Council Activities

long term plan 2012-22 council activities 75 Animal Control Building Control Civil Defence and Emergency Management Compliance Environmental Health Resource Management Community Development Housing Care Services Libraries and Archives Parks and Reserves Passenger Transport Pools Public Toilets Theatre Services • • • • • • • • • • • • • • includes those activities which enable people to live includes those activities which enable the Community closely together by establishing with and behaviour. minimum standards for development The activities within this group are: • • • • • • The Community Services Group includes activities which provide services and facilities for the Community’s enjoyment. The activities within this group are: • • • • • • • •

Corporate Services Solid Waste Management Stormwater Water Supply Development and Regulatory Services Community Services Roading Sewerage

7. 8. 5. 6. 2. 3. 4. 1.

GROUPS OF ACTIVITIES GROUPS of Council and This section outlines all of the activities can see includes information so that the Community activities. This how we plan, manage, deliver and fund of activities”: section is divided into eight “groups Council Activities The Development and Regulatory Services Group The first five groups of activities encompass the infrastructural services role of Council. These are generally accepted as essential for a predominantly urban population. The cost of providing these five groups of activities accounts for over 50% of Council’s rates draw. 76

Council Activities continued

The Corporate Services Group includes activities ACTIVITY PLANNING which provide democratic processes and provide or Each activity has a robust Activity Plan or Asset promote business-to-business relationships. The Management Plan that outlines the activity’s direction activities within this group are: and how Council plans to manage this. The main •• Democratic Process points from each of these plans are included in this •• Destinational Marketing section. • Enterprise • Full Activity Plans or Asset Management Plans •• Investment Property are available for viewing on www.icc.govt.nz or by contacting Council on 03 211 1777. long term plan 2012-22 council activities 77 Surface water channel systems Bridges Culverts Street furniture Parking facilities Vehicle access crossings Cycle tracks. • • • • • • • • • • • • • •

Street lights Traffic signs and signals Footpaths Drainage • • • •

We Do What convenient and The Roading Activity provides a safe, To achieve this, efficient transport system in the City. network Council manages and develops the roading comprised of: and roading infrastructure, which is • • • • Roading 78

Why We Do It Footpaths are provided for safe and comfortable passage of pedestrians around the City areas. Council has the option of owning road assets or Streetlights are provided for the safety of all road supporting private sector developers and landowners users, including motorists, cyclists and pedestrians, in the provision of roads through development. The during night time hours. Roading Activity is generally regarded as the most essential activity associated with enhancing the District’s economy and accessibility. Council has identified the What We Contribute to the City roading network including street lighting, footpaths and Council provides a road network to promote the parking as a strategic asset owned by Council. economic, environmental, social and cultural well- The land that roads are situated on (the road reserve) being of the Community. Being able to safely is kept in public ownership so that all people can travel within and through the District enables the freely move around the City. This allows for the ready Community to develop and function. Being able to movement of goods and services on roads, and for move easily within an urban area by road (including the location of electricity, gas, water, stormwater, cycleways and footpaths) creates efficiencies and sewers and telecommunications networks within the opportunities for the Invercargill Community, as well road reserve. as, those who live outside the District.

Community Outcome Council’s Role in Achieving How the Activity Contributes Healthy lifestyles in a healthy Provide and promote access to The footpaths and cycleway network environment. open spaces, including green encourages people to become physically spaces and the coast. active and provides access to open spaces. A diverse and growing Ensure that the building blocks Quality road surfaces, road signs and economy. for sustainable business are in markings and traffic signals allow people place, including energy, water, and vehicles to easily travel within the communications and workforce. District in a safe and efficient manner for their business and leisure activity requirements. A City that is a great place to Design spaces, buildings and roads Council provides street lighting, signs, road live and visit. with community safety and interest markings and signals on urban roads so in mind and encourage others to do that vehicles, cyclists and pedestrians can the same. travel in safety. The Roading Activity ensures that the District is easy to get around and the road network is well maintained. long term plan 2012-22 council activities 79

Prepare a ‘minor improvement projects’ Prepare a ‘minor improvement plan each year. Prepare renewals plans and maintenance plans to address potentially unsafe road surfaces (especially blackspots). Set appropriate speed limits. a road Maintain a road safety strategy and safety action plan. Work closely with NZTA, the New Zealand Police and Road Safety Southland. · · · · · Monitor: Survey of user satisfaction/perceptionMonitor: Councilof safety for infrastructure under direct condition). control (eg footpath and road surface Develop guidelines to improve the Response: level of service (eg footpath upgrade policy), (eg bettertargeted level of service improvements lighting works and safety audits). Notification of spill by call centre fromMonitor: Customer Contact or Emergency Services. As set out in Emergency Response, Response: Maintenance Contractor is required to make safe within one hour of notification. Complaints and call centre queries.Monitor: Improve safety of the roading Response: network to reduce the occurrence of crashes. Promote the active transport modes Response: such as walking and cycling. Investigate the future demand for public transport services and infrastructure. Annual NZTA report on crash statistics Annual NZTA report Monitor: for Invercargill City. Response: · · · · · 2. 3. 4. 5. 1. Negative Effect: Effect: Negative The impact on public health from the reliance on cars. Negative Effect: Effect: Negative Health and safety risks associated with the construction, maintenance or operation of the transportation infrastructure. Negative Effect: Effect: Negative Hazardous material spills within the road corridor or transport facility. Negative Effect: Effect: Negative andEffects of poor quality roading assets roadingpersonal security when using the City’s network. Effect: Negative Road deaths and injuries. The Roading Activity is managed to ensure that it does not create significant negative effects on the social, The Roading Activity is managed to ensureit does not that significant effects create negative economic, environmental and cultural well-being of the Community. 5. 4. 3. 2. Effects Negative Significant Potential 1. 80

What the Community Can Expect Council will continue to provide the Roading Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A City that is Design spaces, buildings Council provides street Provision of a street Compliance with the a great place and roads with lighting, signs, road lighting network in New Zealand Street to live and community safety and markings and signals urban areas. Lighting Standard. visit. interest in mind, and on urban roads so that encourage others to do vehicles, cyclists and the same. pedestrians can travel in safety.

A diverse Ensure that the building Quality road surfaces, Invercargill has good Invercargill’s urban and growing blocks for sustainable road signs and markings quality roads. and rural roads economy. business are in place, and traffic signals allow are smoother than including energy, water, people and vehicles the New Zealand communications and to easily travel within average. workforce. the District in a safe Traffic signs, road Signs and maps are and efficient manner name signs and promptly “responded for their business public street maps to” when vandalised and leisure activity are well maintained. or missing.* requirements. Operational traffic Traffic signals are signals promote the “responded to” safe movement of within one hour for people and vehicles. emergency works, four hours for serious faults and 12 hours for minor faults.* Healthy Provide and promote The footpaths and Provision of good Sealed footpaths lifestyles in access to open spaces, cycleway network condition smooth condition rating. a healthy including green spaces encourages people footpaths. environment. and the coast. to become physically Promotion of Council’s cycling active and provides Council’s cycling network is fully access to open spaces. network. marked.

* “Responded to” means that Council’s contractor has been informed, inspected the issue and taken the necessary steps to resolve the problem. long term plan 2012-22 council activities 81 100% Fewer than 10% have a condition rating of very poor. 100% 95% within 48 hours. Achieve 100% compliance by 2019 Target 2015-22 Target 100% Fewer than 10% have a condition rating of very poor. 100% 95% within 48 hours. Achieve Increasing percentage Target 2014/15 Target 100% Fewer than 10% have a condition rating of very poor. 100% 95% within 48 hours. Achieve Increasing percentage Target 2013/14 Target Number 598 kilometres 497 kilometres 775 kilometres 51 5,329 Increasing percentage Fewer than 10% have a condition rating of very poor. 100% 95% within 48 hours. Achieve Increasing percentage Target 2012/13 Target wn Council’s cycling network is fully marked. Sealed footpaths condition rating. Traffic signals are “responded to” within one hour for emergency works, four hours for serious faults and 12 hours for minor faults.* Vandalised/missing signs and maps are promptly “responded to”.* Invercargill’s urban Invercargill’s urban and rural roads are smoother than the New Zealand average. Compliance with the Compliance with the New Zealand Street Lighting Standard. Measure

We O ssets 80% 4% have a condition rating of very poor. Emergency - 81% Minor - 99% 90% within 48 hours. Achieved. The average New Zealand Territorial Authority road smoothness was 87%. Invercargill’s rating was 93% 60% Major Asset Category Road Pavement Footpaths Stormwater Channel Bridges Street Lights Baseline 2010/11 * “Responded has been contractor informed, inspected to” means the that Council’s and issue the taken necessary steps the to resolve problem. A What 82

Major Asset Category Number Traffic Signs 9,205 Traffic Signals 15 Car Parking Buildings 1 Car Parks 5 Parking Meters 787 Bus Shelters 66 Litter Bins 1,647

What’s Ahead Road Surface/Pavements where economically justified and funding is available. The condition of Council’s roads are assessed and Council faces increased pressure for roads to be monitored through the RAMM computer treatment sealed, particularly with increasing numbers of rural selection programme. When a road is identified for development on unsealed roads. maintenance, an on-site assessment is carried out The graph below contains the data which compares before a decision is made of the timing of resurfacing the local smoothness of the Invercargill District’s or renewal. roading network with the average New Zealand Seal extensions of gravel roads are undertaken Territorial Authority: long term plan 2012-22 council activities 83 Very Poor Poor AC(km) and concrete has a longer life expectancy (40 years, and concrete has a years for asphalt). Lifecycle as compared to 25 that a total of 18km of footpath analysis indicates each year (asphalt – 11km and should be renewed concrete – 7km). ratings for The graph below illustrates the condition Council’s footpath network: Average CONDITION CON(km) Good Condition Rating of Asphalt / Concrete Footpaths Condition Rating of Asphalt Excellent 0

100 150 200 250

) M K ( H T NG E L Council provides concrete footpaths on local road Council provides concrete footpaths in these areas areas as pedestrian numbers are lower Footpaths and Cycleways Footpaths provide safe, comfortable Footpaths and cycleways for pedestrians, including and efficient networks and cyclists. These networks those with disabilities, to standards for smoothness, are built and maintained from traffic. Council manages width and protection walkways. 497km of footpaths and 7.3km of sealed 84

Council has been developing the cycle network network is programmed to be completed in 2014. See and encouraging cycling as an alternative form of maps on pages 85 and 86 for the Invercargill Walking transport. A cycle lane network is being developed Tracks and Cycle Lanes Network. for the urban areas of Invercargill City. The network The graph below illustrates Council’s programme for encompasses both on and off road cycling lines. The marking the cycle lane network for the District:

Cycle Lane Markings 100% 90% 80% 70% 60% 50% 40% PERCENTAGE 30% 20% 10% 0% 2007 2008 2009 2010 2011 2012 2013 2014 YEAR Target Completion % Actual Completion %

Kerb and Channel Bridges, Culverts and Structures Kerb and channel protects the road edge through Bridges, culverts and structures are provided to enable the diversion of stormwater to the main stormwater safe and continuous usage of the roading network. system and separates vehicles from the footpath. Council owns 51 bridges including two of culvert design Council manages 517 kilometres of kerb and channel, which are inspected six yearly. Four timber bridges will incorporating 4,835 sumps which connect to the need to be replaced within the next ten years. stormwater system. All kerb and channels are The cost (in 2012) of replacing the four timber bridges inspected in association with the pavement and is as follows: footpath condition rating survey on a yearly cycle. •• Lindis Underwood Road - $175,000 A significant proportion of Council’s kerb and channel •• Staunton Road - $130,000 was constructed in the 1950s, 1960s and 1970s with a •• Awarua Bay Road - $78,000 service life of approximately 68 years. •• Awarua School Road - $80,000 Maintenance work is undertaken to extend the life of the structure, ensure public safety, correct flooding These replacements have been included in the ten issues and minimise repair costs. year budgets. long term plan 2012-22 council activities 85

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Information shown is the currently assumed knowledge as at date ± Rural Cycle / Pedestrian printed. If information is vital, confirm with the Authorative Owner. Scale: 1:85,000 Network Plan E & O.E. Date Printed : 16/2/2012 long term plan 2012-22 council activities 87 2020 2019 2018 2017 2016 2015 Actual Compliance - Sodiums and Metal Halides 2014 YEAR Traffic Signals Traffic Traffic signals control traffic at major intersections, reducing the potential for collisions and optimising traffic flows and pedestrian movement. The renewal programme involves replacing Quartz Halogen traffic signal lamps with LED lights and upgrading 3 metre poles to 5 metre poles. Council has observed that the Deveron/Gala streets, Kelvin/Herbert streets and Queens Drive/St Andrew Street intersections have greater levels of traffic congestion during peak hours. Council anticipates that these intersections will have traffic signals installed within the next ten years. An 11 year street lighting renewal programme An 11 year street lighting with the aim of having all of has been developed lighting asset fully compliant with Invercargill’s street Zealand Standard 1158 by 2021. the Australia/New 2013 2012 2011 2010 2009 2008 Streetlighting Compliant with NZ/AUS Standards Streetlighting Compliant with Target Compliance - Sodiums and Metal Halides 2007 0%

90% 80% 70% 60% 50% 40% 30% 20% 10%

100% PERCENTAGE Road Signs and Markings Signs and Road Road signs and markings contribute to the efficiency and safety of the road network. As speed, parking and other regulations are enforceable, the signs must comply with prescribed standards. Street signs are susceptible to accidental vehicle damage and vandalism. Road markings deteriorate with age, traffic volumes and the condition of the road. The visibility of road markings in adverse weather conditions can be poor. Council now uses thermo plastic markings on high trafficked roads. This has a longer life expectancy than previous markings and enhances the brightness and contrast of the road marking while reducing glare, particularly on wet roads with asphalt surfaces. Street Lighting Street the safe and efficient Street lighting enables cyclists and pedestrians at movement of vehicles, a measure of security to night as well as providing households. 88

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2009-2011 2013-2015 Street Lighting Renewal Programme 2011-2013 2015-2017 2011-2013 2017-2020 long term plan 2012-22 council activities 89    NZTA Funding NZTA 2014/2015 $000 4,355 1,532 1,078 971   Loans 2013/2014 $000 4,221 1,381 983 941 Source of Funding   Target Rates Target efficiently and effectively as possible. Capital works efficiently and effectively years having a value exceeding for the next three are: $500,000 per annum 2012/2013 $000 4,080 1,235 860 910  / Fees User Charges jects Pro orks Capital for Improvement Renewals Road surface renewals and rehabilitation. Footpath renewals and rehabilitation. Kerb and channel and culvert replacement. Street lighting. Activity Project Maintenance and Operations W Proposed has a comprehensive Asset The Roading Activity which is the key to ensuring that Management Plan existing assets are used as capital funding and 90

funding impact STATEMENT - roading

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 ($,000) ($,000) ($,000) ($,000) Sources of operational funding General rates, uniform annual general charges, rates penalties 358 412 437 441 Targeted rates (other than targeted rate for water supply) 6,509 6,817 7,328 7,419 Subsidies and grants for operating purposes 2,100 1,794 1,986 1,864 Fees, charges and targeted rates for water supply 379 303 313 323 Internal charges and overheads recovered 289 263 272 280 Local authorities fuel tax, fines, infringement fees, and other receipts 744 808 837 863 Total operating funding 10,378 10,397 11,173 11,191

Applications of operational funding Payments to staff and suppliers 5,366 5,521 5,773 5,908 Finance costs 531 409 375 339 Internal charges and overheads applied 289 263 272 280 Other operating funding applications Total applications of operational funding 6,185 6,193 6,420 6,526

Surplus (deficit) of operational funding 4,193 4,204 4,754 4,665

Sources of capital funding Subsidies and grants for capital expenditure 4,828 4,455 5,046 5,539 Development and financial contributions Increase (decrease) in debt (690) (418) (560) (597) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 4,139 4,037 4,486 4,943

Application of capital funding Capital expenditure - to meet additional demand 0 41 43 44 - to improve the level of service 1,019 331 0 0 - to replace existing assets 8,389 7,757 9,087 9,448 Increase (decrease) in reserves (1,077) 112 110 116 Increase (decrease) in investments Total application of capital funding 8,331 8,241 9,240 9,608

Surplus (deficit) of capital funding (4,193) (4,204) (4,754) (4,665)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 7,530 6,767 7,222 7,240 long term plan 2012-22 council activities 91 0 0 0 63 56 413 183 356 356 497 1,120 (182) 7,202 2,245 7,019 7,505 8,558 7,925 12,043 5,264 13,189 10,899 12,283 (5,264) ($,000) 2021/22 0 0 0 91 54 169 397 493 344 344 1,072 2,145 (375) 7,228 6,947 11,603 8,466 7,663 6,572 10,573 5,255 12,918 11,826 (5,255) ($,000) 2020/21 0 0 0 52 133 156 332 332 382 490 1,027 6,119 11,169 (583) 6,702 9,403 2,049 6,958 8,400 11,377 7,422 5,258 12,680 (5,258) ($,000) 2019/20 0 0 0 50 321 321 189 369 493 1,013 6,715 1,962 11,416 (347) 11,119 (769) 8,477 6,478 9,082 5,410 5,709 7,224 12,634 (5,410) ($,000) 2018/19 0 0 0 311 311 49 157 241 357 974 480 (717) 6,281 10,511 1,884 5,153 7,051 8,786 8,200 6,500 5,563 10,717 (5,153) 12,205 ($,000) 2017/18 0 0 0 47 301 301 146 939 345 289 464 1,810 (669) 7,784 6,299 7,885 6,096 5,427 4,856 6,889 11,745 10,090 10,283 (4,856) ($,000) 2016/17 0 0 0 46 138 461 334 334 292 292 906 7,812 1,764 5,881 (624) 9,922 6,721 7,506 6,095 5,258 4,847 11,569 10,105 (4,847) ($,000) 2015/16 92 long term plan 2012-22 council activities 93 e City th ontribute to being of the Community. In urban areas, sewage well‑being of the Community. In urban areas, by means of disposal is most effectively achieved This allows reticulated (piped) sewerage systems. high standards the costs associated with maintaining over a wide and efficient infrastructure to be spread population. We C What Council undertakes sewerage activities to promote the economic, environmental, cultural and social well-being of the Community. Economic well-being is promoted as the Clifton and Bluff Waste Water Treatment Plants accept trade waste, subject to specific quantity and quality conditions and a payment regime. Environmental well-being is promoted by the provision of a reliable sewerage network, treatment and disposal facilities which protect the environment from the negative impact of human activity. Cultural well-being is enhanced by the Sewerage Activity collecting, treating and disposing of waste in a culturally sensitive manner. Social well-being is promoted through the collection, treatment and disposal of sewage enabling urban communities to function without the significant health hazards associated with untreated sewage.

The removal of sewage from residential, industrial and commercial properties protects public health, supports city growth and contributes to the general Why We Do It No communities within the District are supplied with a sewerage disposal service other than the urban communities of Invercargill (including Otatara), Bluff and Omaui. In general, schools, industries and residential homes outside these areas provide their own on-site sewage disposal systems although industrial tradewastes are pumped from Kennington and Awarua. The sewerage system is managed and operated by staff employed directly by Council. Maintenance and capital works are carried out by contract under supervision by Council staff. We Do What behalf of Council owns and maintains assets on collection the Community, providing a sewage and Invercargill service to each property in the Bluff to urban areas. Treated effluent is discharged Estuary at Foveaux Strait at Bluff, to the New River with Invercargill, and to land at Omaui in accordance Environment the discharge consent negotiated with Southland. Sewerage 94

Community Outcome Council’s Role in Achieving How the Activity Contributes Healthy lifestyles in a Provide or ensure the provision The Sewerage Activity provides for the collection, healthy environment. of services that include a quality treatment and disposal of sewerage to enhance the water supply and reliable, effective health and well-being of residents in the urban areas sanitation. of Invercargill, Bluff, Omaui and parts of Otatara. A diverse and growing Ensure that the building blocks for The Sewerage Activity accepts tradewaste effluent economy. sustainable business are in place. compliant with Council’s Tradewaste Bylaw.

Potential Significant Negative Effects Negative Effect Response

1. Disposal of Treated Effluent can cause 1. Treatment Plants are actively managed and environmental degradation. monitored to ensure that discharges are compliant with consent conditions and that degradation of the receiving environment does not occur.

2. Discharge of sewage from sewerage reticulation 2. Reticulation maintenance contractors are on due to blockage or overloading can contaminate 24 hour call to respond to reports of blockage waterways. and overflow, and to mitigate any effects of discharges.

3. Inappropriate disposal of treatment bi- 3. Biosolids are produced and applied to land products (Biosolids) can cause environmental in accordance with the “Guidelines for Safe degradation. Application of Biosolids to Land in New Zealand.”

4. Odours from the sewerage activity (Reticulation 4. The reticulation network and treatment plants or Treatment Plants). are managed to minimise the occurrence of odour.

5. Health and safety risks associated with 5. All staff and contractors involved in the Activity operation of the Activity. are required to work to safety plans to minimise risk to themselves and the public.

6. Property damage resulting from activity failures. 6. Reticulation maintenance contractors are on 24 hour call to respond to reports of blockage and overflow, and to mitigate any effects of discharges.

7. The cost to the Community as a result of 7. Reticulation maintenance contractors are on property damage caused by system failures. 24 hour call to respond to reports of blockage and overflow, and to mitigate any effects of discharges.

