Annual Report 2011/2012 Volume 1 - Auckland Council · This annual report covers Auckland Council’s performance against the forecasts presented in the Annual Plan 2011/2012. Unlike

annual report2011/2012

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He miHiE ngā iwi, e ngā reo, e ngā mana tangata, o ia marae, o ia karangatanga, tēnā koutou.

Tēnā koutou, i roto i ngā āhuatanga o te wā, i riro ai ō tātou tini mate ki te rere ua o te pō. Ko rātou kua rūpeke ki tua - haere, haere, haere atu.

Ko tātou ngā mahuetanga iho e hāpai tonu ana i ngā take nui o te wā tēnā rā tātou katoa.

Ko tēnei pūrongo ā-tau, e tiro ana ki ngā kaupapa i tutuki, i oti, mō te taha pūtea, te taha oranga rānei.

E tuwhera mai ana ko ngā ara i hīkoia e ngā whānau kia ea tēnei wawata,”Ko te pai me te whai rawa o Tāmaki.”

E kōkiri tonu ana mātou kia ekehia ngā taumata e tau ai ngā hiahia o te iwi.

Tētahi o aua taumata, kia tiakina te taiao, kia tiakina hoki a Papatūānuku mō ngā uri whakaheke.

I poua te wairua o taua whakaaro me ērā atu, ki ngā pūrongo LTP me te Auckland Plan. Hāunga anō ngā kōkiringa mō te Ipu Hutupaoro o te Ao, ko te huatau kia pai ake ā mātou nei mahi mō te iwi. Pērā me te kāpuinga o ngā utu rēti.

Kotahi tonu tō mātou aronganui.

To the many people of different ethnic origins, greetings to you all.

Let us take this time to remember all those who have passed on into the night.

We who are left behind to continue their legacy, greetings to all.

The Annual Report looks at what we have achieved in the past year both in financial and non-financial terms.

It highlights the achievements of our people in their efforts to deliver on the aspirations for Auckland and Aucklanders. What we do, makes Auckland a better place to live and visit as we are on the journey to become the world’s most liveable city.

We are an organisation moving in to the next phase of our transformation – we have moved on from transition.

The report also assesses progress in protecting our future through our use and promotion of sustainable practices.

Key themes include putting the building blocks in place through adoption of major planning documents including the Long-term Plan and Auckland Plan, hosting the Rugby World Cup, service delivery improvement and consolidating the rates system.

We are one.

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contents

part II – aCtIVItIeS anD SerVICeS

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G over na n c e 2 9 6

part I – IntroDuCtIon anD eXeCutIVe SuMMarY


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o u r r es p o n s i b i l it i e s , va lu es a n d H ow we wo r k 2 0

v i s i o n state m e nt 2 1

m es saG e F r o m tH e mayo r 2 2

m es saG e F r o m tH e c H i e F eX ec u ti v e 2 4

m-a o r i e n GaG e m e nt 2 6

o u r str u ct u r e a n d H ow we wo r k 3 0

eX ec u ti v e s u m ma ry : o u r F i r st F u l l yea r 3 6

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c o u n c i l - c o ntr o l le d o r Ga n i sati o n s ( c c o s ) a n d water ca r e s erv i c es ltd

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r eG i o na l Fac i l it i e s au c k la n d 2 8

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state m e nt o F c o m p l i a n c e a n d r es p o n s i b i l ity 3 9

state m e nt o F c o m p r e H e n s i v e i n c o m e 4 0

state m e nt o F c H a n G es i n e q u ity 4 1

state m e nt o F F i na n c i a l p o s it i o n 4 4

state m e nt o F cas H F lows 4 6

n otes to tH e F i na n c i a l state m e nts 4 8

s u m ma ry o F wa i v er s G r a nte d by tH e n ew Z ea la n d sto c k eXc H a n G e 1 3 3

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s u sta i na b i l ity 1 7 2

G lo s sa ry o F ter m s 1 9 0

c o ntact d eta i ls : G over n i n G b o dy 1 9 4

c o ntact d eta i ls : lo ca l b oa r d s 1 9 8

c o ntact d eta i ls : G et ti n G i n to u c H 2 4 0


part III – FInanCIal StateMentS

part IV – our people, enGaGInG WItH our CoMMunItIeS anD SuStaInaBIlItY

part V – appenDICeS

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SnapSHot oF tHe reGIon

$51,094median household income .

513,777ratepayers .

of international visitors to New Zealand

3,702km of coastline .

4,894km2

438,528private dwellings.

$354billion of property.

70%Gateway for

6.5% population growth rate 2006-2010

New Zealand’s largest and fastest growing city, with

34% of the population

Educates

40% of New Zealand's university graduates

Generates

35% of national GDP

World's

tHIrD most livable city (Mercer Survey)

IntRoDUctIon AnD eXecUtIVe sUMMARY

i ntr o d u cti o n 1 0

Welcome message 1 1

How to read this report 1 2

Our stakeholders 1 3

The services we provide 1 4

c o nteXt 1 6

The context of this report 1 6

Story: Auckland’s regional profile 1 8

Story: Auckland’s population growth 1 9

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m es saG e F r o m tH e c H i e F eX ec u ti v e 2 4

m-a o r i e n GaG e m e nt 2 6

o u r str u ct u r e a n d H ow we wo r k 3 0

How the Auckland Council Group works 3 0

The governing body 3 1

Council committees 3 2

Auckland Council’s elections 3 2

The local boards 3 3

Council-controlled organisations 3 4

eX ec u ti v e s u m ma ry : o u r F i r st F u l l yea r 3 6

Introduction 37

Case Study 1: Planning for Auckland’s future 37

Case Study 2: Introducing a consolidated rating system 3 9

Case Study 3: Hosting Rugby World Cup 2011 4 0

Activity highlights 4 2

Financial summary 6 4

A timeline of some of our achievements, 2011/2012 70

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IntRoDUctIon

With our two breath-taking harbours, the dramatic Tasman coast on the west and the Hauraki Gulf with its 65 islands to the east, hundreds of parks, many beaches and our beautiful rural hinterland it's no wonder Auckland and the surrounding region is recognised as a wonderful area to live, work and visit. The city’s quality of living has placed Auckland in the top five cities worldwide for the last five years by the Mercer Quality of Living survey, and we moved up to third place in 2011.

The success of the city and region is vital to our country. Thirty two per cent of New Zealand’s population live here and we generate 35 per cent of the country’s GDP. Auckland is the nation’s fastest growing city and its population is expected to grow from 1.5 million now to around 2.2 million by 2041.

With its rich Māori and Pakeha heritage, a highly diverse mix of cultures and a beautiful topography, Auckland is a vibrant and bustling region with neighbourhoods that have distinct identities and a pride of place.

Auckland Council, which was formed following the amalgamation of eight former local authorities on 1 November 2010, is by far the largest local government authority in New Zealand. This annual report is our first for a full 12 month period and it describes the progress we have made in establishing equitable region-wide services for all our residents.

The scope of this report includes all operational activities of the Auckland Council group, which includes our local boards, our council-controlled organisation, our subsidiaries, associates and joint ventures (all of which are domiciled in New Zealand).

This report incorporates the council’s first sustainability report (on page 172, Volume 3) which assesses progress in protecting our future through our use and promotion of sustainable practices. The sustainability report has been informed by the Global Reporting Initiative (GRI), which is an independent organisation that has developed a comprehensive sustainability reporting framework widely used around the world.

In an effort to cut the impact on the environment, the council has only printed a limited number of the full annual report document. However, a summary version in hardcopy is being made more widely available, while both the summary and full annual report are available online at www.aucklandcouncil.govt.nz/annualreport

We sincerely hope this document is of interest, particularly if you are a current or prospective resident, a business operator, government or organisational representative, student or visitor. At the end of the report there are contact details for directing comments and queries about specific information presented.

i ntr o d u cti o n

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ionwelcome to auckland council's

annual report 2011/2012nAU MAI kI te P

-URongA-

-A-tAU A te

kAUnIheRA o t-AMAkI MAkAURAU 2011/2012

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HoW tHIS report IS arranGeDThe report has five parts

• Part I introduces the whole report and provides an overview of how Auckland Council works. It also provides an executive summary followed by a financial summary.

• Part II covers the activities and services of Auckland Council, providing detailed activity statements including financial and performance information for each activity. It also includes information about local boards and council-controlled organisations.

• Part III contains financial statements and notes.

• Part IV contains sections on our people and our external communications strategies as well as our sustainability report. We also include our Global Reporting Initiative Index.

• Appendices contains a glossary of technical terms used in this report and information about how to contact us.

hoW to ReAD thIs RePoRt

Cohesive, strong communities

Quality urban, rural and natural environments

A productive, high-value economy

An excellent transport system

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

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

This annual report covers Auckland Council’s performance against the forecasts presented in the Annual Plan 2011/2012.

Unlike last year’s report which covered just eight months (from the time the council was established on 1 November 2010 to 30 June 2011), this report covers a full twelve months, from 1 July 2011 to 30 June 2012.

oUR stAkehoLDeRs

Effective stakeholder relationships are about establishing mutual trust between partners. They strengthen democratic governance and make good business and management sense.

We exist to serve the community.

c o m m u n ity

The Auckland community elects our councillors and local board members. It funds us through rates and provides guidance and feedback. The council provides governance,

services and facilities.c o u n c i l e m p loye es

Our people provide expertise, loyalty, knowledge and labour. The council provides

training, a safe working environment, career development and equal employment opportunities including through the CCOs.

lo ca l b u s i n es s es

Business and industry provide economic growth.

The council encourages investment and is

committed to promoting our competitive

advantages.

F i na n c i a l i n st it u ti o n s

Financial institutions provide funds for new asset purchases.

The council operates in a prudent and affordable manner.

s u p p l i e r s

Suppliers provide goods and specialised services that are more efficient to be sourced

from outside the organisation. The council provides business opportunities.

c o u n c i l - c o ntr o l le d o r Ga n i sati o n s

These organisations are independent of the council’s operations, but accountable to

Auckland Council.

otH er c o u n c i ls

Interactions between councils provide benefits such as knowledge

and resource sharing.

over s eas pa rtn er s

Our international relationships provide

learning experiences and investment.

The council is creating better connections across

New Zealand and to the world.

c e ntr a l G over n m e nt

The government provides a legal framework, national planning, services and budgetary

support, including through the CCOs.

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Auckland Council, including the local boards and council-controlled organisations (CCOs) – together called Auckland Council and Group – is responsible for a very wide range of activities including:

• setting the strategic direction for Auckland’s future

• developing a district plan for the region

• environmental planning and management, including coastal management

• economic development and tourism promotion

• working with government agencies on social and cultural issues

• issuing resource and building consents

• protecting public health (e.g. licensing food premises, liquor licensing, and animal management)

• addressing noise issues

• developing and maintaining regional and local parks

• managing sports grounds and stadia, events, recreation and community centres and swimming pools

• managing art galleries, museums, libraries and the zoo

• attracting and retaining major and local events

• providing water and wastewater infrastructure and services

• controlling stormwater

• testing beach water quality

• cleaning up stream pollution

• collecting refuse and recycling

• providing and maintaining roads (except state highways) and footpaths

• delivering public transport services – buses, rail, ferries

• building public transport infrastructure (e.g. train stations and cycleways)

• providing street lighting

• providing and managing housing for the elderly

• administering cemeteries and crematoria.

the seRVIces We PRoVIDe

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conteXt

tHe ConteXt oF tHIS report"At first glance, the prospects for the global economy are somewhat brighter than six months ago. On closer inspection, though, the global economic recovery is weak, considerable downside risks remain and sizeable imbalances have yet to be addressed."

Remarks by Angel Gurría, OECD Secretary-General, Paris, 22 May 2012

A major focus of the reporting year 2011/2012 for government at all levels in New Zealand was responding to the continuing impact of global financial instability. Additionally, the earthquakes that hit Christchurch caused substantial damage and disrupted business activity, pushing the national economy into recession during the first quarter of 2011.

Nevertheless, economic activity began to recover during the reporting period, with the Rugby World Cup contributing to a GDP increase of 0.3 per cent in the December 2011 quarter. GDP is forecast to grow by 3 per cent in 2012.

At the end of the reporting period, the Treasury stated (in its July 2012 Monthly Economic Indicators) that the domestic economy was in “relatively good shape, especially compared with most other advanced economies.” This outcome was achieved despite what the Treasury described as a “further deterioration in international conditions.”

A prime impetus behind the government’s drive to pursue governance reform in the Auckland region was to achieve integrated decision-making and greater community involvement.

Following the creation of the Auckland Council, reforming the local government sector continued to be a government priority, with the prime minister announcing the better local government reforms in mid-March. The aim of the reforms is to provide clarity around the role of councils, stronger governance, improved efficiency and more responsible financial management.

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StatIStICSNew Zealand main economic indicators

yea r to d ec e m b er 2 0 1 0 2 0 1 1

0.8% 1.8%

4.0% 1.8%

6.7% 6.3%

1.1% 2.8%

-3.5% -4.0%

New Zealand GDP growth rate

CPI

Unemployment rate*

Auckland GDP year to September

Current account (%GDP)

Economy and Finance Monthly March 2012

Prepared by Mattia Barbera, Economist, Research, Investigations and Monitoring Unit

*not seasonally adjusted

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stoRY: AUckLAnD’s RegIonAL PRofILe

Auckland Council now oversees all of Auckland from Wellsford in the north to Pukekohe in the south and is responsible for operations and services as diverse as:

• maintaining more than 7,000km of roads and 6,500km of footpaths

• stocking 54 libraries and 4 mobile libraries in 21 local board areas

• managing assets worth over $35 billion.

We are also custodians for a stunning, natural environment which includes:

• many harbours and associated islands

• the wild west coast and gentle east coast

• 21,000km of rivers and stream, eight per cent in our urban area and the remainder in rural areas

• parks covering 101,505 hectares of open space

• our large rural environment north and south, comprising the majority of Auckland’s land

• our volcanic landscape

• the Hunua and Waitākere ranges.

To give you some perspective, Auckland is:

• New Zealand’s largest city, with 34 per cent of the population

• contributing just over 35 per cent of New Zealand's Gross Domestic Product (GDP), the most of any region or city

• New Zealand’s main commercial, industrial and educational centre

• the most popular destination for new migrants

• New Zealand's primary gateway to the rest of the world

• the most diverse cultural region in New Zealand with more than 150 different ethnic groups.

home to about 1.5 million people

of coastline 3,702km

stoRY: AUckLAnD’s PoPULAtIon gRoWth

On 1 February 2012, the mayor welcomed the baby chosen as Auckland’s 1.5 millionth citizen at Middlemore Hospital. Ramonah Patience Toomalatai was born to proud parents Sulia and Tutasi Toomalatai at Middlemore’s Maternity Unit, which is the largest in the country with 6,900 children born there each year.

The Toomalatai family live in Panmure and Ramonah joined her sister Janelia (6) and brother Patrick (4). Both her parents are Samoan born. Her mother Sulia grew up in Tauranga and her father Tutasi moved to New Zealand eight years ago.

Statistics New Zealand determined that the 1.5 millionth Aucklander would arrive on 1 February 2012 and would most likely be a baby rather than a migrant due to existing growth patterns.

Population growth in Auckland has exceeded that of all other New Zealand centres over the last 60 years

and reached one million in the mid-1990s. Auckland is now home to 34 per cent of New Zealand’s population according to 2011 figures, with estimates suggesting Auckland could reach two million before 2031.

“Our challenge is to ensure that by the time we reach the two million mark we can look back and know we made the right decisions, the tough decisions and built an Auckland that Ramonah will be proud of,” the mayor said.

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Auckland is now home to 34 per cent of New Zealand’s population according to 2011 figures

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oUR ResPonsIBILItIes, VALUes AnD hoW We WoRk

our reSponSIBIlItIeSThe council is responsible for collecting rubbish, maintaining and developing parks and reserves, running public libraries, swimming pools and recreation centres, and providing services such as building and resource consents, dog registrations and liquor licensing.

HoW We Work These are principles by which we work to achieve our outcomes.

Working togetherWorking collaboratively and as partners. Recognising the interdependence of projects, programmes and initiatives.

Valuing te Ao MāoriAcknowledging the special place of mana whenua and enabling their participation in decision-making. Building lasting and reciprocal relationships with Auckland’s Māori.

Being sustainableTaking a long-term view and having the resilience and flexibility to adapt to changing conditions that affect our communities, our economy, our environment and our infrastructure. Doing more with less.

Acting fairlyConsidering the needs of all groups in the community to ensure that all Aucklanders can participate equally.

Making the best use of every dollar spentActing prudently and committing to projects and initiatives that achieve the best value result without compromising quality, or stifling creativity and innovation. Focusing on achieving long-term benefits and intergenerational equity.

Checking progress and adapting to improveMonitoring and evaluating every initiative to ensure we move in the right direction. Adapting accordingly and continually improving the way we work to achieve Auckland’s vision.

our Core ValueS

teaMWork

aCCountaBIlItYprIDeSerVICe

InnoVatIonreSpeCt

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VIsIon stAteMent

Dramatically accelerate the prospects of Auckland’s

children and young people

Strongly commit to

environmental action and green

growth

Move to outstanding

public transport within one network

Radically improve

the quality of urban living

Substantially raise living standards

for all Aucklanders and focus on those most in need

Significantly lift Māori social and economic

well-being

au c k la n d ’ s v i s i o n

o u tc o m es : wH at tH e v i s i o n m ea n s i n 2 0 4 0

A fair, safe and healthy

Auckland

A green Auckland

An Auckland of prosperity

and opportunity

A well- connected

and accessible Auckland

A beautiful Auckland that is loved by its

people

A culturally rich and creative Auckland

A Māori identity that is Auckland’s

point of difference

in the world

tr a n s F o r mati o na l s H i Fts : to ac H i ev e tH e v i s i o n

p r i n c i p l es : we w i l l wo r k by

Work together

Value Te Ao Māori

Be sustainable

Act fairly Make the best use of every dollar

spent

Be affordable Check progress

and adapt to improve

tH e wo r l d ’ s m o st l i v ea b le c ity

tHe WorlD’S MoSt lIVeaBle CItY – te paI Me te WHaI raWa o t–aMakI• Auckland will have an outstanding quality of life, economic opportunity

and sense of belonging.

As the world’s most liveable city Auckland will be a place that:

• Aucklanders are proud of

• they want to stay or return to

• others want to visit, move to or invest in.

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The momentum is building as Auckland moves closer to being the world’s most liveable city.

The past 12 months has seen a united Auckland hit its straps. Auckland Council has realised the savings and efficiencies of scale while absorbing the significant costs of amalgamation and confirmed the biggest programme of capital investment in Auckland’s history.

In February 2012, we welcomed our 1.5 millionth Aucklander. Another million people will join her in the next three decades. Together with our council-owned organisations, we have finalised a suite of far-reaching plans that will guide Auckland’s physical, economic and social development over this time.

Auckland will be ready, thanks in part to the thousands of Aucklanders who had their say on The Auckland Plan, a historic over-arching document that will steer our future development as a united region.

Complementing that, Auckland’s 21 local boards formed plans for their areas to protect and foster local identities. Our local board members established themselves as clear voices for their communities and are delivering a huge variety of local projects.

The City Centre Masterplan and Waterfront Plan will reinvigorate the heart of Auckland and make the most of the water’s edge for Aucklanders and visitors to enjoy.

The Economic Development Strategy gives us a road map to becoming an internationally competitive and prosperous economy that all Aucklanders can benefit from and participate in. A strong economy means more jobs, higher incomes and a city that attracts visitors, skilled workers, businesses and investment.

A robust Auckland economy will help lift the overall quality of life and retain our top talent. We are working with educational institutions and other agencies to make sure our young people have clear paths from school into training and employment.

The work and support of the Independent Māori Statutory Board has clarified issues of significance for Māori living within Tamāki Makaurau and council’s responsibilities in accordance with statutory provisions referring to the Treaty of Waitangi, resulting in the development of a comprehensive plan to ensure our Māori heritage is properly acknowledged and all our citizens have every opportunity to succeed.

In Wynyard Quarter, we are working with the government to create the innovation precinct, a vital step towards Auckland becoming the innovation hub of the Pacific, which will further drive a high-value economy based on ideas and exports.

Wynyard Quarter is one of Auckland’s great success stories of the past 12 months. More than 50,000 people poured into the area the day it opened, and it has

MessAge fRoM the MAYoR

become an unmissable Auckland destination. As well as the bars and restaurants alongside the working, fishing wharf, it has a great programme of outdoor cinema, markets, children’s workshops and walking tours.

The upgraded and expanded Auckland Art Gallery opened, pulling in locals and Rugby World Cup visitors from New Zealand and overseas alike, and going on to win a major international design award.

Auckland Zoo opened its Te Wao Nui native section, scooping landscape awards and helping to boost annual zoo visitor numbers to a record 710,000 to June 2012, its busiest year yet.

Developments like these and being the hub of Rugby World Cup 2011 (RWC 2011) sparked Aucklanders’ excitement and enthusiasm, giving us a glimpse of the world-class city we can be.

It also reinforced that major events are key drivers of economic activity. The Rugby World Cup 2011 – the largest event ever hosted in New Zealand – brought more than half a billion dollars into the Auckland economy and generated the equivalent of 14,000 year-long jobs.

Auckland Council has a robust major events strategy in place. Hard on the heels of RWC 2011 came the Volvo Ocean Race in March and the World Rally Championship in June. In the past year, Auckland has also successfully bid to hold the FIFA 2015 Men’s U-20 World Cup, the World Masters Games in 2017 and to return the V8s to Pukekohe.

As well as identifying key economic drivers like events, Auckland Council is also taking care of Auckland’s transport problems, a major barrier to us realising our full economic potential.

We have committed to bus and ferry services, walking and cycling options, and upgrading roads and footpaths. We continue to progress the City Rail Link and are gearing up for a fully integrated ticketing system for public transport and the delivery for the first of our new electric trains.

Aucklanders are heeding the call of improved transport services – in 2011/2012, public transport use increased by 8 per cent overall. Rail use rose more than 10 per cent as did the number of passengers on the Northern Express bus service.

Realising Auckland’s economic potential requires financial prudence, something Chief Executive Doug McKay and I are fully committed to.

In 2011/2012, Auckland Council identified $81 million of efficiencies and savings while maintaining service levels, absorbed the costs of amalgamation and the

held the rates increase to 3.94 per cent, lower than the 9 per cent projected by the former councils coming into amalgamation.

Auckland Council is in a strong financial position and is well placed for a growing city. This was endorsed by the recent review of council’s credit ratings by Standard and Poor’s and Moody’s. The financial strategies in our Long-term Plan were confirmed by the Auditor-General.

Furthermore, we have met one of the greatest challenges for the new Auckland, finalising a single rating system based on capital value. At the council’s request, the government enacted a minor legislative change to mitigate the impact of moving to a single system, capping residential rates increases and phasing business rates increases over the next three years.

All of this represents a vast amount of input from Aucklanders on council plans and services, and immense hard work from our council staff and elected representatives. I want to thank everyone who has contributed for their time, energy and hard work.

