strong commercial and financial disciplines • A highly innovative, sustainable organisation with skilled staff supported by efficient and robust business systems • Demonstrated excellence in operational areas with a major customer service provision eg marina operations, rental and lease operations, car parking.

Activities

The activities of Waterfront Auckland include • developing and advocating spatial planning policies, concept and precinct plans • urban renewal and development • urban design and city building • portfolio management (assets and property) • project management and delivery (public spaces and private development) • activation and place management • development and management of marinas, wharves and water-spaces • delivery of a heritage tram service.

Auckland Council Annual Report 1 July 2011 to 30 June 2012 403 Part II: Activities and services Auckland Waterfront Development Agency Ltd

Auckland Waterfront Development Agency Ltd Group

Auckland Waterfront Development Agency Ltd

Downtown Marinas Westhaven Marinas Westhaven (Existing Westhaven (Marina Westhaven Trust Ltd Ltd Marinas) Trust Extension) Trust

Contribution to council strategies and activities

Waterfront Auckland primarily contributes to the following council strategies • transport choices – we are focused on enhancing transport choices for people to access the waterfront • thriving economy – we play a major role in growing the region’s economy by making Auckland’s waterfront a gateway that attracts business and visitors • outstanding natural environment – we manage New Zealand’s most beautiful urban waterfront, with a focus on enhancing our harbours, waterways and water’s edge for the benefit of all • quality built environment – we develop property that delivers high quality architecture, quality urban design and public open space, improved connections and integration with the CBD and surrounding city • strong communities – as a place maker, our role is to provide the physical and social infrastructure to provide for community needs and to activate places and spaces enabling residents, workers, and visitors to feel welcome and have a strong sense of belonging • lifestyle choices – we provide recreation and leisure opportunities in a prime CBD location through development of public open space around the waterfront and operation and development of marina facilities and services.

Waterfront Auckland also directly contributes to the delivery of the following council groups of activities • Planning and Regulation – develop and implement strategies and plans to transform the waterfront into an area Aucklanders and visitors can enjoy and which can commercially prosper. Create places and spaces where we can express and celebrate our cultural heritage and maritime history • Commercial and Investment – optimise the development and management of the waterfront assets to generate long-term commercial returns for our shareholder and economic returns for Auckland.

Contribution to mayoral vision

The mayor has articulated his vision for Auckland and identified the following strategic priorities that Waterfront Auckland is expected to contribute to • develop a masterplan for the waterfront • prepare a discussion document on initiatives and options for implementation of the masterplan (including options for a cruise ship terminal) • deliver an agreed suite of Rugby World Cup 2011 projects.

404 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Waterfront Development Agency Ltd

Funding assumptions

The funding assumptions that support the activities and financial performance of Waterfront Auckland are as follows • Waterfront Auckland is a tax paying entity • operational funding for public space activities will be from Auckland Council. Other operational funding, being the funding of the day to day operating expenses of Waterfront Auckland, will be sourced from internal cashflows • cash received from the sale of leases which results in operating surpluses are assumed to be used to reduce borrowing otherwise required to fund commercial activities • public space capital works will be funded from funds available from Waterfront Auckland operations or lease sales or from equity investment by Auckland Council. Capital works for commercial development will be funded by borrowing • funding for capital works on the marinas will be internally funded from user charges to the extent possible, and any shortfall will be funded by borrowing • from 1 July 2012, Auckland Council is able to require development contributions to fund its contribution to the total cost of growth related capital expenditure by Waterfront Auckland.

Statement of financial performance AWDA Group for year ending 30 June 2012

$millions Actual

Operating revenue 84 Operating expenditure 35 Operating profit/(loss) before tax 49 Income tax (benefit) (4) Other comprehensive income 25 Total comprehensive income 78 Capital expenditure

Funding provided by Auckland Council

$millions Actual Budget

Operating expenditure funding 3 3 Capital expenditure funding 22 Total funding 25

Performance measures

Performance measures for Auckland Waterfront Development Agency Ltd were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council.

Auckland Waterfront Development Agency Ltd’s Annual Report

For the full details of Auckland Waterfront Development Agency Ltd’s performance, their annual report can be obtained from their website www.waterfrontauckland.co.nz

Auckland Council Annual Report 1 July 2011 to 30 June 2012 405 Part II: Activities and services Auckland Tourism, Events and Economic Development Ltd

AUCKLAND TOURISM, EVENTS AND ECONOMIC DEVELOPMENT LTD (ATEED)

ATEED is responsible for bringing a consistent and integrated region-wide approach to economic development, tourism and events promotion to help lift Auckland region's economic performance and support it in competing internationally.