The Sewerage Activity is managed to ensure that it does not create significant negative effects on the social, economic, environmental and cultural well-being of the Community. long term plan 2012-22 council activities 95 Target 2015-22 Target 100% Less than 20km blockages annually per 100km of sewer. 100% 80% Tradewaste consent applications are responded to within 10 working days. Comply with effluent quality standards as defined in current discharge consents for Clifton and Bluff facilities. Service disruptions Service disruptions for individual property are less than 12 hours. Frequency of system blockage. Measure of Service Target 2014/15 Target 100% Less than 20km blockages annually per 100km of sewer. 100% 80% Applications for tradewaste discharges are processed efficiently. Receiving waters are not adversely affected by effluent discharges. Low levels of interruption from the sewerage network. Customer Level of Service Target 2013/14 Target 95% Less than 20km blockages annually per 100km of sewer. 100% 80% Acceptance of tradewaste effluent compliant with Tradewaste Bylaw. Sewage is treated and discharged in a manner that minimises health risks. The sewerage network efficiently removes sewage from urban areas for treatment. How theHow Activity Contributes Target 2012/13 Target 90% Less than 20km blockages annually per 100km of sewer. 100% 60% an Expect Ensure that the building blocks for sustainable business are in place. Provide or ensure provision of services that include a quality water supply and reliable effective sanitation. Measure Council’s Role Council’s Service disruptions for individual properties are less than 12 hours. Frequency of system blockage. Compliance with effluent quality standards are defined in current discharge consents for Clifton and Bluff facilities. Trade waste consent applications are responded to in ten working days. ommunity C A diverse and growing economy. Healthy lifestyle in a healthy environment. Baseline 2010/11 Community Outcome Not measured 14.2 per 100km Clifton 100% Bluff 100% New measure the C What to provide the Sewerage Activity. Council will continue 96

What Assets We Own

Major Asset Category Number Pipelines 366 kilometres Pump Stations 29 Waste Water Treatment Facilities 3

What’s Ahead INFILTRATION OF STORMWATER During intense rainstorms the sewerage reticulation properties to be serviced by on-site disposal systems network can become overloaded with stormwater. rather than extending the public reticulation system. This means that up to four times the average Any on-site disposal system will need to meet the flow of sewage enters treatment facilities during same environmental standards as a public reticulated wet weather. Council has been conducting flow system. monitoring and infiltration surveys to identify pipes which are deteriorating structurally or which are subject to high levels of infiltration. The results of TRADE WASTE these surveys and of maintenance records will be The quantity and type of trade waste that enters used to identify areas of concern and help prioritise the public system can considerably affect costs and the renewal programme. treatment options. Invercargill City Council Bylaw 2007/1 – Trade Waste provides for the review and control of trade waste and requires trade waste NON RETICULATED AREA consent holders to consider cleaner production While the major urban areas of the City have a pathologies. As the Council actively encourages reticulation system, smaller townships and rural industry and thereby employment opportunities properties use on-site waste water disposal systems. to the District, trade waste volumes may increase, Pressure continues to be placed on Council to extend requiring changes to treatment plants. Trade waste the reticulated system. It may be more economical for charges have been developed to recover costs. long term plan 2012-22 council activities 97   Loans 2014/2015 $000 1,072 301     Charges 2013/2014 $000 989 313 Uniform Annual Uniform Source of Funding efficiently and effectively as possible. The capital efficiently and effectively three years having a value works for the next per annum are: exceeding $200,000      2012/2013 $000 908 229 User Charges / Fees User Charges jects Pro orks Capital for Improvement Trade Waste Discharge Renewals Maintenance and Operations (Non - Residential) Pipe Asset Renewals Treatment Plant Asset Renewals Activity Project Maintenance and Operations (Residential) W Proposed has a comprehensive Asset The Sewerage Activity which is the key to ensuring that Management Plan existing assets are used as capital funding and 98

funding impact STATEMENT - Sewerage

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 28 69 69 69 Targeted rates (other than targeted rate for water supply) 4,884 4,762 4,914 5,070 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 507 569 586 603 Total operating funding 5,419 5,400 5,569 5,742

Applications of operational funding Payments to staff and suppliers 2,772 3,028 3,127 3,221 Finance costs 570 518 481 444 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 3,342 3,545 3,607 3,665

Surplus (deficit) of operational funding 2,077 1,855 1,962 2,078

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (577) (575) (568) (605) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding (577) (575) (568) (605)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 132 0 0 0 - to replace existing assets 1,824 1,279 1,394 1,473 Increase (decrease) in reserves (456) 0 0 0 Increase (decrease) in investments Total application of capital funding 1,500 1,279 1,394 1,473

Surplus (deficit) of capital funding (2,077) (1,855) (1,962) (2,078)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 1,537 1,174 1,234 1,529 long term plan 2012-22 council activities 99 0 0 0 0 0 0 0 0 0 0 69 179 750 7,111 (573) 6,292 2,294 (573) 2,085 4,064 2,867 2,294 4,244 (2,867) $’000 2021/22 0 0 0 0 0 0 0 0 0 0 69 725 225 6,192 3,918 (635) 2,208 2,046 4,143 (635) 6,986 2,843 2,208 (2,843) $’000 2020/21 0 0 0 0 0 0 0 0 0 0 69 270 700 1,832 3,777 (630) 5,993 2,715 2,085 (630) 6,762 4,047 2,085 (2,715) $’000 2019/20 0 0 0 0 0 0 0 0 0 0 69 315 678 5,731 1,798 1,882 (632) 2,513 3,649 (632) 1,882 6,477 3,964 (2,513) $’000 2018/19 0 0 0 0 0 0 0 0 0 0 69 358 658 1,764 1,934 (602) 3,535 5,703 1,934 (602) 2,537 3,893 6,430 (2,537) $’000 2017/18 0 0 0 0 0 0 0 0 0 0 69 639 407 1,638 6,141 1,584 (669) 5,433 3,428 1,638 (669) 3,835 2,306 (2,306) $’000 2016/17 0 0 0 0 0 0 0 0 0 0 69 452 620 3,321 1,555 1,650 (629) 5,362 1,650 6,051 (629) 3,772 2,279 (2,279) $’000 2015/16 100 long term plan 2012-22 council activities 101 Invercargill faces the challenges of using resources Invercargill faces the challenges of using and our health whilst ensuring that our environment or by the are not harmed, through inefficient use waste in a waste generated. The disposal of solid and way that protects the health of the community for the environment is a fundamental requirement community well-being. and the Under the Local Government Act 2002, Waste Minimisation Act 2008, Council is required to encourage and promote effective and efficient waste management and minimisation within its District. Invercargill City Council maintains a “hands on” approach to this activity because it feels that waste can be most effectively and efficiently managed by Council, where long term social, economic, environmental and cultural well-beings can be balanced for the benefits of its Community. Why We Do It waste collection services and disposal in an environmentally appropriate manner for the long term. Environmental well‑being is also promoted by increasing the Community’s awareness of disposal options and issues. the City ontribute to

Kerbside recycling collection service delivery Kerbside residual waste collection service delivery Transfer Station service delivery Landfill operations Education and Advocacy (waste minimisation). • • • • • Environmental well-being is promoted because the Community expects Council to provide Council undertakes solid waste management activities to promote the environmental, economic, social and cultural well-being of the Invercargill Community. We C What • • • • • The Solid Waste Activity is responsible for the The Solid Waste Activity is responsible management of solid waste services in the Invercargill District and responsibilities include: We Do What Solid Waste Council is part of Shared Services for WasteNet Management, which is delivered through been established Southland. WasteNet Southland has to solid to provide a more coordinated approach between the waste management and minimisation Gore District Invercargill City, Southland District and Councils. Solid Waste Management Solid Waste 102

Economic well-being is promoted by businesses Cultural and social well-being is promoted by offering having access to a range of disposal options for their a regular waste collection service to residential areas, solid waste. removing a potential health risk and disposing of it in a culturally sensitive manner.

Community Outcome Council’s Role in Achieving How the Activity Contributes Healthy lifestyles in a Provide or ensure provision of Provision of solid waste facilities for the healthy environment. services that include a quality collection and disposal of recycling and rubbish. water supply and reliable, effective sanitation. Strong, innovative Actively seek efficiencies through Collaboration with other local territorial leadership. innovation, shared services and authorities for the coordinated delivery of waste streamlining processes. management and minimisation in Southland.

Potential Significant Negative Effects Negative Effect Response

1. Noise, dust and odour from 1. The Council strives to minimise nuisances such as noise, transfer station operations. dust and odour from transfer station operations by closely monitoring the operation of the transfer station. The nuisance caused by windblown litter from waste disposal areas is also mitigated by the installation of wind fencing.

2. Vermin such as rats or seagulls. 2. The Council conducts regular checks for vermin and lays bait to minimise colonisation of waste disposal areas or facilities by vermin. Council staff also make every effort to keep solid waste disposal areas clean and tidy.

The Solid Waste Activity is managed to ensure that it does not create significant negative effects on the social, economic, environmental and cultural well-being of the Community. long term plan 2012-22 council activities 103 Projects are completed on time and budget as per Annual Plan Increasing trend Decreasing trend Decreasing trend Increasing trend Target 2015-22 Target Kerbside recycling Kerbside rubbish Solid waste to transfer station Solid waste to landfill Recycling to material recovery facility. • • • • • Measure of Service Comparing trends in recycling and rubbish tonnages. • • • • • WasteNet Southland produces an Annual Plan. Projects are completed on time and budget as per Annual Plan Increasing trend Decreasing trend Decreasing trend Increasing trend Target 2014/15 Target Customer Level of Service Ensure regular kerbside collection services. Appropriate operating hours for facilities. Encourage waste minimisation. Operation of WasteNet Southland as a shared service for the benefit of Southland. Projects are completed on time and budget as per Annual Plan Increasing trend Decreasing trend Decreasing trend Increasing trend Target 2013/14 Target Projects are completed on time and budget as per Annual Plan Increasing trend Decreasing trend Decreasing trend Increasing trend Target 2012/13 Target How theHow Activity Contributes Provision of solid waste facilities for the collection and disposal of recycling and rubbish. Collaboration with other local territorial authorities for the coordinated delivery of waste management and minimisation in Southland. an Expect WasteNet Southland produces an Annual Plan. Increasing trend in recycling to material recovery facility. Decreasing trend in solid waste to transfer station. Decreasing trend in kerbside rubbish. Increasing trend in kerbside recycling. Measure ommunity C Provide or ensure provision of services that include a quality water supply and reliable, effective sanitation. Council’s Role Council’s Actively seek efficiencies through innovation, shared services and streamlining processes. New Measure New Measure 28,262 tonnes 10,594 tonnes 3,063 tonnes Baseline 2010/11 Healthy lifestyle in an healthy environment. Community Outcome Strong, innovative leadership. the C What to provide the Solid Waste Activity. Council will continue 104

Refuse Disposal Practices 45,000

40,000

35,000

30,000

25,000

20,000 TONNAGE 15,000

10,000

5,000

0 2006 2007 2008 2009 2010 2011 YEAR

Waste to Landfill Cleanfill (Invercargill) Greenwaste (Invercargill) Recyclable

What Assets We Own

Major Asset Category Invercargill Waste Transfer Station

What’s Ahead Council works collaboratively with the Southland and Minimisation Plan 2012-2018 on behalf of the and Gore District Councils to provide the Solid three Councils. This Plan documents the strategic Waste activity, under the joint committee banner direction (vision, goals and objectives), actions and of WasteNet Southland. WasteNet’s mission is to funding policy for the Councils to meet both public provide the coordinated delivery of solid waste and health protection issues and the legal requirement to recycling services within Southland to achieve the promote effective and efficient waste management regions vision of a sustainable Southland. In 2012 and minimisation. WasteNet developed the Joint Waste Management long term plan 2012-22 council activities 105  Loans  Charges Uniform Annual Uniform Source of Funding   User Charges / Fees User Charges Capital Expenditure (Bond Street Transfer Station) Disposal of Waste at Transfer Stations Disposal of Waste at Activity Refuse and Recycling Collection Service Refuse and Recycling 106

funding impact STATEMENT - solid waste management

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 12 27 27 27 Targeted rates (other than targeted rate for water supply) 3,790 3,643 3,769 3,889 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 2,192 2,634 2,725 2,811 Internal charges and overheads recovered 1,508 1,369 1,416 1,461 Local authorities fuel tax, fines, infringement fees, and other receipts 185 178 174 171 Total operating funding 7,688 7,850 8,111 8,358

Applications of operational funding Payments to staff and suppliers 6,180 6,679 6,909 7,126 Finance costs 0 0 0 0 Internal charges and overheads applied 1,508 1,369 1,416 1,461 Other operating funding applications Total applications of operational funding 7,688 8,048 8,325 8,587

Surplus (deficit) of operational funding 0 (198) (214) (229)

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 0 0 0 0

Application of capital funding Capital expenditure - to meet additional demand 315 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 50 0 0 0 Increase (decrease) in reserves (365) (198) (214) (229) Increase (decrease) in investments Total application of capital funding 0 (198) (214) (229)

Surplus (deficit) of capital funding 0 198 214 229

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 236 78 81 85 long term plan 2012-22 council activities 107 0 0 0 0 0 0 0 0 0 0 27 95 69 434 1,864 1,864 (434) 3,587 4,962 9,079 (434) (434) 10,943 10,509 $’000 2021/22 0 0 0 0 0 0 0 0 0 27 89 (0) 102 397 1,794 1,794 (397) 4,776 3,453 (397) (397) 8,740 10,138 10,534 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 27 97 105 363 1,727 1,727 8,415 (363) 3,323 4,597 (363) (363) 9,779 10,142 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 27 95 120 332 8,117 (332) 1,666 1,666 4,433 3,205 9,451 (332) (332) 9,783 $’000 2018/19 0 0 0 0 0 0 0 0 0 0 27 93 134 1,611 1,611 305 3,100 (305) 7,854 9,160 4,288 (305) (305) 9,465 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 27 88 145 280 4,153 1,560 1,560 (280) 7,607 3,002 9,168 (280) (280) 8,888 $’000 2016/17 0 0 0 0 0 0 0 0 0 0 27 86 152 260 1,509 1,509 4,016 7,357 (260) 2,903 (260) (260) 8,607 8,866 $’000 2015/16 108

Stormwater

What We Do What We Contribute to the City Council owns and maintains assets on behalf of the Council undertakes stormwater activities to promote Community, providing a stormwater service to each the economic and environmental well-being of the property in the Bluff and Invercargill urban areas. Invercargill Community. Economic well-being is Stormwater is discharged to natural waterways, promoted by stormwater being collected and disposed including the Waikiwi Stream, Waihopai River, of in the urban area and parts of the rural area of Kingswell Creek, Clifton Channel, Otepuni Stream, the the District to prevent flooding. The stormwater New River Estuary and Bluff Harbour. systems remove runoff from hard surfaces, such as roads and roofs of buildings, which prevents flooding of buildings and allows business activities to operate Why We Do It during rainfall events. Environmental well-being is The removal of stormwater from residential, industrial promoted by stormwater being collected and then and commercial properties reduces the risk of deposited untreated into the nearest watercourse. property damage by flooding, and so protects public Council minimises contaminants entering the health, supports City growth and contributes to the stormwater system from roads by the installation and general well‑being of the Community. In urban areas, cleaning of stormwater sumps. These sumps collect stormwater disposal is most effectively achieved by the contaminants that are washed off the road when means of reticulated (piped) stormwater systems. it starts to rain. This allows the costs associated with maintaining high standards and efficient infrastructure to be spread over a wide population.

Community Outcome Council’s Role in Achieving How the Activity Contributes Healthy lifestyle in a Provide or ensure provision of services that include The stormwater network reduces healthy environment. a quality water supply and reliable, effective the impact of flooding on the built sanitation. environment. Provide a quick and effective response to potential environmental hazards or nuisance. long term plan 2012-22 council activities 109 Staff and contractors involved in the Staff and contractors involved in the to Stormwater Activity work to safety plans public. minimise risk to themselves and the call to Maintenance contractors are on 24 hour events attend to system failures and flooding and to mitigate effects of flooding on people property. Maintenance contractors are on 24 hour call to attend to system failures and flooding events to mitigate effects of flooding on people and property. Stormwater discharges are regularly Stormwater discharges with consent monitored, in accordance of contaminants conditions, and sources eliminated where possible. of Low impact designs (including retention for peak stormwater flows) will be considered new developments. Response 3. 4. 5. 1. 2. The cost to the Community as a result of property damage caused by system failures, or extreme rainstorms. Property damage resulting from system Property damage resulting from system failures or rainstorms exceeding system capacity. Health and safety risks associated with Health and safety risks associated with operation of the activity. Stormwater systems transfer stormwater Stormwater systems transfer stormwater in quickly to receiving waters resulting occur significantly higher flows than would flows naturally during rainstorms, and low flows has during dry weather. The variance in and detrimental effects on stream ecology, extreme flows increase the risk of flooding. Stormwater carries pollutants from the built Stormwater carries roads, footpaths environment (for example can cause environmental and driveways) which degradation. The Stormwater Activity is managed to ensure that it does not create significant negative effects on the The Stormwater Activity is managed to ensure it does not that significant effects create negative social, economic, environmental and cultural well-being of the Community. 5. 4. 3. 2. Effects Negative Significant Potential Effect Negative 1. 110

What the Community Can Expect Council will continue to provide the Stormwater Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service Healthy Provide or ensure The stormwater network Low levels of Complaints of lifestyle in provision of services replaces the impact of stormwater ponding stormwater blockage a healthy that include a quality flooding on the building on roads during are responded to environment. water supply and environment. rainfall events. within one hour. reliable effective sanitation. Provide a quick and Reliable removal of No flooding in living effective response to stormwater where areas of houses potential environmental there are Council during a five year hazards or nuisance. managed networks. return period storm.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 Assessed Complaints of stormwater 90% 90% 90% 90% from April blockage responded to 2011 within one hour. No flooding in houses 0 0 0 0 during a five year return period storm.

What Assets We Own

Major Asset Category Number Pipelines 413 kilometres Open Drains 15 kilometres Pumping Stations 9

What’s Ahead STORMWATER DISCHARGE CONSENTS Plan. Environment Southland have issued Council Environment Southland has recently issued consents the stormwater consents for a short-term period of for stormwater discharges to the fresh water five years to enable Council to monitor discharges streams throughout Invercargill. These consents to gather better information on stormwater quality include conditions requiring extensive monitoring and its effects on the receiving waters. Before the and follow up investigations where traces of sewage end of the consent term, Council will need to lodge are identified. Additional funding of $100,000 for further consent applications for long term discharge monitoring and a further $100,000 for follow up consents. investigations has been included in the Long Term long term plan 2012-22 council activities 111   2014/2015 $000 1,396 jects Targeted Loans Targeted Pro orks 2013/2014 $000 1,251 Source of Funding W Proposed has a comprehensive Asset The Stormwater Activity which is the key to ensuring that Management Plan existing assets are used as capital funding and as possible. The capital efficiently and effectively three years having a value works for the next exceeding $500,000 per annum are:    Uniform Charges Uniform 2012/2013 $000 1,100 Stormwater Pipe Asset Renewal/Upgrade Project Maintenance and Operations Capital for Improvement Renewals Activity RENEWAL/UPGRADING OF THE PIPE NETWORK RENEWAL/UPGRADING flooding of Invercargill In 1985, following widespread standard for the stormwater in 1984, a new design and a major upgrading of the network was adopted began. Pipes laid since this time stormwater system to the new standard. However, have been designed lesser capacity much of the network remains at the capacity design design and will be upsized to the new as part of the pipe asset renewal programme. 112

funding impact STATEMENT - stormwater

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 0 0 0 0 Targeted rates (other than targeted rate for water supply) 2,179 2,505 2,752 2,751 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 7 7 7 7 Internal charges and overheads recovered 0 1 1 1 Local authorities fuel tax, fines, infringement fees, and other receipts 0 1 2 2 Total operating funding 2,185 2,514 2,762 2,761

Applications of operational funding Payments to staff and suppliers 1,039 1,267 1,308 1,322 Finance costs 30 27 26 25 Internal charges and overheads applied 0 1 1 1 Other operating funding applications Total applications of operational funding 1,069 1,294 1,334 1,348

Surplus (deficit) of operational funding 1,117 1,219 1,427 1,412

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 389 (12) (13) (14) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 389 (12) (13) (14)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 386 88 98 108 - to replace existing assets 1,791 1,117 1,315 1,289 Increase (decrease) in reserves (671) 2 2 2 Increase (decrease) in investments Total application of capital funding 1,506 1,207 1,415 1,399

Surplus (deficit) of capital funding (1,117) (1,219) (1,427) (1,412)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 1,847 1,946 2,054 2,253 long term plan 2012-22 council activities 113 1 1 9 4 4 0 0 0 0 0 0 21 (18) 202 (18) 1,686 2,525 1,707 2,731 2,996 4,443 2,749 4,456 (2,749) $’000 2021/22 1 1 3 9 4 0 0 0 0 0 0 22 185 (17) (17) 1,624 4,149 2,947 2,309 1,647 2,515 4,162 2,498 (2,515) $’000 2020/21 1 1 3 9 4 0 0 0 0 0 0 23 170 (16) (16) 2,137 1,563 2,311 3,902 1,587 3,914 2,650 2,327 (2,327) $’000 2019/20 1 1 3 3 8 0 0 0 0 0 0 24 156 (17) (17) 1,919 3,615 1,508 1,533 2,609 3,627 2,095 2,078 (2,095) $’000 2018/19 1 1 3 3 8 0 0 0 0 0 0 25 143 (16) (16) 2,571 3,412 1,748 1,514 1,488 1,909 1,894 3,423 (1,909) $’000 2017/18 1 1 3 2 8 0 0 0 0 0 0 26 131 (15) (15) 1,441 3,192 2,319 1,587 1,735 1,720 1,468 3,203 (1,735) $’000 2016/17 1 1 3 2 8 0 0 0 0 0 0 27 119 (14) (14) 1,366 1,785 1,921 3,304 1,907 3,314 2,280 1,394 (1,921) $’000 2015/16 114 long term plan 2012-22 council activities 115

No communities within the District are supplied No communities within the District are of with water other than the urban communities industry Invercargill and Bluff. In general, schools, of Bluff and and properties outside the urban areas water mains, Invercargill, which are not close to trunk in the form of find their own supply which is normally bores. rain water collection systems or underground

The Water Supply network is illustrated by the diagram below: We Do What behalf of Council owns or maintains assets on to the Community, providing water at pressure Bluff and the boundary of each property in the where Invercargill urban areas and also to properties water is taken the main pipeline has been laid. The and piped from the Oreti River, treated at Branxholme connection to the District. Property owners arrange for fire to the Council supply. Water is also used fighting via the street hydrants. Water Supply Water 116

Why We Do It What We Contribute to the City The supply of potable (drinkable) water to residential, Council undertakes the provision of water reticulation in industrial and commercial properties protects public the urban areas of the District to promote the economic health, supports city growth and contributes to the and social well-being of the Invercargill Community. general well-being of the Community. In urban areas, Water is extracted from the Oreti River at Branxholme potable water is most effectively supplied by means where it is treated and then piped into Invercargill. of reticulated (piped) community water supply. This Businesses require a reliable, quality water supply to allows the costs associated with maintaining high enable them to operate with certainty. Residents and standards and efficient infrastructure to be spread visitors receive health benefits from having a safe and over a wide population. reliable water supply. The Community’s well-being is further promoted by having a fire fighting water supply in the urban parts of the District.

Community Outcome Council’s Role in Achieving How the Activity Contributes A diverse and growing Ensure that the building blocks By ensuring that: economy. for sustainable business are in •• The community’s water needs are met. place, including energy, water, communications and workforce. •• Risks to property and public health are minimised. •• The water supply system is managed in a way that is sensitive to social, cultural, environmental and economic goals of the Community. Healthy lifestyles in a Provide or ensure provisions of services By operating, maintaining, upgrading and healthy environment. that include a quality water supply and developing the water supply system so that the reliable, effective sanitation. water supplied is safe to consume.

Potential Significant Negative Effects Negative Effect Response

1. Health concerns held by some of the 1. Chlorine and fluoride dosing is kept within Community relating to the dosing of potable bounds permitted by New Zealand Drinking water with chlorine and fluoride. Water Standards.

2. Quality of water does not support health of the 2. Water quality is monitored with chemical Community. dosing undertaken in accordance with New Zealand Drinking Water Standards.

3. Property damage resulting from mains failures. 3. Pipe network rehabilitation/renewal programmes are carried out with works to industry standards. Despite these measures pipe line failures cannot be eliminated entirely. Council has contracted The Water Supply Activity is managed to ensure that it does not create significant negative effects maintenance services to ensure prompt response on the social, economic, environmental and and repair in accordance with defined standards. cultural well-being of the Community. long term plan 2012-22 council activities 117 Measure of Service Ministry of Health Grade. Number of complaints of taste and smell. Notification of planned shutdowns. Duration of break. Availability of service. Hydrants meet fire- fighting standards. Customer Level of Service The water supply is safe to drink. The water is pleasant to drink. Reticulated properties receive a continuous supply of water. The water supply is reliable. There is sufficient water flow and pressure for fire- fighting purposes. The water supply system is managed in a way that is sensitive to social, cultural, environmental and economic goals of the Community. Risks to property and public health are minimised. The Community’s water needs are met. • • • How theHow Activity Contributes By operating, maintaining, upgrading and developing the water supply system so that the water supplied is safe to consume. • • • By ensuring that: an Expect ommunity C Council’s Role Council’s Provide or ensure provision of services that include a quality water supply and reliable, effective sanitation. Ensure that the building blocks for sustainable business are in place, including energy, water, communications and work force. Community Outcome Healthy lifestyle in an healthy environment. A diverse and growing economy. the C What to provide the Water Supply Activity. Council will continue 118

Baseline 2010/11 Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 Invercargill -Aa Ministry of Invercargill -Aa Invercargill -Aa Invercargill -Aa Invercargill -Aa Bluff -Ab Health Grade. Bluff -Aa Bluff -Aa Bluff -Aa Bluff -Aa Four to six per Number of No more than No more than No more than No more than month in the complaints ten per month. ten per month. ten per month. ten per month. summer. Typically of taste and none in the winter. smell. Ten minutes by Notification At least 24 At least 24 At least 24 At least 24 public broadcast. of planned hours by letter hours by letter hours by letter hours by letter shutdowns. drop. drop. drop. drop.

Unknown (not Duration of No more than No more than No more than No more than measured). break. eight hours. eight hours. eight hours. eight hours. Unknown. Not Availability of Total Total Total Total measured. service. accumulated accumulated accumulated accumulated time of water time of water time of water time of water shutdown to shutdown to shutdown to shutdown to any consumer any consumer any consumer any consumer not to exceed not to exceed not to exceed not to exceed 36 hours per 36 hours per 36 hours per 36 hours per annum (99.6% annum (99.6% annum (99.6% annum (99.6% availability). availability). availability). availability). 98% of hydrants Hydrants At least 97.5% At least 97.5% At least 97.5% At least 97.5% tested by New meet fire of hydrants of hydrants of hydrants of hydrants Zealand Fire service fighting tested by NZFS tested by NZFS tested by NZFS tested by NZFS (NZFS) exceed 12.5 standards. exceed 12.5 exceed 12.5 exceed 12.5 exceed 12.5 litres per second litres per second litres per second litres per second litres per second flow rate. flow rate. flow rate. flow rate. flow rate.