It has not gone unnoticed outside Auckland. We have improved our standing on global liveability indices, moving into the top 10 lists in all three international quality of life surveys (10th in the Economist Intelligence Unit’s Global Liveability Report, ninth in Monocle magazine’s Most Liveable Cities Index and third in the Mercer Quality of Living Survey).

We have also created our own scorecard to measure what is important to Aucklanders – strong communities, fixing transport, being an economic powerhouse and healthy environments.

Aucklanders have a renewed sense of passion for their city, and Auckland has a new sense of pace and momentum. We are well on our way.

Len Brown Mayor of Auckland

"Aucklanders have a renewed sense of passion for their city, and Auckland has a new sense of pace and momentum."

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MessAge fRoM the chIef eXecUtIVe

The period covered in this document, 1 July 2011 to 30 June 2012, marks the completion of Auckland Council’s transition from eight organisations to one. Aucklanders can have confidence that their council delivered, and will continue to deliver, on the promise of amalgamation.

Our successes and continued delivery would not have been possible without our staff, who have worked incredibly hard through a period of almost continuous change. Their continued efforts have ensured that our service level has remained of high-quality, while providing value for money. They have enabled our exciting innovations and are building an organisation Auckland can be proud of.

Another significant achievement in the period was developing and signing off the Auckland Plan – what I refer to as our 30-year prospectus for the region. This world-class city plan contains the big-picture, joined-up thinking Auckland has lacked in the past. It includes the Southern Initiative, a plan which identifies stable housing, job growth, skills development and environmental enhancement in south Auckland.

We began implementing the Auckland Plan during the period, which involves ongoing dialogue with central

government agencies, infrastructure network providers, other private sector organisations, and communities. We have also adopted the City Centre Masterplan, Waterfront Plan (prepared by Waterfront Auckland) and council’s Economic Development Strategy, which sets the roadmap for how Auckland does business over the next 10 years.

We also signed off our Long-term Plan 2012-2022 (LTP). This $59 billion operating and expenditure budget outlines how Auckland Council intends to keep its books firmly in balance, even as we embark on the largest capital investment programme in the region’s history. Some $1.7 billion in savings are identified within this budget.

Work progressed during the year on the Auckland Unitary Plan, which will replace all the district plans (excluding that of the Hauraki Gulf islands), and regional policies of the eight former councils, with a single document. This will transform the way people engage with the council on planning, land-use and resource consent matters.

The council has a higher credit rating than most of the country’s entities, with the exception of the New Zealand Government, and we aim to keep it that way. Standard and Poor’s looked at the budget assumptions within our LTP earlier this year and maintained our credit rating

at AA, which is higher than that of the major domestic banks. This credit rating has now been supported by a similar view from Moody’s Investors Service.

We have now completed one of the largest transitions in New Zealand history, put in place a new innovative governance model and planning regime, successfully hosted the Rugby World Cup 2011, revalued 510,000 of our city’s homes and business properties and began developing a ‘can do’ culture – significant achievements all while maintaining operational stability.

The Rugby World Cup was a particular highlight in the period. Auckland acted as the hub of the tournament over the six weeks, providing our council-controlled organisations (CCOs) with challenges and opportunities for the region’s infrastructure and resources such as transport, business programmes, tourism, training venues and support events.

We pulled together to ensure the success of this event was felt by all in the region, bearing out that a visitor economy and major events will be a key driver of the region’s economic growth.

Auckland Council is now focused on transforming our organisation and we have defined how we will continue to improve our delivery. Successful transformation will free up the resources needed for us to deliver on the Auckland Plan, the strategy to create the world’s most liveable city, and also deliver value for money for ratepayers.

We are:

• transforming the customer experience by putting the customer at the heart of our organisation

• moving from operational stability to operational excellence

• working in partnership with the Independent Māori Statutory Board to acknowledge the Māori perspective and support the cultural, social, economic and environmental development of Auckland Māori

• creating a high performance organisation that works for all Aucklanders.

We have identified 24 opportunity areas to do things as one organisation that we could not as eight separate legacy councils, which will lead to a more innovative, effective and focused council.

I would like to take this opportunity to acknowledge the senior management and directors of our CCOs for their expert guidance in creating a sound base for these new organisations to build on.

I also want to acknowledge the Public Service Association. The union was a true partner in change and provided valuable counsel and advice, even as those changes impacted on and affected their membership.

Our elected members are especially deserving of thanks; the people of Auckland are lucky to be represented by such a committed and passionate group of hard-working individuals. Mayor Len Brown has constantly impressed me with his vision and indefatigability.

You will read in these pages about the activities of Auckland’s 21 local boards. Having set out visions for their communities through the Local Board Plans, they are now planning how they can turn those visions into reality, with projects that will make a real difference to the lives of all Aucklanders. All 21 local boards have adopted Local Board Agreements for 2012/2013, as well as 10-year local activity budgets for the Long-term Plan 2012-2022, and these were major achievements.

As an organisation, Auckland Council is still young but we have come through some tough challenges and changes. We now have the expertise and products in place to enable the Auckland region to achieve ongoing success.

Doug McKay Chief Executive Auckland Council

"As an organisation, Auckland Council is still young but we have come through some tough challenges and changes."

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MA-oRI engAgeMent

te Waka anGaMua - tHe CounCIl’S M-aorI StrateGY anD relatIonS DepartMentPartnership arrangements between iwi, the Auckland Council and the wider Auckland community, are an important means of enhancing the prosperity and quality of life of all Aucklanders. The partnerships include active Mana Whenua involvement in the co-governance of maunga (volcanic cones), wahapu (harbours) motu (islands and kaitiakitanga (guardianship) of land and marine resources.

Under a number of pieces of legislation and through the process of Treaty of Waitangi settlements, local authorities have obligations to Māori. Our Māori strategy and relations function assists the council in meeting these obligations. The legislation that most affects the type and level of activities of Te Waka Angamua are the local government and resource management acts.

Te Waka Angamua has a working relationship with the executive officer of the Independent Māori Statutory Board, and is responsible for all Māori-specific policy, planning, research and evaluation, stakeholder engagement, relationship management, bicultural development and training, and Māori protocol and process information and activities. A separate report outlining its work in assisting the council’s planning processes is in Part IV of the annual report.

Te Waka Angamua’s three units are as follows:

Pou Whainga Policy and Strategy UnitThe Pou Whainga Policy and Strategy Unit is responsible for the development of all Māori-specific policy of the council. It provides Māori input into strategic council documents and undertakes and is involved in monitoring, research and evaluation in order to provide robust, timely and accurate advice and feedback. Stakeholder engagement on policy issues is an important facet of this unit.

Pou Hononga Relationships UnitThe Pou Hononga Relationships Unit is responsible for stakeholder engagement and management, and facilitating relationships between Māori and the council. Establishing best practice processes for engaging and consulting with tangata whenua and the wider Māori community is an important facet of this unit.

Staff within this unit provide kānohi ki te kānohi engagement with external stakeholders while working collaboratively on issues of importance to Māori along with other units of the council.

Pou Tikanga Protocols UnitThe Pou Tikanga Protocols Unit works both internally and externally of the council. Internally, the unit provides

pastoral care in relation to Māori protocols and processes, and bicultural development and learning opportunities to assist elected members and staff to understand and engage meaningfully with Māori.

Externally, the unit upholds the mana of tangata whenua as stewards of tangata whenua tikanga and kawa. This involves representing and advising the council at civic and council events and ceremonies, either directly, or through engaging appropriate tangata whenua or kaumātua, koroua and kuia to undertake this role.

tanGata WHenua - kaItIakI (IWI reSourCe ManaGeMent ContaCtS)The council engages with tangata whenua on resource management matters, including resource consents and plan changes. To enable us to do this, we maintain a list of iwi authorities, organisations and individuals representing the interests of tangata whenua iwi and hapū of the Auckland region.

Legal contextSection 35A(1) of the Resource Management Act 1991 requires local and regional authorities to keep and maintain information about iwi and hapū.

Tangata whenua informationThe information we maintain also includes iwi planning documents that have been lodged with the council, as well as iwi websites that provide valuable information.

We have also indicated the potential areas of customary interests of tangata whenua relative to local board areas, as not all consent applicants are completely aware of tribal boundaries and areas of interest.

This list should be seen in the context of the council’s requirements and obligations to tangata whenua or government agencies.

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do not identify with any Iwi

Mana Whenua (Māori whose tribal links are within Auckland)

make up 14.5 per cent of the total Māori population

Mataawaka (Māori with tribal links outside Auckland) make up 63.4 per cent of the

total Māori population

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tHe InDepenDent M-aorI StatutorY BoarDThe Independent Māori Statutory Board is an independent board established by legislation to promote and advise the Auckland Council on cultural, economic, environmental and social issues of significance for mana whenua groups and mataawaka of Tāmaki Makaurau. It also ensures that the Auckland Council acts in accordance with statutory provisions referring to the Treaty of Waitangi.

To enable the board to achieve its purpose, it develops a list of current and prioritised issues that are significant to Māori in Auckland. This guides the board in developing its work programme.

The board also gives advice to the council about issues that affect Māori in Auckland, and works with the council on the design and execution of suitable documents and processes to help the latter meet its statutory obligations to Māori in Auckland.

For its part, the board must choose up to two people to sit on each of the council’s committees that deal with the management and stewardship of natural and physical resources. The council may also request that the board appoint a board member to sit on other council committees.

BoarD MeMBerS anD tHeIr MeMBerSHIp oF CounCIl CoMMItteeSDavid Taipari (Chairperson) Mr Taipari was selected by the Marutuahu Mana Whenua representatives.

• Hearings Committee, Strategy and Finance Committee, Unitary Plan Working Party

Patience Te Ao (Deputy chairperson) Ms Te Ao was selected by the Ngāti Wai Mana Whenua representatives.

• Accountability and Performance Committee, Regional Development and Operations Committee, Waste Minimisation Hearing Panel, Social and Community Development Forum

Anahera Morehu Ms Morehu was selected by the Ngāti Whātua Mana Whenua representatives.

• Auckland Future Vision Committee, Parks, Recreation and Heritage Forum, Civil Defence and Emergency Management Committee

Glen Tupuhi Mr Tupuhi was selected by the Marutuahu Mana Whenua representatives.

• Environment and Sustainability Forum, Auckland Future Vision Committee, Unitary Plan Working Party, Economic Development Strategy Hearings Panel (Committee Secretary), Economic Forum

James Brown Mr Brown was selected by the Waiohua-Tāmaki Mana Whenua representatives.

• Parks, Recreation and Heritage Forum, Transport Committee, Environment and Sustainability Forum

Wayne Knox Mr Knox was selected by the Waiohua-Tāmaki Mana Whenua representatives.

• Regulatory and Bylaws Committee, Regional Development and Operations Committee, Planning and Urban Design Forum, Culture, Arts and Events Forum

Glenn Wilcox Mr Wilcox was selected by the Ngāti Whātua Mana Whenua representatives.

• Accountability and Performance Committee, Transport Committee, Regulatory and Bylaws Committee, Council-controlled organisations Strategy Review Subcommittee, Hearings Committee, Dog Bylaw Hearings Panel, Community Safety Forum

Tony Kake Mr Kake is a representative of Mataawaka.

• Planning and Urban Design Forum, Social and Community Development Forum

John Tamihere Mr Tamihere is a representative of Mataawaka.

• Strategy and Finance Committee, Council-controlled organisations Strategy Review Subcommittee

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This section describes how the Auckland Council family works.

The Auckland Council 'family' comprises the governing body (made up by the mayor and 20 councillors), the 21 local boards, council-controlled organisations, the Independent Māori Statutory Board and the council’s advisory panels.

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(Mayor and 20 Councillors)

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tHe GoVernInG BoDY The governing body of Auckland Council consists of the mayor, elected by all Aucklanders, and 20 councillors elected on a ward basis. The governing body is assisted by the Independent Māori Statutory Board and focuses on region-wide strategic decisions. It is responsible for:

• preparing and adopting the Long-term Plan, annual plan and annual report

• setting rates and making bylaws

• decision-making on regulatory matters and on region-wide non-regulatory matters

• setting regional strategies, policies and plans, including the spatial plan and the district plan to guide the development of Auckland and its growth

• financial and asset management

• the governance of CCOs

• consulting with and considering the views of local boards before making a decision which affects the communities in the local board area, or the responsibilities or operations of the local board

• negotiating a local board agreement with each local board

• monitoring and reviewing the performance of the organisation and managing its staff and resources.

The work of the governing body is undertaken through four Committees of the Whole (of which all councillors are members) and by nine other committees and sub-committees.

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CoMMItteeS oF tHe WHoleAll councillors are members of these committees.

Accountability and Performance CommitteeRichard Northey (Chairperson) George Wood (Deputy Chairperson)

Auckland Plan CommitteePenny Hulse (Chairperson) George Wood (Deputy Chairperson)

Regional Development and Operations CommitteeAnn Hartley (Chairperson) Sandra Coney (Deputy Chairperson)

Strategy and Finance CommitteePenny Webster (Chairperson)

Des Morrison (Deputy Chairperson)

CoMMItteeS anD SuB-CoMMItteeSAuckland Domain Rail Corridor Designation Committee Sandra Coney (Chairperson)

Audit and Risk CommitteeSharon Stewart (Chairperson) Richard Northey (Deputy Chairperson)

CCO Strategy Review Sub-CommitteeLen Brown (Chairperson) Penny Hulse (Deputy Chairperson)

CEO Review Sub-CommitteeLen Brown (Chairperson) Christine Fletcher (Deputy Chairperson)

Civil Defence And Emergency Management CommitteeMichael Goudie (Chairperson) George Wood (Deputy Chairperson)

Hearings CommitteeNoelene Raffills (Chairperson) Penny Webster (Deputy Chairperson)

Regulatory and Bylaws CommitteeDes Morrison (Chairperson) Calum Penrose (Deputy Chairperson)

Tenders and Procurement Sub-CommitteeDick Quax (Chairperson) Arthur Anae (Deputy Chairperson)

Transport CommitteeMike Lee (Chairperson) Hon Christine Fletcher (Deputy Chairperson)

coUncIL coMMIttees

Auckland Council uses the first-past-the-post system by postal ballot for elections both to the governing body and to the local boards. Our first election ended on 9 October 2010 and our next triennial election is due to finish on 12 October 2013.

auCklanD CounCIl’S eleCtIonS

the LocAL BoARDs

Local board members are elected by local board area and represent their local communities. Local boards have a significant and wide-ranging role: making decisions on local matters, providing local leadership, and representing and building strong local communities. Local boards are responsible for:

• working with their communities to prepare a local board plan every three years, and outlining the community’s aspirations and priorities, desired projects and potential funding. These local board plans will feed into the council’s Long-term Plan which is also produced every three years

• non-regulatory decision-making on local matters, including negotiating the standards of services delivered locally

• providing early input into the formulation of regional strategies and policies, including input to CCO plans and initiatives

• identifying and developing bylaws for the local board area and proposing them to the governing body

• monitoring and reporting on the implementation of annual local board agreements

• any additional responsibilities delegated by the governing body.

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Waitematā and Gulf

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Manurewa-Papakura

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coUncIL-contRoLLeD oRgAnIsAtIons

Auckland Transport

Auckland Council

Property Ltd

Auckland Council

Investments Ltd

Auckland Waterfront

Development Agency Ltd

Auckland Tourism,

Events and Economic

Development Ltd

Regional Facilities Auckland

Watercare Services Ltd

Other CCOs and

subsidiaries

Auckland Council

A council-controlled organisation (CCO) is defined as an organisation in which the council controls 50 per cent or more of the votes, or has the right to appoint 50 per cent or more of the directors or trustees. Auckland Council has large (referred to as 'substantive') CCOs as well as a number of smaller ones. A substantive CCO is defined as either being responsible for the delivery of a significant service or activity on behalf of the council, or that owns or manages assets valued at more than $10 million.

auCklanD tranSport Manages the Auckland region’s transport services and infrastructure. It provides all of Auckland’s transport requirements (except state highways) including roads and footpaths, traffic signals, rail, buses, providing parking facilities and enforcement, establishing and promoting road safety and school travel initiatives.

auCklanD CounCIl propertY ltD (aCpl) Manages the council’s commercial properties, ensuring an appropriate return on these assets and bringing a market perspective to its planning activities. It is also responsible for managing other selected properties, projects and activities on behalf of the council such as development at Flatbush and the council’s interest in Whitford Quarry.

The responsibilities of the substantive CCOs are as follows:

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auCklanD CounCIl InVeStMentS ltD (aCIl) Manages Auckland Council’s major investment assets including its shareholding in Auckland International Airport Ltd and Ports of Auckland Ltd.

auCklanD tourISM eVentS anD eConoMIC DeVelopMent ltD (ateeD) Brings a consistent and integrated region-wide approach to economic development, tourism and events promotion to help lift Auckland region's economic performance and support it in competing internationally.

WaterCare SerVICeS ltDWatercare Services Ltd became a substantive CCO on 1 July 2012. Watercare is responsible for water and wastewater services in the Auckland region. The exception is in the Papakura area where United Water manages the local networks and retailing of water and wastewater under a franchise agreement.

auCklanD WaterFront DeVelopMent aGenCY ltD (WaterFront auCklanD)Leads waterfront development consistent with the council’s vision. Waterfront Auckland owns and manages a large portion of the Auckland waterfront from Harbour Bridge Park in the west to Teal Park in the east (excluding Ports of Auckland). Its area of influence extends as far inland as the original shoreline of 1840 and includes Beach Road, Customs Street, Quay Street, Fanshawe Street, Britomart and The Strand.

reGIonal FaCIlItIeS auCklanD (rFa) Provides a regional perspective for the development of Auckland’s arts, culture and heritage, leisure, sport and entertainment venues including Auckland Art Gallery Toi o Tāmaki, Viaduct Events Centre, Auckland Zoo, Mt Smart Stadium, Western Springs and The Edge® (including the Aotea Centre, Civic Theatre, south Town Hall and Aotea Square).


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eXecUtIVe sUMMARY: oUR fIRst fULL YeAReX ec u ti v e s u m ma ry : o u r F i r st F u l l yea r

Introduction 37

Case Study 1: Planning for Auckland’s future 37

Case Study 2: Introducing a consolidated rating system 3 9

Case Study 3: Hosting Rugby World Cup 2011 4 0

Activity highlights 4 2

Financial summary 6 4

A timeline of some of our achievements, 2011/2012 70

IntroDuCtIonThis summary highlights the achievements made by Auckland Council in its first full year of operations. We start by presenting three case studies of our work illustrating the very broad nature of the services we provide.

The three case studies are:

• Planning for Auckland’s future

• Introducing a consolidated rating system

• Hosting the Rugby World Cup 2011.

We provide summaries of all our activity areas, noting our patterns of expenditure and highlighting our main achievements. We then give a quick visual overview of our performance indicators and summarise our service delivery performance for the year, noting where appropriate how we will be focusing our efforts to achieve improved results in the coming year.

The executive summary concludes with an overview of our financial performance for the year ended 30 June 2012.

CaSe StuDY 1: plannInG For auCklanD’S FutureThe Auckland Plan is a 30-year strategic vision that embraces change and growth as Auckland embarks on its journey to become the world’s most liveable city. Developed from the mayor’s visionary Auckland Unleashed document, released in March 2011, the Auckland Plan outlines how the key priorities of housing, transport, economic growth, heritage, and social and environmental action can be tackled.

It is the collective result of contributions from central government, iwi, business, community and non-governmental organisations.

The Auckland Plan is a single, comprehensive plan to deliver this vision for all of Auckland and all its people. It centres around six transformational shifts to achieve the vision of Auckland being the world’s most liveable city. These shifts are:

• dramatically accelerating the prospects of Auckland’s children and young people by focusing on issues of education and learning, youth employment, housing conditions, and societal harm

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Policies and rules to implement the

Auckland Plan

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Special plans for geographical areas. E.g. Local

area plans, City Centre

Masterplan and Waterfront Plan

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E.g. Economic Development

Strategy, Waste Management

and Minimisation Strategy

lo n G - ter m p la n

Council’s 10-year plan and budget for 2012-2022

and Annual Plan (2012)

local board aGreements

Annual budgets of 21 Local Boards

mayo r ’ s v i s i o n

Creating the world’s most livable city

au c k la n d p la n

30 year vision and strategy for Auckland

lo ca l b oa r d p la n s

3 year plans of 21 local boards

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• strongly committing to environmental action and green growth by improving the health of our natural environment, resolving issues of air and water pollution and declining fish stocks, and capitalising on international market opportunities associated with Auckland’s clean green image and clean technology

• delivering outstanding public transport within one network, and ensuring a major shift from private cars to an integrated public transport system

• radically improving the quality of urban living so our built environment grows to match our beautiful natural environment through sustained and radical improvement in planning, building, urban design and public places

• substantially raising living standards and addressing social inequality through a focus on significantly improving educational attainment, economic growth and income levels

• significantly lifting Māori social and economic well-being through iwi partnerships, education and entrepreneurship.

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

The Economic Development Strategy, the City Centre Masterplan and the Waterfront Plan were also developed to support the Auckland Plan. Public views were sought on each of the plans with more than 2500 submissions received in total and more than 4300 submission points.

The most popular topics were:

• making a quality compact city

• the City Centre Masterplan

• transformation shifts

• Auckland’s economy

• the southern initiative

• building enduring town centres and neighbourhoods.

The Economic Development Strategy aims to achieve ambitious goals including increasing the region’s exports, growing real GDP and lifting productivity. The City Centre Masterplan focuses on cost-effective, smart solutions to transform the city centre, working with rather than changing the existing infrastructure. The Waterfront Plan builds on previous public feedback, discussion and strategies to identify new investments and projects to unleash the waterfront’s true potential.

Work also progressed during the year on the Auckland Unitary Plan, which will replace the district plans and regional policies of the eight former councils with a single document and which will be one of the main tools for implementing the visions contained in the Auckland Plan.

“The Unitary Plan will bring a fresh and simplified approach to planning across Auckland,” says Deputy Mayor Penny Hulse. “It will be Auckland Council’s rule book for how we use and develop our natural and built environment, outlining where homes and businesses can be built and conditions applying to certain areas.” Targeted consultation on the Auckland Unitary Plan is taking place throughout 2012, and it is proposed the plan will be released for public submissions in March 2013.

Once completed, the Auckland Unitary Plan will be available as a plain-English, easy-to-use online tool on our website, transforming the way people engage with the council on planning and resource consent matters.

“Auckland’s time has come. We have a widely-shared vision to be the world’s most liveable city. And for the first time in our history, we have a single, comprehensive plan to deliver this vision for all of Auckland and all its people – the Auckland Plan. It is a plan that will help us compete on the international stage, and one that will help every Aucklander achieve the best they can. Auckland is our place, and we are ready to grasp this opportunity for a prosperous future.”

