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Annual Report2010 / 2011

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Annual Report2010 / 2011 Annual Report2010 / 2011 Contents Report from the Mayor and Chief Executive 1 SECTION ONE: INTRODUCTION 3 Council’s Vision, Mission and Objectives 4 Reporting on Our Work 6 Your Council 7 Overview of Performance 8 Looking Forward 9 Financial Overview 10 Statement of Compliance and Responsibility 18 Audit Report 19 SECTION TWO: CHOOSING FUTURES - THAMES-COROMANDEL 21 SECTION THREE: OUR ACTIVITIES 25 Introduction 26 How to Read This Section 27 Community Leadership 29 District Leadership 31 Local Advocacy 33 Performance Against Budget 34 Planning for the Future 36 Strategic Planning 38 Landuse Planning 39 Hazard Management 41 Performance Against Budget 43 Strong Communities 45 Emergency Management 48 Economic Development 49 Community Health and Safety 50 Building Control 51 Social Development 52 District Transportation 53 Local Transportation 55 Cemeteries 56 Airfi elds 57 Contents Halls 58 Swimming Pools 59 Libraries 60 Harbour Facilities 61 Parks and Reserves 62 Performance Against Budget 63 Safeguarding the Environment 69 Natural and Cultural Heritage 72 Public Conveniences 73 Landuse Management 74 Water Services 75 Wastewater 76 Stormwater 78 Solid Waste 79 Land Drainage 80 Land Information Memoranda 81 Performance Against Budget 82 SECTION FOUR: FINANCIAL STATEMENTS 91 Contents: Financial Statements 93 Guide to Financial Statements 94 Consolidated Statement of Financial Performance 95 Consolidated Statement of Changes in Equity 95 Consolidated Statement of Financial Position 96 Consolidated Statement of Cash fl ows 97 Note 1 : Statement of Accounting Policies 98 Notes 2-35 : Notes to the Accounts 109 Council Controlled Organisations 157 SECTION FIVE: COUNCIL POLICIES 159 Development of Maori Capacity to Participate in Council Decision-Making 160 Equal Employment Opportunities 162 SECTION SIX: GOVERNANCE AND LEADERSHIP 163 Governance 164 Council Structure 165 Management 166 SECTION THREE OUR ACTIVITIES Whitianga Harbour Introduction How to Read This Section Community Leadership Planning for the Future Strong Communities Safeguarding the Environment Thames-Coromandel District Council 2010/2011 Annual Report 25 INTRODUCTION The following section outlines the Thames-Coromandel District Council’s annual service performance results for the 2010/2011 year. In its Ten Year Plan, the Council defi nes its activities and sets targets. This report details the 2010-2011 results against the targets set for this year. The Council organises itself into four Activity Groups with twenty eight associated Activities. These are listed below This section of the report contains the non fi nancial service reporting results of the organisation in 2010/2011 and defi nes for each activity: ▪ The aim ▪ What we do ▪ The service we provide ▪ Why we provide this service ▪ What we aimed for (our targets) ▪ How we did The performance results are drawn from a wide range of data and approaches to assess how effective the Council has been at delivering these services. They measure a range of customer’s needs and interests and a range of different approaches are taken to assess how effectively this has been done. The approaches include customer satisfaction surveys; number of complaints; time taken to respond to requests for service; independent reviews of the quality of the service provided; services delivered against agreed timescales; providing evidence that services protect the safety of the community are some examples. It has not been possible to produce results for a small number of the performance measures for a variety of reasons. In these instances supplementary measures have been reported on which give a more complete picture of the activities performance. 26 SECTION THREE | Our Activities HOW TO READ THIS SECTION In order to help navigate this section, a snapshot view is given of what information is included and what it tells you. PLANNING FOR THE FUTURE Activity Group The name of the activity What We Do group The Coromandel Peninsula is constantly changing. Over recent years the Peninsula has experienced rapid growth in housing, shifts in the social makeup of our communities and continued extreme weather events impacting on our people and natural environment. The Coromandel Peninsula community has told us that planning for the future is important. This is in part so we can meet the needs of our local and visitor communities ahead of change but also so that we can retain the diversity, character and natural values that they believe make the Peninsula special. The Planning for the Future group of activities is about just that - planning for the wellbeing of the District in the long-term. Planning for the Future involves: Understanding the characteristics and trends of the District as well as the pressures it is facing. What the activity is and why we provide it. Understanding community aspirations for the future. Having a clear direction for the future of our District, and having tools to implement it. Planning for the Future Activities This group includes Strategic Planning the following activities Landuse Planning The name of the activities Hazard Management Contribution to Choosing Futures The Ten Year Plan identifies how we’ll assess the contribution we made to progressing our community outcomes. 