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Annual Report 2014-2015 Growing Invercargill 2014-2015 ANNUAL REPORT annual report 2014 / 2015 Table of Contents introduction page 1 introduction 2 Mayor’s Comment 7 Financial Overview 3 Chief Executive’s Comment 9 Financial Prudence Benchmarks 4 Elected Representatives 18 Summary of Service Performance 5 Management Structure 23 Audit Opinion 6 Council Structure 28 Statement of Compliance key projects key key projects page 29 30 Awarua Industrial Development 35 Population Growth 30 Bluff Foreshore Redevelopment 36 Southland Museum and Art Gallery Redevelopment 31 City Centre Revitalisation 37 Urban Rejuvenation 33 Cycling, Walking and Oreti Beach council activities 34 District Plan Review council activities page 39 41 Roading Community Services 59 Sewerage 113 Provision of Specialised Community Services 67 Solid Waste Management 117 Community Development council controlled organisations 121 Housing Care Services 71 Stormwater 125 Libraries and Archives 79 Water Supply 129 Parks and Reserves Development and Regulatory 133 Passenger Transport Services 137 Pools 89 Animal Services 141 Public Toilets 93 Building Control 143 Theatre Services 97 Civil Defence and Emergency Corporate Services Management 145 Democratic Process 101 Compliance management 147 Destinational Marketing 105 Environmental Health financial 149 Enterprise 109 Resource Management 153 Investment Property other information council controlled organisations page 155 156 Invercargill City Holdings Limited 159 Invercargill Venue and Events Management Limited 157 Group Structure 160 Bluff Maritime Museum 158 Southland Museum and Art Gallery Trust financial management page 161 162 Financial Statements 247 Statement of Accounting Policies other information page 267 268 Maori Capacity to Contribute to 269 Working Together - Shared Services Decision-Making 1 annual report 2014 / 2015 introduction Invercargill Introduced In 2013 the Invercargill District had a total population local authorities with 1 being the local authority with of 51,696. This is a 2.7% increase on the 2006 the greatest growth and 66 the lowest. The ranking population. According to Statistics New Zealand includes changes in population, employment, GDP and (October 2012 update) a District population of 53,400 business units. (medium projection) is estimated by 2031. Extending from Makarewa in the north to Bluff in the The District’s median age is 38 years which is also the south, Kennington in the east and Oreti Beach in the New Zealand median age. west, the Invercargill district encompasses an area of 49,142 hectares. Landscape features of importance Most residents (91%) were born in New Zealand. to the community include Bluff Hill (Motupohue) and Home ownership in the Invercargill District (66%) is an extensive network of waterways which bisect the higher than the New Zealand average. District. The urban areas of Invercargill and Bluff contain extensive areas of open space as well as Invercargill houses are older with only 13% having been distinct heritage buildings. built since 1980. The District’s coastal location provides a mild climate Personal income is increasing, with the median income with long summer daylight hours and defined seasonal in Invercargill increasing 24% from 2006. variations. The average annual temperature is 9.9OC Invercargill City’s regional performance growth ranking with 1,661 sunshine hours. Rainfall averages 1081.7mm/ for 2012 was 39. The ranking is developed by BERL year and is spread evenly throughout the year. (Business and Economic Research Limited) for all COUNCIL VISION Creating an exciting, innovative, safe, caring and friendly City offering lifestyles based on a healthy environment and diverse growing economy. 2 Mayor’s Comment Despite the sudden collapse in become. I believe a positive relationship can be the international value of milk, formed between the City (as landlords) and the Invercargill is in relatively good Stags (as tenants) from which we will both benefit. shape. Stage 1 of the airport Whenever we face controversial issues Council terminal rebuild is complete. The makes a genuine and innovative attempt to consult inner city upgrade is starting with the public. The construction of a consultation to take shape and the Tiwai caravan is just one example of Council reaching Smelter has survived another round of negotiations. out to the people in a way that has never happened The Invercargill City Council has generally achieved before. Although we have over 200 pensioner flats the goals we set out to complete in our Annual Plan. Council have never really considered being involved Where those objectives have not been reached we in social housing. Times have changed with Central have developed a Plan B and worked out alternative Government abandoning its