From the Auckland Plan portal, Auckland Council website at: www.aucklandcouncil.govt.nz/EN/AboutCouncil/PlansPoliciesPublications/theaucklandplan/Pages/theaucklandplan.aspx

CaSe StuDY 2: IntroDuCInG a ConSolIDateD ratInG SYSteM Over the past year significant changes have occurred to the systems for assessing and collecting rates throughout the region as the Auckland Council moved to consolidate the schemes that the eight legacy councils had employed, which it was required to do by government legislation.

From early August 2011 onwards, ratepayers throughout the region began to receive the new-look 2011/2012 rates notices combining the former Auckland Regional Council rates and former local council rates into one Auckland Council rates bill. While the council inherited a rates increase of 9.2 per cent, it reduced this down to 3.94 per cent for 2011/2012 by driving $81 million in efficiencies.

In June 2012 council adopted a single rates system for rates 2012/2013. Over time the new system means properties of a similar value and use will be charged a similar amount of rates.

The changes include:

• a new Uniform Annual General Charge (UAGC) of $350 – previously UAGC amounts have ranged from $308-$831

• new rating differentials for nine ratepayer groups (rate differentials are used to change the proportion of rates the council collects from each group of ratepayers. The council may choose to apply a higher rating differential for groups that place greater demands on council services)

• the introduction of a capital value rating system – all properties will be rated on capital value, rather than annual or land value.

To smooth the impact on ratepayers facing significant change by the move to a single rating system the council adopted transition management policy as follows:

• capping increases for residential, farm and lifestyle property rates at 10 per cent, for the next three years

• capping decreases for residential, farm and lifestyle property rates to fund the capping of the increases at 10 per cent. The decrease cap is -5.6 per cent for 2012/2013

• phasing the rates for business properties which see business ratepayers move gradually from their current rates over three years.

The numbers expected to be eligible for a reduction in their rates in the first year were 184,896 residential and farm/lifestyle properties, and 17,866 businesses properties. These numbers are expected to decrease considerably over the next few years.

From February to August 2011, the council (with assistance from Quotable Value) undertook what was New Zealand’s largest ever property revaluation. The revaluation of properties – about 516,000 in all – resulted in a total real estate capital valuation region-wide of some $354 billion. The aim of the revaluation was to bring properties formerly covered by the legacy councils into the same valuation cycle. Following certification of the revaluation by the government’s valuer-general, from late October property owners received new valuation notices in the mail. Residential values in the former Auckland City Council areas showed the greatest growth in the region, with an average increase of 5.1 per cent. The strongest average capital value increases were in the inner city suburbs of Grey Lynn (18 per cent), Point Chevalier and Sandringham (13 per cent), Ellerslie, Epsom and Mt Eden (at 10 per cent each). Residential values in Rodney district showed the greatest decrease, averaging a 7.8 per cent decline since the last revaluation, which was done at the peak of the market in September 2007. Commercial, industrial, rural and lifestyle values showed a general decrease across the region.

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CaSe StuDY 3: HoStInG tHe ruGBY WorlD Cup 2011The Rugby World Cup 2011 (RWC 2011) was the largest event ever hosted in New Zealand. Out of the 48 RWC 2011 matches across New Zealand between 9 September and 23 October 2011, Auckland hosted 15, including three matches that had to be accommodated following the Christchurch earthquakes.

While Auckland’s primary focus was on supporting the delivery of the tournament itself, Auckland also hosted a programme of activities ranging from business investment, to free concerts to community festivals.

Auckland Council and its council-controlled organisations developed a vision for the return on its

investment, based on five strategic objectives and five legacy goals of making the most of the waterfront, telling the world Auckland’s story, taking pride in place, making public-transport use a habit and positioning Auckland as a major events destination.

The Auckland Council Group commissioned Sapere Research Group and its partners Market Economics and Gravitas to carry out a comprehensive evaluation of the immediate and legacy economic and social impacts in Auckland.

The resulting Rugby World Cup 2011: Evaluation Report indicates that the RWC 2011 in Auckland is regarded as a very successful event as the following survey results show.

These surveys also indicate a substantial majority of visitors gained a very positive impact of Auckland during their stay:

d o m esti c v i s ito r s i nter nati o na l v i s ito r s v i s it i n G m e d i a

Auckland is a great place for an event of this kind

Quality of service provided overall by Auckland

Auckland has attractions and things to see and do

Friendliness of the local people

Likely to recommend Auckland to others as a place to visit

93.4%Agree

0.6%Disagree

90.9%Agree

2.2%Disagree

87.7%Agree

4.1%Disagree

93.3%Good/Very good

0.4%Not so good/Poor

95.3%Good/Very good


90.4%Good/Very good


93.2%Good/Very good


90.0%Good/Very good


75.3%Good/Very good


92.3%Good/Very good


93.2%Good/Very good


93.6%Good/Very good


88.3%Likely/Very likely

1.7%Unlikely/Very unlikely





Source: Visitors Survey: International and Domestic, and Visiting Media survey-interim results

au c k la n d r es i d e nts

d o m esti c v i s ito r s

i nter nati o na l v i s ito r s v i s it i n G m e d i a

auckland businesses

89.3%Agree

3.3%Disagree

89.6%Agree

3.9%Disagree

96.2%Agree

0.6%Disagree

95.4%Agree

0.5%Disagree

91.8%Agree

2.7%Disagree

Regardless of which team wins/won, RWC 2011 in Auckland has been a successful event

The Evaluation Report goes on to comment:

Results of these magnitudes – and their consistency – seem quite rare for public opinion surveys and are perhaps all the more surprising given some of the concerns expressed around the management of opening night. It would seem that RWC 2011 is widely regarded as a positive event and one that generated good will for Auckland and for the holding of future events in the region.

The free opening night celebration on 9 September was one of the largest public events ever held in New Zealand. Between 120,000 and 150,000 people came to Auckland’s downtown waterfront to experience two major celebratory components. The first was a special welcome for the start of the tournament which was integrated with a display of distinctive Māori culture, and which included the arrival of a fleet of 20 waka into the Viaduct Harbour.

The second component, 'All Lit Up', was the largest firework display ever seen in New Zealand with fireworks and lighting displays strategically located across the Auckland skyline utilising notable landmarks and the city’s tallest buildings. As part of the live international broadcast of the RWC 2011 opening night, there was an unprecedented twelve minute segment that was used to deliver a positive vibrant image of Auckland to a worldwide television audience estimated to be in the vicinity of up to 100 million.

The opening night concerns arose because larger than anticipated crowds strained infrastructural capacities, leading to multiple challenges, particularly for the public transport network. Lessons learnt were quickly applied and public transport was largely trouble free for the remainder of the Tournament.

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83.1%Agree

7.8%Disagree

69.7%Agree

15.6%Disagree

Auckland should bid to host future large events

The surveys also indicate strong support for bidding for similar events in future:

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ActIVItY hIghLIghts: coMMUnItY

Through Community activities, the council helps to build strong communities by funding libraries, community services, emergency management and cemeteries.

The council budgeted to spend $208 million on providing community activities. Our expenditure was $216 million – a difference of 3.7 per cent. This difference was due to additional costs incurred in delivering services including at the libraries where the cost of servicing region-wide rental requests was considerably higher than we had budgeted for.

While we had budgeted to spend $45 million on purchasing, renewing and constructing assets, by 30 June 2012 the timing for completing some projects had been extended and we had spent only $33 million. The incomplete projects will be completed in the 2012/2013 financial year.

Some of our key activities, projects and priorities were:

• libraries purchased 528,280 new items for the library collections used for borrowing and reference at a cost of $11.2 million

• Tupu Library reopened following the completion of the redevelopment which mainly occurred in 2010/2011

• the Mt Roskill Library was refurbished at a cost of $1.4 million

• 13,964,150 people visited library facilities, an increase of 2 per cent over last year

• refurbishment of housing for older person units in Manukau and Papakura undertaken at a cost of $3.6 million

• the Fickling Convention Centre upgrade was completed and the centre reopened

• Readynet was introduced to 250 organisations throughout the Auckland region (Readynet provides emergency preparedness planning and assembles, stores and shares emergency management information)

• 69 communities are being assisted to be more prepared in a disaster through the Neighbourhood Response Plan process.

Overall, we improved our service delivery performance in the Community group of activities, compared to last year, achieving or coming very close to meeting 68 per cent of our targets. We are making good progress in two areas of customer satisfaction with our community services activity and there has been some increase in the percentage of respondents who feel their neighbourhood is safe at night. Satisfaction with older people's housing remained short of our target and we must focus on grounds maintenance in order to achieve a better result next year. In several instances where there was no result for specific performance measures. Results based on similar criteria are detailed in Part II.

SuMMarY oF perForManCe MeaSureS For tHe CoMMunItY Group oF aCtIVItIeS

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Meeting or exceeding target

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Through its Lifestyle and Culture activities, the council ensures that Auckland is a dynamic, exciting and distinctive region in which to live, work, and visit. Two CCOs are directly involved in this. Through its venues, business units and strategic partnerships, Regional Facilities Auckland helps to run and develop on a regional basis Auckland’s lively and exciting culture, leisure, sports and entertainment sectors. Auckland Tourism, Events and Economic Development Ltd provides a coordinated approach to attracting, sponsoring and delivering major and signature events to Auckland, and provides logistical and operational support for their duration.

The council budgeted to spend $416 million on providing services in this area; our expenditure was actually $435 million – a difference of 4.5 per cent. This difference was due to additional money being extended to RFA for costs relating to the zoo and Auckland Art Gallery as well as for the construction of a broadcast tower at North Harbour stadium and for facilities at Mt Smart stadium.

We budgeted to spend $139 million on capital projects, but by the end of the financial year we had spent $123 million since several significant land acquisitions did not occur. The incomplete projects will be completed in the 2012/2013 financial year.


• successfully hosting 15 out of the 48 Rugby World Cup 2011 matches in Auckland as well as delivering a wide programme of associated activities ranging from public open training sessions and team engagement to community festivals and the victory parade

• opening public art at various locations throughout Auckland, including at the Wynyard Quarter with a restored Wind Tree sculpture and the Sounds of Sea, Silt Line, and Flooded Mirror installations, and at Henderson where the Triangle Road Pou Whenua project features pou tuwatawata posts and two large waka on each side of the Huruhuru Bridge carved by Whare Thompson

• providing funding to such key facilities as the newly reopened Auckland Art Gallery Toi o Tāmaki, MOTAT with its new Aviation Display Hall, the Auckland War Memorial Museum, and the Viaduct Events Centre which opened in August 2011

• completing numerous parks projects, including the new Gulf Harbour breakwater, the staircase and boardwalk at Pt Resolution, the Cliff Face park development in Panmure, the Pt England beach access and sand replenishment, the Victoria Park Skate Park, mangrove removal at Pahurehure Inlet in Papakura, and the redevelopment of the Massey Park grandstand, fields, and playground

• completing the two-year restoration and upgrade to Auckland’s iconic Tepid Baths which date back to 1914 and which reopened on 23 June

• completing the zoo’s Te Wao Nui precinct which celebrates New Zealand’s natural world, and which reopened on 23 September 2011.

LIfestYLe AnD cULtURe

We met or exceeded over 77 per cent of our service delivery targets for this group of activities. One of last year’s lower areas of performance was Parks, but this year good progress is being made in five of the seven service delivery areas in that activity that did not meet targets. The other activity that showed a lower performance score last year, Recreation Services, saw its overall performance this year affected by water quality issues at a leisure centre which have now been rectified.

SuMMarY oF perForManCe MeaSureS For tHe lIFeStYle anD Culture Group oF aCtIVItIeS

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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Through its Economic Development activities, the council contributed to developing Auckland as an internationally competitive region in which to live, work, visit, invest and do business. Two CCOs play key roles. Auckland Tourism, Events and Economic Development Ltd is the region’s economic growth agency, coordinating approaches to growing Auckland’s export, business and tourism economy. The Auckland Waterfront Development Agency Ltd also plays a key role in delivering the council’s economic development activities through its focus on redeveloping Auckland’s waterfront.

The council budgeted to spend $61 million on this group of activities, but our expenditure was actually $77 million – a difference of $16 million. This difference was due to additional costs being incurred including a contractor’s expense of $7 million for street maintenance. Although this was incurred by the council, following an agreement $5.4 million was on-charged and recovered from Auckland Transport. Additional depreciation and interest costs were incurred in comparison to budget as some capital projects in 2011 were delivered earlier than scheduled so that the projects would be completed prior to the commencement of the Rugby World Cup.

Of the $7 million we had budgeted to spend on purchasing, renewing and constructing assets, by 30 June 2012 we had completed $6 million on such projects.


• completing six business area improvement and infrastructure initiatives, including in Howick, Papatoetoe, Ōtara, Hunters Corner, Māngere and Manurewa

• developing business connections during the Auckland Council Trade Mission to China, during the ASEAN Heads of Mission visit, and with a number of business delegations from cities around the Pacific region

• completing and having approved the economic development component (Chapter 6) of the Auckland Plan, setting a strategic framework for the next 30 years

• developing a Broadband Forward Works programme to maximise the benefits of digital technology for the region

• completing initial work on cost benefit implications of the City Rail Link

• launching the WiFi 2 Network – the world’s first fully integrated metropolitan WiFi network – with rollout commenced in time for the Rugby World Cup.

econoMIc DeVeLoPMent

Although we only achieved one of our service delivery targets (completion of business area improvement and infrastructure initiatives), we were either very close to our targets or showed progress in all but one of the other performance measures. While there was one performance measure showing that improvement is needed, the result here indicated that 90 per cent of customers remain satisfied with the services that the council offers – in this case, visitor information centres.

SuMMarY oF perForManCe MeaSureS For tHe eConoMIC DeVelopMent Group oF aCtIVItIeS

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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PLAnnIng AnD RegULAtIon

The Planning and Regulation activities are vital to ensuring that Australasia’s largest local authority is developed and maintained for the benefit of the whole community in a way that embraces change and sustainable growth.

Of the $329 million that the council budgeted to spend on providing planning and regulation services, expenditure actually amounted to $354 million. The direct costs of service delivery were in line with the budget. However, the total final expenditure reflected additional costs allocated to this group of activities for interest, depreciation and a share of corporate overheads, which arose mainly because of the impact of a large capital expenditure programme in the previous financial year.

While we had budgeted to spend $116 million on capital projects, by the end of the financial year we had spent $49 million. Under this group of activities in which we plan and perform city transformation projects, several significant undertakings were not completed in the financial year and will be continued during 2012/2013 and in some cases, beyond. These include the Lorne and Fort street upgrades, the continuation of the Wynyard quarter development, the regeneration of New Lynn and the NorSGA transport project.


• adopting the Auckland Plan – a 30-year strategic vision, launched by the mayor in May, that outlines how the key priorities of housing, transport, economic growth, heritage, and social and environmental action can be tackled

• developing key specific strategies in support of the Auckland Plan, including the Economic Development Strategy, the City Centre Masterplan and the Waterfront Plan

• developing the Long-term Plan 2012-2022 (adopted in July 2012), which sets in motion the development blueprint provided by the strategic-level Auckland Plan, and which includes funding for a number of significant projects such as the City Rail Link and the electrification of the rail network, job creation projects such as the planned innovation precincts, public transport initiatives and major stormwater infrastructure improvements

• progressing the Unitary Plan, which will replace all the district plans of the legacy councils with a single document, and which is designed to simplify how people engage with the council on planning and resource consent issues

• progressing the council’s Consolidated Bylaw Review Programme, which consolidates the bylaws of the legacy councils.

SuMMarY oF perForManCe MeaSureS For tHe plannInG anD reGulatIon Group oF aCtIVItIeS

Like last year, we did well in achieving our Planning and Policy targets. We did less well, again like last year, in reaching targets set for our Regulation activities. However, there was a marked improvement in our performance. Whereas last year we failed to meet two-thirds of our performance targets, this year only three out of 20 were missed; in many of the others there were considerable improvements – for example, the percentage of resource consent applications processed within the statutory timeframe rising from 65 per cent to 84 per cent.

Scores for customer satisfaction with our regulation processes overall highlight the challenges that continue to face us as we integrate the regulatory systems of the eight legacy councils. Improving performance in this area will be a high priority during 2012/2013.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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enVIRonMentAL MAnAgeMent

Through its Environmental Management activities, Auckland Council protects and enhances Auckland’s harbours, coasts, beaches and islands. Auckland Council’s commitment to sustainability means that the council develops and implements strategies to make the natural environment more sustainable and applies a sustainable approach to all of its internal operations.

The council budgeted and spent $45 million on providing environmental management services. Our budgeted capital expenditure was $14 million, whereas we spent $3 million. The difference is largely accounted for by the $10 million built heritage protection budget which was unspent during the year. The council is developing a Historic Heritage Plan which will guide the council in this area in the future. The Long-term Plan 2012-2022 includes a Built Heritage Acquisition Fund with $33 million budgeted over 10 years to protect the built environment and secure the heritage value of at-risk buildings.


• contributing technical inputs to the Auckland Plan and Unitary Plan and to area spatial planning

• undertaking surveys of kauri trees in order to check for the presence of kauri dieback disease

• pursuing research into kauri dieback disease, including on soil properties, tree disease detection, phytosanitary effectiveness, animal vectors and a range of other issues

• eradicating pest incursions on Hauraki Gulf islands

• extending the Retrofit Your Home sustainability programme, by providing financial assistance for householders to install clean heating and insulation

• supporting conservation and heritage restoration through the council’s Environmental and Heritage funding schemes

• commencing development of a water infrastructure strategy

• completing the regeneration of the six-hectare Newmarket Park which borders the inner urban suburbs of Newmarket, Parnell and Remuera.

SuMMarY oF perForManCe MeaSureS For tHe enVIronMental ManaGeMent Group oF aCtIVItIeS

We lifted our performance significantly across the Environmental Management group of activities. For a number of reasons – not least because of the very real difficulties in combining the monitoring programmes of the legacy councils making it difficult to obtain consistent data sets across the region – we failed to meet many of our performance targets last year. The results this year have been far more satisfactory.

There still remain six performance measures for which no results could be obtained, but part of the explanation is that measurements of some activities are deliberately not made on an annual basis. An example is the calculation of prime land loss which is calculated through an analysis of regional aerial photography. This photography is collected every three years and so assessments cannot be made on an annual basis. Detailed explanations about all the missing results are provided in the relevant sections of Part II.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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soLID WAste

The council’s strategic approach to Solid Waste activities is driven by its commitment to minimise waste and the vision that solid waste activities will produce a clean, green and attractive city that as far as possible transforms its waste into useful resources.

The council budgeted to spend $95 million on providing solid waste services but our expenditure was actually $80 million. The accounting treatment for the fees paid for the disposal of waste was amended from how we constructed the budget resulting in a difference of $4 million. In addition, savings were made in costs associated with recycling collection, litter and waste bin collection, street cleaning and landfill operations. Capital expenditure of $1 million was in line with budget.


• running the annual series of hazardous waste collections Hazmobile at seven recycling centres around the Auckland region and running a special agricultural chemicals amnesty

• adopting the council’s Waste Management and Minimisation Plan

• cleaning up successfully after major events, including during the Rugby World Cup 2011.

SuMMarY oF perForManCe MeaSureS For tHe SolID WaSte Group oF aCtIVItIeS

Results of performance measures showed an almost uniform improvement across all the Solid Waste activities compared with last year. It was particularly pleasing to see that customer satisfaction over the reliability of our waste collection and recycling services had shown improvement.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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WAteR sUPPLY AnD WAsteWAteR

High-quality Water and Wastewater services are key factors supporting our vision of Auckland becoming the world’s most liveable city. The council’s CCO, Watercare Services Ltd (Watercare), provides safe, healthy drinking water and high-quality wastewater services. Rising population levels and changing patterns of demand require careful planning and development of assets in order to maintain the highest possible levels of service to the community.

The council collected and passed to Watercare $87 million of wastewater rates for those properties that received a wastewater service but do not pay Watercare directly.

Watercare constructs and maintains water supply and wastewater assets. These activities are not funded by Auckland Council. Key activities, projects and priorities undertaken by Watercare were:

• preparing for the introduction of the standardised wastewater tariff for residential customers on 1 July 2012, following the introduction of a standardised and substantially reduced water price for all Aucklanders in July 2011

• progressing two large water supply construction projects: the Hunua No.4 watermain pipeline, running from Manukau Heights to Epsom, the construction phase of which commenced in May 2012, and the even larger Central Interceptor project, which will be starting soon

• planning for a number of projects on the North Shore, including the Northern Interceptor, which will allow wastewater flows to be diverted from the North West (formerly known as Northern Strategic Growth Area - NorSGA)

• progressing a three-year, $48 million expansion of the Waikato water treatment plant for completion by early 2013. The expanded plant will help support the Auckland region’s continued long-term growth and increased demand for high-quality treated drinking water

• working at the Franklin Water Treatment plant to address issues regarding discolouration of the Pukekohe water. The result has been an increase in the quality of drinking water with work underway on a permanent solution

• upgrading Watercare’s Ardmore Water Treatment Plant which will provide additional capacity and increase water supply security to Aucklanders when completed

• completing a major five-year upgrade project on the sludge dewatering and conveying systems at Māngere Wastewater Treatment plant in response to forecast growth in solid waste levels from the increasing Auckland population

• completing the Kawakawa Bay wastewater treatment scheme (opened in September 2011) which replaced failing private septic tanks. This has been the result of long term cooperation between residents, the former Manukau City Council, Manukau Water, iwi Ngāti Paoa, and Ngāti Tai, Fulton Hogan, Watercare and Auckland Council.

SuMMarY oF perForManCe MeaSureS For tHe Water SupplY anD WaSteWater Group oF aCtIVItIeS

As last year, our delivery of Water Supply and Wastewater services generally performed well. Customer perceptions of water quality improved over last year. We achieved a substantial improvement in customer service with complaints falling and the percentage of complaints and enquiries responded to within 10 working days coming close to 100 per cent (up from 89 per cent).

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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stoRMWAteR

The Stormwater Management activity is carried out by the council to protect people, property and the environment from the adverse effects of flooding, erosion, stream degradation and water pollution.

The council budgeted and spent $106 million on providing stormwater services. We had budgeted to spend $65 million on capital projects, but by the end of the financial year we had spent $49 million. The planned stormwater budgets were reviewed and reprioritised during the year because in many instances the land acquisitions and consenting processes that must occur prior to the commencement of construction took longer to complete than expected.

In addition, adverse weather conditions affected construction timetables in some cases. The projects identified in the Annual Plan will be completed but some will be finished later than originally planned. Examples include the Flat Bush water quality ponds, the Hillcrest flood protection works and the NorSGA stormwater project.


• completing the Martyn Wilson Reserve Stormwater Upgrade, an important project which will improve the water quality in Hobson Bay as well as improving the reserve itself

• constructing a timber boardwalk and footbridge alongside the Martyn Wilson Reserve to allow the public to enjoy the new streamside environment

• completing work on the Alexandra Stream bank restoration project, on the North Shore

• completing 380m of major stormwater lines as Stage 2 of the Ranfurly Road catchment upgrading programme.