What Assets We Own

Major Asset Category Number Treatment Plants Two – Branxholme and Bluff Number of Reservoirs Six – Waikiwi (Myers Street), Water Tower (Gala Street (two) and Doon Street) and Bluff (Foreshore and Bluff Hill) Number of Pumping Stations Seven Length of Pipe Work 410.7 kilometres (supply mains and distribution networks) Fire Hydrants 2,160 approximately in Invercargill 150 approximately in Bluff long term plan 2012-22 council activities 119   Targeted Loans Targeted - - 3,410 570 2014/2015 $000    - - 3,306 1,400 2013/2014 $000 Uniform Charges Uniform Source of Funding Its completion will also decrease the level of riskIts completion will failure of the original Branxholmeassociated with the the possibility of rehabilitatingpipeline and allow for rather than having to replace it. the original pipeline SUPPLY WATER EMERGENCY of anCouncil is investigating the establishment emergency supplyalternative water supply to act as an dependant, asto lessen the risk borne by being solely sources. we are at present, on the Oreti River SUPPLY WATER BLUFF began in 2008The Bluff Reticulation Upgrade Project willand will eliminate the wide pressure fluctuations, purposesensure adequate water flows for fire-fighting loss throughand will alleviate the significant water The projectleakage experienced in the Bluff township. is expected to be completed in 2013.    1,542 7,130 - - 2012/2013 $000 User Charges / Fees User Charges jects Pro orks s Ahead Maintenance and Operations Completion of Branxholme pipeline duplication. Development of underground water source to act as an emergency supply. Renewal of various Branxholme Treatment Plant items of plant and equipment. Capital for Improvement Renewals Connections Rehabilitation of cast iron water mains and replacement of galvanized service connections. Activity Project W Proposed OLME DUPLICATE PIPELINE XHOLME DUPLICATE BRAN pipeline isThe completion of the Branxholme Duplicate anticipatednecessary to meet the increased demand initiative. by Council’s Awarua Industrial Estate ’ What TREATMENT WATER issues regarding waterCouncil is investigating Branxholme Water Treatmenttreatment at the City’s to consistently achievingPlant. These relate New Zealand Drinking Watercompliance with the taste andStandards and addressing the long term months. odour problem experienced during summer andFunding for undertaking an investigation has beenaddressing issues raised by this investigation fundingallowed for in the 2011/12 year, no further time. Shouldallowance has been provided for at this Council will needthe 2011/12 funding prove insufficient, the issues. to reassess its options for addressing 120

funding impact STATEMENT - water supply

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 44 77 77 77 Targeted rates (other than targeted rate for water supply) 5,716 6,174 6,721 6,634 Subsidies and grants for operating purposes 1 1 1 1 Fees, charges and targeted rates for water supply 998 1,148 1,187 1,225 Internal charges and overheads recovered 0 5,015 4 4 Local authorities fuel tax, fines, infringement fees, and other receipts 51 87 87 87 Total operating funding 6,810 12,501 8,077 8,029

Applications of operational funding Payments to staff and suppliers 4,529 4,674 4,800 4,936 Finance costs 648 725 880 1,072 Internal charges and overheads applied 0 4 4 4 Other operating funding applications Total applications of operational funding 5,177 5,403 5,684 6,012

Surplus (deficit) of operational funding 1,633 7,098 2,393 2,017

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 9,512 1,841 2,954 2,951 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 9,512 1,841 2,954 2,951

Application of capital funding Capital expenditure - to meet additional demand 599 7,130 0 0 - to improve the level of service 2,176 1,642 2,385 844 - to replace existing assets 9,537 125 3,434 3,543 Increase (decrease) in reserves (1,167) 43 (472) 581 Increase (decrease) in investments Total application of capital funding 11,146 8,939 5,347 4,968

Surplus (deficit) of capital funding (1,633) (7,098) (2,393) (2,017)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 2,541 2,530 2,689 3,154 long term plan 2012-22 council activities 121 1 4 4 0 0 0 0 77 78 101 1,971 1,362 2,551 4,381 7,235 6,097 9,580 6,600 3,767 7,966 6,097 11,733 9,864 (3,767) $’000 2021/22 1 4 4 0 0 0 0 77 73 99 1,228 6,316 1,897 3,168 9,625 6,962 4,097 4,155 6,048 7,548 11,703 6,048 10,203 (4,155) $’000 2020/21 1 4 4 0 0 0 0 77 97 69 157 (711) 1,120 (711) 1,763 3,710 1,865 9,971 7,169 2,091 8,029 6,045 2,802 (2,802) $’000 2019/20 1 4 4 0 0 0 0 77 95 64 152 1,168 1,639 1,004 (662) 3,678 7,025 5,786 1,883 1,220 (662) 8,841 6,959 (1,883) $’000 2018/19 1 4 4 0 0 0 0 77 94 60 147 800 1,189 (621) 1,527 3,651 (621) 6,675 1,007 5,556 1,628 6,750 8,378 (1,628) $’000 2017/18 1 5 5 0 0 0 0 77 57 92 142 995 3,319 1,422 6,751 1,193 1,208 (590) 5,353 1,783 (590) 6,565 8,348 (1,783) $’000 2016/17 1 5 5 0 0 0 0 77 92 54 137 1,232 1,320 5,136 1,346 3,277 (555) 6,972 1,538 (555) 6,373 2,093 8,466 (2,093) $’000 2015/16 122

Development and Regulatory Services

WHAT WE DO being) and it is Council’s role to interpret these for the Invercargill District. Council has historically provided Development and Regulatory Services encompasses these services to the Community and the Community those activities which allow people to live closely endorses this role. together by establishing with the Community minimum standards for development and behaviour. These include: WHAT WE CONTRIBUTE TO THE •• Animal Control COMMUNITY •• Building Control Development and Regulatory Services contribute •• Civil Defence and Emergency Management to the social, economic, environmental and cultural •• Compliance well-being of the Community. Social well-being is promoted by public places and venues being •• Environmental Health safe places for people to congregate – dogs are •• Resource Management. controlled, food is prepared hygienically and alcohol is regulated. Economic well-being is promoted by the WHY WE DO IT fair and consistent administration of development regulation. Environmental well-being is promoted Development and Regulatory Services enable us to through education as well as the setting of minimum live in close proximity to each other by the setting and environmental standards for development. Cultural enforcement of minimum standards for activities and well-being is enhanced when people can congregate in developments. Development and Regulatory Services buildings which are safe and meet their needs. have legislation as their raisons d’être (reason for long term plan 2012-22 council activities 123   Resource Management   Health for ssumptions Environmental   Compliance Future Demand A and regulatory Development Services the The demand for, and the provision of, group of Development and Regulatory Services and activities is directly influenced by legislation changes in economic activity. It is assumed that legislation will include the ability for Council to on- charge the costs of providing the service.   Emergency Civil Defence Management  Control Building   Animal Control A diverse and growing economy. A City that is a great place to live and visit. Strong, innovative leadership. Healthy lifestyles in a healthy environment. Community Outcome The Development and Regulatory Services group of The Development and Regulatory Services negative activities does not create any significant effects on the well-being of the Community. standards Establishing and enforcing minimum means that an individual’s activity or behaviour does not impact significantly on other people in the Community. Not undertaking actions within the Development and Regulatory group of activities could result in significant negative effects. POTENTIAL SIGNIFICANT NEGATIVE NEGATIVE SIGNIFICANT POTENTIAL BEING OF THE ON THE WELL- EFFECTS COMMUNITY The Development and Regulatory Services group of activities contributes significantly to the following contributes significantly to the and Regulatory Services group of activities The Development Community Outcomes: 124

funding impact STATEMENT - development & regulatory services group

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 ($,000) ($,000) ($,000) ($,000) Sources of operational funding General rates, uniform annual general charges, rates penalties 1,757 1,712 1,707 1,783 Targeted rates (other than targeted rate for water supply) 1,147 1,108 1,140 1,094 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 2,759 2,842 2,947 3,057 Internal charges and overheads recovered 44 57 58 60 Local authorities fuel tax, fines, infringement fees, and other receipts 1,081 1,044 1,073 1,102 Total operating funding 6,787 6,764 6,925 7,095

Applications of operational funding Payments to staff and suppliers 6,540 6,499 6,673 6,840 Finance costs 9 20 19 18 Internal charges and overheads applied 44 57 58 60 Other operating funding applications Total applications of operational funding 6,592 6,575 6,751 6,919

Surplus (deficit) of operational funding 195 189 175 177

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 297 (8) (8) (9) Gross proceeds from sale of assets 19 0 0 0 Lump sum contributions Total sources of capital funding 316 (8) (8) (9)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 739 106 79 129 Increase (decrease) in reserves (228) 75 87 39 Increase (decrease) in investments Total application of capital funding 511 181 166 168

Surplus (deficit) of capital funding (195) (189) (175) (177)

Funding balance 0 0 (0) 0

Depreciation expense (not included in the above FIS) 168 178 168 174 long term plan 2012-22 council activities 125 0 0 0 0 0 71 15 75 75 70 (0) 141 (13) 222 155 (13) 1,322 1,320 (155) 2,242 8,578 3,864 8,668 8,823 ($,000) 2021/22 3 0 0 0 0 0 16 72 72 (0) 213 145 (12) 160 148 (12) 1,297 2,170 1,284 (160) 3,755 8,329 8,418 8,578 ($,000) 2020/21 0 0 0 0 0 0 17 97 70 70 54 151 (12) 162 (12) 205 1,247 1,287 3,601 8,018 (162) 2,063 8,106 8,268 ($,000) 2019/20 0 0 0 0 0 18 18 68 68 (11) (0) (11) 138 198 167 156 1,215 1,241 (167) 7,775 3,473 7,861 2,030 8,027 ($,000) 2018/19 0 0 0 0 0 19 32 66 66 (0) 192 128 (10) 170 160 1,141 (10) 1,186 3,371 1,923 (170) 7,433 7,518 7,687 ($,000) 2017/18 0 0 0 0 0 0 19 45 64 64 118 (9) (9) 186 163 172 1,158 1,105 1,907 (172) 7,233 7,316 3,254 7,488 ($,000) 2016/17 0 0 0 0 0 62 62 78 20 84 (9) 171 (9) (0) 179 162 1,126 1,815 (171) 3,146 1,069 7,218 6,965 7,047 ($,000) 2015/16 126 long term plan 2012-22 council activities 127 The Animal Control Activity minimises the effects of dogs on Invercargill residents’ and visitors’ quality of life. The Animal Control Activity provides 24-hour animal control services to ensure that animal related nuisances are responded to. How theHow Activity Contributes the City ontribute to potential through education and enforcement and potential through education and the wider Community to live enable dog owners harmoniously. We C What to Council provides an Animal Control service cultural promote the environmental, social and well- well-being of the Community. Environmental to reports being is promoted by staff responding as well of uncontrolled dogs and other animals, as dog attacks. Minimising animal nuisances District as provides a benefit to residents of the dogs are well as those visiting. In the City Centre, area is a safe effectively banned to ensure that this business. place for people to congregate and do well-being The Community’s social and cultural enjoy pet is promoted by people being able to are areas ownership, being informed that there and by where dogs can be exercised off a leash, dogs in public people being safe from uncontrolled dog spaces. Pet ownership, and in particular through ownership, contributes to people’s lifestyle companionship and the need to regularly exercise animals. Provide a quick and effective response to potential environmental hazards or nuisance. Promote Invercargill actively as a great place to live, work, play and visit. Council’s Role in Achieving Council’s

Investigates complaints received in relation to Investigates complaints received in relation animal behaviour. City. Maintains a register of dogs within the impounding Provides a service and facility for the and care of stray and seized animals. Provides public education on dog control, ownership and safety. Negative Effect Negative There are no significant negative effects identified for the Animal Control Activity. Healthy lifestyles in a healthy environment. A City that is a great place to live and visit. Community Outcome • • • • Why We Do It dogs can Owners not taking proper care of their roaming dogs cause potential for acts of aggression, and excessive barking. Council aims to reduce this • • • • The Animal Control Activity: The Activity also promotes good dog care and welfare The Activity also promotes and raising in the Community through education duties for dog awareness about legal obligations and owners and the general public. We Do What Activity provides for the control The Animal Control and helps to minimise the harm of dogs and stock, done by dogs. Animal ControlAnimal 128

What the Community Can Expect Council will continue to provide the Animal Control Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A City that is a Promote Invercargill The Animal Control The Animal Control De-sexing great place to actively as a great Activity minimises Service encourages programmes live and visit. place to live, work, the effects of dogs on responsible dog for dogs are play and visit. Invercargill residents’ and ownership. undertaken. visitors’ quality of life. Healthy lifestyles Provide a quick and Animal Control Activity The Animal “Suitably trained in a healthy effective response provides 24-hour Control Service is staff” are available environment. to potential Animal Control Services professional and to respond to environmental to ensure that animal prompt, especially requests for hazards or nuisance. related nuisances are in instances of service.* responded to. community safety.

* “Suitably trained staff” are those staff who hold accreditation from the National Institute of Animal Control Officers.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 New measure De-sexing Minimum of Minimum of Minimum of Minimum of programmes one de-sexing one de-sexing one de-sexing one de-sexing for dogs are programme programme programme programme undertaken. undertaken undertaken undertaken undertaken annually. annually. annually. annually. Available 24 Suitably Suitably trained Suitably trained Suitably trained Suitably trained hours per trained staff staff are staff are staff are staff are day, seven are available available 24 available 24 available 24 available 24 days per to respond to hours per day, hours per day, hours per day, hours per day, week. requests for seven days per seven days per seven days per seven days per service. week. week. week. week.

What Assets We Own

Major Asset Category Dog Pound (Shared facility with the Southland District Council). long term plan 2012-22 council activities 129   Loans / Reserves    General Rate Source of Funding dogs, and has additional capacity to enable Council dogs, and has additional dogs for a longer time to accommodate unclaimed the adoption process for suitable period, to facilitate dogs. a “Keeping of It is Council’s intention to investigate be advertised Animals” Bylaw. This is scheduled to half of 2012. for public consultation during the second    User Charges / Fees User Charges s Ahead Capital for Improvement Renewals Activity Maintenance and Operations ’ What agreed to build a new pound In June 2011, Council and operated as a Shared Service that will be owned District Council. The Southland with the Southland signalled their intention to District Council have the 25 bays provided at the pound. utilise five bays of reflects Their financial commitment to the project of security this. The new pound has a high level of theft of through its design, reducing the likelihood 130

funding impact STATEMENT - animal control

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 147 135 120 123 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 454 473 489 504 Internal charges and overheads recovered 0 6 6 6 Local authorities fuel tax, fines, infringement fees, and other receipts 10 17 18 17 Total operating funding 611 631 633 650

Applications of operational funding Payments to staff and suppliers 574 573 590 609 Finance costs 9 20 19 18 Internal charges and overheads applied 0 6 6 6 Other operating funding applications Total applications of operational funding 583 598 615 633

Surplus (deficit) of operational funding 28 32 18 17

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 297 (8) (8) (9) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 297 (8) (8) (9)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 550 0 26 0 Increase (decrease) in reserves (225) 24 (16) 9 Increase (decrease) in investments Total application of capital funding 325 24 10 9

Surplus (deficit) of capital funding (28) (32) (18) (17)

Funding balance 0 0 0 (0)

Depreciation expense (not included in the above FIS) 12 17 2 2 long term plan 2012-22 council activities 131 2 5 5 6 0 0 0 0 0 0 0 6 0 15 19 151 20 (13) 779 819 (13) 644 800 (20) $’000 2021/22 7 2 6 6 7 0 0 0 0 0 0 0 0 16 19 19 147 619 (12) 771 (19) 749 (12) 790 $’000 2020/21 2 6 6 0 0 0 0 0 0 0 8 17 32 20 20 721 142 (12) (12) (23) 596 764 744 (20) $’000 2019/20 2 6 6 8 0 0 0 0 0 0 0 0 8 19 18 19 (11) (11) 138 719 575 (19) 695 738 $’000 2018/19 2 6 6 0 0 0 0 0 0 19 10 29 20 20 (0) 135 (10) 716 672 (10) 556 (20) 697 (20) $’000 2017/18 2 6 6 0 0 0 0 0 0 0 0 19 19 10 19 10 131 (9) (9) 539 (19) 650 676 695 $’000 2016/17 2 6 6 0 0 0 0 0 0 0 18 10 10 18 20 (9) (9) (0) 521 128 629 (18) 673 655 $’000 2015/16 132 long term plan 2012-22 council activities 133 Policing the requirements of the Building Act and Policing the requirements for service to investigate responding to requests problems. of regulatory Promotion of knowledge requirements. • • promoted by the fair and consistent administration of the Building Code. Cultural and social well-being is promoted by the Community knowing that venues for public meetings and gatherings are safe to use. • • Why We Do It theThe Building Control Activity implements and impartiallyrequirements of the Building Act fairly buildings areso that the public has confidence that Code andconstructed in accordance with the Building requirements. consented buildings meet Building Code meansAccreditation as a Building Consent Authority building work isthat Council’s processes are such that minimumassessed and inspected to ensure it meets means thatstandards. Meeting minimum standards for theirbuildings are safe to enter and suitable purposes. e City th ontribute to

Providing advice and education to the general Providing advice and education to the proposed public, tradespeople and designers on building work. under Receiving and processing applications Project the Building Act 2004. This includes Building Information Memorandums (PIMs), issuing Consents, inspections, issuing Code Compliance Certificates and Compliance Schedules. • • Council provides the Building Control Activity to promote the environmental, economic, social and cultural well-being of the Community. Environmental well‑being is promoted by checking compliance with minimum standards for building work at both the planning and building stages. Economic well-being is We C What The Building Control Activity includes: • • We Do What a Building Control Authority Council must act as in relation to any application within Invercargill and any consent granted for a Building Consent, application. Council received in response to that Building Consent Authority in 2010 accreditation as a every two and works to retain this when assessed years. The next review is due in 2012. Building Control 134

Community Outcome Council’s Role in Achieving How the Activity Contributes A City that is a great Design spaces, buildings and roads The Building Control Activity ensures that all place to live and visit. with community safety and interest buildings are of a safe and durable standard for in mind, and encourage others to do occupation. the same. The Building Control Activity keeps records showing that commercial and industrial buildings have been maintained to the standard required to ensure public safety. The Building Control Activity promotes best practice in the building industry by providing informative materials and advice. The Building Control Activity is a quality control process covering Building Consents.

Negative Effect There are no significant negative effects identified for the Building Control Activity.

What the Community Can Expect Council will continue to provide the Building Control Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A City that is Design spaces, The Building Control Activity The Council ensures Statutory time a great place buildings and roads ensures that all buildings that building work frames for to live and with community are of a safe and durable is safe and in processing consents visit. safety and interest standard for occupation. accordance with are met. in mind, and the Building Act The Building Control Activity encourage others by processing Council’s ‘Earthquake keeps records showing that to do the same. applications, Prone Buildings’ commercial and industrial inspecting work Policy reflects the buildings have been and providing most recent advice maintained to the standard information and from the Department required to ensure public advice. of Building and safety. Housing.

The Building Control Activity Council’s ‘Building promotes best practice in the Sector News’ is building industry by providing regularly published. informative materials and advice. Accreditation as a The Building Consenting Building Consent system is a quality control Authority is retained. process covering building work. long term plan 2012-22 council activities 135 Accreditation is retained when assessed every two years. Published 12 times per year. The ‘Earthquake Prone Building’ policy is reviewed at least once every five years. 100% Target 2015-22 Target  General Rate Accreditation is retained. Published 12 times per year. A report to Council is tabled presenting guidelines to be adopted. * 100% Target 2014/15 Target Source of Funding a devastating effect on the region and New Zealand as a whole. As such, Central Government is preparing guidance on what must be included in Local Councils’ Earthquake policies. Council is actively working with other neighbouring Local Authorities to determine what efficiencies can be gained through the sharing of services in the Building Control area. Accreditation is retained. Published 12 times per year. A report to Council is tabled presenting guidelines to be adopted. * 100% Target 2013/14 Target  User Charges / Fees User Charges Accreditation is retained. Published 12 times per year. A report to Council is tabled presenting guidelines to be adopted. * 100% Target 2012/13 Target Accreditation as a Building Consent Authority is retained. Council’s ‘Building Sector News’ is regularly published. Council’s ‘Earthquake Prone Buildings’ Policy reflects the most recent advice from the Department of Building and Housing. Statutory time frames for processing consents are met. Measure s Ahead Accreditation received in 2010. Published 15 times. New measure 99% Activity Operations Baseline 2010/11 The earthquakes in the Canterbury Region have had Current resource levels may need to be reviewed to enable Council to meet any new requirements. ’ What Central Government is currently undertaking two amendments to the Building Act 2004. Until the amendments are finalised, it is difficult to establish exactly what effect they could have on how Council performs its role as a Building Consent Authority. * A report will be tabled when the recommendations in late 2012. received are Commission the Council Royal from will then its policy review of these in light recommendations and any associated changes to the Building Act. 136

funding impact STATEMENT - Building control

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 585 548 525 573 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 1,950 2,000 2,069 2,135 Internal charges and overheads recovered 2 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 41 18 16 14 Total operating funding 2,578 2,566 2,610 2,722

Applications of operational funding Payments to staff and suppliers 2,487 2,468 2,510 2,621 Finance costs 0 0 0 0 Internal charges and overheads applied 2 0 0 0 Other operating funding applications Total applications of operational funding 2,489 2,468 2,510 2,621

Surplus (deficit) of operational funding 90 98 100 101

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 0 0 0 0 Gross proceeds from sale of assets 19 0 0 0 Lump sum contributions Total sources of capital funding 19 0 0 0

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 150 41 42 51 Increase (decrease) in reserves (42) 57 57 50 Increase (decrease) in investments Total application of capital funding 109 98 100 101

Surplus (deficit) of capital funding (90) (98) (100) (101)

Funding balance 0 0 0 (0)

Depreciation expense (not included in the above FIS) 90 102 106 109 long term plan 2012-22 council activities 137 0 0 0 0 0 0 0 0 0 0 0 0 56 40 96 96 139 (22) 685 (96) 3,292 2,724 3,292 3,388 $’000 2021/22 0 0 0 0 0 0 0 0 0 0 0 0 63 34 97 97 134 (15) 699 (97) 2,622 3,209 3,307 3,209 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 0 52 46 (9) 98 98 (0) 129 636 (98) 3,151 2,524 3,053 3,053 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 0 49 50 (4) 98 98 124 651 (98) 2,434 2,982 3,081 2,982 $’000 2018/19 1 0 0 0 0 0 0 0 0 0 0 0 0 57 43 99 99 120 595 (99) 2,851 2,354 2,851 2,950 $’000 2017/18 5 0 0 0 0 0 0 0 0 0 0 0 0 53 47 611 116 100 100 (100) 2,796 2,280 2,796 2,896 $’000 2016/17 8 0 0 0 0 0 0 0 0 0 0 0 0 53 112 45 99 99 558 (99) 2,672 2,771 2,205 2,672 $’000 2015/16 138

Civil Defence and Emergency Management

What We Do Why We Do It Council is part of Shared Services for Civil Defence The Southland Civil Defence Emergency Management and Emergency Management which is delivered Group is a Joint Committee made up of the Mayors and through Emergency Management Southland (EMS). Chairperson from the territorial and regional councils. EMS was established in 2009 as a means to a It is responsible for providing adequate resources for more coordinated approach by the four councils in EMS to undertake its activities and meet each council’s Southland to Emergency Management. It has led to requirements under the Civil Defence Emergency such efficiencies as the establishment of a standalone Management Act 2002. The Joint Committee has Emergency Operations Centre (EOC) and more delegated many of its responsibilities to the Coordinating focused attention on emergency planning, training Executive Group which has executive representation from of council staff and volunteers as well as Public the Councils and emergency services. The Coordinating Education activities. Executive Group sets the strategic framework and priorities for EMS to work towards. This information will The priority hazards events for EMS to plan and be outlined in a five year plan which is required under respond to are earthquakes, flooding, biosecurity legislation and the second generation of this Plan is due incursion and tsunami. EMS will also plan and to be become operative in 2012. respond to other events as outlined in the five year plan titled the Southland CDEM Group Plan. EMS The Activity mitigates negative impacts on many will work with appropriate councils and agencies communities in the event of a large scale emergency. to monitor and plan for the uncertainty of climate Council promotes the need for individuals and change. Within its planning and response capability, communities to prepare for emergencies and assists EMS will work with a large number of organisations in them to build their capacity to effectively respond to a coordinated approach to maximise relationships and and recover quickly from emergency events. Council community resilience. also has in place systems and processes to help coordinate and respond to emergency events. This EMS produces an Annual Business Plan outlining its contributes to restoring quality infrastructure, safe proposed activities and operates under a Heads of roads, safe homes, healthy lifestyles, access to health Agreement between the four Councils. EMS employs services, and ensuring a safe, healthy and accessible four full time staff as well as managing a large built environment. Preventative/proactive work also network of volunteers. reduces the costs of recovering from emergencies.