State Houses; Council is options. Many Councillors and residents were holding meetings with other stake holders such as opposed to Council taking over Rugby Park. I’d Ngai Tahu to consider alternatives. Regardless of the like to congratulate the Stags for initiating open future challenges Invercargill may face this Council days that will help both opponents and rugby fans will try its best to make a positive impact on behalf understand how complex modern day sport has of our community. Tim Shadbolt MAYOR OF INVERCARGILL 3 annual report 2014 / 2015 Chief Executive's Comment introduction Council’s Vision: Creating We made the decision to save Rugby Park, helping an exciting, innovative, safe, to ensure our provincial rugby team and grass roots caring and friendly City rugby clubs have a suitable location to showcase the offering lifestyles based on local talent Invercargill and Southland have to offer. a healthy environment and This decision meant a slight rates increase, but we diverse growing economy. must invest in our heritage and culture to ensure facilities are available for future generations. Council has had to make some hard choices in the 2014/15 year. We still face the ongoing challenges Council will continue to face challenges, just as that all regions in New Zealand face including an the rest of New Zealand’s smaller cities do. It is ageing population, how to maintain affordable rates the innovation, and skill that we use to face future and how to maintain low debt levels and provide a challenges that set Invercargill apart. Together we financial approach that is sustainable. can continue to make Invercargill a great place to live and work. I would like to thank Councillors, Staff The Council continues to work on our vision, and the Community for their contributions to the “creating as exciting, innovative, safe, caring and City. I look forward to facing the next year together friendly City offering lifestyles based on a healthy and am sure that we will continue to make the city a environment and diverse growing economy.” The success. first major plan in the City Centre Rejuvenation Project is almost finished with the completion of the Esk Street Pocket Park and an upgrade of the entire street from Dee Street to Kelvin Street. The Urban Rejuvenation Project has also seen success this year with the installation of a Bluff sign to welcome visitors as well as South City seeing a number of improvements. Richard King CHIEF EXECUTIVE 4 Elected Representatives The Invercargill City Council is chosen by the Invercargill public in elections held every three years. The last election was held in October 2013; the next Election Day will be 8 October 2016. The Council consists of the Mayor and 12 Councillors and its role is Tim Shadbolt to provide and maintain services and amenities for the public of MAYOR Invercargill. The Council is chosen by electors (the Invercargill 03 211 1672 public) to govern the City’s affairs, such as making decisions on spending, priorities and policies. Councillors for the 2014/2015 year were: Lindsay Abbott Rebecca Amundsen Karen Arnold 027 290 1142 027 225 2664 03 217 9360 Neil Boniface Alan Dennis Lloyd Esler 03 217 0405 027 274 4513 03 213 0404 Peter Kett Graham Lewis Darren Ludlow 027 437 7420 021 676 647 DEPUTY MAYOR 03 215 4777 Ian Pottinger Graham Sycamore Lindsay Thomas 03 217 4579 03 213 0727 027 472 4730 5 annual report 2014 / 2015 Management Structure introduction COUNCIL Mayor and Councillors CHIEF EXECUTIVE Richard King · Community Development · Democratic Process · Destinational Marketing · Enterprise Environmental and Finance and Works and Planning Services Corporate Services Services Director: Pamela Gare Director: Dean Johnston Director: Cameron McIntosh · Animal Control · Council Controlled · Libraries and Archives · Building Control Organisations · Parks and Reserves · Civil Defence Emergency · Housing Care Service · Passenger Transport Management · Investment Property · Pools · Compliance · Public Toilets · Environmental Health · Roading · Resource Management · Sewerage · Solid Waste Management · Southland Museum and Art Gallery · Stormwater · Water Supply The Council (elected members) employs the Chief Executive to head the management structure. 6 Council Structure Council Community Joint Council Controlled Committees Boards Committees Organisations · Infrastructure · Bluff Community · Venture Southland · Invercargill City Services Board Holdings Ltd : 100% · Shared Services · Regulatory · Electricity · Regional Heritage Services Invercargill Ltd : Committee 100% · Finance and Policy · WasteNet (sub-committee · Invercargill City Southland - Audit and Risk) Forests Ltd : 100% · Emergency · Community · Invercargill Airport Management Services Ltd : 97.19% Southland · Invercargill
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