SuMMarY oF perForManCe MeaSureS For tHe StorMWater Group oF aCtIVItIeS

Delivery of stormwater services generally performed well, as it did last year. There was some improvement in the level of customer satisfaction with the council’s effectiveness in providing stormwater services, although it still fell some way short of the target.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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tRAnsPoRt

The council’s CCO Auckland Transport is responsible for delivering the council’s transport targets and major projects which are set out in the Auckland Plan. Auckland’s new governance arrangements provide the opportunity for the first time to plan and manage the region’s transport as an integrated system. Auckland Council is responsible for preparing the regional land transport strategy, and provides funding to Auckland Transport.

Auckland Council provides funding to Auckland Transport, who also receive funding from other sources such as NZTA. The council budgeted it would spend $318 million. Our expenditure was $337 million. The variance includes an unbudgeted $46 million grant recognised as payable to Auckland Transport for 57 Electric Multiple Unit (EMU) train sets. The grant money will be received from the Crown.

This is partially offset by a reduction of $36 million in operational funding provided to Auckland Transport, as the budget assumed revenue for parking would be received by the council and passed to Auckland Transport. Instead, this revenue was received directly by Auckland Transport.

The Annual Plan included $546 million of transport projects, of which the council budgeted to fund $395 million with the remainder being budgeted to be received by NZTA and other third parties. Auckland Transport incurred $568 million of costs including unbudgeted costs of $95 million for the EMUs, and received $77 million of third party revenue. During the year the transport programme was reviewed and a variety of projects were reprioritised.

Some of Auckland Transport’s key activities, projects and priorities were:

• achieving major increases in patronage across all modes of public transport

• continuing to progress various public transport projects, including real-time public information systems, integrated fares and ticketing, electric trains and more bus and transit lanes

• commencing the Auckland Manukau Eastern Transport Initiative (AMETI), which is designed to unlock the economic potential of the eastern suburbs with phase 1 creating a new busway to significantly speed up travel times as well as creating an important transport interchange at Panmure

• bringing into service (in April) the first new rail line in Auckland for over 80 years, at Manukau. The new station has been developed to meet expected capacity in 2040 and was constructed using innovative technologies that give the main structure an expected 100-year lifespan, reducing its environmental footprint

• implementing in August 2011 a new Central Isthmus bus service and simplifying and increasing service frequencies

• signing a contract in October 2011 with Spanish manufacturer Construcciones y Auxiliar de Ferrocarriles to supply and maintain 57 three-car electric trains to replace most of the current ageing diesel units and locomotives

• planning the upgrade of a 4km stretch of Albany Highway between the Upper Harbour Motorway (SH18) and Dairy Flat Highway (SH17)

• completing new roading connections and improvements (including the Totara Avenue shared space) associated with the New Lynn rail trenching and transport interchange.

SuMMarY oF perForManCe MeaSureS For tHe tranSport Group oF aCtIVItIeS

Most of the instances where targets have been missed can be accounted for by factors beyond our control (such as bad weather) affecting transport patterns, giving results for traffic flows that cannot reliably be compared with those of last year.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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coMMeRcIAL AnD InVestMent

With the assistance of three CCOs (Auckland Council Property Limited, Auckland Waterfront Development Agency Limited and Auckland Council Investments Limited), the council ensures commercial and investment activities are managed in a way that optimises financial returns while supporting the achievement of the council’s broader strategies.

While the council budgeted to spend $42 million in this area, our expenditure was actually $50 million. This difference is related to the allocation of interest on borrowings, which was higher due to a change in the timing of loan repayments.

We had budgeted to spend $18 million on capital projects, and by the end of the financial year we had spent $38 million. The principal reason for this difference was that the settlement of land purchases was not included in the original budget. These acquisitions of land included those at the Marine Industrial Precinct at Hobsonville, a significant development for which the council has budgeted an expenditure of $45 million over the 10 years of the Long-term Plan 2012-2022.


• signing off the Ormiston Town Centre Development Masterplan

• progressing construction of New Lynn Town Centre ahead of schedule

• rephasing the Hobsonville Marine Precinct (Yard 37) development to ensure that minimum site sales targets are achieved before significant construction commences

• exceeding profitability targets and achieving a 100 per cent pass rate for health and safety audits undertaken in June 2011

• restructuring the Diversified Assets Portfolio and reviewing the Statement of Investment Policies and Objectives

• acquiring the remaining 55.6 per cent of shares in Auckland Film Studios Limited for $1.5 million, a significant discount in relation to the market value of the underlying assets

• commencing development of a strategic plan for the 100 per cent-owned Ports of Auckland Ltd.

SuMMarY oF perForManCe MeaSureS For tHe CoMMerCIal anD InVeStMent Group oF aCtIVItIeS

Like last year, the one target that was not reached related to the satisfaction of marina berth holders with the provision of services. We will continue to identify how we can improve this result. The new measures introduced last year to enable us to report on a range of new services provided by this group of activities have been successfully integrated into our performance monitoring regime.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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goVeRnAnce

The council enables local decision-making and action by, and on behalf of, communities to promote the well-being of the Auckland region now and for the future through its governance activities. In doing so, the council aims to ensure a clear vision and direction for the region, effective representation of local communities, and that the council and its CCOs remain responsive and accountable to the public.

We had budgeted to spend $11 million on capital projects, by the end of the financial year we had spent $4 million. The principal reason for this was that the local and discretionary funds which are available for minor capital works in local board areas were underspent as there were delays in confirming how they would be allocated. The unspent funds will be carried forward to the 2012/2013 financial year.


• completing successfully the Local Board Plans which set direction on behalf of their communities

• implementing innovative hearings processes that managed 40,000 submissions during the calendar year

• responding to the Independent Māori Statutory Board Audit and ensuring that the council has a clear programme of work to integrate improvements with our Māori community.

SuMMarY oF perForManCe MeaSureS For tHe GoVernanCe Group oF aCtIVItIeS

Our performance in this activity has improved considerably compared to last year. However, we still have some way to go in the area of satisfying our stakeholders including Māori, governing body and local body members as well as in finding innovative and appealing methods by which we can interact with the community other than through established formal channels.

An example of the less formal interaction which we are introducing is the new method for hearing verbal submissions, called hearings forums. These provide flexibility to enable the council to hear large numbers of submitters within a short timeframe, while also allowing elected members to engage appropriately and effectively with the community. We have also better resourced Local Board Services to improve delivery of this objective in the future.

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

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fInAncIAL sUMMARY

$millionsCouncil Actual

Council Budget

Rates 1,400 1,399

Service & Other 455 568

Finance 57 6

Other 53 56

Total 1,965 2,029

Personnel 443 429

Depreciation 179 198

Finance 227 173

Other 1,318 1,017

Total 2,167 1,817

(Deficit)/surplus (202) 212

Income tax (4) 0

(Deficit)/surplus after tax (198) 212

Other comprehensive income 321 235

Total comprehensive income 123 447

The formation of Auckland Council on 1 November 2010 was the largest local government reorganisation undertaken in New Zealand or Australia, bringing together eight councils and over 30 subsidiary organisations into one group. The Auckland Transition Agency developed an eight-year and eight-month Long-term Plan for the new council. That plan was based on the plans and budgets from the eight legacy councils, adjusted for the formation of the new CCOs and other known changes. Auckland Council developed its first annual plan for the 2011/2012 financial year based on that Long-term Plan’s forecast for the year, again updated for known changes including a savings target for the new organisation of $81 million.

The annual plan sets out the budget for the parent only, as this was the basis of the Long-term Plan. Given the nature of the council’s operations and its subsidiaries there are significant elements of the council’s operations that are performed by the subsidiaries and funded by the parent, as property rates are the only means to pay for those activities. As a consequence the final financial statements for the parent include a significant level of intra-group transactions.

Council budgeted for revenue of $1,399 million from rates and $630 million from other sources in 2011/2012. Operating expenditure was forecast at $1,817 million and there was a capital programme of $446 million. Total comprehensive income, which represents the full

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economic gain to ratepayers from the operations and holding of assets by council over the year, was projected to be $447 million, with an operating surplus of $212 million. The comprehensive income and operating surplus include projections of revenues that will be collected from both developers and government agencies, for the purchase of infrastructure assets to provide for the future of Auckland. There was no budget for asset and financial instrument revaluation write downs.

The final results for Auckland Council are a total comprehensive income surplus of $123 million, and an operating deficit of $202 million. These results have been heavily influenced by four factors over the last year:

• slow growth in the Auckland property development market

• asset revaluations

• intra-group transactions

• legacy council tidy-ups.

The slow growth in the Auckland and New Zealand economies has effectively created a timing difference for council of $77 million in the revenue it gets to pay for growth related capital expenditure. Development activity in the region is expected to pick up as the economies pick up. In future years we will regain the capital income shortfall from this year.

Assets and financial instruments were written down by $135 million, partially offset by reversing an impairment booked in 2011, $43 million. While some of our assets fell in value, others, particularly land, increased. Unlike the losses, this gain of $345 million is not recorded as a component of the Operating Surplus. Instead it is recorded as Other Comprehensive Income. We had anticipated these assets would increase by only $235 million. Council has a significant financial hedging portfolio which it uses to give more certainty to its expenditure into the future. This cost will reverse in the future as interest rates rise from the current historically low rate.

Intra group transactions have seen funding by the parent of subsidiary capital works recorded as operational expenditure, and $28 million of vested assets passed directly to Auckland Transport. A grant to Auckland Transport to fund their acquisition of road and transport assets, $55 million, was budgeted as capital expenditure but has been recorded as operating expenditure.

There were a number of matters inherited from the legacy councils that have affected our financial results for this year. Over $41 million of cost or lower revenue was incurred across a variety of areas such as tidying up Balance Sheets with debt write-offs, correctly classifying income and expenditure, and adjusting income projections. These costs are a one off cost financed from working capital and did not affect the level of rates in 2012 or 2013. The council inherited more debt than expected from the legacy councils, adding $15 million to interest costs. Lower receipts from asset sales, development contributions and other capital subsidies also required additional borrowings to fund the capital expenditure, and added $12 million to interest costs.

The provisions for remediation of closed landfills and weather tightness were updated. This restated the current value of the projected costs by $26 million. This does not impact on current or future rates.

Auckland Council continues to be in a very sound financial position. We have ratepayer equity of $26.6 billion at June 2012, very positive cash flows, and a financial strategy that sees budgets rebalanced annually. A number of transitional issues have been addressed this year, while the council continues to invest in the city. As the property market grows council will see particularly the timing differences that have reduced developer related income reverse. Standard and Poor’s and Moody’s both reviewed the credit rating of the council and confirmed our respective AA and Aa2 ratings.

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WHere DID We SpenD It?Operational expenditureThe graph illustrates the activities funded by the council. The expenditure on transport and water and wastewater only includes the funding passed by Auckland Council to Auckland Transport and Watercare Services Ltd. Most of the operating expenditure for these activities are incurred within those organisations.

Lifestyle and Culture

Planning and Regulation

Transport

Community

Water Supply and Wastewater

Stormwater

Solid Waste

Economic Development

Governance

Commercial and Investment

Environmental Management

Other non-operational expenses

2 0 1 2 act ua l 2 0 1 2 b u d G et

Total council expenditure $2.2bn

2%2%

2%

3%

3%

4%

5%

6%

15%

16%

10%

20%

2 0 1 1 a ct ua l

2%1%

3%3%

4%

4%

5%

10%

15%

15%

11%

21%

2%2%

3%3%

5%

6%

7%

18%

18%11%

23%

2%

Transport

Parks

Planning

Stormwater

Commercial

Other

Libraries

Events

Recreation Services

Community Services

$millions

Council Actual

2012

Council Actual 2011

Assets

Property, plant and equipment 10,108 9,847

Investments in subsidiaries 19,690 19,156

Other assets and investments 1,918 1,623

Total assets 31,716 30,626

Borrowings 3,860 2,976

Other liabilities 1,253 1,167

Net assets 26,603 26,480

Ratepayer equity 26,603 26,480

Financial position

Capital expenditure funded by council

3%3%3%

5%

6%

8%

8%

12%

50%

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WHat Do We oWnTotal assets owned by the council on behalf of the community ($million)

The total value of our assets increased by $1,090 million of which $345 million was revaluations of property, plant and equipment and $534 million was the increased investment in our CCOs. The additional investment in CCOs financed their acquisition of replacement and new assets. This increase was financed by increased borrowings of $884 million and the use of our rates.

1 n ov 2 0 1 0

30,565

30,626

31,716

3 0 j u n 2 0 1 1 3 0 j u n 2 0 1 2

Equity is the community’s financial interest in Auckland Council and is measured as the difference between total assets (what is owned) and total liabilities (what is owed). The graph below shows the assets and equity of council and the CCOs

1 n ov 2 0 1 0

26,484

30,565

26,480

30,626

26,603

31,716

3 0 j u n 2 0 1 1 3 0 j u n 2 0 1 2

$ millions

Equity Total Assets

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A tIMeLIne of soMe of oUR AchIeVeMents, 2011/2012

The council

to the Christchurch Mayoral Fund for repairing and restoring public spaces and places Shakespear

Regional Park reopens to the public after a five-month closure for animal pest eradication

Designs approved for

and town square in Westgate Revamped council policy to assist local business associations

Auckland Town Hall celebrates its anniversary

A $16m New Zealand precinct at Auckland Zoo opened

Parnell Festival of Roses opens

Total capital value of Auckland’s real estate is after the council’s first revaluation of properties region-wide – the largest revaluation ever undertaken in New Zealand

The council’s first combined rates notices delivered; efficiencies keep rates increase down to

opened by the council and the Department of Conservation

$354b

3.94%

100th

516,000

Jul 2011 auG 2011 Sep 2011 oCt 2011 noV 2011 DeC 2011

eleCtrICtraInS

oneWaarena

taWHaranuI

MarIne reSerVe

neW lIBrarY

A new sports and events venue opens

All 21 local boards release their first Local Board Plans

41ha opens in Paremoremo

The refurbished New Zealand’s only dedicated youth library, reopens in Ōtara-Papatoetoe

Deal signed with minister of transport to acquire environment-friendly

Pedestrian -friendly

opened in central Auckland

SHareD StreetS

Our Business Advisory Panel supports city rail link$2.5b

Heritage Advisory Panel established

Wi-Fi services enhanced and expanded across central Auckland and its fringes

DonateS

$1.5m

te Wao nuI

The new Victoria Park Skatepark opens

tupuYoutHlIBrarY

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Auckland’s Tepid Baths reopened after full restoration and upgrade

The council formally adopts its Long-term Plan (LTP), cementing the Mayor’s vision for Auckland to become the world’s most liveable city. Investment in parks, sports grounds, stormwater, water, waste-water and community facilities totals alongside a transport budget of

Plans to develop St Lukes as a high-density town centre approved Lunar New Year celebrated at Auckland Libraries

The council endorses government-backed Tāmaki Transformation Project, which will see invested over 10 years Adoption of the council’s first draft Long-term Plan 2012-2022 outlining prioritised activities and projects and how they will be funded over the next decade Credit rating agency Standard and Poor’s affirms the council’s long-term rating at AA is stable, after reviewing its draft Long-term Plan financial projections

Acceleration of preparatory work for City Rail Link Tieke (saddleback birds) return to the Auckland mainland at Tawharanui for the first time in more than The council’s first Annual Plan wins NZ Financial

for its success in creating one cohesive budget from the eight former councils’ plans within eight months and amidst significant change

Publication of the council’s inaugural Children and Young People in Auckland, highlighting the opportunities and challenges faced by these people, who make up one-third of Auckland’s population Twenty-year-old old sister city relationship between Auckland and Kakogawa City, Japan, reaffirmed Samoan Language Week celebrated at Auckland Libraries Successful passing of the council’s first 10-year budget which includes of savings and efficiencies and holding the overall rates increase to 3.6 per cent

150 YearS

$1.7b

$373m$81m

$8.2b

$9.3b

Jan 2012 FeB 2012 Mar 2012 apr 2012 MaY 2012 Jun 2012

InnoVatIonproJeCt aWarD

Matariki, the Māori New Year, celebrated at Auckland Libraries across the region with more than free events, demonstrations and special exhibitions

150

Auckland Council on target with its programme to save this financial year while still continuing to invest in the city’s future. For the year to date, the council’s net financial result is within of its forecast – just 0.15 per cent of total expenditure Pacific Arts Summit

$2.7m

2012 New Zealand

include Wynyard Quarter, the Auckland Art Gallery, the MOTAT display hall and New Lynn’s transit development

arCHIteCture

aWarD WInnerS

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Jeff Brass photography

ActIVItIes AnD seRVIces

lo ca l b oa r d s 4

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IntRoDUctIon

oVerVIeWAuckland Council provides a range of goods and services. These are detailed in the following sections where the activities undertaken by the council and its council-controlled organisations (CCOs) are described.

Each section includes details of the expenditure, the projects and achievements together with the levels of service which were provided and details of the performance measures. The performance measures describe either what we set out to achieve or levels of customer satisfaction. Results show performance against the standard (target) we set ourselves.

The sections provide information about:

• the groups of activities undertaken by Auckland Council. Activities are grouped together because of their connectivity with each other

• individual activities undertaken. Individual activities are goods and services delivered to the community – for example, the provision of facilities, providing grants and the performance of regulatory and other functions.

Note that some activities are provided by the CCOs. While each set of performance measures, results and commentaries cover the full activity provided by the council and Group, only the portions funded directly by the council are covered in the financial statements. A summary of the total expenditure of the CCOs is covered in the CCOs section.

Following the sections about the council’s activities, there is coverage of the activities of the 21 local boards, and this is followed by the CCOs section.

The council has 11 groups of activities:

• Community

• Lifestyle and Culture

• Economic Development

• Planning and Regulation

• Environmental Management

• Solid Waste

• Water Supply and Wastewater

• Stormwater

• Transport

• Commercial and Investment

• Governance.

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eXPLAInIng oUR gRoUP ActIVItY stAteMents

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

oVerVIeWWhy the council is involved.

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

We use these symbols to show how the activities align with the mayor’s vision.

StrateGIC alIGnMentHow each activity contributes to the council’s strategies.

FInanCIal InForMatIonThe operating expenditure and capital investment for the group of activities. The capital expenditure figures include expenditure for projects that the council planned to carry out itself plus what it funded for projects carried out by CCOs.

The financial information is presented in dollars thousands. This differs from the financial statements in part three that are in dollars millions.

Cohesive, strong communities

Quality urban, rural and natural environments

A productive, high-value economy

An excellent transport system

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eXPLAInIng InDIVIDUAL ActIVItY stAteMents

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

tHe SerVICeS proVIDeD unDer tHIS aCtIVItYThe regional and local services provided under each activity are listed. Where there are local services, examples are also included.

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

MeaSurInG perForManCeThe tables illustrate our service delivery performance for the year.

Beneath the tables are commentaries about how the result was achieved as well as about the actions that the council plans to maintain or improve the result for the 2012/2013 year.

A statement describes the service we perform – for example: Providing safe, welcoming and accessible library facilities for customers to access library services.

One or more measures are used to determine how well we have performed – for example: Average number of library visits per capita.

The column headed 'Indicator' provides a quick visual check of how we performed in the delivery of a service during the year.

Percentage of customers satisfied with content and condition of library collections

m eas u r e i n d i cato r

20 1 2 ta r G et

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88%

80%

83%

The '2012 Actual' bar gives the 2012 performance result.

The target is the overall or average result we set ourselves to achieve across the region. Actual performance in different parts of the region may be dependent on the extent to which the service was provided in previous local authority areas.

The final bar provides the overall or average result achieved across the region in 2011, usually for the eight month period from 1 November 2010 – 30 June 2011, unless otherwise indicated.

While measures link to a level of service, in some instances – for example measures of customer satisfaction – they may be indicative of the broader activity.

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HoW leVelS oF SerVICe anD perForManCe MeaSureS HaVe DeVelopeD SInCe tHe eStaBlISHMent oF auCklanD CounCIlFollowing transition to a single Auckland Council, levels of service and performance measures were developed by consolidating information from the long-term and annual plans of the previous eight local authorities in the region, with adjustments to reflect the new governance arrangements. In general, consolidation focused on identifying common themes where possible and taking account of our ability to measure and report on the measures for the greater Auckland area. For some activities (for example in the commercial and investment fields) which do not equate with those undertaken by the legacy councils, new levels of service, performance measures and targets have been introduced.

The amalgamation of eight councils into Auckland Council and six substantive CCOs presented many challenges – none more so than setting new levels of services and obtaining consistent, reliable performance data from disparate legacy systems. In general, the targets that were set reflected the best performance of the legacy councils.

The measurement and recording systems used by the legacy councils differed markedly. Prior to amalgamation on 1 November 2010, we were unable to standardise these systems. Reporting performance for the period 1 November 2010 to 30 June 2011 therefore required extracting diverse data from unrelated systems. The resulting consolidated performance results may not have been truly reflective of actual performance, but were best attempts at presenting performance data. During 2011/2012 we worked hard to develop consistent council-wide performance measures, including as part of the work undertaken to develop the Long-term Plan for which the council’s performance measuring regime was further refined.

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

For detailed information about our survey methodology, please refer to the section entitled ‘Information on Customer Surveys’ which follows immediately after the local boards section.

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eXPLAInIng oUR PeRfoRMAnce InDIcAtoRs

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

Although the outcome indicators and performance measures used in this annual report pre-date the plan, nevertheless they broadly support it. To illustrate this, the symbols illustrated on page 12 and 76, Volume 1, show how the council’s activities, projects and priorities are aligned to the transformational shifts outlined in the Auckland Plan.

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

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

oVerall reSultS For all CounCIl aCtIVItIeSAcross all the council’s activities, we achieved the following results.

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

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

Achieving


Satisfactory

Within 2% of target

Progressing


over last year

Improvement needed


over last year

No result

168 21 27 20 15

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ActIVItIes of coUncIL-contRoLLeD oRgAnIsAtIons AnD WAteRcARe seRVIces LtDWe provide a summary of those activities performed by the CCOs and Watercare Services Ltd (Watercare)that are funded directly by the council. The CCOs and Watercare have revenues and expenses from sources outside the council; details about their overall performance (including from all sources of funding) are summarised.

HoW We report CuStoMer SatISFaCtIonAuckland Council has adopted a standard five-point satisfaction scale for all its customer surveys.

According to research industry best practice, we report satisfaction as those respondents who select either scores of 4 or 5 out of 5. This is referred to as ‘total satisfied’ or ‘Top 2 box’ scores. The satisfaction scores included in this annual report and in future reports will adhere to this standard. In order to provide full transparency of results we will report all points on the scale. It should be noted that in some instances there are significant proportions of respondents providing a score of 3 out of 5, which is a ‘neutral’ response. ‘Don’t know’ responses are also included as this information may indicate to the council that residents require further information or clarification on services we provide.

For detailed information about how our customer surveys are structured, please see the section 'Information on Customer Surveys' which follows immediately after the local boards section.

very unsatisfiedunsatisfiedneutralsatisfiedvery satisfied

Don't knoW5 4 3 2 1

LocAL BoARD ActIVItIesAuckland Council has a unique governance structure, with 21 local boards which have decision-making responsibilities. A description of the decision-making responsibilities of the local boards is included in the local boards section in Volume 2, following the activity sections. Information is provided on how this complements the decision-making responsibilities of the governing body. The levels of service, performance measures, achievements and projects delivered by each local board are described.