What We Contribute to the City Council provides a Civil Defence Emergency recovery plans in place in the event of an emergency Management service to promote the economic and affecting the District. Social well-being is promoted by social well-being of the Community. Economic well- the Community being prepared for an emergency. being is promoted by Council having response and long term plan 2012-22 council activities 139 Measure of Service Number of public education activities delivered to residents, schools and interest groups. Percentage of residents who have awareness of at least three of the major hazards likely to affect Southland. Percentage of residents who have a plan for coping with a civil defence emergency. Customer Level of Service Enhancing the Community’s capability to respond to and recover from civil defence emergencies Increasing Community awareness, understanding and preparedness and participation in Civil Defence Emergency Management. The activity has led to the four Southland The activity has led Councils working together to create efficiencies such as the establishment of a standalone focused Emergency Operations Centre and more attention on emergency planning. The activity provides the necessary resources to The activity provides to emergency events and coordinate and respond on how best to prepare educates the Community for emergency events. How theHow Activity Contributes How theHow Activity Contributes The activity provides the necessary resources to coordinate and respond to emergency events and educates the Community on how best to prepare for emergency events. an Expect Actively seek efficiencies through Actively seek efficiencies innovation, shared services and streamlining processes. Provide a quick and effective Provide a quick and environmental response to potential hazards or nuisance. Council’s Role in Achieving Council’s Provide a quick and effective response to potential environmental hazards or nuisance. Council’s Role Council’s ommunity C Negative Effect Negative There are no significant negative effects identified for the Civil Defence Emergency Management Activity. Strong, innovative leadership. Healthy lifestyles in a Healthy lifestyles in healthy environment. Healthy lifestyles in a healthy environment. Community Outcome Community Outcome the C What Defence Emergency Management Activity. Council will continue to provide the Civil 140

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service Strong, Actively seek The activity has led to the Reducing the risk Advocacy by EMS to innovative efficiencies four Southland Councils from hazards to appropriate councils leadership. through innovation, working together to acceptable levels. on appropriate shared services create efficiencies such resources and policy and streamlining as the establishment of to mitigate effects processes. a standalone Emergency of natural disasters. Operations Centre and Facilitation and more focused attention on funding of the emergency planning. Engineering Lifelines Group.

Baseline Target 2015- Measure Target 2012/13 Target 2013/14 Target 2014/15 2010/11 22 42 Number of public 30 30 30 30 education activities delivered to residents, schools and interest groups. 24% Percentage of 40% 45% 50% 55% residents who have awareness of at least three of the major hazards likely to affect Southland. 41% Percentage of 50% 55% 55% 60% residents who have a plan for coping with a civil defence emergency. New measure Advocacy by EMS to 3 3 3 3 appropriate councils on appropriate resources and policy to mitigate effects of natural disasters (measured by Annual Plan submissions). New measure Facilitation and 3 3 3 3 funding of the Engineering Lifelines group (measured by meeting per annum). long term plan 2012-22 council activities 141  jects General Rate Pro orks Source of Funding W Proposed new capital Environment Southland will fund any purchases. Management Southland is looking at ways to improve Management Southland is looking at sectors retention of volunteers for civil defence as Lions by tapping into existing structures such support to Clubs, Rural Fire Service and through Rural Support organisations such as the Southland Trust. at present and Climate change is a very topical issue impacts that it Council needs to be prepared for the may bring.  User Charges / Fees User Charges wn We O ssets s Ahead Operations Activity A What Centre (EOC) is owned by The Emergency Operation with Emergency Management Environment Southland costs. Southland paying overhead The activity relies on volunteers and these resources The activity relies on volunteers and Emergency are becoming more difficult to source. The level of preparedness for an emergency has The level of preparedness for an emergency impact of increased within the last 12 months, the have been the Canterbury earthquakes may well there is still the catalyst for the improvement, but event of a major room for much improvement. In the need to be able emergency it is likely that people will days before to cope independently for at least three as a hazard help arrives. The emergence of tsunami Southland is a which could have a major impact on is underway new challenge. Ongoing public education major to improve public knowledge on Southland’s of having a better hazards, with the intended outcome prepared Community. ’ What 142

funding impact STATEMENT - civil defence & emergency management

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 231 238 246 254 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 173 165 171 176 Total operating funding 404 403 417 431

Applications of operational funding Payments to staff and suppliers 404 403 417 431 Finance costs 0 0 0 0 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 404 403 417 431

Surplus (deficit) of operational funding 0 0 0 0

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 0 0 0 0 Increase (decrease) in reserves 0 0 0 0 Increase (decrease) in investments Total application of capital funding 0 0 0 0

Surplus (deficit) of capital funding 0 0 0 0

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 143 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 225 324 549 549 549 $’000 2021/22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 217 312 529 529 529 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 209 300 509 509 509 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 201 491 491 491 290 $’000 2018/19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 195 475 280 475 475 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 271 188 460 460 460 $’000 2016/17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 182 262 445 445 445 $’000 2015/16 144 long term plan 2012-22 council activities 145 How theHow Activity Contributes Promotes good parking practices and enforces parking time limits to ensure regular turnover of vehicles in areas of high parking demand, for example the City Centre. Promotes good parking practice, particularly around schools. e City th ontribute to Why We Do It to provide public on/off street The Council has chosen of these facilities ensures that parking. Enforcement for all. Education and there is equitable parking parking behaviour, particularly enforcement of good undertaken to protect pedestrians. around schools, is ensures a Enforcement of car parking restrictions opportunities turnover of vehicles in retail areas and park, such for specialist vehicles to be able to safely as buses and taxis. We C What to promote Council provides the Compliance Activity well-being the environmental, social and economic is of the Community. Environmental well-being notices to promoted by the issuing of infringement on public roads remove non roadworthy vehicles from Social and by reducing environmental nuisance. road safety as well-being is promoted by encouraging Mobility Scheme well as the management of the Total for persons which provides subsidised transport to use the bus with a disability and who are unable service. Economic well-being is promoted by the regular turnover of vehicles (and therefore potential customers) in commercial areas where demand for parking is high. Provide an environment that is business friendly and nurtures strong business. Ensure that all projects/services consider how best they can cater for people with disabilities, the elderly, youth and families. Council’s Role in Achieving Council’s including Parking Services including Parking

Responding to requests for service about Responding to requests for service about noise environmental nuisances, for example sections and control, smoke nuisance, overgrown dumping of rubbish. Providing educational material to non-compliant parties. Education, registration and monitoring of signage boards on footpaths. Enforcement of car parking in the District. abandoned Monitoring and removing vehicles left on roads within its jurisdiction. schools Promoting good parking behaviour around willing to and offering education to those schools participate. Police Providing support staff for the New Zealand when required. A diverse and growing economy. A City that is a great place to live and visit. Community Outcome • • • • • • • • • • The Compliance component involves: The Parking component involves: • • • • We Do What manages parking The Compliance Activity and supports the Environmental enforcement services responding to requests for service Health Activity by nuisance complaints. The in respect to environmental and monitors signage boards activity also registers of Total on footpaths and manages the administration Activity. Mobility Southland on behalf of the Roading Compliance 146

Negative Effect There are no significant negative effects identified for the Compliance Activity.

What the Community Can Expect Council will continue to provide the Compliance Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A diverse Provide an Promotes good parking Provide and manage Parking patrols of and growing environment that practices and enforces equitable parking Council managed economy. is business friendly parking time limits to access for all users. parking spaces. and nurtures strong ensure regular turnover business. of vehicles in areas of high parking demand, for example the City Centre. A City that is Ensure that all projects/ Promotes good parking Ongoing education Educational material a great place services consider how practice, particularly of drivers about is distributed at to live and best they can cater for around schools. safety around schools. visit. people with disabilities, schools. the elderly, youth and families.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 New Parking patrols of Average 80 Average 80 Average 80 Average 80 measure Council managed hours patrolling hours patrolling hours patrolling hours patrolling parking spaces. per week. per week. per week. per week. New Educational material is Distributed to Distributed to Distributed to Distributed to measure distributed at schools. 8 schools per 8 schools per 8 schools per 8 schools per year. year. year. year. long term plan 2012-22 council activities 147  Fees andFees Charges Source of Funding dropping off and picking up children. Bad parking dropping off and picking the risk of children being hurt. behaviour increases significant role in decreasing this Education plays a that will be a focal point for the risk and is something Compliance Activity. s Ahead Operations Activity ’ What told Council that enforcement The Community has around schools is very of good parking practices the Invercargill School Review important. In 2004 schools being merged to resulted in 25 primary in a significant increase form 19. This has resulted schools, in the number of vehicles parking outside 148

funding impact STATEMENT - compliance

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties (85) (84) (88) (91) Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 15 6 6 6 Internal charges and overheads recovered 42 51 53 54 Local authorities fuel tax, fines, infringement fees, and other receipts 800 789 816 841 Total operating funding 771 763 787 812

Applications of operational funding Payments to staff and suppliers 706 687 709 732 Finance costs 0 0 0 0 Internal charges and overheads applied 42 51 53 54 Other operating funding applications Total applications of operational funding 748 738 762 786

Surplus (deficit) of operational funding 23 25 25 25

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 12 18 9 33 Increase (decrease) in reserves 11 7 16 (7) Increase (decrease) in investments Total application of capital funding 23 25 25 25

Surplus (deficit) of capital funding (23) (25) (25) (25)

Funding balance 0 0 (0) (0)

Depreciation expense (not included in the above FIS) 23 26 26 27 long term plan 2012-22 council activities 149 9 8 0 0 0 0 0 0 0 0 0 0 12 35 69 69 20 20 932 (118) (20) 1,062 1,001 1,022 $’000 2021/22 1 8 0 0 0 0 0 0 0 0 0 0 21 21 33 67 67 20 (111) (21) 899 966 987 1,024 $’000 2020/21 11 11 8 0 0 0 0 0 0 0 0 0 32 64 64 22 22 (0) 951 865 986 930 (22) (107) $’000 2019/20 7 0 0 0 0 0 0 0 0 0 0 31 37 62 62 23 23 (14) 834 954 896 920 (23) (103) $’000 2018/19 7 0 0 0 0 0 0 0 0 0 13 10 30 60 60 23 23 (0) 923 891 807 867 (23) (100) $’000 2017/18 7 6 0 0 0 0 0 0 0 0 0 0 18 29 58 58 24 24 782 895 (97) 864 840 (24) $’000 2016/17 7 9 0 0 0 0 0 0 0 0 0 0 14 28 56 56 24 24 812 756 866 (94) 836 (24) $’000 2015/16 150 long term plan 2012-22 council activities 151 Environmental Health provides 24 hour noise response services. Environmental Health provides for the registration and inspection of businesses that ensures commercial, industrial, and retail activities meet environmental health legislation. How theHow Activity Contributes e City th ontribute to health legislation and bylaws and the promotion of health legislation and practices. sustainable environmental Health Activity covers a wide The Environmental which provides the Community range of activities minimum standards are being with assurance that food premises, controlling the sale met – inspection of noise, litter, of liquor, resolution of nuisances (odour, disease. pests) and investigation of infectious We C What service Council provides an Environmental Health social and to promote the environmental, economic, Environmental cultural well-being of the Community. in the District well-being is promoted by properties being maintained in a sanitary and non-offensive by manner. Economic well-being is promoted enforcing minimum public health standards. by the Cultural and social well-being is promoted District and administration of liquor licensing in the investigation of nuisances such as noise. Provide an environment that is business friendly and nurtures strong business. Provide a quick and effective response to potential environmental hazards or nuisance. Council’s Role in Achieving Council’s

Negative Effect Negative There are no significant negative effects identified for the Environmental Health Activity. A diverse and growing economy. Healthy lifestyles in a healthy environment. Community Outcome Why We Do It Health The foremost goal of the Environmental public Activity is to improve, promote and protect of public health within the District by the enforcement The Environmental Health Activity controls food The Environmental Health Activity controls of nuisance premises, liquor licensing and resolution enforcement, (odour, noise, litter, pests). As well as interpretation of Environmental Health duties involve acting as an scientific or technical data and reports, general public educator or advisor to Council and the and environmental monitoring duties. We Do What Health Activity is a subset of The Environmental on environmental conditions public health focusing affect, or have the potential to and hazards which either by direct or indirect affect, human health, through education, auditing, means. This is provided to emergency inspection, enforcement and response incidents, such as chemical spills. Environmental Health 152

What the Community Can Expect Council will continue to provide the Environmental Health Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service Healthy Provide a quick Environmental Health Members of the Excessive noise lifestyles in and effective provides 24 hour noise Community are complaints are a healthy response to potential response services. not subjected to investigated and environment. environmental hazards inappropriate noise responded to within or nuisance. levels. one hour. A diverse Provide an Environmental Food premises are Food premises are and growing environment that Health provides safe and healthy for checked annually for economy. is business friendly for the registration the public. compliance. and nurtures strong and inspection of business. businesses that ensures commercial, industrial, Liquor is Tavern or and retail activities meet appropriately Entertainment Environmental Health controlled within the licencees are legislation. District. checked annually for compliance.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 93% Excessive noise 95% 95% 95% 95% complaints are investigated and responded to within one hour. 83% Food premises are 80-90% 80-90% 80-90% 80-90% checked annually for compliance. 88% Tavern or entertainment 80-90% 80-90% 80-90% 80-90% licencees are checked annually for compliance. long term plan 2012-22 council activities 153  General Rate Source of Funding Council is working proactively with Environment Council is working Contaminated Land, and has Southland in assessing to work with Environment signalled its intention Health South to find a Southland and Public to tackle the growing concern sustainable strategy over air quality within the District.  User Charges / Fees User Charges s Ahead Activity Operations ’ What Zealand’s food legislation by the The review of New Safety Authority requires food New Zealand Food Food Control Plans. This change premises to develop Health Officers will will mean that Environmental plans and processes rather than audit and verify food that this inspect the premises. Council considers within the next regime is likely to become compulsory two years. 154

funding impact STATEMENT - Environmental health

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 862 855 883 903 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 147 175 181 197 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 26 23 20 20 Total operating funding 1,035 1,053 1,085 1,121

Applications of operational funding Payments to staff and suppliers 1,008 1,035 1,069 1,104 Finance costs 0 0 0 0 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 1,008 1,035 1,069 1,104

Surplus (deficit) of operational funding 27 18 16 17

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 25 45 0 16 Increase (decrease) in reserves 2 (27) 16 1 Increase (decrease) in investments Total application of capital funding 27 18 16 17

Surplus (deficit) of capital funding (27) (18) (16) (17)

Funding balance (0) (0) 0 0

Depreciation expense (not included in the above FIS) 27 19 19 20 long term plan 2012-22 council activities 155 2 4 0 0 0 0 0 0 0 0 0 0 0 0 0 4 4 25 (4) 215 1,179 1,393 1,393 1,396 $’000 2021/22 7 7 7 0 0 0 0 0 0 0 0 0 0 0 25 59 (7) (0) 243 (52) 1,104 1,345 1,353 1,345 $’000 2020/21 8 8 0 0 0 0 0 0 0 0 0 0 0 0 8 8 24 (0) (8) 221 1,293 1,072 1,301 1,293 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 9 9 0 0 18 10 23 (9) (9) 213 1,249 1,036 1,259 1,249 $’000 2018/19 0 0 0 0 0 0 0 0 0 0 0 0 11 11 13 22 29 (11) 218 (18) 993 1,213 1,213 1,224 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 0 0 21 51 16 14 14 971 199 (37) (14) 1,173 1,173 1,187 $’000 2016/17 0 0 0 0 0 0 0 0 0 0 0 21 18 15 15 28 (0) 193 (13) (15) 940 1,136 1,151 1,136 $’000 2015/16 156 long term plan 2012-22 council activities 157 How theHow Activity Contributes The Resource Management Activity ensures that a District Plan is in place that contains appropriate standards and guidelines for development and infrastructure. The Resource Management Activity establishes environmental standards for activities throughout the District, and promotes sustainable developments. Offering quality advice to clients on their options Offering quality advice under the RMA. and responsibilities property identification Maintaining Council’s road names and numbers. database and issuing rating valuation roll. Maintaining Council’s Development of policies reflecting the Invercargill Development of policies reflecting the environment. other Implementation of the District Plan and environmental policies. Promotion of best environmental practice. • • • • • • Economic well-being is promoted by the fair and consistent administration of the District Plan. The District Plan enables the Community to undertake and develop activities and facilities that provide for its cultural and social well-being. • • • Why We Do It Activity is to The goal of the Resource Management of the natural promote the sustainable management through: and physical resources of the District • • • Provide an environment that is business friendly and nurtures strong business. Implement and protect distinct development zones across the District. Council’s Role in Achieving Council’s the City ontribute to

The ongoing development of the District Plan to The ongoing development of the District ensure that it reflects the current environment and changes in legislation. The processing of applications for Building the provisions Consents to ensure compliance with of the District Plan. the RMA. The processing of applications under of the The promotion of sustainable management environment by non‑regulatory means. resource The monitoring of the environment, consents and complaints. District Plan Enforcement of the provisions of the with the where necessary to ensure compliance provisions of the District Plan. A diverse and growing economy. Healthy lifestyles in a healthy environment. Community Outcome • • • • • • We C What Council provides the Resource Management Activity to promote the environmental, economic, social and cultural well-being of the Community. Environmental well-being is promoted by establishing minimum standards in the District Plan and their promotion. • • • • • • We Do What Act 1991 (RMA) requires The Resource Management certain functions and Councils to undertake District Plan is how Council responsibilities. The the Invercargill environment. The interprets these in activity includes: Resource Management 158

Negative Effect No significant negative effects have been identified for the Resource Management Activity.

What the Community Can Expect Council will continue to provide the Resource Management Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A diverse Provide an The Resource The District The District Plan and growing environment that Management Activity Plan addresses is monitored economy. is business friendly ensures that a environmental issues and changes and nurtures strong District Plan is in through ongoing recommended to business. place that contains review. Council. appropriate standards and guidelines for development and infrastructure. Healthy Implement and The Resource Development that Statutory timeframes lifestyles in protect distinct Management does not meet the for processing a healthy development zones Activity establishes standards in the consents are met. environment. across the District. environmental District Plan is subject standards for to the resource activities throughout consent process the District, and where it can be promotes sustainable refused or granted development. with appropriate conditions.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 New measure The District Plan Undertaking Undertaking Staff develop Staff develop is monitored the District Plan the District Plan reports on key reports on key and changes review. review. issues for the issues for the recommended to District to be District to be Council. considered by considered by Council as is Council as is necessary. necessary. 99% Statutory 100% 100% 100% 100% timeframes for processing consents are met. long term plan 2012-22 council activities 159  Targeted Rate Targeted Source of Funding between 2011 and 2014, and discussions about the between 2011 and 2014, costs of developing one plan possible benefits and councils when the Plan is further for the Southland consultation by 2020 are reviewed for public read more about the District Plan underway. You can on page Review project in the Key Projects section 62.  User Charges / Fees User Charges s Ahead Activity Operations ’ What provided by the Resource Demand for services are largely generated by the Management Activity level of economic development Community and the Monitoring of the state of the within the District. changes needs to happen environment and Plan the District. regardless of the level of activity within 2005. Council The District Plan became operative in in stages is actively reviewing the District Plan 160

funding impact STATEMENT - resource management

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 17 20 20 20 Targeted rates (other than targeted rate for water supply) 1,147 1,108 1,140 1,094 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 193 189 201 214 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 32 32 32 33 Total operating funding 1,388 1,348 1,394 1,360

Applications of operational funding Payments to staff and suppliers 1,361 1,333 1,378 1,344 Finance costs 0 0 0 0 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 1,361 1,333 1,378 1,344

Surplus (deficit) of operational funding 27 15 16 16

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 2 2 2 29 Increase (decrease) in reserves 25 13 14 (13) Increase (decrease) in investments Total application of capital funding 27 15 16 16

Surplus (deficit) of capital funding (27) (15) (16) (16)

Funding balance 0 (0) (0) (0)

Depreciation expense (not included in the above FIS) 16 15 16 16 long term plan 2012-22 council activities 161 3 0 0 0 0 0 0 0 0 0 0 0 13 15 15 34 20 20 273 (15) 1,322 1,633 1,633 1,648 $’000 2021/22 3 0 0 0 0 0 0 0 0 0 0 0 13 15 15 33 20 20 263 (15) 1,297 1,613 1,598 1,598 $’000 2020/21 3 0 0 0 0 0 0 0 0 0 0 12 19 15 15 33 20 (0) 253 (15) 1,287 1,578 1,593 1,578 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 18 16 16 33 35 20 (17) (16) 244 1,241 1,523 1,539 1,523 $’000 2018/19 2 0 0 0 0 0 0 0 0 0 0 0 14 18 16 16 34 20 236 (16) 1,141 1,416 1,431 1,416 $’000 2017/18 2 0 0 0 0 0 0 0 0 0 0 17 13 16 16 34 20 (0) 229 (16) 1,105 1,372 1,372 1,388 $’000 2016/17 2 0 0 0 0 0 0 0 0 0 0 0 17 13 15 15 34 20 221 (15) 1,328 1,069 1,343 1,328 $’000 2015/16 162

Community Services

WHAT WE DO Community Services encompasses activities which as specialised services. The District’s commitment to provide services and facilities for the use and supporting its residents and their needs is reflected in enjoyment of the Community. These include: the Community Development, Housing Care Service, •• Community Development Passenger Transport and Public Toilets activities. •• Housing Care Service •• Libraries and Archives WHAT WE CONTRIBUTE TO THE •• Parks and Reserves COMMUNITY •• Passenger Transport Community Services contributes towards the •• Pools promotion of the social, economic, environmental and cultural well-being of the Community. Social well- •• Public Toilets being is promoted by the advocacy, provision and •• Theatre Services advice and administration of funding programmes In addition to these activities, Council has developed within the Community Development Activity as relationships with, and financially supports, entities well as the provision of accommodation for people which provide specialised community services. with limited financial resources. Access to aquatic facilities and parks and reserves for all people – regardless of age or physical abilities – in a safe, WHY WE DO IT clean environment promotes social well-being. Public The Community Services group of activities provides toilets provide an amenity to the Community in retail the Community with services and facilities that enable areas and at Stirling Point, Bluff. Economic well- them to be active members of society. It is this group being is promoted by providing access to library and of activities which makes the Invercargill District archive resources which include research facilities unique – the wide range and number of parks and and technology (internet). Environmental well-being reserves, quality pool facilities and libraries, as well is promoted by maintaining the Housing Care Service long term plan 2012-22 council activities 163  Public Public Toilets    Pools for ssumptions    Transport Passenger Passenger and   Parks Parks Reserves ommunity Services the mobility of people who have disabilities. Cultural the mobility of people are respected and provided for as and religious needs and crematorium service. Part part of the cemeteries Community’s culture is enjoying of the Invercargill sea and rivers for recreation as easy access to the The Pools Activity enables the well as employment. swimming Community to develop water confidence, activities skills and partake in water-oriented leisure in a controlled, supervised environment. contributesThe Community Services group of activities Outcomes: significantly to the following Community Future Demand A C The demand for the Community Services group of activities will change as our population ages. Council services and facilities are already adapting to this change which has become “business as usual”, for example, the expansion of the large print and talking book section in the libraries and the development of walking tracks for informal recreation. and    Archives Libraries  Care Service Housing   Community Development A diverse and growing economy. Strong, innovative leadership. A city that is a great place to live and visit. Healthy lifestyles in a healthy environment. Community Outcome The Community Services group of activities are managed to ensure that they do not create any significant negative effects on the well-being of the Community. The activities are undertaken to provide positive effects (for example Libraries and Archives) or to resolve negative effects (for example Public Toilets). POTENTIAL SIGNIFICANT NEGATIVE NEGATIVE SIGNIFICANT POTENTIAL BEING OF THE ON THE WELL- EFFECTS COMMUNITY units and grounds which are located in residential units and grounds of automated public toilets in areas. The provision transport system within the retail areas and a public helps reduce the impact urban area of Invercargill The environment is of people on the environment. parks network distributed enhanced by an extensive is throughout the District. Cultural well-being organisations promoted by supporting groups and services, which which provide specialised community identity, and celebrate and promote their cultural of super through library collections. The provision Scheme assist low floor buses and the Total Mobility 164

funding impact STATEMENT - community services group

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 ($,000) ($,000) ($,000) ($,000) Sources of operational funding General rates, uniform annual general charges, rates penalties 3,853 3,832 3,971 4,245 Targeted rates (other than targeted rate for water supply) 11,665 12,139 12,925 13,319 Subsidies and grants for operating purposes 1,172 1,375 1,358 1,415 Fees, charges and targeted rates for water supply 2,646 2,763 2,972 3,066 Internal charges and overheads recovered 10,460 10,490 10,854 11,309 Local authorities fuel tax, fines, infringement fees, and other receipts 1,873 2,137 2,233 2,270 Total operating funding 31,668 32,737 34,313 35,624