Directors

• David McConnell (Chairman) • Norm Thompson (Deputy Chair) • Franceska Banga • Vivien Bridgwater • Peter Drummond • Andy Higgs • Richard Jeffery • John Law • Simon Tucker

Objectives

The objectives of ATEED include • to lift Auckland's economic well-being • to support and enhance Auckland's performance as a key contributor to the New Zealand economy • to support and enhance Auckland's ability to compete internationally as a desirable place to visit, live, work, invest, and do business.

Activities

The activities of ATEED include • providing destination management and marketing services that improve the Auckland tourism ‘product’ and make the most of Auckland in marketing campaigns • interacting with central government agencies such as the Ministry of Economic Development, Tourism New Zealand and New Zealand Trade and Enterprise as well as the private sector and non-governmental organisations to ensure a coordinated approach to meeting economic development and tourism goals • attracting, funding, facilitating and leveraging major events to support economic growth and the performance and profile of Auckland • coordinating and delivering a successful Rugby World Cup 2011 • attracting and retaining productive investment and developing high potential economic sectors, businesses and skills • developing and implementing a brand strategy for Auckland.

Auckland Tourism, Events and Economic Development Ltd Group

Auckland Tourism, Events and Economic Development Ltd

New Zealand Food Bizangels Ltd The Business Shop Ltd Innovation Auckland Ltd * (Non trading) (Non trading)

New Zealand Food Innovation Network Ltd 25% Shareholding

406 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Auckland Tourism, Events and Economic Development Ltd

Contribution to council strategies and activities

ATEED primarily contributes to the following council strategies • Thriving economy – ATEED plays a key role in attracting people and investment, providing jobs and supporting a good standard of living for all across the region • Lifestyle choices – ATEED contributes to providing major world-class visitor experiences and events to Auckland.

ATEED directly contributes to the delivery of the following council groups of activities • Economic development – ATEED is pivotal in the delivery of the council’s economic development activities including responsibility for attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, and delivering programmes to foster entrepreneurship and innovation • Lifestyle and Culture – ATEED contributes to making Auckland dynamic, exciting and distinctive by supporting the development of world-class visitor experiences and infrastructure that contribute to Auckland’s lifestyle choices and amenity and by attracting major events and providing them with the logistical and operational support for their duration.

Contribution to mayoral vision

The mayor has articulated his vision for Auckland and identified the following strategic priorities that ATEED is expected to contribute to

• deliver an agreed suite of Rugby World Cup 2011 projects • develop an events strategy for major events for Auckland, including a focus on cultural events • assist the council, as required, to secure an agreement with the government to progress an International Convention Centre • leverage off international partnerships • investigate the feasibility of a bid for the 2017 World Masters Games • maintain a sub-regional economic development focus through economic development agencies, including continuation of business awards • strengthen existing and develop new business start-up zones, including redevelopment of Brownfields sites.

Funding assumptions

The funding assumptions that support the activities and financial performance of ATEED are as follows • ATEED is a tax paying entity • ATEED will charge a service fee to Auckland Council for undertaking its activities. The payment of the service fee will cover the cost of the day to day running expenses of ATEED • ATEED will generate some revenue from grants and sponsorship from external private sector and central government organisations; which will be used to reduce the funding requirement from Auckland Council • with the exception of some event related capital expenditure in 2010/2011 and 2011/2012, funded primarily by Auckland Council through borrowing and reflected as investment in ATEED, no capital funding is assumed to be required.

Auckland Council Annual Report 1 July 2011 to 30 June 2012 407 Part II: Activities and services Auckland Tourism, Events and Economic Development Ltd

Statement of financial performance ATEED Group for year ending 30 June 2012

$millions Actual

Operating revenue 69 Operating expenditure 66 Operating profit/(loss) before tax 3 Tax expense 1 Total comprehensive income 2 Capital expenditure

Funding provided by Auckland Council

$millions Actual Budget

Operating expenditure funding 46 47 Capital expenditure funding 2 Total funding 49

Performance measures

Performance measures for ATEED were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council.

Auckland Tourism, Events and Economic Development Ltd’s Annual Report

For the full details of Auckland Tourism, Events and Economic Development Ltd’s performance, their annual report can be obtained from the Auckland Council website www.aucklandcouncil.govt.nz

408 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Regional Facilities Auckland

REGIONAL FACILITIES AUCKLAND (RFA)

RFA is responsible for providing a regional perspective for the development of Auckland’s arts, culture and heritage, leisure, sport and entertainment venues including Auckland Art Gallery Toi o Tāmaki, Viaduct Events Centre, Auckland Zoo, Mt Smart Stadium, Western Springs and The Edge® (including The Aotea Centre, Civic Theatre, south Town Hall and Aotea Square).