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

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

+0.7% -1.9% -2.5% +8.5%

+3.0% -0.8% -5.6%

+5.1% -9.1% -10.8% +5.37%

-2.96% -2.7% -0.48%

+5% +9.6% +3.9% +6.51%

e d u cat i o n a l a c H i ev e m e nt

c r i m e

G r a F F it i e r a d i cat i o n

p u b l i c tr a n s p o rt u s e

yo u tH u n e m p loym e nt

H o u s i n G a F F o r da b i l ity

s p e n d i n G o n l o ca l r oa d s

cyc l i n G a n d wa l k i n G

c o n G e st i o n

H o u s e H o l d tr a n s p o rt s p e n d i n G

e m p loym e nt

G d p p e r ca p ita

e X p o rts ca r b o n F o otp r i nt

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ma r i n e wate r q ua l ity

a i r p o l lu t i o n

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

However, Auckland has slipped back in seven measures.

StorY: auCklanD CounCIl’S lIVeaBIlItY SCoreCarDWe have developed a scorecard to measure Auckland’s progress in becoming the world’s most liveable city.

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

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

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

• strong communities

• fixing transport

• economic powerhouse

• healthy environments.

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

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overv i ew 8 3

Activities 8 3

Strategic alignment 8 3

Summary of performance measure results 8 3

tH e acti v it i e s

Libraries 8 4

Community Services 9 0

Emergency Management 1 00

Cemeteries and Crematoria 1 06

F i na n c i a l i n F o r mati o n 1 1 0

aCtIVItIeS

Under the Community group of activities, the council carries out the following activities:

• Libraries• Community Services• Emergency Management• Cemeteries and Crematoria.

These activities are grouped under Community as they have the common objective of helping to build strong communities.

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

StrateGIC alIGnMentThese activities contribute to the following Auckland Council strategic priorities.

SuMMarY oF perForManCe MeaSure reSultS

Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong

CommunitiesLifestyle Choices

Strong Governance

Libraries

Community Services

Emergency Management

Cemeteries and

Crematoria

Achieving Satisfactory Progressing Improvement Needed

No result

Libraries 8 1 - 1 -

Community Services

6 1 3 1 3

Emergency Management

5 - 1 - 1

Cemeteries and

Crematoria1 1 - - 1

The activity makes a high contribution to achieving the strategy

The activity makes a low to moderate contribution to achieving the strategy

The activity makes little or no contribution to achieving the strategy

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

BeneFItS• The community has access to a wide range of reading

materials, regardless of income, language or reading formats required.

• Users can research and access information, read for work or pleasure, and pursue their own learning in their own time.

• A place for communities of common interest to meet, formally and informally.

• Individuals develop information skills necessary to contribute productively to the economy and to the community, and can pursue meaningful leisure activities.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYLibraries provide the following regional and local board sub-activities.

LIBRARIes

s u b - acti v ity eXa m p le

Regional library services

Special collections and research centres, preservation, corporate information and library, digital services and library systems

Local library facilities and services

Libraries in the community, local exhibitions, programmes and events within libraries

Library collection management (regional)

Planning, selecting and acquiring library collections and making collection items available for use across the region

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

Building on the success it has achieved since the amalgamation of the legacy councils’ libraries, Auckland Libraries spent $11.2 million on the renewal of library

collections used for borrowing and reference. Hand in hand with this renewal has been an evolution and expansion of the types of material available at the libraries. For example, a new music service (called 'Freegal') was launched in February, which allows library members to download music from the Sony catalogue. 72,297 songs have been downloaded since the service was offered, with increasing use month by month. Additionally, e-book usage has been growing significantly throughout the year, with 309 per cent more e-book borrowings in June 2012 compared with June 2011.

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

Customers satisfied with the overall quality of service delivery.91%

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

Average number of library visitors per capita


Total library building floor space (m2) per 1000 residents

Percentage of customers satisfied with overall services provided by libraries1

20 1 2 ta r G et

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9.6

8.5

6.3 in the 8 months

20 1 2 ta r G et

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41m2

34m2

40.3m2

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91%

85%

87%

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

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

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

The following results were recorded in the 2011/2012 Library Customer Satisfaction Survey:1. 91 per cent of customers were satisfied/very

satisfied with the overall services provided by libraries. This is a significant increase from the 87 per cent recorded last year.

2. 1 per cent of customers were dissatisfied/very dissatisfied compared with 3 per cent last year.

3. 8per cent of customers were neutral, a decrease from 10 per cent last year.

The mean score was 4.5 out of 5, an increase of 0.1 from 4.4 last year.

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

1 This and the other measures of satisfaction presented in these tables were recorded in the Auckland Libraries Annual Customer Satisfaction

Survey, carried out by Gravitas Research and Strategy Ltd. An in-library survey was conducted between 2 April and 11 May 2012, while an online

survey was carried out between 26 April and 14 May 2012. Both surveys were comprehensively pilot tested.

Number of collection items borrowed/ issued per capita

Percentage of customers satisfied with content and condition of library collections


The number of lending and reference collection items available per capita

The number of lending and reference collection items available per capita

Number of collection items purchased annually per capita

Percentage of customers satisfied with tools and technology to access information

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88%

80%

83%

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20 1 1

2.4

2.5

2.4

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0.3

0.2

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11.8

≥11

7.8

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79%

80%

66%

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

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

The following scores were achieved in the 2011/2012 Library Customer Satisfaction Survey:A. Content and condition of library collections.1. 88 per cent of customers were satisfied/very satisfied.

This is a significant increase from 83 per cent last year.


3. 8 per cent of customers were neutral, a significant decrease from 13 per cent last year.



B. Tools and technology to access information from. 1. 79 per cent of customers were satisfied/very satisfied.


2. 5 per cent of customers are dissatisfied/very dissatisfied compared with 8 per cent last year.




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Number of participants in reading and information skill programmes per capita


Percentage of participants satisfied with reading and information skill programmes

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0.25

≥0.18

0.18 baseline established

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

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

PurchasesLibraries purchased 528,280 new collection items this year.

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

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

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

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

The following scores were achieved in the 2011/2012 Library Customer Satisfaction Survey:1. 81 per cent of customers were satisfied/very satisfied

with reading and information skill programmes, an increase from the 78 per cent recorded last year.


3. 15 per cent of customers were neutral compared with 17 per cent last year.



aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012Overall

• 17,199,591 library collection items were borrowed by customers, a decrease of 43,135 (0.2 per cent) over last year.

• 365,507 people attended reading and information skill programmes.

• There were 5,703,545 visits to the library’s websites and 621,231 visits to online and subscription databases.

Local libraries and programmes• Story times, displays, and activities were held to mark

Māori Language Week, the Matariki festival, National Poetry Day, New Zealand Book Month, Music Month. A programme of over 100 activities was delivered for Pasifika including bi-lingual and Pacific-themed storytimes and Wriggle Rhyme, and an interactive programme of over 30 events was delivered during Samoan Language Week.

• ‘Dare to Explore’, Auckland Libraries’ summer reading programme for 5-13 year olds, was delivered. Over 6,200 registrations were received, more than twice the number received in 2011.

• Great Barrier Library joined the Auckland Libraries network. Local people welcomed the addition of a free Wi-Fi offer at the library.

Heritage and research• The ‘Auckland Akarana: the wonderful isthmus’

exhibition was offered, featuring items about Auckland’s history from the Sir George Grey Special Collections.

• The ‘Joking Aside’ exhibition opened at the Central City Library featuring 18th-20th century caricatures, cartoons and comic illustrations from the Sir George Grey Special Collections.

• 60 genealogists attended the annual overnight Karen Kalopulu Family History lock-in – a 33 per cent increase in participation compared to 2010.

• The entire Manukau Courier photographic archive has been donated by Fairfax Media to the south Auckland Research Centre. The archive has an estimated 100,000 prints and negatives dating between 1963 and 2002. More than 1,000 of the most striking photographs have been digitised and released on the Auckland Libraries ‘Footprints’ database.

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

Significant recognition and awards• Auckland Libraries received a 2011 Diversity

Award from the Human Rights Commission.

• Unique Māori manuscripts from the Sir George Grey Special Collections were among the first documents officially inscribed on UNESCO’s Memory of the World New Zealand register.

• Corin Haines, Libraries’ Digital Services Manager, has been selected as a participant in the Gates Foundation International Network of Emerging Library Innovators, and will participate in a 2-year development programme with 20 other members globally.

• Two Auckland libraries were recognised in the spatial category at the 2011 Design Institute of New Zealand Best Design awards. The Manukau Library and Research Centre took out the gold pin for ‘rooms’ section and the Papakura library shared bronze status in the ‘public and institutional spaces’ section with three other organisations, including the Māngere Arts Centre.

Major capital projects• Tupu Library reopened following the completion

of the redevelopment which mainly occurred in 2010/2011.

• Budgeted and spent $1.4 million to refurbish the Mt Roskill library.

was spent on renewal of library collections used for borrowing and reference.$11.2m

13,964,150 people visited library facilities, an increase of 207,362 (2 per cent) over last year.

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

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYCommunity Services provides the following regional and local board sub-activities.

coMMUnItY seRVIces


Community development strategy and policy Development and review of community strategy and policy

Local community development programmes Place-based programmes such as youth, refugee and migrant advisory and settlement services

Regional community development programmes

Regional Māori, Pacific Islander and other ethnic diversity programmes

Local community facilities Local community centres and halls

Regional community grants, information and advice

Citizens Advice Bureaux and regional community interest groups

Regional community facilities Oversight of the number and general location of regional community facilities

Local community grants, information and advice

Funding to local community interest groups, locally focused trusts and special interest groups

Local community safety programmes Māori and Pacific Wardens, Neighbourhood Support

Regional community safety programmes Regional programmes tailored to local needs, such as graffiti reduction, and community safety

Regional social housing Housing for older people and assisted home ownership

BeneFItS• independent and strong communities

• communities support the achievement of community outcomes, and share resources and information

• increased community action and participation of people in their communities, and reduced isolation

• increased sense of pride in the city

• reduced crime and increased levels of safety.

StorY: SatISFaCtIon WItH CoMMunItY CentreS, HouSeS anD HallSBen Parsons & Associates were commissioned by the council to carry out survey into users’ satisfaction with community centres and halls. The research involved online, telephone and mail-out surveys with hirers of centres and halls from all local boards; there was a total of 964 respondents. The main areas of focus in the survey were:

• how the centres are used

• how people find out about the centres

• satisfaction with the centres, facilities, services and value

• what is working and what can be improved.

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

• Social function 32 per cent

• Group meeting 25 per cent

• Recreation programmes 16 per cent

• Education programmes/courses 14 per cent

• Physical activity/sport 12 per cent

• Church/religion related 10 per cent

• Business/enterprise related 9 per cent

• To practice your profession 4 per cent

• Support group 4 per cent

• Creche/play groups 3 per cent

• Before/afterschool/holiday 3 per cent

• Other 1 per cent

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

1 Since multiple responses were permitted, results add to more than 100 per cent.

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87%**

80%

58%

Percentage of users satisfied with community centres, halls, and community houses


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69%*

80%

58%

Percentage of available time community centres and halls are used (actual time/hours used compared to total hours available)

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

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39.7%Maintain or increase on baseline

No result

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45%

20%

36%

* Among residents who had used a community hall/centre in the previous 12 months

** Among those who had hired a community hall/centre in the previous 12 months

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

The overall satisfaction of hirers with community centres, houses and halls is very high, at 87 per cent, and the most satisfied groups are Pacific peoples, crèche and playgroup hirers, church and religious groups, and regular users. By local board, satisfaction was highest in

Devonport-Takapuna, Franklin, Kaipātiki, Waiheke and Howick, while satisfaction was least (though still at or above 75 per cent) in Orākei, Waitematā, Puketāpapa, Papakura and Henderson-Massey. Turning to the facilities provided at the community centres and halls, satisfaction was highest with safety and cleanliness, the friendliness and fairness of the staff, and the value for money provided. Comments were also favourable about the size and location of the facilities, but hirers were less positive about the suitability and quality of equipment, centre management and booking systems, and the cleanliness of kitchens. It is recognised that these factors have a relatively high impact on overall satisfaction and that they should be treated as priorities for improvement. Another priority for improvement is providing clarity on the level of service that users can expect from the different facilities.

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

SatisfactionNote that this year’s measurement of satisfaction with community centres, halls, and community houses included a survey of those who had hired a facility during the previous 12 months, as well as the survey of residents who had used a community facility during the previous 12 months. The council considers that hirers are the primary and more active users of facilities. The additional survey was also included so as to be able to fulfil local board reporting requirements, to enable a survey to be made of users of facilities at each local board. In the local board performance measures, see Volume 2, the satisfaction results that are shown are for hirers of community facilities in the previous 12 months.

For residents who used a community hall or centre in the past 12 months the following results were recorded in the 2012 Auckland Residents’ Survey:1. 45 per cent of residents stated that they had used

a community hall, centre or community house within the last twelve months. This is a significant increase from 36 per cent last year.

2. 69 per cent of customers were satisfied/very satisfied. This is a significant increase from 58 per cent last year.

3. 5 per cent of customers were dissatisfied/very dissatisfied. (This is the same as last year.)



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

Among those who hired a community hall or centre in the past twelve months, the following results were recorded in the 2012 Community Halls/Centres Survey:

2. 4 per cent of customers were dissatisfied/very dissatisfied.

3. 9 per cent of customers were neutral.

The mean score was 4.4 out of 5.

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

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

of customers were satisfied/very satisfied. 87%

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26 programmes


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

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

20 1 2 ta r G et

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20 1 1No result

Maintain or increase on baselineNumber of community development programmes delivered per 1000 residents

Maintain or increase on baseline of 26 programmes

26 programmes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

29 programmes

Number of community development programmes provided

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

Percentage satisfaction of community groups with assistance and advice provided by the council


Percentage of residents satisfied with Citizens Advice Bureau services

Percentage of community grant recipients meeting grant obligations (obligations include grant being applied to intended purpose, programmes held and levels of participation achieved)

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

69%

75%

41%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

82%

76%

77%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

75% forecast

95%

No result

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

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

Satisfaction with Citizens Advice Bureau servicesThis Citizens Advice Bureaux result indicates a continuing high level of satisfaction across the region. The council will work with the recently established entity ACABx which brings together bureaux across the region, to work on targeting service provision in response to community needs.

The following scores were achieved in the 2012 Auckland Residents’ Survey:

2. 6 per cent of residents were dissatisfied/very dissatisfied, the same as last year.

3. 12 per cent of residents were neutral, a significant decrease from 17 per cent last year.

4. 3 per cent said ‘don’t know'. This is a significant decrease from 24 per cent last year.


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

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

The following scores were achieved in the 2012 Community Grants Recipients Survey:1. 69 per cent of customers were satisfied/very satisfied

with the overall advice and assistance provided by the council. This is a significant increase from 41 per cent last year.

2. 14 per cent of customers were dissatisfied/very dissatisfied with the overall advice and assistance provided by the council, compared to 11 per cent last year.

3. 14 per cent of customers were neutral, a significant decrease from the 24 per cent recorded last year.

The mean score is 3.9 out of 5, an increase of 0.3 from 3.6 last year.

Overall, the proportion of grant recipients who were satisfied increased and the proportion of customers who were neutral in their views decreased.

of residents were satisfied/very satisfied with the Citizens Advice Bureau services overall. This is a significant increase from 77% last year.

82%1.

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

The following results were recorded in the 2012 Annual Auckland Residents’ Survey:1. 84 per cent of residents felt safe/very safe compared

with the 82 per cent recorded last year.

2. 5 per cent of residents felt unsafe/very unsafe compared with the 4 per cent recorded last year.

3. 11 per cent of residents were neutral compared with 13 per cent last year.

The mean score was 4.3 out of 5, the same as last year.

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

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

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

The following results were recorded in the 2012 Annual Auckland Residents’ Survey:1. 41 per cent of Auckland residents felt safe/very safe, a

significant increase from 37 per cent last year.

2. 29 per cent of Auckland residents felt unsafe safe/very unsafe, a significant decrease from 33 per cent last year.


The mean score was 3.1 out of 5, an increase of 0.1 over last year.

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

Percentage of respondents who agree that their neighbourhood is safe in the day time


Percentage of respondents who agree that their neighbourhood is safe at night time

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

84%

85%

82%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

41%

55%

37%

Improving and maintaining community safety through delivery of programmes and initiatives with other organisations and the community

Percentage of graffiti removal requests resolved within specified timeframes (between 24-72 hours depending on location and type of request)


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99.6%

95%

100%

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

The percentage of graffiti removal requests that are resolved quickly continues to improve. The Regional Graffiti plan has now been approved by the Community and Safety Forum and by the Regional Development and Operations Committee and is being implemented. During 2012/2013 a full Request for Proposal (RFP) will take place to obtain new contracts for graffiti services across the region. The new agreement will provide for consistent levels of service and performance reporting regionally.

Providing residential housing for older persons who are eligible


Percentage of tenants satisfied with the overall provision and management of housing facilities for older persons

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

80%

90%

81%

Percentage occupancy rate

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

95%

97%

96.8%

SatisfactionWhile a result of 83 per cent satisfaction was achieved for the service provided by council staff and 86 per cent for the council’s contractors, certain aspects of ground maintenance had a lower satisfaction result. Most service areas are rated positively by tenants.

The following scores were achieved in the 2012 Social Housing for Older People Survey:1. 80 per cent of customers were satisfied/very satisfied

compared with 81 per cent last year.




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

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

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aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012Programmes, funding and advice• 20 different community funding schemes were

administered in the first round of contestable community funding.

• A programme providing work experience for homeless people was launched.

• An outreach citizens advice bureau service was established in Albany.

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

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

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

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

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

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

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

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

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

Safety and graffiti• Auckland was almost graffiti free throughout Rugby

World Cup, including transport routes and rail corridors. Proactive patrolling ensured all reported incidents were dealt with in two hours.

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

• The Auckland graffiti vandalism plan was approved.

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

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

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

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

Significant recognition and awards• Violence Free Waitākere, supported by Auckland

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

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

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

Capital projects• The Fickling Centre upgrade completed and reopened.

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

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

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

Māori, Pacific and ethnic wardens were deployed during Rugby World Cup 2011 to work alongside New Zealand Police and support the council’s safety teams.

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oVerVIeWAuckland Council carries out the Emergency Management activity to make Auckland a safer place in which to live, to provide civil defence emergency management, and rural fire readiness and response.

eMeRgencY MAnAgeMent

Under the Civil Defence Emergency Management Act 2002, the council is required to plan for major emergencies. This includes ensuring Auckland is ready for emergencies and civil defence events, forming partnerships with other emergency services such as the police, fire and health services to ensure a coordinated response, responding appropriately to minimise the impact of events, developing community preparedness, and planning for disaster recovery.

Hauraki Gulf islands and rural areas need special arrangements for fire and other emergencies. The council’s rural fire service ensures that fire and other emergencies outside urban areas are responded to and handled in an effective and timely manner. Within the urban fire districts, it is the responsibility of the New Zealand Fire Service to respond to fires.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYEmergency management and preparedness, and rural fire services are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• The community is prepared for and responsive to any

civil defence event that may occur.

• The rural fire service provided by the council protects residents from fire risk.

• The council continues to operate essential functions and provide leadership following a disruptive event.

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


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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

20

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

3

2

2

Overall score achieved using the Civil Defence and Emergency Management Capability Assessment Tool1

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

58.1%Establish baseline

Project delayed

1 This measure refers to the Civil Defence and Emergency Management (CDEM) Capability Assessment Tool developed by the Ministry of Civil

Defence and Emergency Management. This tool aims to create a standard assessment of emergency management capability in New Zealand.

It consists of a set of key performance indicators and measures against which organisations can assess themselves or be externally assessed.

Indicators span the '4Rs', i.e. reduction, readiness, response, and recovery. The overall score is a weighted average score across all indicators and

measures totalling 100. The ‘target environment’ is 80-100 per cent, ‘satisfactory’ is 40-79 per cent, and ‘requires attention’ is 0-39 per cent.

The following ECC emergency activations took place during the period 1 July 2011 to 30 June 2012:A. Exercises• Pacific Wave (a tsunami exercise)

– 10 November 2011

• Christmas Readiness – 2 desktop exercises

• Tahi (a business continuity exercise) – 30 March 2012

• It’s a gas (exercise based on disruption to a major gas pipeline) – 24 June 2012

B. Weather events and other emergencies• Glen Eden event – 17 February 2012

• Weather bomb – 3 March 2012

Additionally, monthly Emergency Management Information System (EMIS) training was carried out and approximately 20 mini exercises and presentations were given each month to stakeholders.

Following each event, a review and evaluation of policies and procedures was undertaken and standard operating procedures were improved.

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

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

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

The level of community preparedness as measured by the annual Colmar Brunton Ministry of Civil Defence and Emergency Management survey


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20 1 2 a ct ua l

20 1 1

20 1 1

≥11% fully prepared

21% prepared at home

No survey carried out (see over page)

11% fully prepared

21% prepared at home

Number of comprehensive local community emergency management plans completed

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

28

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

Percentage of incidents requiring attendance by the New Zealand Fire Service Communications Centre, responded to by the local station within 10 minutes of notification

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

82%

≥80%

76%

Percentage of rural fire fighters who meet national training standards

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

92%

90%

87%

Community preparednessNo survey was done during the year to determine the level of community preparedness and whether Aucklanders are better prepared now than 12 months ago. However, in the past year the CDEM has developed a public education strategy document that is anticipated to be signed off in mid-September 2012. It has also carried out over 50 public education talks and events and has developed over 30 Neighbourhood Response Plans (NRPs) with another 70 to be completed this year. Additionally, the logistics team is working with schools to implement Readynet, while over 7000 information packs were distributed at Santa Parades.

The most recent survey on community preparedness carried out for the Ministry of Civil Defence and Emergency Management by Colmar Brunton contained the following results for Auckland.

• Fully prepared: 10 per cent

• Prepared at home: 22 per cent

• Has a plan: 46 per cent

• Has survival items: 75 per cent

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

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

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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Readynet was introduced to 250 organisations

throughout the Auckland region (Readynet provides emergency preparedness planning and assembles, stores and shares emergency management information).

• The civil defence web page was linked to a smart phone application so that mobile phone users can receive alerts and civil defence information.

• 69 communities are being assisted to be more prepared in a disaster through the NRP process.

• Work is taking place with research institutions to achieve a greater understanding of the possible hazards facing Auckland and how to improve current early warning systems. This work includes research on predicting storm surges and flooding events undertaken with the MetService and the National Institute of Water and Atmospheric Research, and research on seismic risks undertaken with GNS Science.

• The council spent $300,000 on the new fire station at Waitākere which was 85 per cent complete by the end of June 2012.

• Breathing apparatus was acquired and its purchase was aligned with that of the New Zealand Fire Service, resulting in a cost that was less than half the normal purchase price, while also enabling a coordinated roll-out of the equipment and training.