Applications of operational funding Payments to staff and suppliers 20,209 18,931 23,144 22,295 Finance costs 964 411 382 411 Internal charges and overheads applied 10,460 10,490 10,854 11,309 Other operating funding applications Total applications of operational funding 31,633 29,833 34,379 34,015

Surplus (deficit) of operational funding 35 2,904 (67) 1,609

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 1,285 81 3,439 1,035 Gross proceeds from sale of assets 48 0 0 0 Lump sum contributions Total sources of capital funding 1,333 81 3,439 1,035

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 783 488 0 0 - to replace existing assets 2,615 3,180 3,557 3,216 Increase (decrease) in reserves (2,030) (684) (185) (572) Increase (decrease) in investments Total application of capital funding 1,368 2,985 3,372 2,644

Surplus (deficit) of capital funding (35) (2,904) 67 (1,609)

Funding balance 0 0 (0) (0)

Depreciation expense (not included in the above FIS) 4,199 3,168 3,202 3,265 long term plan 2012-22 council activities 165 0 0 0 0 (0) 597 3,913 1,709 5,154 2,305 4,033 15,102 15,102 4,628 3,772 2,765 16,685 (1,268) (1,007) 25,398 41,096 (1,007) (3,772) 44,868 ($,000) 2021/22 0 0 0 0 (0) 615 (96) (615) 1,662 (615) 3,343 3,766 2,256 4,959 4,506 3,246 16,435 3,862 24,601 14,466 14,466 39,683 43,545 (3,862) ($,000) 2020/21 0 0 0 0 (0) 676 (53) 2,701 4,154 1,584 3,625 2,475 4,835 13,992 13,992 15,784 3,886 2,648 (1,238) 23,740 (1,238) 42,294 38,408 (3,886) ($,000) 2019/20 0 0 0 0 93 43 685 1,616 2,296 2,463 3,496 4,055 4,689 13,377 13,377 3,670 (1,237) 2,390 15,065 22,975 (1,237) 37,037 40,707 (3,627) ($,000) 2018/19 0 0 0 0 37 129 725 3,381 1,545 2,257 12,971 12,971 3,960 2,408 4,584 (1,182) 3,604 2,386 14,696 (1,182) 22,285 35,981 39,586 (3,568) ($,000) 2017/18 0 0 0 0 0 22 1,511 749 3,275 3,637 2,330 2,390 12,561 12,561 2,412 (1,031) 4,480 21,656 14,254 3,444 (1,031) 38,410 34,966 (3,444) ($,000) 2016/17 0 0 0 0 121 426 3,381 2,107 5,512 3,166 1,447 2,273 4,372 4,376 11,742 11,742 7,739 3,363 13,553 21,022 4,376 33,189 36,552 (3,363) ($,000) 2015/16 166

Provision of Specialised Community Services

PROVISION OF SPECIALISED COMMUNITY SERVICES Council has developed relationships with other also support the “Healthy lifestyles in a healthy entities which provide specialised community services environment” Community Outcome by providing which the Council supports financially to enhance or promoting the provision of a diverse range the Community’s cultural well-being. These services of excellent quality and safe indoor and outdoor support the “A City that is a great place to live and recreational facilities. visit” Community Outcome by promoting Invercargill Significant entities that provide specialised services actively as a great place to live, work, play and visit and the level of financial support from Council are and providing or promoting a range of events that detailed below: create vibrancy and build community. These services

Level of Financial Contribution towards the Specialised Entity Support Per Annum Service Provided 2012/13 ($)

Service Contracts Andersons Park Art Gallery Trust Board Operation and promotion of the Anderson 131,900 Park Art Gallery and care of the extensive collection. Invercargill Venue and Events Managing operation of the Civic Theatre. 12,750 Management Southland Indoor Leisure Centre Operation and maintenance of Stadium 500,000 Charitable Trust Southland. Southland Museum and Art Gallery Trust Operation of the Southland Museum and 453,154 Board Art Gallery. Southland Regional Heritage Committee Preserving the Regional Heritage of 660,773 Southland. Vibrant City Centre Invercargill Maintaining and promoting a healthy City 80,000 Incorporated Centre.

Grants Bluff Maritime Museum Trust Board Operation of the Bluff Maritime Museum. 20,000 Bluff Pool Trust Operation of the Bluff Community Pool. 180,000 Citizens Advice Bureau 24,000 Environment Southland Contribution towards the completion of 50,000 the Invercargill – Bluff Walkway/Cycleway. Events Fund* Contribution towards event creation/ 100,000 promotion. Facilities Maintenance Fund Contribution to the ongoing maintenance 100,000 of Council owned facilities utilised by Community Groups and Sports Clubs. Football for all Weathers 21,400 long term plan 2012-22 council activities 167  Level of Financial Level SupportPer Annum 2012/13 ($) 100,000 100,000 (2013/14 year) 190,957 5,000 50,000 25,000 20,000 5,000 Other Sources of Funding Source of Funding  General Rate Contribution towards the Specialised Service Provided the holding of iconic Contribution towards in Invercargill. events or performances Contribution to drainage works for the Queen’s Park cricket outfields. To be funded by loan in 2013/14, with the loan repaid by ofSouthland Cricket Association in the form increased rental over a ten year period. Loan interest for 2012/13 year resulting Loan interest for 2012/13 year resulting from the contribution to Stadium Southland rebuild. Operation of the Southland Multicultural Operation of the Southland Multicultural Council. Providing subsidies on Healthy Homes Providing subsidies on Healthy Homes initiatives for citizens. Contribution towards building rental. Contribution towards a South City to Kiwisport programme and contribution Sport Southland. Contribution towards the provision of new Contribution towards the provision of new premises. Contributions Activity Iconic Events Fund* Entity Grants continued Southland Cricket Association Southland Indoor Leisure Centre Charitable Trust Southland Multicultural Council Southland Warm Homes Trust Southland Youth One Stop Shop Trust Sport Southland The Salvation Army *The purpose of the Events financial Fund is to provide assistance to encourage the holding of significant events or performances must Applicants meet eligibility criteria and in Invercargill. then Council will determine whether a financial contribution will be made. The purpose of the Iconic Events financial Fund is to provide assistance iconic events or performancesfor that no longer meet in Invercargill the the eligibility criteria for Events Fund, for more been years. The than three example, events that have operating Examples of iconic events are for Buskers’ Festival and the Burt Challenge. Munro 168

funding impact STATEMENT - other Grants Excluding Venture Southland and Southland Regional Heritage Committee

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 1,944 1,967 2,092 2,327 Targeted rates (other than targeted rate for water supply) 109 111 118 131 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 3 3 3 Local authorities fuel tax, fines, infringement fees, and other receipts 0 7 21 22 Total operating funding 2,053 2,088 2,234 2,483

Applications of operational funding Payments to staff and suppliers 4,082 2,002 3,963 4,034 Finance costs 0 0 0 0 Internal charges and overheads applied 0 3 3 3 Other operating funding applications Total applications of operational funding 4,082 2,006 3,967 4,037

Surplus (deficit) of operational funding (2,029) 82 (1,733) (1,554)

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 1,989 (59) 1,757 1,579 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 1,989 (59) 1,757 1,579

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 0 0 0 0 Increase (decrease) in reserves (40) 23 24 25 Increase (decrease) in investments Total application of capital funding (40) 23 24 25

Surplus (deficit) of capital funding 2,029 (82) 1,733 1,554

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 169 3 3 0 0 0 0 0 0 0 0 0 0 47 40 47 160 439 (392) 2,835 2,596 (392) (439) 2,599 3,038 $’000 2021/22 3 3 0 0 0 0 0 0 0 0 0 0 37 43 43 155 426 2,514 (383) 2,749 2,518 (383) (426) 2,944 $’000 2020/21 3 3 0 0 0 0 0 0 0 0 0 0 34 40 40 150 415 (376) (415) 2,435 2,666 (376) 2,439 2,854 $’000 2019/20 3 3 0 0 0 0 0 0 0 0 0 0 37 32 37 146 405 2,591 (368) 2,363 (368) (405) 2,772 2,366 $’000 2018/19 3 3 0 0 0 0 0 0 0 0 0 0 34 30 34 142 396 (362) 2,523 2,299 (396) (362) 2,302 2,698 $’000 2017/18 4 4 0 0 0 0 0 0 0 0 0 0 32 28 32 138 388 (356) 2,239 2,460 (356) (388) 2,630 2,242 $’000 2016/17 4 4 0 0 0 0 0 0 0 0 0 0 26 30 30 135 381 2,177 2,181 (381) (350) 2,397 2,561 (350) $’000 2015/16 170

funding impact STATEMENT - Southland regional heritage committee

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 0 0 0 0 Targeted rates (other than targeted rate for water supply) 609 661 941 971 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 303 359 471 476 Total operating funding 912 1,020 1,412 1,446

Applications of operational funding Payments to staff and suppliers 912 1,020 2,691 1,265 Finance costs 0 0 0 0 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 912 1,020 2,691 1,265

Surplus (deficit) of operational funding 0 0 (1,279) 181

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 0 0 1,279 (181) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 0 0 1,279 (181)

Surplus (deficit) of capital funding 0 0 1,279 (181)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 171 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 244 1,239 1,482 1,482 1,482 $’000 2021/22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 239 1,192 1,431 1,431 1,431 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 251 503 1,147 (251) 1,399 (251) (251) 1,399 1,650 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 498 1,371 234 1,107 1,371 (234) 1,604 (234) (234) $’000 2018/19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 218 493 (218) 1,346 1,070 (218) (218) 1,346 1,564 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 489 203 1,322 1,037 (203) 1,322 1,526 (203) (203) $’000 2016/17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 193 480 (193) 1,289 1,002 (193) (193) 1,289 1,482 $’000 2015/16 172 long term plan 2012-22 council activities 173 e City th ontribute to The Community Development Activity coordinates the Invercargill Community Council Consultation programme. The Community Development Activity champions Crime Prevention through environmental design principles and coordinates the Safer Invercargill Sub- committee. The Community Development Activity works collaboratively with the Community to encourage the development of local events and administers funding through the Creative Communities Invercargill and Invercargill Active Communities programmes. The Community Development Activity supports the Glengarry Revitalisation Committee and works with other Council activities on the South City revitalisation programme. How theHow Activity Contributes makeup of communities. Council is committed to makeup of communities. retain and provide quality helping communities and recreational opportunities. community services Activity takes a The Community Development with community groups and proactive role in working are appropriate agencies to ensure opportunities developed. We C What Council provides the Community Development and Activity to promote the cultural, social environmental well-being of the Community. of the This activity promotes cultural awareness to Community by helping groups and organisations identity. The celebrate and promote their cultural through volunteer (not-for-profit) sector is supported of advocacy, provision of advice and administration is enhanced funding programmes. The environment by the promotion of personal safety. Communicate effectively with ratepayers, be accessible and respond to community need. Design spaces, buildings and roads with community safety and interest in mind, and encourage others to do the same. Provide and promote a range of events that create vibrancy and build community. Support community-led revitalisation of Bluff, South City, Waikiwi, Windsor, Glengarry and the CBD. Council’s Role in Achieving Council’s

Strong, innovative leadership. A City that is a great place to live and visit. Community Outcome Council recognises people as the Community’s greatestCouncil recognises people as the Community’s with aasset. Communities have had to contend servicescommunity of scope and range the in decrease They have also had to contend with level. local a at patterns, changing demographics and population changing land-use, changing use of technology fabric and and their various impacts on the social Why We Do It

We Do What Activity is responsible The Community Development groups and organisations to for assisting individuals, not-for-profit opportunities and identify and develop for community services. This to provide advocacy of advice and information to includes the provision of assist project development, the administration of community funding programmes, the coordination and other based projects and working with youth identified sectors. Community Development 174

Negative Effect No significant negative effects have been identified for the Community Development Activity.

What the Community Can Expect Council will continue to provide the Community Development Activity.

Community How the Activity Customer Level Measure of Council’s Role Outcome Contributes of Service Service A City that is a Design spaces, The Community Council provides Number of groups great place to buildings and roads Development Activity assistance in and households live and visit. with community champions the Crime District Safety involved in safety and interest Prevention through programmes. Neighbourhood in mind, and environmental design Support. encourage others to principles and coordinates do the same. the Safer Invercargill Sub- committee. Provide and The Community Funding is available Funding rounds promote a range of Development Activity works for increasing for the Creative events that create collaboratively with the participation in Communities vibrancy and build Community to encourage arts, culture and Invercargill and Community. the development of local physical activity. Invercargill Active events and administers Communities funding through the Creative programmes are Communities Invercargill held. and Invercargill Active Communities programmes. Strong, Communicate The Community Councillors are Provide Community innovative effectively with Development Activity accessible to the Clinics that ensure leadership. ratepayers, coordinates the Invercargill Community. public level access be accessible Community Council to Councillors. and respond to Consultation programme. Community need. long term plan 2012-22 council activities 175 Three clinics held in South Invercargill and three clinics held in North Invercargill per year.* Two funding rounds per year. Increasing number. Target 2015-22 Target  Other Sources of Funding Three clinics held in South Invercargill and three clinics held in North Invercargill per year.* Two funding rounds per year. Increasing number. Target 2014/15 Target Source of Funding volunteers over recent years and it is anticipated this will continue. As Invercargill becomes more multicultural this may create an additional demand for this activity.  Three clinics held in South Invercargill and three clinics held in North Invercargill per year.* Two funding rounds per year. Increasing number. Target 2013/14 Target General Rate Three clinics held in South Invercargill and three clinics held in North Invercargill per year.* Two funding rounds per year. Increasing number. Target 2012/13 Target Provide Community Clinics that ensure public level access to Councillors. Funding rounds for the Creative Communities Invercargill and Invercargill Active Communities programmes are held. Number of groups and households involved in Neighbourhood Support. Measure s Ahead 11 clinics - Data not seperated into north and south Invercargill in the 2010/11 year. 2 rounds for each fund 1,184 households 78 groups Baseline 2010/11 Activity Operations ’ What It is impossible to predict future demand for the Community Development Activity because it is generally driven by changes beyond Council’s control, such as decisions made by Central Government. There has been a reduction in the numbers of *Council has trialled the Community Clinics concept throughout 2009-2011. The heading been targets forward have established based on the demand Community Clinics confirmed the for through trial period. 176

funding impact STATEMENT - community development

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 222 258 240 248 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 2 2 2 2 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 5 0 0 0 Total operating funding 228 259 242 250

Applications of operational funding Payments to staff and suppliers 348 250 233 240 Finance costs 0 7 6 6 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 348 257 239 247

Surplus (deficit) of operational funding (120) 3 3 3

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (7) (3) (3) (3) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding (7) (3) (3) (3)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 0 0 0 0 Increase (decrease) in reserves (127) 0 0 0 Increase (decrease) in investments Total application of capital funding (127) 0 0 0

Surplus (deficit) of capital funding 120 (3) (3) (3)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 177 2 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 (4) (4) (4) 314 316 312 307 $’000 2021/22 2 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 (4) (4) (4) 301 303 295 305 $’000 2020/21 7 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 (4) (4) (4) 291 293 284 295 $’000 2019/20 2 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 (4) (4) (4) 274 282 280 284 $’000 2018/19 2 6 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 (3) (3) (3) 273 271 265 275 $’000 2017/18 2 6 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 (3) (3) (3) 257 264 263 266 $’000 2016/17 7 2 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 (3) (3) (3) 256 248 255 258 $’000 2015/16 178 long term plan 2012-22 council activities 179 Measure of Service Rentals levels maintained between 20-30% of gross superannuation. e City th ontribute to Customer Level of Service Affordable accommodation is provided. Housing Care Service provides low cost, Housing Care Service provides low cost, the quality accommodation to pensioners, disabled and those on low/fixed incomes. How theHow Activity Contributes To provide affordable housing to those with To provide affordable limited financial resources. at current standards. To maintain properties • • The principal objectives for the Housing Care Services The principal objectives Activity are: • • We C What Activity to Council undertakes the Housing Care well-being of promote the social and environmental promoted by the the Community. Social well-being is with limited provision of accommodation for people is financial resources. Environmental well-being grounds which promoted by maintaining the units and are located in residential areas. How theHow Activity Contributes The provision of low cost, quality accommodation to pensioners, the disabled and those on low/fixed incomes who meet the entry criteria. an Expect Ensure that all projects/services consider how best they can cater for people with disabilities, the elderly, youth and families. Council’s Role in Achieving Council’s Council’s Role Council’s Ensure that all projects/services consider how best they can cater for people with disabilities, the elderly, youth and families. ommunity C

Negative Effect Negative No significant negative effects have been identified for the Housing Care Activity. A City that is a great place to live and visit. Community Outcome Community Outcome A City that is a great place to live and visit. Council will continue to provide the Housing Care Services Activity. the C What The Invercargill City Council is involved in providing The Invercargill City Council is involved financial housing for elderly people with limited housing market resources and for whom the general and presents problems in terms of affordability manageability. Why We Do It

We Do What Service provides adequate The Housing Care for citizens who meet Council’s affordable housing owns 21 complexes providing entry criteria. Council and Bluff. The Housing Care 215 units in Invercargill been self funding, with income Service has always on rates. derived solely from rents, with no draw Housing CareHousing Services 180

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 Current Rentals levels 20-30% 20-30% 20-30% 20-30% maximum as maintained between at 1 April 2011 20-30% of gross is 24.2%. superannuation.

What Assets We Own

Complex Number of Units Decade of Construction Aiden Place, 132 Princes Street 8 1980 Anzac Court, 9 Tone Street, Bluff 5 1990 Cairnsmore Flats, 160 Leet Street 12 1980 Clarendon Court, 60 Stirrat Street 14 1980 Elston Lea Village, 50 Murphy Street 41 1950 Jim Brass Place, 163 Crinan Street 4 1990 Kelly Court, 210 Crinan Street 7 1970 Kinross Flats, 30 Henderson Street, Bluff 6 1980 Korimako Court, 12 Waverley Street 10 1970 Laurell Court, 2 Maltby Street 8 1970 15-21 Miller Street 4 1950 Nevill Place, 26 Selwyn Street 16 1970 Aurora Place, 15-29 Janet Street 8 1950 Niven Place, 104 Earn Street 7 1970 Otarewa Village, 90 Conon Street 22 1990 Pateke Place, 459 Yarrow Street 8 1970 Powell Court, 295 Pomona Street 6 1980 Stirling Flats, Gregory Street, Bluff 6 1980 Strathpine Flats, 246 Ettrick Street 7 1970 Thorndale Flats, 3 Lithgow Street 6 1980 Willow Park, 64 Adamson Crescent 10 1980 long term plan 2012-22 council activities 181 - 2014/2015 $000  Fees andFees Charges Source of Funding required to vacate their units. This could also impact required to vacate to attract tenants in the future. on Council’s ability maintenance needs of units and Council is aware of annually. allocates resources - 2013/2014 $000 jects 100 2012/2013 $000 Pro orks s Ahead Clarendon Court Recladding Project Operations Activity W Proposed ’ What may eventually be required to Ratepayer funding Care Service at its current level. maintain the Housing (totally or in part) to address Reducing the service on existing tenants who may be this would impact 182

funding impact STATEMENT - housing care services

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 0 0 0 0 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 940 968 1,002 1,034 Internal charges and overheads recovered 730 800 815 840 Local authorities fuel tax, fines, infringement fees, and other receipts 0 27 20 17 Total operating funding 1,669 1,796 1,837 1,891

Applications of operational funding Payments to staff and suppliers 650 647 682 704 Finance costs 120 37 36 36 Internal charges and overheads applied 730 800 815 840 Other operating funding applications Total applications of operational funding 1,500 1,484 1,534 1,580

Surplus (deficit) of operational funding 169 312 304 310

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (175) (55) (59) (63) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding (175) (55) (59) (63)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 205 388 298 271 Increase (decrease) in reserves (210) (132) (53) (24) Increase (decrease) in investments Total application of capital funding (6) 256 245 248

Surplus (deficit) of capital funding (169) (312) (304) (310)

Funding balance 0 0 (0) 0

Depreciation expense (not included in the above FIS) 388 388 412 418 long term plan 2012-22 council activities 183 6 11 0 0 0 0 0 0 0 0 59 (4) (4) 416 575 974 974 358 904 1,319 420 1,884 (420) 2,304 $’000 2021/22 6 8 0 0 0 0 0 0 0 0 56 (4) (4) 917 917 344 560 869 403 400 1,270 1,791 2,195 (403) $’000 2020/21 0 0 0 0 0 0 0 0 10 26 331 961 961 510 (21) (61) 371 310 (61) 835 1,222 (371) 2,193 1,822 $’000 2019/20 0 0 0 0 0 0 0 0 31 12 319 497 945 945 (34) (70) 804 355 1,179 285 (70) 1,781 2,136 (355) $’000 2018/19 0 0 0 0 0 0 0 0 15 35 777 925 925 (73) 309 485 (39) 343 270 (73) 1,140 1,737 (343) 2,080 $’000 2017/18 0 0 0 0 0 0 0 0 17 37 441 (71) 752 (71) 299 (37) 900 900 333 262 1,104 (333) 1,689 2,021 $’000 2016/17 0 0 0 0 0 0 0 0 38 20 871 871 726 429 289 (32) (66) 323 257 (66) 1,068 1,635 1,959 (323) $’000 2015/16 184 long term plan 2012-22 council activities 185 The Libraries and Archives Activity is involved in Shared Services with the Clutha, Gore and Southland District Council’s through membership in the Southlib (regional library management software) corsortia. The Library provides two libraries, the Central Library and the branch library in Bluff. These libraries provide safe public space for the Community to use. The Library supports lifelong learning, digital literacy and reading across all ages and abilities. This ensures that we have an informed community and workforce. How theHow Activity Contributes Lends 2,000 items to customers. Lends 2,000 items Answers 300 questions. in events and Has 100 people participating information skill programmes. Has 25 visits to electronic databases. • • • • to the District (past and present) and associated to the District (past and present) and research facilities. Social well-being is promoted as the Libraries and Archives facilities offer the Community an extensive collection of materials (eg books, DVDs) for loan and research as well as access to technology (internet). • • • • Why We Do It whose Libraries develop an informed community are members are literate and inspired. Libraries recreation, provided as a resource for education, culture, and the well-being of the Community. needs Libraries support the learning and recreational and of residents, while library buildings, collections community events also contribute to building a strong identity. Actively seek efficiencies through innovation, shared services and streamlining processes. Provide or promote the provision of a diverse range of excellent quality and safe, indoor and outdoor recreational facilities, both natural and man-made. Ensure that the building blocks for sustainable business are in place, including energy, water, communication and workforce. Council’s Role in Achieving Council’s e City th ontribute to

Has 1,550 visits to libraries and 250 visits to the Has 1,550 visits to libraries and 250 website. Strong, innovative leadership. Healthy lifestyles in a healthy environment. A diverse and growing economy. Community Outcome • We C What Council undertakes the Libraries and Archives Council undertakes the Libraries and Activity to promote the cultural, social and economic well-being of the Community. Economic well-being is promoted as services are used for recreation, research and business activities. Cultural well-being is promoted as the facilities contain material relating • In an average day, Invercargill City Libraries In an average day, Invercargill City Libraries presently: Free membership is now extended to all members Free membership is now extended to and Dunedin of the Southlib Consortia (Invercargill Lakes, Cities, Clutha, Gore, Waitaki, Queenstown Councils). Southland and Central Otago District We Do What operates two libraries, a Invercargill City Council Central Business District, and central library in the in Bluff. The central library is a small branch library week and the Bluff library is open seven days per week. The central library has four open five days per Services, departments: Adult’s Services, Children’s Technical Information Services and Archives, and Services. Libraries and Archives 186

Negative Effect There are no significant negative effects identified for the Libraries and Archives Activity.

What the Community Can Expect Council will continue to provide the Libraries and Archives Activity.