Directors

• Rt. Hon Sir Don McKinnon (Chairman) • Dame Jenny Gibbs (Deputy Chair) • John Avery • Lisa Bates • Derek Dallow • John Robertson • Rukumoana Tira Marie Schaafhausen • Peter Stubbs • Gary Troup

Objectives

The objectives of RFA include • to support the vision of Auckland as a vibrant city of the south pacific, that attracts high quality events and promotes the social, economic, environmental, and cultural well-being of its communities, by engaging those communities, by providing regional facilities throughout Auckland for the engagement of those communities (and visitors to Auckland) daily in arts, culture, heritage, leisure, sport, and entertainment activities • develop and maintain a range of world class arts, culture, heritage, leisure, sport, and entertainment venues that are attractive both to residents of and visitors to Auckland, whilst applying a regional perspective.

Activities

The activities of RFA include • operation of regional facilities where they are integrated into this CCO on behalf of Auckland Council: (Auckland Art Gallery Toi o Tāmaki, Auckland Zoo, Viaduct Events Centre, Stadium, Western Springs Stadium, The Edge®) • management of Auckland Council interests in achieving its objectives through regional facilities affiliated with RFA: (North Harbour Stadium, North Shore Events Centre, Telstra Clear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Maritime Museum , Stardome Observatory, Auckland War Memorial Museum, and Museum of Transport and Technology (MOTAT)).

Auckland Council Annual Report 1 July 2011 to 30 June 2012 409 Part II: Activities and services Regional Facilities Auckland

Regional Facilities Auckland Group

Regional Facilities Auckland Ltd

Regional Facilities Auckland

North Shore Domain Counties Manukau Bruce Mason Centre North Shore Events and North Harbour Pacific Trust Board Trust Centre Trust Board Stadium Trust Board

North Shore Events Centre Promotions NZ Ltd Enterprises Ltd

Contribution to council strategies and activities

RFA primarily contributes to the following council strategies • Lifestyle choices – RFA plays a key role in providing access to a wide range of recreation, leisure and arts opportunities, attractions including the zoo, museums and art galleries, and a world class programme of international, national, regional and local events • Thriving economy – RFA attracts visitors and provides jobs through its word class events, venues and activities.

RFA directly contributes to the delivery of the following council group of activities • Lifestyle and Culture – RFA manages and oversees key facilities with a focus on making better use and coordination of Auckland’s major venues and attractions.

Contribution to mayoral vision

The mayor has articulated his vision for Auckland and identified the following strategic priorities that RFA is expected to contribute to • continue streamlining the management and operations of regional facilities where possible in order to create synergies and efficiencies • manage facilities and collections to the highest standard within budget constraints • ensure local communities’ access to regional facilities whilst managing those facilities with a regional approach • assist the council, as required, to secure an agreement with the government to progress an International Convention Centre • develop a regional strategy for the management of major venues and collections, which is consistent with the relevant policies of the council • deliver an agreed suite of Rugby World Cup 2011 projects.

410 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Regional Facilities Auckland

Funding assumptions

The funding assumptions that support the activities and financial performance of RFA are as follows: • RFA has been approved by the Charities Commission as a Charitable Trust and therefore will be tax exempt • operational funding, being the funding of the day to day operating expenses of RFA, will be provided by Auckland Council • RFA will generate revenue from its operations (e.g. user charges, events income) which will be used to reduce the operational funding requirement from Auckland Council • capital works will be funded from RFA operating surpluses and then borrowings via Auckland Council • for 2010/2011 and 2011/2012, Auckland Council is able to transfer development contributions required under Auckland City Council's development contributions policy to growth related capital expenditure by RFA.

Statement of financial performance RFA Group for year ending 30 June 2012

$millions Actual Budget

Operating revenue 102 133 Operating expenditure 119 133 Operating profit/(loss) before tax (17) - Other comprehensive income 22 - Total comprehensive income 5 - Capital expenditure 29.8 15.5

Funding provided by Auckland Council

$millions Actual Budget Notes

Operating expenditure funding 36 88 1 Capital expenditure funding 19 12 Total funding 55 100

Note 1 The budget was prepared on the basis that the statutory levies paid to the museums would be reimbursed by Council to RFA following payment. The actual expenditure has been recorded directly in the Auckland Council accounts.

Performance measures

Performance measures for Regional Facilities Auckland were outlined in its statement of intent, which was negotiated with the governing body of Auckland Council.

Regional Facilities Auckland Annual Report

For the full details of Regional Facilities Auckland’s performance, their annual report can be obtained from the Auckland Council website www.aucklandcouncil.govt.nz

Auckland Council Annual Report 1 July 2011 to 30 June 2012 411 Part II: Activities and services Watercare Services Ltd

WATERCARE SERVICES LTD (WATERCARE)

WATERCARE is responsible for water and wastewater services in the Auckland region. On 1 November 2010, the company absorbed the ownership and management of local networks and the retail functions from the previous local councils. The exception is United Water, which manages the local networks and retailing of water and wastewater in the Papakura area under a franchise agreement while Watercare owns the assets.