• The purchase of new safety equipment and waterway equipment (including fire pumps, hoses and fittings) was completed with assistance from the National Rural Fire Authority.

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

ceMeteRIes AnD cReMAtoRIA

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYCemeteries and Crematoria is the regional sub-activity. There are no local board sub-activities provided under this activity.

BeneFItS• Aucklanders have suitable environments for burial,

cremation, ash and interment services.

StorY: SatISFaCtIon WItH tHe SerVICeS oFFereD at CounCIl CeMeterIeSThe council commissioned Captivate Research and Marketing in 2012 to carry out research to understand the level of satisfaction with council-owned cemeteries. In particular, we wanted to understand:

• satisfaction with, and opportunities to improve, the processes and services provided by the administration teams and after hours call centre

• satisfaction with the accuracy of burial and cremation records

• satisfaction with the facilities at the cemeteries (e.g. chapels and function rooms)

• satisfaction with the service provided by the cemetery team members on the day of burial or cremation (e.g. sextons and chapel attendants)

• satisfaction with the crematorium and graves

• satisfaction with the grounds.

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

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

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

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

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

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A survey of the overall satisfaction of funeral directors and stone masons was not repeated in 2011/2012 as it was decided to concentrate on gaining a fuller understanding of the needs and expectations of funeral directors, stone masons and customers with respect to the information data bases held at the cemeteries. A survey was undertaken focussing on access to and the accuracy of funeral and cremation information held at the cemeteries, as a result of which programmes have been put in place to digitise and upgrade the accuracy of data held at the cemeteries.


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

Percentage of customers who are satisfied with the cemeteries and memorial gardens overall

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20 1 1

83%

85%

81%

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

The following results were recorded in the 2012 Cemetery Users Survey:1. 83 per cent of customers were satisfied/very satisfied


2. 4 per cent of customers were dissatisfied/very dissatisfied, the same as last year.

3. 14 per cent of customers were neutral compared to 15 per cent last year.


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

Percentage of funeral directors and masons satisfied with the facilities and services provided overall


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20 1 2 a ct ua l

20 1 1

20 1 1

Not measured

85%

69% funeral directors

78% masons

MeaSurInG perForManCeProviding quality burial and cremation services

0


Ensuring that atmospheric pollution from cremators is within acceptable limits

Number of breaches of applicable resource consent conditions

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

0

0

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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Capital projects of $2.5 million were budgeted and undertaken in the year, with

significant expenditure occurring at the Waikumete Cemetery for the development of burial areas, the renewal/upgrade of roads and footpaths and the restoration of the Chapel of Faith which dates back to 1886.

• Customer-based research was introduced for cemeteries.

• Development of the western block commenced at Manukau Memorial Gardens.

• Improvements and northern earthworks were completed at North Shore cemetery.

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FInanCIal InForMatIon

$000

Actual 12 months to 30 June 2012

Budget 12 months to 30 June 2012

Actual 8 months to

30 June 2011

Reason for significant

variance

Operating expenditure

Libraries 120,841 112,464 79,392 1

Community Services 80,038 80,147 57,011

Emergency Management 8,374 8,177 7,805

Cemetery and Crematoria 6,911 7,074 3,972

Total operating expenditure 216,164 207,862 148,180

Operating funding sources

Activity user charges and fees 24,496 39,268 26,658 2

Operating grants and subsidies 3,085 2,984 1,253

Capital subsidies 0 104 0

Development and financial contributions 2,435 7,363 1,328 3

Rates 169,677 159,309 117,733

Other revenue (40) 150 655

Total 199,653 209,178 147,627

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

Capital expenditure

Libraries 19,534 28,868 13,461 4

Community Services 10,079 12,821 8,081 5

Emergency Management 860 641 133

Cemetery and Crematoria 2,516 2,512 1,433

Total capital expenditure 32,989 44,842 23,108

Funded by

Depreciation and operating funding surplus (15,175) 23,373 8,416

Borrowing 48,164 21,469 14,693

Total capital expenditure funding 32,989 44,842 23,109

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

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

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

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

The capital expenditure on the Massey North library was $1 million lower than budgeted. The project is part of the larger development in the north west (formerly known as NorSGA), which is taking place more slowly than expected.

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

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

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

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

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

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

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LIfestYLe AnD cULtUReoverv i ew 1 1 3

Activities 1 1 3

Strategic alignment 1 1 4

Summary of performance measure results 1 1 5


Arts Services 1 1 6

Events 1 2 2

Museums and Art Galleries 1 2 8

Parks 1 3 4

Recreation Services 1 4 6

Zoo 1 50

F i na n c i a l i n F o r mati o n 1 54

oVerVIeWAuckland Council is involved in the coordination of a wide range of lifestyle and culture activities. Through these activities, the council aims to ensure that Auckland is a dynamic, exciting and distinctive region in which to live, work, and visit.

Auckland Council has two CCOs to help do this. Regional Facilities Auckland (RFA) manages and oversees key facilities with a focus on making better use and coordination of Auckland’s major venues and attractions. Auckland Tourism, Events and Economic Development Ltd sponsors or attracts major events to Auckland and provides them with logistical and operational support for their duration.

The council provides a number of programmes and facilities that attract visitors to the region and enhance the lifestyle and culture choices for residents and visitors. These include the Auckland Art Gallery Toi o Tāmaki, Auckland Zoo, museums, recreation facilities, and arts programmes and facilities. The council also delivers a range of events, invests in facilities to attract world-class events to Auckland, and partners with other organisations to help deliver arts and recreation outcomes.

The council also protects and enhances Auckland’s natural environment and ecology through developing and maintaining its parks, and by preserving and protecting the region’s natural features such as its volcanic landscape and the Hauraki Gulf islands.

aCtIVItIeS

Under the Lifestyle and Culture group of activities, the council carries out the following activities:

• Arts Services

• Events

• Museums and Art Galleries

• Parks

• Recreation Services

• Zoo.

These activities are grouped under Lifestyle and Culture as they have the common objective of contributing to the lifestyle and culture choices of residents and visitors to Auckland.

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StrateGIC alIGnMentThese activities contribute to the following Auckland Council strategic priorities:

Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Arts Services

Events

Museums and Art Galleries

Parks

Recreation Services

Zoo






No result

Arts Services 5 - 1 5 1

Events 8 1 - - 1

Museums and Art Galleries

5 - - - -

Parks 10 1 5 2 -

Recreation Services

1 1 - 1 -

Zoo 5 - - - -

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oVerVIeWAuckland Council carries out the Arts Services activity to help make Auckland’s communities vibrant and inclusive, where people have a sense of belonging and pride.

ARt seRVIces

The arts, and the opportunity to create, participate, and experience them, play an important role in Auckland. Community art programmes are provided to give people the opportunity to participate in art classes, workshops, studios and exhibitions.

A range of arts programmes are also offered to reflect and celebrate Auckland’s cultural identity. Events, exhibitions, and gallery and performance spaces are provided at arts centres in a range of local communities so residents and visitors can enjoy and participate in the arts.

The council supports the arts sector through advice and grants, for example by administering the Creative Communities funding scheme on behalf of Creative

New Zealand, providing funding to regional and citywide performing arts organisations, and contestable arts funding.

Operational funding is provided to support a range of regional arts organisations including the Auckland Theatre Company, New Zealand Opera, the Auckland Philharmonia Orchestra, and the Auckland Festival. Funding is also provided to local orchestras, bands, and performing arts groups.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYArts Services provides the following regional and local board sub-activities.


Arts, culture and events strategy and policy

Regional arts, and culture strategy and policy

Local arts facilities Local arts facilities such as Artstation, Lopdell House, Corban Estate Arts Centre, and local and community performing arts theatres such as the Hawkins Theatre. Local arts facilities may either be staffed by Auckland Council staff or delivered through partnerships and contract funding

Local arts grants and advice

Grants to local arts, theatre and music groups

Local arts programmes Local arts and culture programmes and events, including programmes delivered at arts centres like the Māngere Arts Centre, Ōtara Music Arts Centre, and in local neighbourhoods. This also includes Māori and Pacific art programmes: locally and regionally delivered arts events including Manukau Festival of Arts, Matariki and Waitangi Day celebrations

Regional arts facilities Regional arts and culture facilities such as the Aotea Centre

Regional arts grants and advice

Operational funding for regional arts organisations such as the Auckland Festival, New Zealand Opera and Auckland Theatre Company

Regional arts programmes Regional arts and culture programmes and events. Development, maintenance and access to the regional visual arts collection, including exhibitions and interpretive programmes. Regional public art programme of projects and activities

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BeneFItS• Aucklanders have opportunities to experience and enjoy the performing arts.

• People have access and opportunities to participate in the arts.

• A sense of pride and identity is provided that improves cultural well-being.

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

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

Average number of participants in community arts programmes per capita1


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

0.24

>0.34


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

Percentage of participants satisfied with community arts programmes overall

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

93%

70%

91%

Percentage of visitors satisfied with arts facilities overall

Average number of visits to arts facilities per capita2

Number of performances provided by arts organisations who receive arts grants (as part of meeting their grant conditions)

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

87

85

87

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

0.63

>0.42


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

2,842

475

Data not available

Data not available

Number of attendees at performances provided by arts organisations who received arts grants

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

395,154

383,000

Percentage of residents satisfied that there are opportunities to participate in arts-related activities

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

45%

65%

35%

1 Estimated numbers of people participating in community art programmes were: 492,800 between 1 November 2010 and 30 June 2011;

and 396,687 between 1 July 2011 and 30 June 2012. But note the commentary above.

2 The number of visits to arts facilities between 1 July 2011 and 30 June 2012 was 1,069,063.

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a rts s erv i c es

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

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

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

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

2. 2 per cent of customers were dissatisfied/very dissatisfied. A small decrease from 3 per cent last year.

3. 3 per cent of customers were neutral. This is the same as last year.

The mean score is 4.7 out of 5. An increase of 0.1 from 4.6 last year.

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

B. Facilities.1. 87 per cent of customers were satisfied/very satisfied.

This is the same as last year.

2. 2 per cent of customers were dissatisfied/very dissatisfied. This is the same as last year.

3. 7 per cent of customers were neutral. A decrease from 10 per cent last year.

The mean score is 4.5 out of 5. This is the same as last year.

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

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

Number of performances and attendeesThe result includes performances provided by organisations that receive art grants provided by both the council and by RFA. The increases in the numbers of performances and attendees are a result of more data being collected more systematically and because of the addition of Q theatre which opened in November 2011.

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

The following scores were recorded in the 2012 Auckland Residents’ Survey:1. 45 per cent of residents were satisfied/very satisfied.

An increase from 35 per cent last year.

2. 9 per cent of residents were dissatisfied/very dissatisfied. A decrease from 12 per cent last year.


4. 17 per cent said don’t know compared with 20 per cent last year.


Overall satisfaction increased and dissatisfaction decreased in 2011/2012.

of customers were satisfied/very satisfied. A small increase from 91 per cent last year.93%

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012Programmes, advice and funding• Manu Aute Kite Day: An estimated 6,000 people

attended as a part of the Matariki Fesitval. 1135 participants from 16 primary schools across the region attended kite making workshops leading up to the event, resulting in a number of hand-made kites being flown on the day.

• Maui Magic (June 2012): A four-day Auckland region-wide season of Smack Bang Theatre Company’s children’s theatre perfomance, ‘Maui Magic’ attracted 1000 children.

• Southside Arts Festival: 14 October to 6 November, more than 30 events took place throughout the southern area showcasing visual arts, performing arts, music, dance, film, literature and fashion drew in a huge response from youth.

• Delivery of community arts programmes: 850 people attended the Waiheke Readers and Writers festival, 700 children and families participated in Christmas gift-making programmes, and the North Auckland Arts Passport map brochure was released.

• 3,200 visitors attended the eigth annual West Artists’ open studio weekend on 24 and 25 March 2012. The weekend featured works of art by local artists at 43 studios throughout west Auckland.

• Creative Communities Scheme: seven different and often divergent processes for delivering the Creative Communities Scheme were brought together into one process. In total, there were 252 applications for $1.3 million and 135 applications were funded at a cost of $0.4 million.

• SEEK exhibition gained a lot of media coverage and public attention, culminating in an ‘Exchange Celebration’ where artworks were gifted to people that had contributed donations of clothing. Over 80 donations of clothing were received, including Wellington and Sydney contributions. Local agencies involved in distributing clothing to children and families in need.

• New Kiwi Women Write Their Stories (March–April 2012), a four-week creative writing workshop series culminating in a reading event and print publication.

• Sistema Programme set up at Ōtara Music Arts Centre (early 2011) with the Auckland Philharmonia Orchestra: giving young students the opportunity to learn to play an instrument. Both mid-year and end -of-year concerts have been hugely successful.

• Be Water, My Friend (July–August 2011): exhibition at Papakura Art Gallery featuring graduating students from the Manukau Institute of Technology.

Public art• Public art was launched at the Wynyard Quarter

including the restored Wind Tree sculpture, Sounds of Sea, Silt Line, and Flooded Mirror.

• Te Waharoa was reinstalled at Aotea Square.

• Public art installations and openings: Triangle Road Pou Whenua project by Whare Thompson, The Sturges Road art bridge project by the late Anthony Summich, the Opanuku Bridge by Jason Hall, Loafers sculpture by Francis Upritchard, and the Milford Square public art work, by Jeff Thomson.

Significant recognition and awards• The Mairangi Bay Arts Centre, in partnership with the

Department of Corrections, has been awarded first place in the Arts Access Aotearoa’s Big ‘A’ community partnership award for the Inside Out programme with Paremoremo and Ngawha prisons.

• The ‘People in Your Neighbourhood’ Hip-Hop Shakespeare programme, a partnership with the British Council, was profiled on TV3.

• The Māngere Arts Centre was a national gold reserve winner at the 2011 Registered Master Builders Commercial Project national awards.

• The Out of School Care and Recreation (OSCAR) foundation has recognised that the programmes delivered at Nathan Homestead are some of the best in the Auckland region.

Major capital projects • Expenditure of $1 million on the Pacifica Arts and

Culture building ‘Moanaroa’ at the Corban Estate Arts centre.

The completion of the $22 million Q Theatre, at 305 Queen Street, near Aotea Square.$22ma

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oVerVIeWAuckland Council carries out the Events activity to foster Auckland’s national and international reputation as an exciting arts, cultural and sports destination and to help to make Auckland a great place in which to live.

eVents

The council sponsors or attracts major events to Auckland and provides them with logistical and operational support for their duration. It does this through Auckland Tourism, Events and Economic Development Ltd (ATEED), which is a CCO.

A range of regional event facilities are provided, which are used for conventions and artistic, sporting, and community purposes. Key venues include Vector Arena (Waitematā), Mt Smart Stadium (Maungakiekie-Tāmaki), North Harbour Stadium (Upper Harbour), Western Springs Stadium (Waitematā), Telstra Clear

Pacific Events Centre (Manurewa), North Shore Events Centre (Kaipātiki), The Edge® (Waitematā), Bruce Mason Centre (Devonport-Takapuna), and The Trusts Stadium (Henderson-Massey). Regional Facilities Auckland (RFA), a CCO, manages and oversees these event facilities with a focus on making better use and coordination of Auckland’s major venues and attractions.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYEvents provide the following regional and local sub-activities.


Event and film facilitation (regional)

Enabling events and filming to occur in and around Auckland, by facilitating and permitting

Regional event facilities Events venues, e.g. Vector Arena, various regional sports stadiums

Local events Coordinating or supporting local events such as Music in Parks, Parnell Festival of Roses and Christmas events

Major national and international events (regional)

Attraction, coordination and facilitation, e.g. New Zealand Fashion Week, Rugby World Cup 2011 and Volvo Ocean Race 2012

Regional events Coordinating and sponsoring regional events such as Pasifika, and Diwali and Lantern festivals

BeneFItS• Auckland’s profile as an events destination is

strengthened nationally and internationally.

• Alignment of events with key sectors creates business growth.

• The community can come together to celebrate Auckland.

• Events attract economic investment to the Auckland region.

StorY: CounCIl-run eVentS DurInG 2011/2012Research was commissioned by the council into the events it organised from the end of 2011 to mid-2012. Among other things, the objectives of the research, carried out by Ipsos, were:

• to assess attendee experience and satisfaction

• to measure economic impact

• to assist with feedback to sponsors and commercial partners

• to assist in planning future events.

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

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

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

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Estimated number of attendees at local and regional events1

Percentage of attendees satisfied with events overall

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980,519

≥759,000

759,000 Baseline established

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20 1 1

89% (for events delivered by the council)

85%

88%

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20 1 1

84% (for events delivered by ATEED)

85%

88%

MeaSurInG perForManCeDelivering and sponsoring local and regional events

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

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

The following results were recorded in the 2011/2012 Event Evaluation Survey:A. For council and local board events.1. 89 per cent of residents were satisfied/very satisfied.

2. 2 per cent of residents were dissatisfied/very dissatisfied.

3. 9 per cent of residents were neutral.


B. For ATEED events.1. 84 per cent of residents were satisfied/very satisfied.

2. 3 per cent of residents were dissatisfied/very dissatisfied.

3. 12 per cent of residents were neutral.


1 Over 110,800 people attended North Harbour Stadium over four pool matches. Thousands of others attended other events related to the

Rugby World Cup, from the quarter of a million who gathered to watch games live on giant screens at the five Fanzones, to the over 8000 who

attended the new event site for the Rugby World Cup finals weekend at Stanmore Bay. The 2011/2012 result quoted in the table does not

include the over 633,000 people who attended the 11 matches held at Eden Park (which is not administered by the council).


Number of major international events2 attracted or facilitated

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20 1 1

6

6

3

Economic return (Return on Investment – ROI) from major events attracted

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20 1 1

8.2

≥10 times every dollar invested

No result (new measure)

Attracting, facilitating and funding delivery of major international events

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

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


Total number of attendances at regional event facilities

Total number of event days held at regional event facilities

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20 1 1

20 1 1

2.97 million

3,377

≥1.97 million

≥3,157

1.97 million Baseline established

3,157 Baseline established

Providing regional event facilities

2 The definition of a major international event is a sporting or cultural event that has an important international media profile and attracts

overseas visitors and participants. Such an event is likely to require considerable public investment but leverages national and regional strengths,

delivering significant returns on investment.

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

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

Other significant contributions• The Viaduct Events Centre hosted the Volvo Ocean

Race stop over and Rally NZ.

• The Civic staged the Jersey Boys.

• Mt Smart hosted the All Whites v Jamaica international.

• North Shore Events Centre was home of the champion NZ Breakers for the second year running.

• The Bruce Mason Centre won the North Auckland Business Awards Excellence in the not-for-profit category.

Number of international television commercials (TVCs) attracted to Auckland

Number of events facilitated and permitted in Auckland

Number of international television productions (TVPs) attracted to Auckland

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

10

4

31

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

76

75

62

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20 1 2 a ct ua l

20 1 1

2,772

900

New measure in 2011/2012

Facilitating and permitting events and screen production activity in public spaces

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

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

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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012

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

• ANZAC Services: The civic team supported 71 services around Auckland.

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

• Auckland Town Hall celebrates its 100th Anniversary.

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

• Disco for youth with disability.

• Howick in the Park Military Tattoo.

• Weet-bix Kids TRYathlon events and training day.

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

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

agreed RWC 2011 in Auckland was a successful event.

89%aucklanders

96%domestic visitors

95%international visitors

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oVerVIeWAuckland Council undertakes the Museums and Art Galleries activity to contribute to the quality and enjoyment of living in and visiting Auckland, and to help celebrate the diversity of Auckland’s cultural heritage.

MUseUMs AnD ARt gALLeRIes

Auckland Art Gallery Toi o Tāmaki (Waitematā) is a major cultural facility provided by Auckland Council. The gallery is an internationally recognised public gallery that holds New Zealand’s most extensive collection of national and international art, and is home to two of New Zealand’s most significant collections (the Mackelvie and Chartwell Trust collections). The art gallery building is heritage-listed, making it an important Auckland landmark.

Auckland’s museums preserve and tell the story of Auckland’s culture, identity, and heritage to local, national and international visitors. The council contributes towards the costs of the Auckland War Memorial Museum (AWMM), the Museum of Transport and Technology (MOTAT), the Voyager New Zealand Maritime Museum (Voyager), and the Stardome Observatory and Planetarium (Stardome). These museums are star attractions for the region and the council’s contribution helps keep the museums financially viable and accessible for people.

RFA manages and oversees Auckland’s museums and the Auckland Art Gallery Toi o Tāmaki. RFA is focused on making better use of Auckland’s major venues and attractions, including significant cultural, heritage and leisure facilities, indoor venues and stadiums.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYMuseums and Art Galleries are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Aucklanders have an opportunity to experience,

learn and access national and international art and cultural heritage.

• Visual art collections are accessible through exhibitions and the website.

• People develop a better understanding of Auckland’s heritage and ethnic diversity.

• Auckland’s reputation as a sophisticated tourist destination is strengthened.

• National and international heritage is preserved and accessible.

• A sense of pride and identity improves people’s cultural well-being.

StorY: auCklanD art GallerY toI o ta-MakI WInS InternatIonal arCHIteCtural aWarDAuckland Art Gallery Toi o Tāmaki, which was reopened in September 2012 after being closed for almost four years for a major renovation and expansion, has won the International Award for Architectural Excellence from The Royal Institute of British Architects – the first time a New Zealand building has won.

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

“We set out to develop a world-class gallery and FJMT+Archimedia’s elegant and considered design has been instrumental to achieving that goal.

Judged on the response of the near 600,000 visitors to date, this heritage restored and expanded building has become a flag-bearer for the city’s architectural and urban design future,” says gallery director Chris Saines.

The development of Auckland Art Gallery Toi o Tāmaki was commissioned and project-managed by Auckland Council, and included a series of emblematic, sculpted tree-like canopies cut from massive kauri trees that enclose the forecourt, atrium and gallery areas. Auckland-based architects Archimedia and Sydney’s Francis-Jones Morehen Thorp (FJMT) joined forces to design one of the largest projects of its kind in New Zealand. Archimedia and FJMT had already partnered on The University of Auckland’s landmark new business school and they also have an enviable track record of sprucing up heritage sensitive buildings.

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

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Number of visitors to museums

Percentage of visitors satisfied with their visit overall to museums

20 1 2 ta r G et

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20 1 1

1,342,801

1,000,000

868,154

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20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 1

20 1 1

98% AWMM

90% MOTAT

97% Voyager

75%

97% AWMM

99% Voyager

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

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

MOTAT achieved the 11th consecutive year of attendance growth.

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

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


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

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

96%

90%

94%

Number of visitors to the Auckland Art Gallery Toi o Tāmaki

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

618,312

450,000

60,529

Number of participants in education and public programmes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

54,965

40,000

13,968

auCklanD VISual artSThe Auckland Art Gallery Toi o Tāmaki reopened to the public on 3 September 2011, and has received a very positive response from the public and media. The number of visitors from its reopening to 30 June 2012 was the highest number in the gallery’s history (the previous highest attendance was achieved in 1986/1987, with 391,853 visitors). The modernised gallery has already been the venue for a very wide range of events utilising the spaces and facilities designed specifically with the visitor experience in mind. Events have ranged from exhibitions of the work of some of the major European artists, to a festival of photography, jazz and chamber music concerts, film shows and art education classes.