Community Customer Level Measure of Council’s Role How the Activity Contributes Outcome of Service Service A diverse Ensure that the building The Libraries and Archives Library stock is Number of and growing blocks for sustainable Activity supports lifelong learning, of good quality, issues per year. economy. business are in place, digital literacy and reading quantity and including energy, across all ages and abilities. This variety. water, communications ensures that we have an informed Level of reference and workforce. community and workforce. enquiries. Healthy Provide or promote The Libraries and Archives Services offer a Increasing lifestyles in the provision of a Activity provides two libraries, the good experience number of visits a healthy diverse range of Central Library and the branch for all users. per year. environment. excellent quality library in Bluff. These libraries and safe, indoor and provide safe public space for the outdoor recreational Community to use. facilities, both natural and man-made. Strong, Actively seek The Libraries and Achives Libraries are Membership as innovative efficiencies Activity is involved in Shared accessible a percentage of leadership. through innovation, Services with the Clutha, and available total population. shared services Gore and Southland District to the wider and streamlining Councils through membership Community. processes. in the Southlib (regional library management software) consortia.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 702,474 Number of issues per year. 660,000 665,000 670,000 675,000 (issues and renewals) 99,412 Level of reference 85,000 85,000 85,000 85,000 enquiries. 533,475 Increasing number of 500,000 510,000 520,000 530,000 visits per year. 72% Membership as a 65-75% 65-75% 65-75% 65-75% percentage of total population. long term plan 2012-22 council activities 187   Loans / Reserves - 459 - 2014/2015 $000    Uniform Charge Uniform Source of Funding s ahead - 103 - - 2013/2014 $000 office for the New Zealand Police. An Exeloo toilet office for the New on the street frontage which is has also been installed day. open 24 hours per in the Bluff Service Centre. Bluff Library is located ’ What Frequency Council is investigating the use of Radio This technology Identification as a way to tag items. self check would enable automated issuing and investigating systems to be utilised. Council is also E-Books. extending digital resources, for example    User Charges / Fees User Charges 240 - - 70 2012/2013 $000 jects wn Pro orks We O ssets Radio Frequency Identification system Repaint of Library Building Renewal of Elevators and Lift Emergency Power Gen-Set Project Maintenance and Operations Capital for Improvement Renewals Activity W Proposed The Archives building was purchased by the The Archives building was purchased two storeys Invercargill City Council in 2005. It has frontage. with a small mezzanine floor at the street of $2.4 million The building was redeveloped at a cost Dee Street and opened on 18 March 2008. The Base frontage has been developed into a Community A What library was opened in 1989. It The Invercargill central a central public atrium which gives is two storied with building from Dee Street to the access through the Leven Street. There are separate parking building on adults, reference and technical areas for children, sections. 188

funding impact STATEMENT - libraries and archives

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 47 62 62 62 Targeted rates (other than targeted rate for water supply) 3,632 3,574 3,613 3,692 Subsidies and grants for operating purposes 10 8 8 8 Fees, charges and targeted rates for water supply 174 192 198 204 Internal charges and overheads recovered 700 580 618 637 Local authorities fuel tax, fines, infringement fees, and other receipts 80 90 78 78 Total operating funding 4,643 4,505 4,576 4,682

Applications of operational funding Payments to staff and suppliers 3,110 3,123 3,138 3,227 Finance costs 195 125 120 115 Internal charges and overheads applied 700 580 618 637 Other operating funding applications Total applications of operational funding 4,005 3,828 3,877 3,979

Surplus (deficit) of operational funding 638 676 699 703

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (402) (79) (84) (89) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding (402) (79) (84) (89)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 503 846 588 938 Increase (decrease) in reserves (267) (248) 27 (324) Increase (decrease) in investments Total application of capital funding 236 597 615 614

Surplus (deficit) of capital funding (638) (676) (699) (703)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 2,010 1,245 1,166 958 long term plan 2012-22 council activities 189 0 0 0 0 0 14 62 66 417 261 727 (65) 662 985 1,461 1,461 1,638 (323) 3,983 4,982 5,861 (323) (985) 6,846 $’000 2021/22 0 0 0 0 0 13 61 62 251 129 601 731 439 (301) 1,407 1,407 1,588 (301) 3,843 4,926 1,032 6,720 5,688 (1,032) $’000 2020/21 0 0 0 0 0 13 57 62 120 961 242 459 560 680 (281) 1,354 1,354 1,452 (961) (281) 3,697 6,471 4,744 5,510 $’000 2019/20 0 0 0 0 0 12 25 62 58 631 233 443 657 929 1,277 1,277 1,403 (272) 4,593 3,585 (272) (929) 5,305 6,234 $’000 2018/19 9 0 0 0 0 53 62 119 (0) 461 225 522 641 896 1,358 1,246 1,246 5,181 (255) 3,474 4,482 (255) (896) 6,077 $’000 2017/18 9 0 0 0 0 0 61 62 218 757 477 891 653 1,223 (104) 1,208 1,208 (238) (891) 3,385 5,961 4,404 (238) 5,070 $’000 2016/17 8 0 0 0 0 57 62 62 211 122 550 668 668 703 1,013 5,512 5,421 3,796 3,309 6,123 5,421 (703) 4,801 4,098 $’000 2015/16 190

Parks and Reserves including Cemeteries and Crematorium

What We Do The Parks and Reserves Activity manages Council’s and cemeteries for burial and cremation to meet the parks and cemeteries on behalf of the Community, needs of the Invercargill people. providing assets and services to the wider Invercargill Invercargill has 161 parks comprising a total land Community and visitors. Council provides and area of 3,016 hectares. The parks are categorised as maintains public spaces, facilities and amenities for follows: outdoor sports, recreation, beautification projects,

Description Description Premier Parks Parks maintained to a very high amenity standard. Major Parks Generally parks providing sports fields and passive recreation opportunities. Neighbourhood Parks Mostly in urban areas, often provide play equipment and furniture. Environmental Reserves Generally areas of land with high natural values that may provide passive recreation. Undeveloped Parks Areas of undeveloped land. Cemeteries Two open cemeteries, three closed cemeteries and includes the Crematorium.

Why we do it What We Contribute to the City The purpose of parks and cemetery assets is to As the places where the Community can come provide settings and venues for recreational and together, relax, do physical activities and enjoy, the leisure activities in the City along with providing for open spaces of a City are important to the social burials and crematorium services. These facilities are well-being of the Community. Protecting the cultural fundamental in their contribution to the continued identity and heritage values of open spaces is vital for health and well-being of the Community. Trees and a sustainable future and contributes to the cultural open space also enhance the amenity of the City well-being of the Community. Reducing the ecological which make it a pleasant place to live and attractive footprint of the open space services and providing to visitors. clean and green local environments contributes to the environmental well-being of the Community. The qualities of the City’s open spaces reinforce Invercargill’s desirability as a place where people want to live, work, visit and invest, contributing to the economic well-being of the Community. long term plan 2012-22 council activities 191 How theHow Activity Contributes provide facilities Parks and reserves sport, recreation and opportunities for and leisure activities. Parks and reserves enhance the aesthetic value of the City. Parks and Reserves assist in protecting Invercargill’s history and heritage. All buildings and structures owned and All buildings and structures owned and with managed by Council on reserves comply the Building Act and related standards. All buildings requiring a warrant of fitness hold a current certificate and are maintained in accordance with the warrant. Parks playgrounds, buildings and structures are monitored by park asset overseers and maintenance contracts include regular monitoring of park facilities and vegetation for safety issues. The Health and Safety in Employment Act 1992 is enforced. General issues identified and recorded in the parks register for that purpose. Cemetery attendants are aware of cultural and social issues, and park developments are planned and designed with this in mind. • • • • • Response to ensure Council maintains a monitoring system from parks that the potential for negative effects Council and cemeteries is kept to a minimum. by mitigates these potential negative effects ensuring: • • • • • Provide or promote the provision of a Provide or promote quality and diverse range of excellent recreational safe indoor and outdoor and man-made. facilities, both natural Council’s Role in Achieving Council’s access to open Provide and promote spaces, including green spaces and the coast. Promote Invercargill actively as a great place to live, work, play and visit. Herbicide and pesticide spray drift or run Herbicide and pesticide spray drift or off into neighbouring properties or water. Petrol and diesel spills or leakages from tanks located on reserves. and Unmaintained areas can cause plant runoff animal pest infestation, stormwater problems and erosion. Restricted new and present cemetery space. Safety of park and playground users. Reserve users causing nuisance (eg noise, vandalism, dog behaviour, etc). Causing offence to different cultures and stakeholders through inappropriate design of facilities, developments or actions by staff or contractors. · · · · · · · Environmental · · · · Social · · Cultural · • • • The Parks and ReservesThe Parks Activity is managed to ensure that it does not significant create negative on the social, economic, environmental and effects cultural well-being of the Community. Effects Negative Significant Potential Negative Effect Negative • • • Healthy lifestyle in a healthy Healthy lifestyle in environment. A City that is a great place to live and visit. Community Outcome 192

What the Community Can Expect Council will continue to provide the Parks and Reserves Activity.

Community How the Activity Customer Level Measure of Council’s Role Outcome Contributes of Service Service A City that is a Promote Invercargill actively Parks and reserves Queens Park Queens Park great place to as a great place to live, enhance the aesthetic is recognised is accredited live and visit. work, play and visit. value of the City. nationally as as a “Garden a significant of National municipal garden. Significance”. Parks and reserves Burial records are Burial records assist in protecting available to the are available Invercargill’s history and general public. on Council’s heritage. website. Healthy Provide or promote the Parks and reserves A diverse range Percentage of lifestyles in provision of a diverse range provide facilities and of parks and urban residents a healthy of excellent quality and opportunities for sport, reserves are within 500 environment. safe indoor and outdoor recreation and leisure available and metres of a park recreational and facilities, activities. accessible. or reserve. both natural and man-made. Provide and promote access to open spaces, including green spaces and the coast.

Target Target Target Target Baseline 2010/11 Measure 2012/13 2013/14 2014/15 2015-22 Accreditation Queens Park is Accreditation Accreditation Accreditation Accreditation retained. accredited as a “Garden retained retained retained retained of National Significance”. 96% Percentage of urban 96% 96% 96% 96% residents within 500 metres of a park or reserve. 100% Burial records are 100% 100% 100% 100% Records available available on Council’s including details Website. of plot location, a headstone phototgraph and record of the headstone inscription. long term plan 2012-22 council activities 193 d

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T E The map below identifies residential areas which are within 500 metres of a reserve in the Invercargill and Bluff 500 metres of a reserve in the residential areas which are within The map below identifies urban areas. 194

What Assets We Own Parks and Reserves

Description Number Area (ha) Description Premier Parks 3 112.1553 Parks maintained to a very high amenity standard. Major Parks 41 301.7795 Generally parks providing sports fields and passive recreation opportunities. Neighbourhood Parks 71 23.9912 Mostly in urban areas, often provide play equipment and furniture. Environmental Reserves 34 2566.7479 Generally areas of land with high natural values that may provide passive recreation. Undeveloped Parks 12 11.8714 Areas of undeveloped land.

161 3016.5453

Cemeteries and Crematorium

Description Area (ha) Status Eastern Cemetery 28.5960 Open Crematorium 10.2200 Operative Greenpoint Reserve Cemetery 10.6898 Open William Stirling Reserve Cemetery 0.0028 Closed St Johns Cemetery 2.0234 Closed Bluff Cemetery 4.9195 Closed

56.4515

What’s Ahead Changing Trends in the use of Parks Increases in informal recreation such as walking, Council will continue to review and, if necessary, cycling and jogging have replaced demand for more rationalise the assets that are being provided to the formal sports facilities. This has meant that sports Community. There is a trend for cities to look towards fields needs are well catered for with surplus capacity. a more regional approach to the supply of recreational It has also resulted in Council increasing the use facilities and this is an option for Invercargill City. of environmental reserves for walking and cycling where sustainable and investigating projects like the Invercargill to Bluff walking/cycling track. Changes in Cemetery Trends

With our aging population, use of our Premier Parks The ratio between burials and cremations changes is expected to remain high and increased demand over time. Currently the ratio sits at 42% burials for strategically placed seating, toilets and parking and 58% cremations. A regular review of these facilities is anticipated. trends will ensure that Council meets the needs of the long term plan 2012-22 council activities 195   2014/2015 $000 - - 85 147 101 - - 192 Loans / Reserves    2013/2014 $000 - - 83 143 98 - 134 - Targeted Rate Targeted Source of Funding efficiently and effectively as possible. Capital works efficiently and effectively as possible. exceeding for the next three years having a value $75,000 per annum are: Future burial and cremation provision is well catered Future burial and cremation 100 years of available space for with approximately for this activity.    2012/2013 $000 150 100 80 138 95 130 - - User Charges / Fees User Charges jects Pro orks Eastern Cemetery Development Purchase of Surrey Park School Grounds Queens Park Specialist Displays New Play Equipment Plant and Equipment Toilet Major Parks Cemetery Land Purchase Turf Surfaces Project Maintenance and Operations Capital for Improvement Renewals Activity The Parks and Reserves Activity has a comprehensive The Parks and Reserves Activity has key to ensuring Asset Management Plan which is the are used as that capital funding and existing assets W Proposed Community and keeps up with changing technology. Community and keeps for up to five pauper Council receives requests year, with most of these being internments each cremations. 196

funding impact STATEMENT - parks and reserves

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 49 72 72 72 Targeted rates (other than targeted rate for water supply) 4,996 5,423 5,852 5,945 Subsidies and grants for operating purposes 38 35 36 37 Fees, charges and targeted rates for water supply 919 874 903 932 Internal charges and overheads recovered 6,954 7,198 7,444 7,677 Local authorities fuel tax, fines, infringement fees, and other receipts 914 1,156 1,134 1,158 Total operating funding 13,869 14,758 15,441 15,821

Applications of operational funding Payments to staff and suppliers 6,039 6,216 6,497 6,706 Finance costs 58 48 44 40 Internal charges and overheads applied 6,954 7,198 7,444 7,677 Other operating funding applications Total applications of operational funding 13,051 13,462 13,985 14,424

Surplus (deficit) of operational funding 818 1,296 1,455 1,397

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (50) 93 (61) (65) Gross proceeds from sale of assets 48 0 0 0 Lump sum contributions Total sources of capital funding (2) 93 (61) (65)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 1,344 1,713 1,501 1,359 Increase (decrease) in reserves (528) (324) (107) (27) Increase (decrease) in investments Total application of capital funding 816 1,389 1,394 1,332

Surplus (deficit) of capital funding (818) (1,296) (1,455) (1,397)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 828 682 712 708 long term plan 2012-22 council activities 197 0 0 0 0 0 14 72 47 (21) 976 (21) 1,189 1,396 1,163 1,142 1,606 (464) 9,776 9,776 8,433 6,905 (1,163) 19,386 18,223 $’000 2021/22 0 0 0 0 0 15 72 46 (19) (19) 925 1,145 1,833 8,218 1,380 9,414 9,414 (566) 1,267 6,879 1,287 17,648 18,934 (1,287) $’000 2020/21 0 0 0 0 0 18 72 44 867 (47) (47) 1,102 7,912 1,354 1,568 (368) 1,247 1,200 9,066 6,606 9,066 16,996 18,243 (1,247) $’000 2019/20 0 0 0 0 0 72 25 42 837 (65) (84) 1,315 1,165 (84) 7,631 1,063 1,183 6,347 8,747 8,747 1,099 (1,183) 17,586 16,403 $’000 2018/19 0 0 0 0 0 41 72 30 807 (78) (46) 1,281 (78) 1,196 1,150 1,028 7,383 6,220 8,465 8,465 1,228 17,106 15,878 (1,228) $’000 2017/18 0 0 0 0 0 31 72 35 40 767 (73) 995 (73) 7,151 1,245 1,147 1,043 8,201 8,201 5,982 1,074 (1,147) 16,535 15,388 $’000 2016/17 0 0 0 0 0 13 72 38 40 737 963 (68) 1,216 (68) 1,188 6,917 7,933 7,933 5,938 1,269 1,202 16,159 14,890 (1,269) $’000 2015/16 198

Passenger Transport

What We Do What We Contribute to the City Invercargill City Council contracts for a bus service within Council undertakes the Passenger Transport Activity the Invercargill urban area, and provides a discounted to promote the environmental, economic and social travel taxi voucher system (Total Mobility Scheme) for well-being of the Community. Economic well-being people with disabilities in the Invercargill District. The is promoted through Council providing access to a Gore and Southland District Councils contract Council public transport system that allows people who do not to administer the Total Mobility Scheme for their Districts. have a motor vehicle to access the City Centre with ease as well as travel across the City. Social well- being is promoted by providing for those people who Why We Do It are unable to catch a bus due to a disability through the Total Mobility Scheme where discounted taxi Council undertakes the Passenger Transport Activity fares are available to people who meet an eligibility on behalf of Environment Southland to ensure that criteria. The provision of wheelchair hoists for taxis residents in the Invercargill urban area have access to is also made to assist those physically unable to use a bus service. super low floor buses. Increasing patronage usage The Total Mobility Scheme provides subsidised of passenger transport reduces the effects of travel transport for people who are unable to use the bus by motor vehicles on the environment and promotes service because of a physical or mental impairment or environmental well-being. medical condition.

The activity provides an affordable, integrated, innovative, safe, responsive and sustainable transport system.

Community Outcome Council’s Role in Achieving How the Activity Contributes A diverse and growing Ensure that the building blocks for Passenger transport ensures that a quality economy. sustainable business are in place, public transport service is available, including energy, water, communication accessible and affordable for people to travel and workforce. to work and education centres. Healthy lifestyles in a Provide or promote the provision of a Passenger transport ensures that a quality healthy environment. diverse range of excellent quality and public transport service is available, safe, indoor and outdoor recreational accessible and affordable for people to travel facilities, both natural and man-made. to recreational facilities. A City that is a great Ensure that all projects/services Passenger Transport provides the Total place to live and visit. consider how best they can cater for Mobility Service that provides subsidised people with disabilities, the elderly, transport for people who are unable to use youth and families. the bus service due to physical or mental impairment of condition. long term plan 2012-22 council activities 199 Target 2015-22 Target 90% 36-39% Total Mobility Scheme is administered. Measure of Service Homes in the Invercargill urban area are within 400 metres of a serviced bus route. Farebox recovery percentage. All members of the Community have the opportunity to use public transport. Target 2014/15 Target 90% 36% Total Mobility Scheme is administered. Customer Level of Service Bus routes are convenient. The bus service is well utilised. Passenger Transport services are provided for all members of the Community. Target 2013/14 Target 90% 34% Total Mobility Scheme is administered. How theHow Activity Contributes Passenger transport ensures that a quality public transport service is available, accessible and affordable for people to travel to work and education centres. Passenger transport ensures that a quality public transport service is available, accessible and affordable for people to travel to recreational facilities. Passenger transport provides the Total Mobility Service that provides subsidised transport for people who are unable to use the bus service due to physical or mental impairment of condition. Target 2012/13 Target 90% 29% Total Mobility Scheme is administered. an Expect Council’s Role Council’s Ensure that the building blocks for sustainable business are in place, including energy, water, communications and workforce. Provide or promote the provision of a diverse range of excellent quality and safe, indoor and outdoor recreational facilities, both natural and man-made. Ensure that all projects/ services consider how best they can cater for people with disabilities, the elderly, youth and families. Measure Homes in the Invercargill urban area are within 400 metres of a serviced bus route. Farebox recovery percentage. All members of the Community have the opportunity to use the public transport. ommunity C Negative Effect Negative effects have been No significant negative Transport Activity. identified for the Passenger Baseline 2010/11 A diverse and growing economy. Healthy lifestyle in a healthy environment. A City that is a great place to live and visit. Community Outcome 90% 14% Total Mobility Scheme is administered. Council will continue to provide the Passenger Transport Activity. Council will continue to provide the Passenger the C What 200

The map below identifies areas within 400 metres of the four circular bus routes within the Invercargill urban area.

T N

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ES WAIAU C R Legend STIRRAT ST T S Urban Boundary DE HY W Route 1 IC K L S O E W V Route 2 E S R T N Route 3 S T Route 4

± Information shown is the currently Bus Routes assumed knowledge as at date printed. If information is vital, with 400metre Buffer confirm with the Authorative Owner. E & O.E. Date Printed: 3/5/2012 (May 2012) long term plan 2012-22 council activities 201  Sources Other Funding  General Rate Source of Funding $1.00 Fare in Off Peak Period Peak in Off Fare $1.00 a flat fare rate of $1.00 It is proposed to introduce periods (9.00am to 2.30pm per trip in the off peak all day Saturday). This flat fare Monday to Friday and and children only. Senior rate will apply to adults via the citizens are provided free off peak travel Travel in Government’s SuperGold Travel Scheme. free of charge. off peak periods had previously been revenue. Fifty Introducing this fare will result in extra with the percent of this revenue comes to Council New Zealand remaining fifty percent received by the Transport Agency.  User Charges / Fees User Charges s Ahead Activity Maintenance and Operations ’ What remove the existing ten suburban Council proposes to Freebie Central Business District city bus routes and bus routes will be replaced with Shuttle. The ten city North” and “Purple Circle amended “Purple Circle Four circular route buses will South” bus routes. 40 minute operate in the peak periods at the current will operate in the headway. Four circular route buses Patronage off peak periods at 60 minute headways. Shuttle has for the Freebie Central Business District this been declining and it is proposed to discontinue service. 202

funding impact STATEMENT - passenger transport

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 139 132 136 141 Targeted rates (other than targeted rate for water supply) 752 878 901 938 Subsidies and grants for operating purposes 993 1,194 1,171 1,222 Fees, charges and targeted rates for water supply 0 12 12 13 Internal charges and overheads recovered 0 1 1 1 Local authorities fuel tax, fines, infringement fees, and other receipts 12 2 (0) (0) Total operating funding 1,896 2,219 2,221 2,315

Applications of operational funding Payments to staff and suppliers 1,908 2,092 2,165 2,233 Finance costs 0 0 0 0 Internal charges and overheads applied 0 1 1 1 Other operating funding applications Total applications of operational funding 1,908 2,094 2,166 2,235

Surplus (deficit) of operational funding (12) 125 55 80

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 18 172 54 79 Increase (decrease) in reserves (30) (47) 1 1 Increase (decrease) in investments Total application of capital funding (12) 125 55 80

Surplus (deficit) of capital funding 12 (125) (55) (80)

Funding balance 0 (0) 0 (0)

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 203 1 1 0 0 0 0 0 0 0 0 0 71 16 (1) 71 71 (0) 190 (71) 1,257 1,460 2,850 2,923 2,852 $’000 2021/22 1 1 0 0 0 0 0 0 0 0 0 0 15 (1) 97 97 97 184 (97) 1,422 1,220 2,743 2,745 2,842 $’000 2020/21 1 1 0 0 0 0 0 0 0 0 0 15 (1) 66 66 66 (0) 176 (66) 1,165 1,352 2,641 2,708 2,642 $’000 2019/20 1 1 1 0 0 0 0 0 0 0 0 14 (1) 91 91 161 90 (0) (91) 1,393 1,069 2,547 2,639 2,548 $’000 2018/19 1 1 1 0 0 0 0 0 0 0 0 61 14 (1) 62 62 (0) 155 (62) 1,332 1,025 2,463 2,526 2,465 $’000 2017/18 1 1 1 0 0 0 0 0 0 0 0 13 (1) 151 84 85 85 (0) (85) 1,305 1,002 2,385 2,387 2,472 $’000 2016/17 1 1 1 0 0 0 0 0 0 0 0 0 13 (1) 57 58 58 145 960 (58) 1,247 2,306 2,366 2,308 $’000 2015/16 204

Pools

What We Do Why We Do It Invercargill City Council provides aquatic facilities at The provision of public swimming pools is seen as the Southland Aquatic Centre for the health, well- being important to the health and well-being of the being and enjoyment of the Community, and also Community. so that people can learn to swim and learn water Invercargill City Council provides public swimming safety. These facilities enable a range of water sports pools because it is unlikely that any private appropriate to the population to be practised and organisation would be able to provide such facilities enjoyed, and also attract events to the City. for community access. The Southland Aquatic Centre’s trading name is The situation in Invercargill is unique. Unlike Splash Palace. Opened in 1997, Splash Palace is one other centres, all Invercargill schools, primary and of New Zealand’s premier aquatic sport and leisure secondary, use the Southland Aquatic Centre for the centres with an average of 325,000 admissions purpose of teaching swimming and water safety. recorded annually. The facilities offered at Splash Palace include: The primary goal of the Pools Activity is to provide •• 50 metre main pool quality and affordable aquatic health and fitness, •• Leisure pool education, sport and leisure services for the Community. •• Swirl pool •• Tots’ pool Council aims to achieve the following objectives: •• Learners’ pool •• To deliver quality community Learn to Swim •• Steam room programmes. •• Waterslide •• To maximise the use of aquatic facilities and opportunities. •• Diving facilities •• To provide a high level of satisfaction of services. •• Meeting rooms •• To ensure that the pools are kept within the •• Café. required water treatment standards. •• To ensure that the pools are managed within the New Zealand Poolsafe Quality Management Scheme. long term plan 2012-22 council activities 205 The Pools Activity works together with the The Pools Activity works together with Invercargill Licensing Trust and the ILT Foundation in providing free Learn to Swim programmes. The Pools Activity offers a range of learn-to- swim, fitness and other water-based learning the activities that cater for all members of Community. metre The Pools Activity provides the only 50 swimming pool in the Southland Region. The Pools Activity offers a high quality facility in which tournaments and championships are hosted. The Pools Activity provides a safe, fun The Pools Activity provides people can enjoy a environment where recreation and leisure diverse range of sport, opportunities. How theHow Activity Contributes All lifeguards hold a current lifeguard award, a All lifeguards hold a current lifeguard current first aid certificate and are trained in emergency management. All other staff hold a current first aid certificate and are trained in emergency management. Splash Palace continuing to be a certified ‘Poolsafe’ facility. The Poolsafe scheme is supported by ACC and is an independent assessment of public pools to ensure that their operations and facilities are safe. • • Response • • Develop and nurture partnerships with Develop and nurture partnerships with key stakeholders. Promote Invercargill actively as a great Promote Invercargill actively as a great place to live, work, play and visit. Promote and provide a range of events that create vibrancy and build Community. Ensure that all projects/services consider how best they can cater for people with disabilities, the elderly, youth and families. Provide or promote the provision of a Provide or promote quality and diverse range of excellent recreational safe indoor and outdoor and man-made. facilities, both natural Council’s Role in Achieving Council’s Risk of drowning or injury by those using the Risk of drowning or injury by those using facility. • The Pools Activity is managed to ensure that it The Pools on the does not significant effects create negative social, economic, environmental and cultural well- being of the Community. Effects Negative Significant Potential Negative Effect Negative • Strong, innovative leadership. A City that is a great place to live and visit. Healthy lifestyles in a Healthy lifestyles in healthy environment. Community Outcome the city bute to we contri What 206

What the Community Can Expect Council will continue to provide the Pools Activity.