Directors

• Ross Keenan (Chairman) • David Clarke (Deputy Chair) • Peter Drummond • Catherine Harland • Susan Huria • Tony Lanigan • Mike Allen • Jeff Todd

Objectives

Watercare’s objectives are reflected in the company vision “to provide outstanding and affordable water services to all the people of Auckland.” ‘Outstanding’ means Watercare will provide safe drinking water, promote efficient water use, and protect waterways and the environment through the effective transport and treatment of wastewater. ‘Affordable’ water services mean Watercare will run an efficient business and manage the overall costs of services to customers (collectively), recognising the diversity of Auckland’s local communities.

Activities

The activities of Watercare include: • the collection, treatment and distribution of drinking water to the people of Auckland • the collection, treatment and disposal of wastewater for the people of Auckland • the transfer, treatment and disposal of trade waste • the provision of commercial laboratory services in support of Watercare’s business activities.

Subsidiaries

Watercare Services Ltd

Metrowater Community Auckland City Water Ltd Trust Water Utility Consumer Watercare Harbour (Non trading) Assistance Trust Clean-Up Trust (wound up in Dec 2011)

Contribution to council strategies and activities

As the regional provider of water and wastewater services, Watercare plays an important role in the health, prosperity and well-being of Auckland’s communities. The company has a sound record as a good corporate citizen, committed to the delivery of cost-effective services that consider the social, economic and environmental impacts of decisions as well as transparent and accountable reporting.

412 Auckland Council Annual Report 1 July 2011 to 30 June 2012

Part II: Activities and services Watercare Services Ltd

As a regional water services provider Watercare collaborates and works closely with other stakeholders to ensure community-focused outcomes are achieved. Watercare participates in regional planning processes to ensure the infrastructure needs of the region are well understood and appropriately integrated into regional plans ensuring the current and future social economic and environmental needs of the regional community can be met in the most cost- effective way. Watercare primarily contributes to the following council strategies • Outstanding natural environment – Watercare contributes to enhancing Auckland’s unique natural environment, including its world-class harbours, waterways and beaches through the effective transport and treatment of wastewater • Strong communities – Watercare contributes to safe communities by providing safe drinking water, promoting efficient water use, and protecting waterways and the environment Watercare directly contributes to the delivery of the following council groups of activities • Water supply and Wastewater – Watercare is responsible for providing safe, healthy drinking water and high- quality wastewater services that are economically viable, environmentally sound, sustainable and responsive to customer needs.

Contribution to mayoral vision

The mayor has articulated his vision for Auckland and identified the following strategic priorities that Watercare is expected to contribute to: • focus on demand management, conservation, environmental quality and sustainability initiatives, including reducing pollution in Auckland’s harbours • review of options for wastewater treatment in outlying communities

• approach for non-payment of accounts to be ‘working with people’ rather than punitive action, for example water restrictions.

Funding assumptions

The funding assumptions that support the activities and financial performance of Watercare are as follows: • Watercare is a tax paying entity • operational funding, being the funding of day to day operating expenses of Watercare, will be sourced from revenue • capital expenditure will be funded by borrowing • Watercare is prohibited from paying a dividend; any surplus funds are assumed to reduce borrowing • for 2011/2012, Auckland Council will continue to rate for wastewater in those districts that had wastewater targeted rates and this revenue will be transferred to Watercare • all water and wastewater activities will be funded directly through Watercare revenues from 1 July 2012 apart from charges related to a wastewater services contract with the Royal New Zealand Air Force (RNZAF) which will be billed by Auckland Council and transferred to Watercare, until Watercare negotiates a new contract with the RNZAF.

Auckland Council Annual Report 1 July 2011 to 30 June 2012 413 Part II: Activities and services Watercare Services Ltd

Statement of financial performance Watercare Services Ltd for year ending 30 June 2012

$millions Actual

Operating revenue 442 Operating expenditure 506 Operating profit/(loss) before tax ((64) income tax expense 19 Other comprehensive income - Total comprehensive income (45)

Funding provided by Auckland Council

$millions Actual

Operating expenditure funding 87 Total funding 87

Performance measures

Performance measures for Watercare Services Ltd were outlined in its statement of intent, which was negotiated with the former network operators and shareholding councils, covering the period 1 July 2010 to 30 June 2011.

Watercare Services Ltd’s Annual Report

Watercare Services Ltd’s annual report, containing full details of operations, can be obtained from the website www.watercare.co.nz.

414 Auckland Council Annual Report 1 July 2011 to 30 June 2012