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Auckland Art Gallery Toi o Tāmaki• Degas to Dali, the first major international exhibition

since the gallery reopened, drew 99,000 visitors in its 15-week season, from 3 March to 15 June 2012.

• The gallery received numerous architectural awards for its redevelopment (refer to story on page 129, Volume 1).

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

Auckland War Memorial MuseumAfter becoming the first museum in the world accredited under the Certified Emissions Measurement and Reduction Scheme (CEMARS), in 2011 the museum reduced its carbon footprint by 12.1 per cent. This milestone for the museum’s environmental sustainability programme saw carbon emission savings of 234 tonnes – equivalent to the consumption of a 2-litre car on a 1-million-kilometre journey. In the first six months of 2012, investment in improved monitoring equipment resulted in further substantial energy usage reductions.

Natural gas consumption fell by 40 per cent and electricity by 15 per cent in comparison to the same period in 2011, putting the museum on track to reduce its annual $1 million energy bill by $200,000.

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

StardomeTransit of Venus on 6 June 2012 the planet Venus transited across the face of the sun, an astronomical event which will not occur for another 105 years. To allow the citizens of Auckland to experience this event, Stardome held a free open day which allowed visitors to view the transit on a number of screens and displays throughout the facility which were linked to its own solar telescope and to telescopes at other observatories throughout the Pacific and also to view the event live through telescopes set up in our courtyard. Stardome also held a series of brief planetarium shows to explain

and demonstrate the transit to visitors. During the day, Stardome had in excess of 3100 visitors (a record for one day visitation), with highly positive visitor feedback.

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

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

Record one day visits for Stardome, 6 June 2012.3100

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oVerVIeWAuckland Council carries out the Parks activity to look after the region’s parks and open spaces, and to preserve the unique natural landscape and ecology, while catering for the varied recreational needs of its residents.

PARks

To do this, the council provides and maintains a network of local parks, reserves, sports parks and beaches for community use. This includes the development and maintenance of walkways, cycleways, playgrounds, natural and artificial sports surfaces, boat ramps, wharves and jetties, park facilities and equipment, and barbecues, as well as protecting the unique natural environment of the Hauraki Gulf islands.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYParks provides the following regional and local board sub-activities.


Local parks Maintenance and improvement of more than 4000 local parks and reserves, coastal areas, playgrounds, beaches and sports fields

Regional parks, botanic gardens and volcanic cones

Maintenance of 26 regional parks covering more than 40,000 hectares of land, Auckland Botanic Gardens and volcanic cones, including creating opportunities for outdoor recreation, accommodation and events

Parks strategy, policy and acquisition

Number and general location of new parks, including land acquisitions and divestments. Regional open space strategy and policy, including open space network plan

BeneFItS• Auckland’s natural environment, including its

significant heritage features, is sustainably managed for current and future generations.

• Auckland’s ecological well-being is ensured through habitat and biodiversity protection.

• Residents and visitors have opportunities to lead healthy and active lifestyles, and to take part in recreational activities.

StorY: neW VICtorIa park Skate park openSThe Waitematā Local Board officially opened the new skate park on 7 October 2011 along with iwi, who unveiled two carved pou as part of a collaborative art project for the park. Skating demonstrations followed.

The 2100m2 facility was developed in collaboration with the Waitematā Local Board, local skateboarders and BMX riders, as well as iwi (Ngāti Whatua, Ngāi Tai and Ngāti Paoa) and the Victoria Park Tunnel Alliance. Designed as an urban plaza, elements in the park are styled to look like natural street terrain with stairs and benches. It features a bowl, a BMX jump box, mini ramp and two quarter pipes. Broad walls, steps and planters provide seating for visitors wanting to enjoy the action.

The skate park caters for beginners to advanced competition level skaters and BMX riders. The old skate park was removed in February 2010 to allow for the construction of the Victoria Tunnel Project, and work on its replacement began in May 2011.

Waitematā Board Chair Shale Chambers said that the new skate park is a vast improvement compared to the old one, “A standard skate park that was an old basketball court and was gradually added onto has been transformed into a premier top quality facility.”

A major objective of the new skate park design is to give young people a place to interact and to offer other park users and the community to become part of it – whether it be by enabling parents to keep an eye on their children or by providing an interesting and vibrant place for workers to sit and eat their lunch.

The $1 million project was jointly funded by Auckland Council and the New Zealand Transport Agency.

There are many other skate parks in Auckland, ranging from one at Little Rangitoto Reserve, Remuera, which has the deepest bowl in the city, catering for the older higher skill level skater due to its level of difficulty, to one at Lynfield Reserve, Mt Roskill, consisting of two concrete bowls, designed for beginners and those who are a bit more experienced.

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Percentage of regional park visitor service standards met (based on exception reporting)


Percentage of visitors satisfied with regional park services and facilities overall

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20 1 1

91%

85%

92%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

96%

85%

97%

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

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

The following results were recorded in the 2012 Regional Park Visitors Survey:1. 96 per cent of customers were satisfied/very satisfied





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


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

Percentage of Auckland Botanic Gardens visitor service standards met (based on exception reporting)

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20 1 2 a ct ua l

20 1 1

97%

75%

96%

Percentage of visitors satisfied with the Auckland Botanic Gardens services and facilities overall

Number of participants in Auckland Botanic Gardens education programmes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99%

85%

97%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

7,541

≥7,842

7,842

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

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

The following results were recorded in the 2012 Regional Parks Visitors Survey:1. 99 per cent of customers were satisfied/very satisfied



3. 1 per cent of customers were neutral, the same as last year.

The mean score was 4.6 out of 5, which is a decrease of 0.1 from 4.7 last year.

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

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

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

84%

90%

71%

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

6.8

5.5

6.8

Hectares of regional parkland per 1000 residents

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

30

30

30

Percentage of residents satisfied with the overall provision of local parks and reserves

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

73%

≥63%

63%

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

93%

95%

97%

Hectares of regional parkland per 1000 residents The quantum of regional parkland per 1000 residents has been maintained.

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

Total hectares of local parkland and sports fields per 1000 residents as an indicator of level of access to local parks, reserves and sports fields The council manages and maintains 10,000ha of local and sports parks. This includes 4000 local parks and 224 sports parks.

Percentage of urban residential properties within 500 metres of a local parkThis result relating to proximity to a local park is based on the former Auckland City Council measure for the percentage of residences within 10 minutes walk of a local park. There have been no major purchases since the establishment of the Auckland Council in 2010 that would significantly alter this result.

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

The following results were recorded in the 2012 Auckland Residents’ Survey:A. Overall provision of regional parkland.1. 84 per cent of residents were satisfied/very satisfied,

a significant increase from 71 per cent last year.

2. 2 per cent of residents were dissatisfied/very dissatisfied, compared with 5 per cent last year.




B. Overall provision of local parks and reserves.

2. 6 per cent of residents were dissatisfied/very dissatisfied compared with 8 per cent last year.




73 per cent of residents were satisfied/very satisfied, a significant increase from 63 per cent last year.73%

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

Percentage of local parks and reserves maintenance standards achieved

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97%

≥97%

97%

Percentage of residents who have visited a local park or reserve in the last 12 months

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

93%

75%

90%

Percentage of residents who have visited a sports park in the last 12 months

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

58%

75%

59%

Percentage of residents satisfied with the overall quality and maintenance of local parks and reserves

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

75%

85%

71%

Percentage of residents satisfied with the overall quality and maintenance of sports fields

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20 1 2 a ct ua l

20 1 1

75%

85%

67%

Percentage of residents satisfied with the overall quality and maintenance of beaches

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20 1 2 a ct ua l

20 1 1

77%

85%

69%

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

The following results were recorded in the 2012 Auckland Residents’ Survey:A. Parks and Reserves.1. 93 per cent had visited a park and/or reserve, a

significant increase from 90 per cent last year.

2. 75 per cent were very satisfied/satisfied, a significant increase from 71 per cent last year.

3. 6 per cent were very dissatisfied/dissatisfied, down from 8 per cent last year.

4. 19 per cent were neutral compared with 20 per cent last year.

The mean score was 4.0 out of 5, an increase of 0.2 from last year.

Overall, there was an increase of park visitors among residents in 2011/2012. Satisfaction has increased and dissatisfaction has decreased.

B. Sports Parks.1. 58 per cent had visited a sports park compared with

59 per cent last year.


3. 6 per cent were very dissatisfied/dissatisfied compared with 7 per cent last year.

4. 19 per cent were neutral, a significant decrease from 25 per cent last year.

The mean score was 3.9 out of 5, an increase of 0.1 from last year.

Overall, there was an increase of sports park visitors among residents in 2011/2012. The proportion of visitors who are satisfied has increased and the proportion of visitors who are neutral has decreased.

C. Beaches.1. 90 per cent had visited a beach, an increase from

85 per cent last year.


3. 6 per cent were very dissatisfied/dissatisfied, a decrease from 8 per cent last year.

4. 17 per cent were neutral, a significant decrease from 23 per cent last year.



Percentage of residents satisfied with the overall protection and care of volcanic landscapes


Percentage of volcanic landscape maintenance standards achieved based on contract requirements

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60%

70%

48%

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99%

≥98%

98%

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

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

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

The following results were recorded in the 2012 Auckland Residents’ Survey:1. 60 per cent of residents were satisfied/very satisfied,


2. 5 per cent of residents were dissatisfied/very dissatisfied a decrease from 6 per cent last year.

3. 22 per cent of residents were neutral, compared with 23 per cent last year.

4. 13 per cent of residents said ‘don’t know’, a significant decrease from 24 per cent last year.



aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012Local and sports parks• A number of sportsfields, pools, running tracks, and

indoor stadia were prepared to host team training for Rugby World Cup 2011.

• Parks supported local events, search and rescue operations within parklands across Auckland, and responded to issues associated with high rainfall and flooding – December rainfall was 230 per cent higher than the average across 1970-2000.

• Completion on various parks projects: the new Gulf Harbour breakwater; the staircase and boardwalk at Pt Resolution; the Cliff Face park development in Panmure; Pt England beach access and sand replenishment; Orewa Beach sand replenishment; mangrove removal at Pahurehure Inlet in Papakura; redevelopment of the Massey Park grandstand, fields, and playground.

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

Parks capital projects completed included:• Browns Bay beach playground upgrade.

• McFetridge Park sportsfield drainage, irrigation, and floodlighting.

• Mountain bike track at Sanders Reserve.

• Parrs Park artificial sport turf, floodlighting, roading and carparking, and changing room upgrade.

• Footbridges at Realm Esplanade reserve, Sister Rene Shadbolt park, Corban Estate Esplanade reserve, Armada reserve, Ranatira reserve, Deborah reserve.

• Pavement renewals at Gribblehurst, Myers, Keith Hay, and Victoria Parks.

• Parks were prepared for the busy summer season including recruitment of park rangers, work with contractors to maintain assets through a period of increased use, and changing sports fields from winter to summer sports use.

• Procurement savings of $8.2 million were achieved for local and sports parks, aboricultural and ecological restoration maintenance contracts for 2012/2013 onwards. At its inception, Auckland Council inherited 75 parks maintenance contracts, with an annual value of $90 million, involving 36 primary suppliers. Almost all of these contracts were due to expire at the end of June 2012. A significant contract procurement process was undertaken to rationalise the number of contracts and suppliers, harmonise service levels, and enable significant efficiencies to be realised. The procurement strategy revolved around a geographic approach to contract structure and management, with a functional separation of contracts into three key areas:

– full facility

– arboriculture

– ecological restoration.

At the end of the procurement process, 14 contracts were awarded to eight primary suppliers, with a saving of $8.2million per annum on the current contracts. The new contracts started on 1 July 2012. All suppliers were previous incumbents, and are Auckland-based.

• Emergency repairs completed to resolve structural issues for the Pt Resolution bridge.

• New skate parks were opened at Victoria Park and Nixon Park.

• The Onehunga foreshore restoration project was granted resource consent and $2 million of the budgeted $3.7 million was spent.

• The Puketāpapa Greenways Network plan was launched – a concept resulting from months of work by the parks team and Auckland Transport officers. When fully implemented, Puketāpapa will be a model Greenways community. A greenway is a corridor

of open space that is managed for environmental and recreational benefit while increasing the connectivity within the community. A comprehensive concept plan has been developed and launched for Puketāpapa which will now inform the development of Puketāpapa’s greenways network.

Regional parks• An estimated 35,000 people attended the Farm Day

held at the Ambury Regional Park, up from 30,000 in 2010.

• Various projects were completed: landscape planting at the Te Ara Tahuna Estuary cycleway; restoration of Craw Homestead at Anawhata; the Kokukohunui lookout structure and track upgrade; cycleway extension at Arran Point on the Te Ara Tahuna Estuary.

• 8000 people participated at the Splore Music Festival at Tapapakanga Regional Park.

• A successful Omana children’s day was held with over 3500 people attending.

• Establishing Shakespear Open Sanctuary was significantly progressed with completion of a pest proof fence and the eradication of animal pests within the sanctuary.

• Smoke-Free Regional Parks initiative with Cancer Society was initiated.

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• 17 baches in regional parks were occupied for a total of 3,282 nights. 39 campgrounds on regional parks hosted 48,200 individual camper nights.

• No rock fishing drowning fatalities in 2011/2012 summer period.

• A summer ranger was engaged to provide community education on the safety and environmental responsibilities of people using vehicles on Muriwai Beach.

• 114 Trigene stations for Kauri Health maintained along the 260 km Waitākere Ranges Regional Park track network.

• Two women’s REAL (‘Real Exercise Active Lives’) duathlons were held at Ambury Regional park with a total of 2000 competitors.

• Waitawa Regional Park saw the removal of 28 hectares of exotic pine trees and 30,000 natives trees planted as stage one of the revegetation programme.

• Bird protection programmes saw 6 dotterel chicks fledged at both Whakanewha and Ambury Regional Parks. A kokako chick also fledged at Piggotts camp site and there are now 26 known breeding pairs of kokako in the Hunua Ranges Regional Park.

• First stage of the Long Bay Regional Park all abilities/accessible playground was achieved in partnership with Variety – The Children’s Charity, who donated $125,000 towards the project.

• Saddleback birds were introduced into Tawharanui Open Sanctuary.

• Tawharanui Open Sanctuary Society held another successful Art in the Woolshed event at Tawharanui Regional Park.

Auckland Botanic Gardens

• Visitor numbers increased by 50,000 this year. Overall annual visitor numbers have increased from 460,000 to 960,000 in the last 10 years.

• Opening of the first of three sustainability trails – Sustainable Water Management.

• Trial of native plants commenced for the rain gardens, and a trial began for Agapanthus sterility.

• 66,000 plants propagated for Regional Parks revegetation programme and 40,000 annuals for the Botanic Gardens.

• A successful partnership event of BioBlitz 2012 was held with over 500 Manukau students attending a schools day with the scientists followed by a public day. 1251 species found at the gardens during a 24 hour period (not including the 7000 documented plants species at the gardens).

Volcanic cones• Guides and an information kiosk were introduced at

Maungawhau Mt Eden during Rugby World Cup, the summit was closed to heavy vehicles, and a shuttle service to the summit from the kiosk utilising light electric powered vehicles commenced.

• Baseline visitation to Maungawhau Mt Eden approximately 1 million visitors.

• Deed of Settlement for Na Mana Whenua o Tamāki Makaurau signed for all maunga.

• The masterplan for development of Owairaka was signed off.

people visited the Sculpture in the Gardens event.

430,000

SIGnIFICant reCoGnItIon anD aWarDSLocal and sports parks• The solar power pathway lighting at Olympic Park

has received excellence awards for lighting design from the Illumination Engineering Society and the Royal Astronomical Society of New Zealand.

• The Barry Curtis Park development in Flatbush is one of five projects shortlisted by World Architecture News in their urban design competition. The other four projects come from Singapore, Germany and Spain.

Regional parks• Rebekah Green (gardener) was runner up in the Young

Horticulturalist of the Year Competition and was awarded the Buchannan Award by the Friends Of the Auckland Botanic Gardens.

• Received a Camellia Garden of excellence award at the 2012 International Camellia Conference.

Major capital projects completed or with significant progress• Upgrades at the Meadowlands sports complex

and the Clevedon A&P showgrounds have been completed.

• Completion on various parks projects: the new Gulf Harbour breakwater; the staircase and boardwalk at Pt Resolution; the Cliff Face park development in Panmure; Pt England beach access and sand replenishment; Orewa Beach sand replenishment; mangrove removal at Pahurehure Inlet in Papakura; redevelopment of the Massey Park grandstand, fields, and playground; landscape planting at the Te Ara Tahuna Estuary cycleway; restoration of Craw Homestead at Anawhata; and the Kokukohunui lookout structure and track upgrade.

• Judges Bay beach upgrade.

• Karaka sports park development.

• Bruce Pulman park partnership.

Regional parks• Beveridge Track in the Waitākere Ranges Regional

Park was completed and opened.

• Auckland City walk track reroute completed.

• Lake Wainamu toilet installed.

• Hunua Falls car park development was completed.

• The Southern kayak trail campsites were completed at Duder and Waitawa and Tapapakanga Regional Parks.

• Omana Regional Park children's playground stage two completed.

• Ambury Regional park: completed camp ground access road and hard stand, completed the Hay barn, notice board and information shelter for the Rugby World Cup.

• Kokukohunui lookout structure and track upgrade completed with sponsorship from Tonkin and Taylor.

• Upgrade of the old Craw Homestead as a bach at Anawhata in the Waitākere Ranges Regional Park.

Auckland Botanic Gardens• Renewal of walls in Camellia and Magnolia Garden

(75 metres of new stonewall installed).

• Water reticulation upgrade in Rose Garden.

• CCTV camera upgrade throughout the site (25 cameras with 30 days minimum of recording capacity).

• Main carpark raingarden (raingarden retrofitted to main carpark to treat 4000m2 of carpark stormwater runoff).

• Rose Garden drainage and surface upgrade (Rose Garden Trial area drainage installed and 300m2 of concrete path added to provide all weather surface).

• Visitor Centre external floor grinding and resurfacing (1200m2 concrete flooring resurfaced to improve safety and traction when wet).

Volcanic cones• New footpaths to the summit of Maungawhau

Mt Eden developed.

• An electric shuttle service implemented at Maungawhau Mt Eden for limited mobility visitors.

• Maungawhau Mt Eden kiosk refurbished and structural infrastructure assessed.

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oVerVIeWAuckland Council carries out the Recreation Services activity to provide a range of recreation opportunities for its residents and visitors, from the very young to the very elderly. Having the chance to get out and to get active is vital for the community’s health and well-being, and is part of what makes Auckland a great place in which to live.

RecReAtIon seRVIces

The council delivers recreation services by providing recreation facilities such as swimming pools, leisure and recreation facilities, skate parks and golf courses. These facilities also deliver recreation programmes like learning to swim, group exercise classes, socially competitive youth and adult sports leagues, as well as after-school and holiday programmes.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYRecreation Services provides the following regional and local board sub-activities.


Local recreation and leisure facilities

Specific design and location of local recreation and sports facilities, managing and operating local facilities such as the Hibiscus Coast Leisure Centre, Massey Park Aquatic Centre, and other local swimming pools and fitness centres

Local recreation grants and advice

Grants for local recreation providers

Local recreation programmes

Fitness and learning programmes, other recreation programmes that have been tailored for the local community

Recreation strategy and policy (regional)

Development and review of recreation strategy and policy

Regional recreation and leisure facilities

Deciding on the number and general location of recreation and sports facilities and coordinating the use of such facilities on a regional basis

Regional recreation grants and advice

Funding and advice for regional providers

Regional recreation programmes

Recreation and sports programmes that can be tailored locally

BeneFItS• Recreation opportunities result in stronger and

healthier communities.

• Economic activity is generated.

• Personal health and well-being are improved.

• Recreation encourages social interaction, develops community pride, and provides avenues for young people to express themselves.

• Aucklanders have opportunities to experience and enjoy a wide variety of lifestyle choices, including indoor and outdoor recreational activities.

• Provides potential career choices for people through participation in sport and recreation.

StorY: auCklanD’S IConIC tepID BatHS reopeneDThe doors to Auckland’s iconic Tepid Baths (above) reopened to the public on 23 June 2012 after an ambitious two-year $15.8 million restoration and upgrade. The mayor and Waitematā Local Board chair Shale Chambers officially reopened the city centre icon – built in 1914 – at a midday ceremony, followed by a symbolic breaking of the water by two Auckland swimmers. The pool opened at 7am the following day for normal business.

“This is an exciting occasion for those of us that know and love the Tepid Baths,” said Mr Chambers. “It is wonderful to see this historic building restored to its former glory for the benefit of all of Auckland, and for people that live, work and play in the city centre to have a sleek and modern swimming pool and fitness centre at their disposal.”

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

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upgrading water and air treatment systems to modern standards, as well as:

• replacing all the decayed concrete in the pool, floor and walls of the building

• modifying and retiling the main and learner’s pools

• painstakingly removing 100 years of paint from the facade and carefully restoring plaster and paintwork

• removing the decayed roof trusses and installing new trusses built to the original design

• reinstating cabanas around the main and learners pools, matching the 1914 design as much as possible

• installing state-of-the-art gym equipment in a climate-controlled space overlooking both pools

• installing the iconic and recognisable Tepid Baths neon sign over the building

• installing a new artwork on the Sturdee Street facade called 'Memories of the Trusses' which celebrates rust and the trusses as a key driver for the project.


Providing facilities and programmes to support recreation and leisure activities

Percentage of customers satisfied with their local recreation centre facilities and programmes overall

20 1 2 ta r G et

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20 1 1

84%

85%

87%

Percentage of daily water tests that meet recommended pool water quality standards

20 1 2 ta r G et

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20 1 1

94%

100%

97%

Number of visits to recreation facilities per capita

20 1 2 ta r G et

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20 1 1

6.1

≥5.5

4.4

SatISFaCtIon anD nuMBer oF VISItSOverall, a satisfactory result has been achieved. 8.9 million visits to recreation and aquatic facilities over the year, and services have continued to be provided, some of which have been recognised at a national level.

Water qualItY StanDarDSManukau Leisure uses UV filtration systems at a number of its main pools, which significantly contribute to high standards in water quality. Plant dousing and water dumping issues at Moana-Nui-A Kiwa leisure centre (Māngere) has had a negative effect on results overall.

MeaSurInG perForManCePerformance measure results and targets for recreation activities are an average across all recreation facilities including leisure/recreation centres and swimming pools.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012Significant achievements and projects

• West Wave hosted the New Zealand Open Swimming Championships and Olympic trials.

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

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

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

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

• Opened the Kauri Kids early childhood centre at the Ōtara Leisure Centre.