Community How the Activity Customer Level Measure of Council’s Role Outcome Contributes of Service Service Healthy Provide or promote the The Pools Activity provides Splash Palace is All water quality lifestyles in provision of a diverse a safe, fun environment safe for users. standards are a healthy range of excellent quality where people can enjoy within limits set in environment. and safe indoor and a diverse range of sport, NZS 5876:2010. outdoor recreational recreation and leisure facilities, both natural and opportunities. man-made. A City that is Ensure that all projects/ The Pools Activity offers Splash Palace is Number of a great place services consider how a range of learn-to-swim, affordable and visits to Splash to live and best they can cater for fitness and other water- well utilised. Palace per head visit. people with disabilities, the based learning activities of Invercargill elderly, youth and families. that cater for all members population. of the Community. Promote Invercargill The Pools Activity provides actively as a great place to the only 50 metre live, work, play and visit. swimming pool in the Southland Region. Promote and provide The Pools Activity offers a range of events that a high quality facility in create vibrancy and build which tournaments and Community. championships are hosted. Strong, Develop and nurture The Pools Activity Splash Palace Percentage of Swim innovative partnerships with key works together with the provides School customers leadership. stakeholders. Invercargill Licensing Trust accessible, who rate their and the ILT Foundation quality learning experience as good in providing free Learn to opportunities. or very good when Swim programmes. surveyed.

Target Target Target Target Baseline 2010/11 Measure 2012/13 2013/14 2014/15 2015-22 Main Pool: 92% All water quality standards are 95% 95% 95% 95% Leisure Pool: 100% within limits set in NZS 5876:2010. Swirl Pool: 87% Learners’ Pool: 99% 7.1 visits Number of visits to Splash Palace At least 6 At least 6 At least 6 At least 6 per head of Invercargill population. 88% Percentage of Swim School 80% 80% 80% 80% customers who rate their experience as good or very good when surveyed.

* The target is at least 6 visits per head of population. If this target is not reached Council will know that we need to address levels of service at the pool facility. It is our intention to keep our high level of service to ensure we remain above the minimum of 6 visits per head of population annually. long term plan 2012-22 council activities 207   Loans / Reserves 226 - - 2014/2015 $000    Uniform Charge Uniform Source of Funding population who would otherwise not attend a normal population who would otherwise not the level gym facility. It is proposed to increase through the of service provided at Splash Palace training addition of dry circuit training and weight the 2012/13 year. facilities. This work is scheduled for - 384 - 2013/2014 $000 Address 58 Elles Road    User Charges / Fees User Charges jects - - 488 2012/2013 $000 wn Pro orks We O ssets s Ahead Extend carpark Family changing rooms Dry gym Project Major Asset Category Southland Aquatic Centre Maintenance and Operations Capital for Improvement Renewals Activity W Proposed DRY GYM DRY increasing Gyms attached to aquatic facilities are A survey in popularity throughout New Zealand. has shown of pool users and anecdotal evidence Palace that a dry gym incorporated into Splash of our would meet the requirements and demand rehabilitative athletic, recreational, leisure, aged and ’ What A What 208

funding impact STATEMENT - pools

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 30 20 20 20 Targeted rates (other than targeted rate for water supply) 1,568 1,492 1,500 1,643 Subsidies and grants for operating purposes 129 137 142 146 Fees, charges and targeted rates for water supply 613 718 856 883 Internal charges and overheads recovered 1,200 1,198 1,236 1,388 Local authorities fuel tax, fines, infringement fees, and other receipts 538 571 587 604 Total operating funding 4,077 4,136 4,342 4,685

Applications of operational funding Payments to staff and suppliers 2,462 2,628 2,807 2,905 Finance costs 170 102 88 134 Internal charges and overheads applied 1,200 1,198 1,236 1,388 Other operating funding applications Total applications of operational funding 3,832 3,928 4,132 4,428

Surplus (deficit) of operational funding 244 208 211 257

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 40 276 708 (38) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 40 276 708 (38)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 488 0 0 - to replace existing assets 1,169 62 954 299 Increase (decrease) in reserves (884) (65) (36) (80) Increase (decrease) in investments Total application of capital funding 284 485 918 219

Surplus (deficit) of capital funding (244) (208) (211) (257)

Funding balance 0 0 (0) (0)

Depreciation expense (not included in the above FIS) 528 423 458 632 long term plan 2012-22 council activities 209 0 0 0 0 20 (0) 186 109 1,112 795 768 337 (88) 1,127 425 (88) 2,143 6,116 (775) 1,844 1,844 3,737 5,691 (425) $’000 2021/22 0 0 0 0 0 20 20 115 179 767 752 284 (82) 386 304 (82) 1,775 1,775 1,085 2,063 3,598 (386) 5,874 5,489 $’000 2020/21 0 0 0 0 0 25 20 173 713 120 234 (77) 706 336 (77) 259 1,972 1,680 1,680 1,044 3,465 (336) 5,266 5,602 $’000 2019/20 0 0 0 0 0 18 121 20 211 167 125 139 682 (72) 704 (72) (211) 1,522 1,522 1,007 1,804 3,343 5,201 4,990 $’000 2018/19 0 0 0 0 0 113 24 20 161 128 136 703 974 655 (67) (67) 204 1,757 1,472 1,472 3,235 (204) 5,039 4,835 $’000 2017/18 0 0 0 0 29 78 20 29 (0) 138 120 156 187 216 632 643 943 1,418 1,418 3,134 1,690 (187) 4,673 4,859 $’000 2016/17 0 0 0 0 0 22 20 151 (9) 139 912 612 (31) 642 247 1,722 1,465 1,465 (256) 3,032 (247) (256) 4,636 4,883 $’000 2015/16 210

Public Toilets

What We Do Why We Do It The Public Toilets Activity provides public toilets Council provides public toilets in retail areas and at throughout the Invercargill District, excluding Stirling Point, Bluff to provide an amenity for the those located within Parks and Reserves. Council’s Community. preference is to install and maintain 24 hour automated toilets.

What the Community Can Expect Council will continue to provide the Public Toilets Activity.

Community Outcome Council’s Role in Achieving How the Activity Contributes A City that is a great Design spaces, buildings and roads with Provide an amenity to the Community. place to live and visit. community safety and interest in mind, and encourage others to do the same.

Negative Effect No significant negative effects have been identified for the Public Toilets Activity.

What the Community Can Expect

Community How the Activity Customer Level Measure of Council’s Role Outcome Contributes of Service Service A City that is a Design spaces, buildings Provide an amenity to the Public toilets are Automated great place to and roads with community Community. operational and toilets are live and visit. safety and interest in mind, accessible. available 24 and encourage others to do hours a day. the same.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 98% Automated toilets are 95% 95% 95% 95% (Council available 24 hours a day. exceeded its target of 95%) long term plan 2012-22 council activities 211  Loans / Reserves Source of Funding North Dee Street in the 2011/12 year to enable further North Dee Street in the 2011/12 year could best assessments about how its placement project. You assist with the City Centre Revitalisation Revitalisation can read more about the City Centre project on page 55. Address 20 Dee Street 33 – 39 Ward Parade 94 – 98 Gore Street 42 Deveron Street 19 Windsor Street 62 Dee Street 87 Glengarry Crescent 254 Elles Road   General Rate s Ahead Major Asset Category Wachner Place Restroom #1) Stirling Point (Bluff (Bluff #2) Bluff Service Centre Don Street Exeloo Windsor Exeloo Dee Street South Exeloo Glengarry Exeloo and dump station South City Capital for Improvement Activity Operations Council has deferred the toilet that was planned for Council has deferred the toilet that was ’ What a The Public Toilets Activity has been undergoing This has period of renewal over the past few years. to 24 resulted in the Public Toilets being upgraded hour automated Exeloo toilets. we own What 212

funding impact STATEMENT - public toilets

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 326 365 376 387 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 0 1 3 0 Total operating funding 326 366 379 387

Applications of operational funding Payments to staff and suppliers 264 280 290 299 Finance costs 26 29 29 27 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 290 310 318 327

Surplus (deficit) of operational funding 36 57 61 61

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 114 (15) (16) (17) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding 114 (15) (16) (17)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 125 0 96 0 Increase (decrease) in reserves 25 42 (51) 44 Increase (decrease) in investments Total application of capital funding 150 42 45 44

Surplus (deficit) of capital funding (36) (57) (61) (61)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 63 50 52 53 long term plan 2012-22 council activities 213 0 0 0 0 0 0 0 0 0 0 21 68 73 47 (8) 160 382 (25) (113) 484 475 (73) 402 (25) $’000 2021/22 0 0 0 0 0 0 0 0 0 0 22 66 116 72 (4) 50 367 (23) 466 (67) 390 462 (72) (23) $’000 2020/21 2 0 0 0 0 0 0 0 0 0 0 63 24 151 53 74 (21) 354 (21) (97) 450 378 452 (74) $’000 2019/20 3 0 0 0 0 0 0 0 0 0 0 61 73 26 73 53 341 (21) 437 (21) (20) 367 (73) 440 $’000 2018/19 4 0 0 0 0 0 0 0 0 0 0 71 27 70 59 52 (19) (18) (71) 330 (19) 424 357 428 $’000 2017/18 5 0 0 0 0 0 0 0 0 0 0 57 28 68 70 52 319 412 (16) (18) 417 (18) 348 (70) $’000 2016/17 3 0 0 0 0 0 0 0 0 0 0 0 29 55 48 65 48 (17) (17) 309 400 338 403 (65) $’000 2015/16 214 long term plan 2012-22 council activities 215 wn e City th ontribute to We O ssets How theHow Activity Contributes Theatre Services provides safe, comfortable, and convenient facilities for indoor activities and performances. Council has consistently stated its commitment to Council has consistently sporting and recreational activities fostering cultural, range of suitable venues (including by ensuring that a to meet the requirements of a theatre) are available the Community. A What The Civic Theatre is located at 88 Tay Street, Invercargill. Following its refurbishment in 2004/05 the Civic Theatre is equipped with state of the art equipment to make it one of the best theatres in New Zealand for live performance. Three hireable function spaces have been incorporated into the front-of-house. Council provides the Theatre Services Activity via Invercargill Venue and Events Management Limited. Invercargill Venue and Events Management Limited is funded through contributions from the Invercargill City Council and the Southland Indoor Leisure Centre Charitable Trust. Council’s costs associated with the maintenance of the Civic Theatre complex are incorporated into the Statement of Prospective Financial Performance overleaf. We C What Activity Council undertakes the Theatre Services of to promote the social and cultural well-being a Category the Community. The Civic Theatre has Places 1 classification by the New Zealand Historic is of national Trust which means that the building and significance. The Theatre provides groups venue. organisations with a quality performance Council’s Role Council’s Provide or promote the provision of a diverse range of excellent quality and safe indoor and outdoor recreational facilities, both natural and man-made. Expect ommunity can

Community Outcome Helathy Lifestyles in a healthy environment the C What Invercargill Venue and Events Management Limited has been established to operate the Civic Theatre, Stadium Southland and the Velodrome. Levels of service to be provided by the Council Controlled Organisation are detailed on page 247. Invercargill Venue and Events Management Limited Invercargill Venue and Events Management the Civic (a Council Controlled Organisation) operates Velodrome. This Theatre, Stadium Southland and the to a promoter/ includes the hiring of the Civic Theatre for specialist organisation with additional charges services. Why We Do It

We Do What Activity provides a quality The Theatre Services facilities for hire and is theatre and associated local and regional organisations extensively used by and international touring as well as national the Civic Theatre complex there companies. Within for hire. are function rooms which are available Theatre Services 216

funding impact STATEMENT - Theatre Services

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 1,097 957 973 989 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 877 714 740 764 Local authorities fuel tax, fines, infringement fees, and other receipts 22 (77) (81) (85) Total operating funding 1,995 1,593 1,632 1,668

Applications of operational funding Payments to staff and suppliers 433 672 677 681 Finance costs 394 62 57 52 Internal charges and overheads applied 877 714 740 764 Other operating funding applications Total applications of operational funding 1,704 1,448 1,474 1,497

Surplus (deficit) of operational funding 291 145 158 171

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt (225) (78) (83) (88) Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions Total sources of capital funding (225) (78) (83) (88)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 35 0 65 270 Increase (decrease) in reserves 31 67 10 (188) Increase (decrease) in investments Total application of capital funding 66 67 75 82

Surplus (deficit) of capital funding (291) (145) (158) (171)

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 381 381 403 494 long term plan 2012-22 council activities 217 0 0 0 0 0 0 0 0 0 25 43 43 191 725 603 1,179 (191) (149) 1,044 1,044 (238) (149) 1,794 1,985 $’000 2021/22 0 0 0 0 0 0 0 0 13 23 201 722 332 154 201 952 952 600 355 1,104 (216) 1,841 (154) 1,687 $’000 2020/21 0 0 0 0 0 0 0 0 0 22 39 39 718 160 929 929 555 (122) (196) 1,096 (160) (122) 1,669 1,829 $’000 2019/20 0 0 0 0 0 0 0 0 0 29 30 29 715 142 553 (113) 884 884 (113) (179) 1,771 1,066 (142) 1,629 $’000 2018/19 0 0 0 0 0 0 0 0 41 74 38 713 146 862 862 548 (34) (160) (106) 1,613 1,056 (106) (146) 1,759 $’000 2017/18 0 0 0 0 0 0 0 0 0 39 711 45 39 137 833 833 506 (99) (99) (146) 1,039 (137) 1,726 1,589 $’000 2016/17 0 0 0 0 0 0 0 0 0 51 29 29 121 707 504 (92) 804 804 (141) 1,021 (92) (121) 1,562 1,684 $’000 2015/16 218

Corporate Services

WHAT WE DO address Council meetings where they can voice their opinions and identify issues which they feel Corporate Services encompasses those activities need to be focussed on which means that Council which provide democratic process and provide/ can communicate effectively with the Community, promote business-to-business relationships. These be accessible and respond to community need. include: By Council identifying and discussing potential •• Democratic Process opportunities in open meetings, the Community •• Destinational Marketing becomes aware of issues and they can get involved in •• Enterprise supporting initiatives. •• Investment Property.

The Corporate Services group of activities supports WHAT WE CONTRIBUTE TO THE local democracy in the Invercargill District by COMMUNITY implementation of the Local Government Act 2002, Corporate Services contribute towards the promotion promotes Invercargill and Southland as a destination, of the social, economic, environmental and cultural facilitates projects and initiatives to enhance the well-being of the Community. Social well-being is prosperity of Southland and maximises returns from promoted by Council choosing to undertake activities investment properties. which provide opportunities for the Community to meet for social activities. Economic well-being is promoted by having a regional organisation (Venture WHY WE DO IT Southland) being able to focus on identifying The Corporate Services group of activities enables opportunities and facilitating projects and initiatives Council to view the District holistically – the that will enhance the prosperity of Southland and, communities, the opportunities, limiting factors and therefore, Invercargill. Economic well-being is also issues occurring beyond the District’s boundaries. promoted when people are made aware of Southland By considering all factors Council can provide as a destination for tourism, conferences, events, good governance underpinned by a clear vision, new residents and businesses. Council purchases intelligent strategies, robust plans and informed land for strategic purposes, particularly for industrial decision-making. People have the opportunity to development, such as at Awarua. Environmental long term plan 2012-22 council activities 219   Property Investment  ssumptions Enterprise  Marketing Destinational discussion on topical issues. discussion on topical group of activities contributes The Corporate Services following Community Outcomes: significantly to the Future Demand A and Development for Services regulatory needs The Corporate Services group of activities to to be able to respond quickly and positively Invercargill opportunities which may benefit the Community.  Process Democratic A diverse and growing economy. A City that is a great place to live and visit. Healthy lifestyles in a healthy environment. Community Outcome Strong, innovative leadership. The Corporate Services group of activities does not The Corporate Services group of activities on the well- create any significant negative effects undertaken being of the Community. The activities provide positive effects. POTENTIAL SIGNIFICANT NEGATIVE NEGATIVE SIGNIFICANT POTENTIAL BEING OF THE ON THE WELL- EFFECTS COMMUNITY well-being is promoted by the Community and well-being is promoted environment. Cultural well-being visitors valuing our Community being able to take is promoted by the – standing for election, an active role in democracy and actively engaging in voting, lodging submissions 220

funding impact STATEMENT - corporate services group

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 ($,000) ($,000) ($,000) ($,000) Sources of operational funding General rates, uniform annual general charges, rates penalties 3,818 4,073 4,193 4,302 Targeted rates (other than targeted rate for water supply) 72 72 74 76 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 332 327 339 349 Internal charges and overheads recovered 288 354 365 375 Local authorities fuel tax, fines, infringement fees, and other receipts 2,788 2,598 2,637 2,680 Total operating funding 7,298 7,425 7,608 7,783

Applications of operational funding Payments to staff and suppliers 6,737 6,831 7,025 7,336 Finance costs 643 477 477 477 Internal charges and overheads applied 288 5,365 365 375 Other operating funding applications Total applications of operational funding 7,668 12,674 7,867 8,188

Surplus (deficit) of operational funding (370) (5,249) (259) (406)

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 0 0 0 0 Gross proceeds from sale of assets 20 0 0 20 Lump sum contributions Total sources of capital funding 20 0 0 20

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 75 70 18 72 Increase (decrease) in reserves (425) (5,319) (277) (457) Increase (decrease) in investments Total application of capital funding (350) (5,249) (259) (386)

Surplus (deficit) of capital funding 370 5,249 259 406

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 40 40 41 43 long term plan 2012-22 council activities 221 0 0 0 0 0 0 0 0 91 97 54 532 466 466 446 606 8,871 (697) 2,955 5,299 (606) (606) 9,263 9,869 ($,000) 2021/22 0 0 0 0 0 52 20 94 88 20 (0) 532 452 452 429 700 5,125 8,741 (768) 2,925 (700) (680) 9,725 9,024 ($,000) 2020/21 0 0 0 0 0 0 0 21 50 90 (0) 413 532 438 438 507 (529) 8,323 2,886 4,959 (507) (507) 9,293 8,786 ($,000) 2019/20 0 0 0 0 0 0 0 0 87 82 49 532 398 424 424 467 8,071 (548) 8,561 2,844 4,807 (467) (467) 9,028 ($,000) 2018/19 0 0 0 0 0 79 47 20 84 20 (0) 413 413 532 385 562 (621) 2,818 7,987 4,670 (562) (542) 8,370 8,932 ($,000) 2017/18 0 0 0 0 0 0 0 0 19 82 46 373 532 402 402 395 (415) 7,629 2,764 4,547 (395) (395) 8,168 8,563 ($,000) 2016/17 0 0 0 0 0 0 0 79 74 44 (0) 361 532 390 390 362 7,418 (436) 2,730 8,341 4,420 (362) (362) 7,979 ($,000) 2015/16 222

Democratic Process

What We Do scale can be achieved through a joint approach to Council services. The overarching goal of the Democratic Process Activity is to support the implementation of the •• To promote Invercargill and Southland as a great Local Government Act within the Invercargill District. place in which to work, live and bring up a family. This includes supporting elected representatives •• To speak out, on behalf of the Community, on by ensuring they are kept informed of issues issues affecting the health and well-being of our and their responsibilities. Opportunities for citizens. Community involvement are encouraged through the •• To ensure all citizens are informed about Council development of the Long Term Plan, Annual Plans, activities and their rights to contribute to the Bylaws and Representation Reviews. decision-making process.

Council has established a Sister City relationship with Kumagaya in Japan. Council budgets $40,000 per What We Contribute to the City year to maintain and build on this relationship. Democracy is the cornerstone of local government and contributes towards the promotion of the Why We Do It cultural, social, economic and environmental well- being of the Community. The Democratic Process The principle objectives of the Democratic Process Activity supports the elected representatives of the Activity are: Invercargill City Council by the provision of guidance, •• Full compliance with all statutes and regulations information and support services. The support relating to territorial local government. services provided enables the elected representatives •• To take a lead role in Shared Services’ activities to make decisions that promote the well-beings of the and to explore ways in which greater economies of Community.

Community Outcome Council’s Role in Achieving How the Activity Contributes Strong innovative Provide good governance The Democratic Process Activity supports elected leadership. underpinned by a clear vision, representatives with training and information. This intelligent strategies, robust plans enables representatives to make robust decisions to and informed decision making. implement the Local Government Act incorporating the widespread views of the Community. Communicate effectively with The Democratic Process Activity also provides ratepayers, to accessible and opportunities for the community to share its views respond to community need. with Council. Elections and Representation Reviews also provide the Community with opportunities to contribute towards democracy.