4 In 2011 46% of residents and non-resident ratepayers are aware of the vision for the District of those 77% are satisfied that the Council is working towards achieving this goal. This compares with 53% and 67% being satisfied in 2010, a decrease of 7% in awareness and a 10% increase in satisfaction (2011 and 2010 Thames-Coromandel District Council Communitrak Survey) Contribution to The reported figure is adjusted to exclude 'Don't knows'. If 'Don't Knows' were included, the result for awareness in 2011 is 44% and 2010 is 51%, Choosing Futures satisfaction is 73% in 2011 and 61% in 2010. Measuring our progress in 5 In 2011 77% of residents and non-resident ratepayers have some level of confidence that the plans the Council makes for contributing to achieving the future are in the best interest of the District. In comparison the level of confidence was 61% in 2010, an improvement Choosing Futures of 16% on last year. (2011 and 2010 Thames-Coromandel District Council Communitrak Survey). The reported figure is adjusted to exclude 'Don't Knows'. If 'Don't Knows' were included the result in 2011 is 75% and 2010 is 60%. Footnote: for the above measure, result is derived from the categories: “complete confidence”, “a lot of confidence” and “some confidence”. Note: Not all results are available annually and consequently some information is unavailable at this time. Overview of Planning for the Future Performance 2010/2011 Planning for the Future Highlights Overview of Coromandel Peninsula Blueprint - Draft Local Area Blueprints (LABs) were developed and a full briefing was given to the performance Council in February prior to the LABs being presented to the Political Steering Group for endorsement. Highlights of performance As a result of feedback technical officers were asked to make a number of changes to improve the accuracy and referencing for each group of of the documents. In April the Council determined that the LABs will be used to inform the development of the 2012-2022 Ten activities. This page is a snapshot for illustrative purposes only. Thames-Coromandel District Council 2010/2011 Annual Report 27 How to Read This Section Continued Planning for the Future Group Achievements during the 2009-2019 Ten Year Plan Summary Service Levels How We Did Pass Rate Achieved Annual Report 2010/2011 6 of 10 Both Strategic Planning and Landuse Planning improved on last How we achieved this year years performance however Hazard Management met only one of its three measures. The Hazard Management measures are based on compared to last year. National Research Bureau survey, and in light of the challenges facing this activity as a result of the Christchurch earthquake and Japanese tsunami the heightened levels of awareness and concern are understandable. Annual Report 2009/2010 4 of 10 2010/2011 Planning for the Future Achievements Activity / Output Area Service Levels How We Did Pass Rate Achieved Strategic Planning 3 of 3 A solid year of performance set against the background of a How many performance challenging work programme. targets we've achieved Landuse Planning 2 of 4 Good progress was made in a number of key areas. The loss of a over the last year. few key personnel resulted in some delays. Hazard Management 1 of 3 This was a particularly challenging year for those involved in hazard management as the public became both more aware of the risks, the response was ninety two percent compared to a target of sixty percent. Despite such a significant level of awareness the community still felt relatively secure in their home with the result only being three PLANNING FOR THE FUTURE - Strategic Planning Activity Our Aim The name of the activity and its purpose. To plan for the future of the Coromandel Peninsula in an integrated and sustainable way. Why We Provide This Service Strategic planning enables us to better understand the pressures facing the District and make informed decisions for the future. Through initiatives like the joint agency Coromandel Peninsula Blueprint project and associated Blueprint local area plans, we can identify and match our service delivery and assets to meet the long-term aspirations of our communities. Any of the facilities we provide, such as sewage schemes and water supplies for example, have a long life span and strategic planning helps ensure that we can match their outputs to expected future demand. While not part of the services this activity provides, the Strategic Planning budget also includes a disaster reserves fund and the assets that the Council needs to operate, such as vehicles, furniture and computers (These operational assets take up about half the total strategic planning budget). The Service We Provide What We Aimed For How We Did Communities are helped to Community Outcomes are in place Achieved Choosing Futures Thames-Coromandel identify local and District that identifies the District community outcomes were reviewed in 2009/2010 visions community vision.
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