Negative Effect No significant negative effects have been identified for the Democratic Process Activity. long term plan 2012-22 council activities 223 Target 2015-22 Target Achieve Unqualified audit report received for Long Term Plan, Annual Report and any Long Term Plan amendments. Measure of Service  Other Sources Target 2014/15 Target Achieve The Long Term Plan and Annual Report are prepared in accordance with the Local Government Act 2002. Customer Level of Service Source of Funding Target 2013/14 Target Achieve By the electors of the district as a whole, or By the electors of two or more wards, or A combination of both. • • • • • • The Review also decides the number of Councillors to be elected, and includes the need for Community Boards. A significant amount of public consultation will be undertaken as a part of this process, including consultation to determine whether Invercargill will have a Maori ward.  General Rate The Democratic Process The Democratic Process Activity supports elected representatives with training and information. This enables representatives to make robust decisions to implement the Local Government Act incorporating the widespread views of the Community. How theHow Activity Contributes Target 2012/13 Target Achieve an Expect Provide good governance Provide good governance underpinned by a clear vision, intelligent strategies, robust plans and informed decision making. Council’s Role Council’s Measure Unqualified audit report received for Long Term Plan, Annual Report and any Long Term Plan amendments. ommunity C s Ahead Strong innovative leadership. Baseline 2010/11 Community Outcome Achieved Operations Activity A Representation Review will be undertaken before November 2015. The Representation Review requires Council to decide how its Councillors are elected: The Democratic Process Activity is responsible for undertaking a number of significant functions detailed in the Local Government Act. The next Local Government Election will be undertaken in October 2013. Council is responsible for appointing electoral officials and conducting the local elections and polls. ’ What the C What Activity. to provide the Democratic Process Council will continue 224

funding impact STATEMENT - democratic process

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 2,573 2,699 2,792 2,876 Targeted rates (other than targeted rate for water supply) 72 72 74 76 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 243 295 305 315 Local authorities fuel tax, fines, infringement fees, and other receipts 46 17 14 13 Total operating funding 2,934 3,083 3,185 3,280

Applications of operational funding Payments to staff and suppliers 2,832 2,769 2,864 3,076 Finance costs 0 0 0 0 Internal charges and overheads applied 243 295 305 315 Other operating funding applications Total applications of operational funding 3,074 3,064 3,169 3,391

Surplus (deficit) of operational funding (140) 19 16 (111)

Sources of capital funding Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions Increase (decrease) in debt 0 0 0 0 Gross proceeds from sale of assets 20 0 0 20 Lump sum contributions Total sources of capital funding 20 0 0 20

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 75 70 18 72 Increase (decrease) in reserves (195) (51) (1) (162) Increase (decrease) in investments Total application of capital funding (120) 19 16 (91)

Surplus (deficit) of capital funding 140 (19) (16) 111

Funding balance 0 0 0 (0)

Depreciation expense (not included in the above FIS) 40 40 41 43 long term plan 2012-22 council activities 225 0 0 0 0 0 0 0 0 0 91 97 54 58 (0) 403 403 (67) (58) (58) (149) 4,161 3,758 3,670 4,103 $’000 2021/22 0 0 0 0 0 0 0 0 52 20 94 88 20 191 387 387 (47) (171) (191) (258) 3,532 3,769 4,157 3,966 $’000 2020/21 0 0 0 0 0 0 0 0 0 21 50 90 33 (0) 373 373 (54) (40) (33) (33) 3,401 3,484 3,857 3,824 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 87 82 49 24 359 359 (30) (24) (24) (105) 3,362 3,721 3,280 3,697 $’000 2018/19 0 0 0 0 0 0 0 0 79 47 20 84 20 (15) 147 348 348 3,171 (127) (147) (206) 3,388 3,736 3,588 $’000 2017/18 0 0 0 0 0 0 0 0 6 0 19 82 46 (6) (6) (0) (10) 336 336 (25) 3,152 3,075 3,482 3,488 $’000 2016/17 0 0 0 0 0 0 0 0 2 0 0 79 74 44 (5) (2) (2) 325 325 (75) 2,973 3,049 3,373 3,374 $’000 2015/16 226

Destinational Marketing

What We Do Why We Do It The Destinational Marketing Activity promotes A partnership approach assists with the delivery Invercargill and Southland as a quality destination of promotional activities, strategies and initiatives for visitors, skilled migrants, investors, students, around product development and destination conferences and events and assists with destination management for both industry and community management and visitor industry development. To benefit. The Destinational Marketing Activity ensures ensure a Southland-wide coordinated approach, that Invercargill and Southland communities enjoy the Venture Southland – a joint initiative of the social and economic benefits from tourism. Invercargill City Council, Southland District Council, Gore District Council and Community Trust of Southland – was formed with governance from a Joint Committee of Councils. Venture Southland has adopted the “Southland Tourism Strategy 2005- 2015” which it implements.

What We Contribute to the City

Community Outcome Council’s Role in Achieving How the Activity Contributes A City that is a great Promote Invercargill actively as a The Destinational Marketing Activity promotes place to live and visit. great place to live, work, play and Invercargill and Southland as a quality destination visit. for visitors, skilled migrants, investors, students, conferences and events and assists destination management and visitor industry development.

Negative Effect No significant negative effects have been identified for the Destinational Marketing Activity. long term plan 2012-22 council activities 227 Target 2015-22 Target 5 per year 100% 56 10 per year Measure of Service Number of media and Number of media and family opportunities facilitated. Percentage of programmed promotional activities delivered. Number of tourism businesses using Venture Southland services. Number of conference and event opportunities assisted. Target 2014/15 Target 5 per year 100% 56 10 per year Customer Level of Service Council, through Venture Southland, works with local businesses, promotions associations, and key community stakeholder groups, as well as national and international agencies to support tourism growth and development within Invercargill. Target 2013/14 Target 5 per year 100% 56 10 per year Target 2012/13 Target 5 per year 100% 56 10 per year How theHow Activity Contributes The Destinational Marketing Activity promotes Invercargill and Southland as a quality destination for visitors, skilled migrants, investors, students, conferences and events and assists destination management and visitor industry development. an Expect Council’s Role Council’s Promote Invercargill Promote Invercargill actively as a great place to live, work, play and visit. Measure Number of media and family opportunities facilitated. Percentage of programmed promotional activities delivered. Number of tourism businesses using Venture Southland services. Number of conference and event opportunities assisted. ommunity C Baseline 2010/11 Community Outcome A City that is a great place to live and visit. 5 per year 100% 56 10 per year the C What Activity. to provide the Destinational Marketing Council will continue 228

What’s Ahead Opportunities and Challenges Assessments Regional Strategies Venture Southland will also initiate and complete Venture Southland will liaise and work with other assessments on issues and opportunities impacting on stakeholder organisations in the development and the economy of Southland. An assessment of Visitor review of strategies and initiatives to improve and Information Technology is proposed for 2014. enhance lifestyle opportunities in the Southland Region. In 2012 the Southland Tourism Strategy review will be undertaken.

Source of Funding Activity General Rate Operations 

funding impact statement - destinational marketing Funding sources and proportions are in from Invercargill City, Southland District and Gore compliance with the Revenue and Rating Policy. District Councils and the Community Trust of Council provides the Destinational Marketing Southland. Destinational Marketing is incorporated and Enterprise activities via Venture Southland. into the Enterprise Activity’s Funding Impact Venture Southland is funded through contributions Statement located on page 232. long term plan 2012-22 council activities 229 How theHow Activity Contributes The Enterprise Activity proactively identifies The Enterprise Activity proactively identifies and promotes opportunities for diversification, employment and business growth in Invercargill and Southland. Why We Do It sustains and develops a broad The Enterprise Activity which provides employment based regional economy while recognising the need and economic resilience of our resources and to be responsible stewards Through Venture Southland, natural environment. industry the Enterprise Activity works with regional groups to sectors, business and key stakeholder across support economic and industry development the Southland region. It supports a partnership of economic approach to assist with the delivery capacity at both development opportunities, skills and business level. a strategic, industry, and community Council’s Role in Achieving Council’s Attract a diverse range of business and industry to locate in Invercargill, targeting especially business that offer high skilled job opportunities. e City th ontribute to

Negative Effect Negative No significant negative effects have been identified for the Enterprise Activity. Community Outcome A diverse and growing economy. We C What

We Do What identifies and promotes The Enterprise Activity employment and opportunities for diversification, Invercargill and Southland. To business growth in coordinated approach, ensure a Southland-wide – a joint initiative of the Venture Southland Council, Invercargill City Council, Southland District Trust of Gore District Council and Community from a Joint Southland – was formed with governance adopted Committee of Councils. Venture Southland which it “A Strategy for Development 2006-16” implements. Enterprise 230

What the Community Can Expect Council will continue to provide the Enterprise Activity.

Community How the Activity Customer Level Council’s Role Measure of Service Outcome Contributes of Service A diverse Attract a diverse The Enterprise Council, through Number of strategic and growing range of business Activity proactively Venture Southland projects facilitated. economy. and industry identifies and promotes works with regional Number of investment to locate in opportunities for industry sectors, opportunities Invercargill, diversification, business and key facilitated. targeting especially employment and stakeholder groups business that offer business growth to support economic Number of sector high skilled job in Invercargill and and industry groups engaged with. opportunities. Southland. development across New Zealand Trade and the Southland Enterprise Programme region. delivered. Amount of funding allocated.

Baseline Measure Target 2012/13 Target 2013/14 Target 2014/15 Target 2015-22 2010/11 5 Number of Strategic 5 5 5 5 Projects Facilitated. 12 Number of investment 12 12 12 12 opportunities facilitated. 5 Number of sector groups 5 5 5 5 engaged with. Achieved New Zealand Trade and Achieve Achieve Achieve Achieve Enterprise Programme delivered. 225 Amount of funding 225 225 225 225 allocated. long term plan 2012-22 council activities 231  General Rate Source of Funding Water use Land use Infrastructure and utilities Routes to market, transport fuels Economic sector assessments Export opportunities. • • • • • • Opportunities and Challenges Assessments and Challenges Opportunities will also initiate and complete Venture Southland and opportunities impacting on assessments on issues The following issues and the economy of Southland. been identified: opportunities have • • • • • • s Ahead Southland Workforce Strategy Review Southland Digital Strategy Review Southland Leisure Strategy Southland Regional Heritage Strategy – Story of development opportunities Southland Aquaculture Strategy Southland Energy Strategy Review Youth Retention and Development Strategy Strategy Implement actions of the Arts Southland which was completed in 2011 Events Strategy. Operations Activity • • • • • • • • • • • • • • • • • • ’ What Strategies Regional will liaise and work with other Venture Southland in the development and stakeholder organisations and initiatives to improve and review of strategies in the Southland enhance lifestyle opportunities proposed to be Region. The following strategies are developed or reviewed: 232

funding impact STATEMENT - enterprise Council provides the Destinational Marketing and Councils and the Community Trust of Southland. The Enterprise activities via Venture Southland. Venture Destinational Marketing Activity is also incorporated Southland is funded through contributions from into the Funding Impact Statement below. Invercargill City, Southland District and Gore District Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties 1,574 1,658 1,715 1,770 Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 0 0 0 0 Internal charges and overheads recovered 0 0 0 0 Local authorities fuel tax, fines, infringement fees, and other receipts 1,543 1,517 1,530 1,548 Total operating funding 3,117 3,175 3,246 3,318

Applications of operational funding Payments to staff and suppliers 3,117 3,175 3,246 3,318 Finance costs 0 0 0 0 Internal charges and overheads applied 0 0 0 0 Other operating funding applications Total applications of operational funding 3,117 3,175 3,246 3,318

Surplus (deficit) of operational funding 0 0 0 0

Surplus (deficit) of capital funding 0 0 0 0

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 233 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,917 1,659 3,917 3,917 2,258 $’000 2021/22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,173 3,819 1,645 3,819 3,819 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,635 3,727 2,092 3,727 3,727 $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,617 2,018 3,635 3,635 3,635 $’000 2018/19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,952 1,606 3,557 3,557 3,557 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,576 1,890 3,466 3,466 3,466 $’000 2016/17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,561 1,827 3,389 3,389 3,389 $’000 2015/16 234

Investment Property

What We Do The Investment Property Activity manages Council’s The Investment Property Activity manages and Investment Property to maximise the financial returns controls the activities of Investment Property owned from properties. by the Invercargill City Council.

Description Number Industrial properties 22 Commercial properties 22 Rural properties 5 Residential properties 7 Awarua industrial properties 6 Properties being prepared for disposal 31

There are four groups of investment properties: The Investment Property Activity:

1. Strategic properties which are held for purposes •• Provides a continuing source of income to Council. other than immediate return. •• Reviews changes to interest rates in the market 2. Endowment properties which have been purchased place and responds to market movements in an from endowment funds. appropriate manner whenever possible.

3. Trading properties. •• Ensures that Council’s investment property is 4. Properties being prepared for disposal – usually maintained to an appropriate standard and order acquired through rating sale. to improve the quality of the portfolio. •• Ensures that the performance of the individual investment properties is reviewed and monitored. Why We Do It •• Promotes appropriate development around the Council shows confidence in the District by investing Invercargill area for industrial and commercial in the property market with endowment and purposes. investment funds.

What We Contribute to the City Council undertakes the Investment Property Economic well-being is further promoted through Activity to promote the economic well-being of the the provision of strategic properties, for example the Community. The economic well-being is promoted by Awarua Industrial Estate, where suitable development Council having a range of income sources to fund its can progress. activities, rather than relying on rates. In the 2012/13 year $284,000 will be contributed back to rates. long term plan 2012-22 council activities 235 Target 2015-22 Target Achieve Rate of return is at least equal to the current market interest rate. Measure of Service Target 2014/15 Target Achieve A commercial return is received on Endowment and Trading properties. * Customer Level of Service Target 2013/14 Target Achieve How theHow Activity Contributes Investment Property supports appropriate Investment Property development in the commercial and economic the purchase, sale and/or District environs through lease of land. Investment Property maintains and administers and retail commercial, industrial, residential, rural property that supports economic growth. The Investment Property Activity provides an The Investment Property Activity provides which helps additional source of income to Council decrease the costs to ratepayers. Investment Property supports appropriate commercial and economic development in the District environs through the purchase, sale and/or lease of land. How theHow Activity Contributes Target 2012/13 Target Achieve an Expect Council’s Role in Achieving Council’s Attract diverse range of business Attract diverse range in and industry to locate especially Invercargill, targeting high skills job business that offer opportunities. Promote Invercargill actively as a great place to live, work, play and visit. Measure Rate of return is at least equal to the current market interest rate. Attract diverse range of business and industry to locate in Invercargill, targeting especially business that offer high skills job opportunities. Council’s Role Council’s ommunity C Negative Effect Negative been No significant negative effects have Activity. identified for the Investment Property Community Outcome A diverse and growing A diverse and growing economy. A City that is a great place to live and visit. A diverse and growing economy. Achieved. The return from endowment and trading properties was 16.58% greater than the current market rate Baseline 2010/11 Community Outcome Council will continue to provide the Investment Property Activity. Council will continue to provide the Investment the C What *Excluding land strategic purposes and purchased for land disposal sale). (rating being for prepared 236

What Assets We Own The investment portfolio consists of 93 separate •• 20 Spey Street – Rockgas parcels of land. •• 4 Tay Street – Pumpkin Patch Car Park

There are 13 properties containing buildings: •• 6 Esk Street •• 1276 Bluff Highway, Awarua •• 8 Esk Street •• 141 Bond Street – Bond Contracts Limited •• 10 Esk Street •• 136 - 150 Colyer Road, Awarua •• 12-16 Esk Street •• 167 Colyer Road •• 18 Esk Street

•• 2 Deveron Street – RSA Hall The table following shows a list of endowment •• 10 Deveron Street – Former RSA Club properties which Council may sell and reinvest the proceeds without further consultation:

Address Legal Description Area Purpose

Commercial Leases 6 Esk St, Invercargill Lot 1, DP 5472 (SL 204/4) 0.0321 Not stated 8 Esk St, Invercargill Lot 4, DP 3130 & Lot 2, DP 4200 0.0846 Not stated (SL 4A/304) 10 Esk St, Invercargill Lot 5, DP 3130 (SL 181/163) 0.0306 Not stated 12-16 Esk St, Invercargill Pt. Sect. 12 Blk. 1 Town of Invercargill 0.0267 Not stated (SL B1/1004) 18 Esk St, Invercargill Lot 1 DP 10278 & Lot 1 DP 4409 0.0160 Not stated (SL 6B/200) 13 Clyde St, Invercargill Lot 2, DP 2659 (part of SL131/258) 0.0888 Endowment - Hall and Municipal Offices 17 Clyde St, Invercargill Lot 6, DP 2659 (part of SL131/258) 0.1647 Endowment - Hall and Municipal Offices 21 Clyde St, Invercargill Lot 7, DP 2659 (part of SL131/258) 0.0741 Endowment - Hall and Municipal Offices 26 Liddel St, Lots 1, 3, 4 and 5, DP 2659 (part of 0.2489 Endowment - Hall and Invercargill SL131/258) Municipal Offices 118–122 Dee St, Section 13, Block LXXII, Town of 0.1012 Not stated Invercargill Invercargill (SL1A/538) 150 Spey St, Section 17, Block LXV, Town of Invercargill 0.1012 Trust as an Endowment for Invercargill (SL1A/266) the improvement and benefit of the City of Invercargill 14 Yarrow St, Section 19, Block LXIX, Town of 0.1012 Not stated Invercargill Invercargill (SL11B/239) long term plan 2012-22 council activities 237 Purpose for In trust as an Endowment benefit the improvement and of the City of Invercargill for In trust as an Endowment the improvement and benefit of the City of Invercargill In trust as an Endowment for the improvement and benefit of the City of Invercargill In trust as an Endowment for the improvement and benefit of the City of Invercargill Endowment for Municipal Purposes Endowment for Municipal Purposes Endowment for Municipal Purposes Not stated Not stated Not stated Municipal Purposes Not stated An Endowment for Municipal Purposes Not stated An Endowment for Municipal Purposes Not stated An Endowment for the benefit of the city of Invercargill Area 0.1012 0.0809 0.1012 0.1012 109.7988 78.0031 0.3454 0.2427 0.0960 0.1774 0.6947 0.1561 0.8094 0.4047 0.3999 0.6713 0.2700 Legal DescriptionLegal Town of Invercargill Section 7, Block LXX, (SL1A/260) IV, Town of Part Section 21, Block Invercargill (SL1A/1349) Section 1, Block XXXVI, Town of Invercargill (SL1A/854) Section 5, Block LXXI, Town of Invercargill (SL1A/263) Section 137, Block XX, Town of Invercargill Hundred (6B/413) Sections 18, 19, 26 and 27, Block V, Campbelltown (SL9A/466) Part Section 10, Block III, Town of Invercargill Hundred (part of SL10D/427) Lots 2-3, Part 1, DP 4621 (SL1A/347) Lot 1, DP 14274 (SL11C/10) Lot 2, DP 14274 (SL11C/11) Lot 8, DP 9661 (SL6A/473) Lots 15 and 17, DP 2320 (SL5A/88) Lot 3, DP 15370 (SL12B/215) Lot 1, DP 15176 (SL12A/811) Lot 2, DP 387012 (348366) Lot 6, DP 7987 (SL4A/387) Part Lot 14, DP 2320, Lot 1, DP 5360 (part of SL10B/799) 29 Yarrow St, Invercargill Address Commercial Leases continued 26 Tyne St, Invercargill 194 Conon St, Invercargill 99–101 Spey St, Invercargill and Grazing LeasesFarm 109 Stead St, Invercargill 2 Heenan Rd, Bluff Industrial Leases 2 Tweed St, Invercargill 55 Crinan St, Invercargill 90 Mersey St, Invercargill 96 Mersey St, Invercargill 268 Bond St, Invercargill 15 Spey St, Invercargill 257 Bond St, Invercargill 91 Mersey St, Invercargill 152 Mersey St, Invercargill 258 Mersey St, Invercargill 14 Mersey St, Invercargill 238

Address Legal Description Area Purpose

Industrial Leases continued 186 Bond St, Lot 1, DP 7629 (SLB4/765) 0.3038 Municipal Invercargill 102 Mersey St, Lot 1, DP 4197 (SLB4/940) 0.2428 Endowment for the City of Invercargill Invercargill 108 Mersey St, Lot 1, DP 4203 (SL10D/418) 0.4047 Endowment for Municipal Invercargill Purposes Lot 2, DP 6894 (SLA4/625) 0.1854 An Endowment for Municipal Purposes subject to the Municipal Corporations Act 1954 Lot 3, DP 6894 (SLA4/626) 0.1012 An Endowment for Municipal Purposes subject to the Municipal Corporations Act 1954 13 Bond St, Invercargill Lot 1, DP 7809 (SL5C/299) 0.1176 Endowment for Municipal Purposes subject to the Municipal Corporations Act 1954 192 Bond St, Lot 1, DP 7987 (SL10D/424) 0.4047 Municipal Invercargill 210 Mersey St, Lot 1, DP 5889 (SL10D/425) 0.1657 Municipal Invercargill Lot 14, DP 5116 (SL4A/622) 0.2023 An Endowment for Municipal Purposes Subject to the Municipal Corporations Act 1954 156 Clyde St, Lot 2, DP 4557 (SL1A/413) 0.0506 Endowment Invercargill 154 Clyde St, Lot 1, DP 4557 (SL1A/412) 0.0498 Endowment Invercargill

Residential Leases 91 Conon St, Lot 2, DP 4248 (SL1A/526) 0.0506 In trust as an Endowment Invercargill 91 Earn St, Invercargill Section 1, Block XXXVI Town of Invercargill 0.1012 In trust as an Endowment for (SL1A/854) the improvement and benefit of the City of Invercargill 241 Crinan St, Section 3, Block L, Invercargill (SL1A/403) 0.1012 In trust as an Endowment for Invercargill the improvement and benefit of the City of Invercargill 50 Teviot St, Section 21, Block XXXI, Town of 0.1012 In trust as an Endowment Invercargill Invercargill (SL1A/524) long term plan 2012-22 council activities 239 Purpose for In trust as an Endowment benefit the improvement and of the City of Invercargill for In trust as an Endowment the improvement and benefit of the City of Invercargill In trust as an Endowment for Municipal Purposes Not stated An endowment for the improvement and benefit of the Borough of Bluff. An endowment for the improvement and benefit of the Borough of Bluff. In trust as an endowment for the improvement and benefit of the Borough of Bluff.  Area 0.1012 0.1012 1.6745 0.157 0.1012 0.1291 0.1012 Fees andFees Charges Source of Funding Legal DescriptionLegal Invercargill Section 7, Block XLVIII, (SL1A/426) Town of Section 15, Block XXXIX, Invercargill (SL1A/396) Lot 4 DP 14334 (SL11C/160) Lot 3, DP 14147 (12B/525) land of piece an extra was there that (Note which park and included in the car bought this is.) legal description Sect. 21 Blk. XVII Town of Campbelltown (SL 135/35) Lot 1 DP 5031 and Lot 2 DP 5031 (SL 192/16) Sect. 13 Blk. VI Town of Campbelltown (SL 182/25) s Ahead Operations Activity 257 Ettrick St, Invercargill Address Residential LeasesResidential continued 118 Bowmont St, Invercargill Council Buildings 141 Bond St, Invercargill 6 Tay St, Invercargill* Additional Endowment disposal) being (Properties for Properties prepared 259 Bann St, Bluff 295 Foyle St, Bluff 19 Boyne St, Bluff You can read more about the Awarua Industrial Estate in the Key Projects section, on page 50. Awarua Industrial Estate Industrial Awarua The development of the Awarua Industrial Estate continues to be a focus of the Investment Property Activity. ’ What *Properties Purchased from Endowment from Funds. Purchased *Properties 240

funding impact STATEMENT - investment property

Annual Plan Long Term Plan 2013 - 2022 2011/12 2012/13 2013/14 2014/15 $’000 $’000 $’000 $’000 Sources of operational funding General rates, uniform annual general charges, rates penalties (329) (284) (314) (343) Targeted rates (other than targeted rate for water supply) 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees, charges and targeted rates for water supply 332 327 339 349 Internal charges and overheads recovered 45 59 60 60 Local authorities fuel tax, fines, infringement fees, and other receipts 1,199 1,064 1,093 1,119 Total operating funding 1,246 1,167 1,177 1,185

Applications of operational funding Payments to staff and suppliers 789 888 916 942 Finance costs 643 477 477 477 Internal charges and overheads applied 45 5,070 60 60 Other operating funding applications Total applications of operational funding 1,476 6,435 1,453 1,480

Surplus (deficit) of operational funding (230) (5,268) (275) (295)

Application of capital funding Capital expenditure - to meet additional demand 0 0 0 0 - to improve the level of service 0 0 0 0 - to replace existing assets 0 0 0 0 Increase (decrease) in reserves (230) (5,268) (275) (295) Increase (decrease) in investments Total application of capital funding (230) (5,268) (275) (295)

Surplus (deficit) of capital funding 230 5,268 275 295

Funding balance 0 0 0 0

Depreciation expense (not included in the above FIS) 0 0 0 0 long term plan 2012-22 council activities 241 0 0 0 0 0 0 0 0 0 0 0 63 63 532 446 548 1,196 1,363 (629) (548) 1,792 1,243 (548) (548) $’000 2021/22 0 0 0 0 0 0 0 0 0 0 0 64 64 532 510 429 1,153 1,327 (510) (510) (510) (580) 1,749 1,240 $’000 2020/21 0 0 0 0 0 0 0 0 0 0 0 65 65 413 532 1,112 475 1,290 (533) (475) 1,709 1,234 (475) (475) $’000 2019/20 0 0 0 0 0 0 0 0 0 0 0 65 65 532 398 443 (491) 1,257 1,075 (443) 1,672 1,229 (443) (443) $’000 2018/19 0 0 0 0 0 0 0 0 0 0 0 65 65 532 415 385 (415) 1,227 1,042 (415) (415) (453) 1,639 1,225 $’000 2017/18 0 0 0 0 0 0 0 0 0 0 0 65 65 373 532 1,011 389 1,199 (417) 1,219 (389) 1,609 (389) (389) $’000 2016/17 0 0 0 0 0 0 0 0 0 0 0 65 65 361 981 532 1,173 360 (381) 1,218 (360) 1,578 (360) (360) $’000 2015/16 242