• Tepid Baths reopened with expenditure of $11 million in 2011/2012.

Significant recognition and awards• A team of lifeguards from Auckland’s swimming pools

won the National Pool Lifeguard championships.

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

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

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

• Manukau Leisure received an innovation award for the ‘Krank’ initiative at the New Zealand fitness awards. Krank is a cardio and toning workout that focuses on the upper body from a seated position, increasing accessibility to people with disabilities, obesity or lower body injuries.

• Craig Rouse, Manurewa Aquatic Centre Manager, was presented the New Zealand Recreation Association’s 2011 Paul Stuart Memorial award for excellence and outstanding personal contribution to wider facilities management.

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

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

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

Major capital projects completed or with significant progress • Renewal of recreation and aquatic facilities and assets

e.g. Manukau Leisure, West Wave, Onehunga pool.

• Expenditure of $1.9 million on the MacLaren Park community facility.

visits to recreation and aquatic facilities

8,854,898

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oVerVIeWAuckland Council carries out the Zoo activity to provide diverse experiences of animals and their habitats in a safe park-like environment.

zoo

Auckland Zoo is one of New Zealand’s and the Auckland region’s premier attractions, and a leading centre for wildlife conservation. Opened in 1922 and owned by Auckland Council, the zoo has become an intrinsic part of the city, helping to make Auckland a vibrant and exciting place in which to live and visit, and engaging Aucklanders in the protection and care of wildlife.

RFA (RFA), a CCO, manages and operates the zoo. RFA is focused on making better use and improving coordination of Auckland’s major venues and attractions. Auckland Council makes a financial contribution towards the zoo’s costs each year to ensure it continues to develop to the highest standards and remains affordable and accessible to Aucklanders.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYAuckland Zoo is the regional sub-activity. There are no local board services provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• There is a wide range of wildlife species to experience,

and Aucklanders can contribute to their conservation.

• There are opportunities for the community to learn about wildlife, caring for the environment and living more sustainably.

• Auckland’s reputation for protecting and caring for the environment is enhanced.

StorY: te Wao nuI – auCklanD Zoo’S neW ZealanD eXHIBItOn 10 September 2011 the mayor opened Te Wao Nui, a $16 million New Zealand precinct at Auckland Zoo offering visitors a unique experience of the country’s animals, plants and culture. From the following day (which marked the start of Conservation Week – 11 to 18 September), visitors were able to explore the expansive new development that takes up a fifth of the zoo’s 17 hectares.

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

Home to around 60 different New Zealand native animal species, over 100 native plant species and stunning Māori artworks, Te Wao Nui immerses visitors on a journey through six iconic New Zealand environments. These include The Coast (Takutai), The Islands (Moutere Rahui), The Wetlands (Nga Repo), The Night (Te Po), The Forest (Te Wao Nui a Tane) and The Country (Whenua Waotu). The large Māori artworks are an integral part of the Te Wao Nui experience. World-renowned artists Lyonel Grant (of Te Arawa), Bernard Makoare (of Te Rarawa and Ngāti Whatua) and Manos Nathan (of Te Roroa, Ngāti Whatua and Nga Puhi) are creating over

a dozen works, some of which are already installed. Among these is Tane Nui a Rangi – a four-metre-high totara carving by Lyonel Grant that stands in Te Wao Nui’s The Forest.

Prior to its opening, Auckland Zoo director Jonathan Wilcken said: “Te Wao Nui is the largest and most significant development in our 88-year history and one that’s focused entirely on celebrating and conserving the extraordinary and unique wildlife of New Zealand.

"Many of our species are found nowhere else in the world, are threatened with extinction, and need the help of us all to ensure their future. The zoo has been working alongside its conservation partners for years to conserve New Zealand's native species. With Te Wao Nui, it’s really great to be able to finally open the door on this work to our visitors and tell the stories of the amazing efforts New Zealanders have made to conserve them. "Each and every one of us can play a role as kaitiaki (guardians) for our unique wildlife and wild places, and Te Wao Nui invites us all to get involved.”

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Number of species at Auckland Zoo in wildlife conservation programmes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

49

45

41

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


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

Number of participants in education programmes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

55,736

50,000

33,769 in eight months

Percentage of participants satisfied their learning outcomes were achieved

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

98%

95%

98%

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

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

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


Delivering wildlife and related experiences for visitors to the zoo

Number of visitors to the zoo

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20 1 2 a ct ua l

20 1 1

710,613

700,000

429,959 in eight months

Percentage of visitors satisfied with the zoo overall

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20 1 2 a ct ua l

20 1 1

98%

92%

97%

The zoo attracted the highest annual visitation in its history (previous record was 677,522 in 2006/2007), a result which is 5 per cent more than forecast and 12 per cent more than last year.

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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• The zoo has continued to provide excellent service

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

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

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

11,480

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$000



Actual 8 months to

30 June 2011


variance


Arts Services 26,103 24,803 12,661 1

Events 66,986 62,065 28,483 2

Museums and Art Galleries 58,168 56,203 22,160 3

Parks 193,999 180,115 148,757 4

Recreation Services 84,996 87,252 61,620 5

Zoo 4,819 5,610 1,549




Operating grants and subsidies 5,512 4,835 1,661

Capital subsidies (2) 3,812 3,611 7


Rates 332,912 332,912 222,472

Other revenue 4,925 5,554 623

Borrowing to fund loans for CCO’s opex 0 448 0

Borrowing to fund CCO’s operating expenditure 0 3,350 0

Total 389,860 420,787 271,700

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

Capital expenditure

Arts Services 4,448 10,152 4,600 9

Events 15,249 11,280 10,035 10

Museums and Art Galleries 4,721 (2,884) 2,104 11

Parks 74,336 95,317 83,865 12

Recreation Services 21,120 23,253 14,597 13

Zoo 3,064 1,989 474


Funded by

Depreciation and operating funding surplus 18,027 52,721 25,947

New borrowing to fund council’s capex 78,764 76,126 83,551

New borrowing to fund CCOs’ capex 26,147 10,261 15,731



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

Note 2Events had an overall overspend of $4.9 million. $1.5 million of this was due to funding being passed to RFA for operational grants for North Shore Stadium to build a broadcasting tower and to Mt Smart which was approved after the annual plan was published. Additional expenditure of $ 3.4 million was incurred in late 2011 in connection with the Rugby World Cup.

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

Note 4Overall, Parks had an overspend of $14 million. $7.9 million of Parks – south budget was coded to repairs and maintenance buildings in the earlier stages of the 2011/2012 annual plan round, as this was for day-to-day parks maintenance work. This budget was later centralised to the Property department before the 2011/2012 annual plan was finalised. However, all the Parks – south maintenance actual costs have been coded to Parks instead of to the Property department.

There was a $3.4 million extra spend on Parks – south maintenance, including minor works. Parks – north recorded an overspend of $3.1 million for costs associated with streets and trees work that will be recovered from Auckland Transport.

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

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

Note 7Capital subsidies were below budget by $3.8 million because of delays to the Onehunga foreshore project.

Note 8 Development and financial contributions continued to be lower than budgeted as applications for consents remain low and activity in the building industry continued to be slow.

Capital expenditureNote 9The restored Wind Tree sculpture, and several new art projects were added to the Wynyard Quarter, while the Te Waharoa gateway was reinstalled at Aotea Square and significant public art works were added around the region in places such as Triangle and Struges roads, and at the Milford Square. However, there were other planned installations which were not completed and where will be completed in the next financial year.

In addition, the Lopdell House redevelopment was delayed and underspent by $4 million. Funding for this project has been carried-over and added to, and will be spent in the 2012/2013 and 2013/2014 financial years.

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

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

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

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

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

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econoMIc DeVeLoPMentoverv i ew 1 57

Activities 1 5 7




Economic Development and Strategy 1 5 8

Street Environment and Town Centres 1 6 6


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aCtIVItIeS

Under the Economic Development group of activities, the council carries out the following activities:• Economic Development and Strategy

• Street Environment and Town Centres.

These activities are grouped under Economic Development as they have the common objective of contributing to a thriving Auckland economy.

oVerVIeWThe Auckland region has 1.4 million people (33 per cent of New Zealand’s population) and accounts for 37 per cent of the nation’s GDP. Through its economic development activities Auckland Council contributes to developing Auckland as an internationally competitive region in which to live, work, visit, invest and do business.

Auckland Tourism, Events and Economic Development Limited (ATEED), a CCO, plays a key role in delivering the council’s economic development activities. This includes responsibility for attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, and delivering programmes to foster entrepreneurship and innovation.



Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Economic Development and Strategy

Street Environment

and Town Centres


No result

Economic Development and Strategy

1 3 3 1 1

Street Environment

and Town Centres

- - 2 - -




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oVerVIeWAuckland Council carries out the Economic Development and Strategy activity to facilitate development of business, infrastructure, skills, entrepreneurship and innovation, and tourism to ensure that Auckland’s economy thrives and the region remains globally competitive.

econoMIc DeVeLoPMent AnD stRAtegY

To promote economic development the council works with key stakeholders such as central government, the private sector, learning institutions, local business associations and other international cities.

A key way the council achieves its economic development objectives is through ATEED. Activities that ATEED is responsible for include attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, delivering programmes to foster entrepreneurship and innovation, and promoting and developing Auckland as a visitor and tourist destination.

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Business attraction and development (regional)

Sector development programmes, such as in the tourism, creative and high value manufacturing sectors, regional business events, investment attraction and retention programmes and business development programmes

Local business area planning and infrastructure

Allocation of funding for mainstreet and business area improvements, local business events, local centre branding and marketing

Regional business area planning and infrastructure

Business support and labour market support programmes, skills training and enterprise development, branding and marketing across the region and of principal centres

Regional economic strategy and policy

Regional strategy and policy, such as Auckland Economic Development Strategy, investment framework, and Business Improvement District (BID) policy. Research, such as infrastructure needs, labour market, industry and sector research

Tourism and visitor centres (regional)

Visitor information and travel centres

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYEconomic Development and Strategy provides the following regional and local board sub-activities.

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Percentage awareness of Brand Auckland for key audiences

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

34%

75%

18%

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

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

87%

≥88%

88%

Total GDP in targeted sectors compared with total Auckland GDP (sectors include marine, transport and logistics, IT, food and beverage, film, bioscience, creative/digital, export education)

20 1 2 ta r G etPositive growth in all sectors and growth rate exceeds that of Auckland economy as a whole

20 1 2 a ct ua l

20 1 1

29.6%

28%

GDP Global1 investment promotion agency (IPA) benchmarking

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

55%

58%

No result

BeneFItS• Globally competitive businesses, investment and skilled people are attracted

to Auckland.

• The council’s relationship with business is enhanced.

• Auckland’s reputation as a world-class city is strengthened through a strong national and international profile.

• Increased tourism stimulates the local economy.

1 GDP Global is an internationally recognised provider of benchmarking data for investment promotion agencies (IPAs). It is used by IPAs to

benchmark the provision of services to investors.

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aWareneSS oF BranD auCklanDThe following results were recorded in the 2012 Auckland Residents’ Survey:1. 34 per cent of residents were aware of Brand

Auckland when prompted, a significant increase from 18 per cent last year.

2. 59 per cent of residents were unaware, a significant decrease from 74 per cent last year.

3. 7 per cent of residents said ‘don’t know’ compared with 8 per cent last year.

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

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

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

Targeted sector GDP compared with total Auckland GDPResults are derived from annual economic modelling for Auckland undertaken by Infometrics. Because of a change in definition of what constitutes the creative sector, the result for 2011 would have been 29.6 per cent using current analysis. The result for 2012 is also 29.6 per cent. The table below shows total GDP by targeted sector and Auckland total GDP as well as the share of the total made up by the targeted sector for the years ending March 2010 and March 2011.

Total GDP in targeted sectors compared with total Auckland GDP (sectors include marine, transport and logistics, IT, food and beverage, film, bioscience, creative/digital, export

GDP ($millions)To year-end March 2010

To year-end March 2011

Marine $1,361 $1,375

Transport and Logistics $4,207 $4,616

IT $3,565 $3,635

Food and beverage $1,475 $1,381

Film (screen production) $196 $ 194

Bioscience $1,652 $1,760

Creative $2,051 $2,057

Digital $3,235 $3,259

Export education (not possible to measure)

Sectors total $17,742 $18,276

Overlap (digital, ICT, creative) $3,600 $3,700

Sectors total $14,142 $14,576

Auckland total $47,706 $49,265

Sectors as a share of Auckland total 29.6 per cent 29.6 per cent

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

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

Number of business area improvement and infrastructure initiatives completed

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75%

≥25%

25%

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

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36%

80%

26%

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

• Howick Market Place Upgrade – streetscape works in the main civic square in Howick Town Centre

• Papatoetoe Town Hall Lighting Project – lighting of this heritage building for the Papatoetoe 150th Anniversary

• Ōtara Interchange and Plaza – new bus interchange and civic space delivered in partnership with Auckland Transport and Auckland Council Property Ltd

• Hunters Corner – streetscape works along East Tāmaki Road in the Hunters Corner Town Centre

• Māngere Town Centre – new civic space connecting Māngere Town Centre and the Māngere Arts Centre

• Manurewa – streetscape works throughout the Manurewa Town Centre.

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

The following scores were recorded in the 2012 Business Improvement District Survey:1. 36 per cent of business owners agreed/strongly

agreed, a significant increase from 26 per cent last year.

2. 22 per cent of business owners disagreed/strongly disagreed, a signicant increase from 8 per cent last year.

3. 27 per cent of business owners were neutral, compared with 29 per cent last year.

4. 16 per cent of business owners said ‘don’t know’, a significant decrease from 37 per cent last year.

The mean score is 3.2 out of 5, a decrease of 0.1 from 3.3 last year.

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

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Percentage of customers satisfied with visitor information centres and services overall


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

20 1 2 ta r G et

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90%

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96%

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5.4

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

Number of business opportunities facilitated with partner cities and non-partner cities2

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20 1 1

40Establish baseline

Not measured

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

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

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

2 The number of direct connections facilitated through the council’s international relationships between a New Zealand based business or

organisation, and a New Zealand or offshore business or organisation, for the purposes of discussing and generating business opportunities.

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aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• The final draft Economic Development Strategy

deliberations report was provided to the deliberations panel for consideration and was approved for submission to the Regional Development and Operations Committee for approval.

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

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

• The successful collaboration on wireless broadband expansion for Great Barrier Island between the local board and Vodafone.

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

• The mayor was supported to host a range of international visitors and delegations including:

– a mayoral delegation from Kakogawa, Japan

– hosting the annual ASEAN Heads of Mission inbound visit and business programme

– collaboration with Film Auckland to welcome key international producers to the Asia-Pacific Producers’ Network (APN) Forum in Auckland

– a business-matching programme for a business delegation from Brisbane visiting for Rugby World Cup as well as assistance with the official team welcomes for the Rugby World Cup

– hosting multiple other inbound delegations and official visits from representatives from countries and regions including China, Korea, Australia, Germany, France, EU, UK, Taiwan, the Pacific and the USA.

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

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

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

• The Business Precinct Plan for East Tāmaki is nearing completion with high levels of support and collaboration with the local boards, businesses and the Greater East Tāmaki Business Association (GETBA).

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

• The WiFi 2 Network was launched with recognition as a world-first integrated WiFi with public spaces. The network rollout started in time for the Rugby World Cup.

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

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Capital projects• More than 50 per cent of the Town Centre

Revitalisation project as been completed this year, including:

– Ōtara transport interchange – in final delivery stage

– Howick – public space improvement delivered and well received by the community

– Wiri signage – delivered

– Manurewa – successful design of streetscape elements in delivery phase

– Māngere access – design now being finalised

– Old Papatoetoe lighting – concept agreed by the business association and the local board.

More than 50 per cent of the Town Centre Revitalisation project has been completed.50%

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oVerVIeWAuckland Council carries out the Street Environment and Town Centres activity to provide Aucklanders with attractive, well-maintained streets and town centres.

stReet enVIRonMent AnD toWn centRes


Local street environment and town centres

Improvements to local centres and town centres, tailored local programmes to target graffiti and use of local open spaces for community events

Regional street environment and town centres

Significant improvements to the CBD and regional centres, centre design guidelines and precinct plans

Street environment and town centres strategy and policy (regional)

Street environment and town centres strategy and policy, including the classification of town centres

Successful town centres have an important role in the local economy as they attract businesses, investors and residents for a wide range of business, community and cultural events. People are drawn to lively, well-patronised town centres where they can shop, relax and socialise in a safe, clean environment.

Town centres also serve as neighbourhood hubs with distinctive characters and features that communities can be proud of, and streets have an important function as public open spaces as well as catering for pedestrians and vehicles.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYStreet Environment and Town Centres provides the following regional and local board sub-activities.

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BeneFItS• Well cared-for streets and town centres create more

opportunities for integrating work and leisure.

• Clean roads prevent pollutants from being discharged into our waterways.

• Town centres support events, recreation and activity.

• Town centres generate pride and a sense of place and belonging.

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

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

At the time that Auckland Council approved the master-plan change, it was agreed that the mayor would

lead a mediation process between Westfield and local residents with the aim of resolving points of difference.

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

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

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

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

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


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60%

75%

53%

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

Percentage of residents satisfied with the overall quality and maintenance of the street environment

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20 1 1

59%

75%

55%

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

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

The following results were recorded in the Auckland Residents’ Survey:A. Overall cleanliness of local town centre.1. 60 per cent of residents were satisfied/very satisfied,


2. 13 per cent of residents were dissatisfied/very dissatisfied a decrease from 15 per cent last year.




B. Overall quality and maintenance of street environment.

1. 59 per cent of residents were satisfied/very satisfied, a significant increase from 55 per cent last year.

2. 17 per cent of residents were dissatisfied/very dissatisfied, an increase from 15 per cent last year.



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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Levels of service for maintenance and cleaning

that were delivered in 2010/2011 have continued in 2011/2012.

• Planning commenced on the Mt Albert Town Centre renewal.

• Improvements to Milford Town Square were completed.

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

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$000



Actual 8 months to

30 June 2011


variance


Economic Development and Strategy 46,571 42,113 24,437 1

Street Environment and Town Centres 30,226 19,344 21,129 2



Activity user charges and fees 6,604 416 569 3

Operating grants and subsidies 0 972 173

Development and financial contributions 434 0 0

Rates 61,168 60,553 44,742

Other revenue 54 0 44

Total 68,260 61,941 45,528

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

Capital expenditure

Economic Development and Strategy 1,096 348 55,565

Street Environment and Town Centres 4,467 6,566 2,700 4


Funded by

Depreciation and operating funding surplus (635) 1,637 9

New borrowing to fund council’s capex 6,198 5,203 2,700

New borrowing to fund CCOs’ capex 0 75 55,556


eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1The Economic Development and Strategy budget was overspent by $4.4 million. This was primarily due to the interest expense being over budget by $3.7 million as the opening debt position for the council was higher than budgeted.

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

Note 3Additional revenue received of $5.4 million as outlined above due to local street environment and town centres’ maintenance costs being on-charged.

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

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overv i ew 1 7 1

Activities 1 7 1




Planning and Policy 1 7 2

Regulation 1 8 0


PLAnnIng AnD RegULAtIon

aCtIVItIeS

Under the Planning and Regulation group of activities, the council carries out the following activities:

• Planning and Policy

• Regulation.

These activities are grouped under Planning and Regulation as they have the common objective of high-quality planning, regulating development and influencing more sustainable urban and region-wide development.

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



No result

Planning and Policy

8 1 - - -

Regulation 11 - 5 5 -


Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Planning and Policy

Regulation




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oVerVIeWAuckland Council carries out the Planning and Policy activity to ensure that growth and activity in Auckland is managed to retain and improve a high-quality and sustainable environment and quality of life for Aucklanders.

PLAnnIng AnD PoLIcY

The formation of Auckland Council provides a unique opportunity to simplify and streamline the planning framework that delivers this environment for the Auckland region. The scope of its policy and planning responsibilities extends from high-level strategic direction for the region to detailed planning for local areas and local issues. Some of this work is proactive, such as advocating for legislation and national strategy that supports the development and implementation of Auckland strategies; and some is reactive, such as providing policy advice in response to requests from local boards or business and communities.

The council closely monitors the state of the natural, physical and social environment, the impact of development and change within Auckland, and the performance of the controls within its statutory planning documents so that it can respond to issues in a proactive manner when required.

As an aid to planning for the largest local authority in Australasia, the research and investigation function is very important, ensuring that all Auckland Council plans and policies are informed by current and reliable information and knowledge.

Another key area for the Planning and Policy activity is the development and maintenance of critical, strategic relationships with central government and other sectors, and the statutory advisory panels and other strategic panels and forums.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYPlanning and Policy provides the following regional and local board sub-activities.


Bylaw development (regional)

Developing and implementing bylaws to give effect to the strategic planning framework

City transformation projects (regional)

Central Business District of Auckland, New Lynn, Silverdale North, Tāmaki Transformation Project, Māngere International Gateway and Flat Bush

Design standards (regional)

Urban design and sustainable development strategies, policies and guidelines

Local board plans and agreements

Local policy making and planning including through local board plans and agreements, community engagement, including with community organisations and special interest groups, to identify community interests, preferences and priorities

Local bylaw development

Identifying and developing local bylaws

Planning and strategy (regional)

Development of the spatial plan, LTP, annual plan, area spatial plans and provision of strategic planning advice on new government legislation

Research and monitoring (regional)

Research, monitoring and investigations in support of regional status and trends, for both natural and physical environments as well as social and economic trends

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StorY: plannInG anD polICYTo paraphrase part of the introduction to the Auckland Plan, having a single council has given Auckland an unprecedented opportunity to plan for its future in an integrated way, and the last year has seen a major step forward in delivering a comprehensive suite of planning documents.

As part of delivering these plans, one of the council’s major achievements during 2011/2012 was the adoption of the Auckland Plan, which was launched by the mayor in May 2012. This is a 30-year strategic vision that embraces impending change and growth as Auckland embarks on its journey to become the world’s most liveable city. Developed from the mayor’s visionary 'Auckland Unleashed' document, released in March 2011, the Auckland Plan outlines how the key priorities of housing, transport, economic growth, heritage and social and environmental action can be tackled.

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

• dramatically accelerating the prospects of Auckland’s children and young people by focusing on issues of education and learning, youth employment, housing conditions, and societal harm

• strongly committing to environmental action and green growth by improving the health of our natural environment, resolving issues of air and water pollution and declining fish stocks, and capitalising on international market opportunities associated with Auckland’s clean green image and clean technology

• delivering outstanding public transport within one network, and ensuring a major shift from private cars to an integrated public transport system

BeneFItS• Effective, broad and integrated long-term strategies

for social and economic development, environmental sustainability and growth management to achieve positive environmental, economic, social and cultural outcomes for Auckland that are aligned with public infrastructure investment.

• Facilitation of community participation by identifying the interests and preferences of communities within local board areas and across the region.

• Protection of Auckland’s natural and built environment and its valued heritage, and provision for its ongoing growth and development through the sustainable management of its resources.

• Well-informed decision-making and planning for the region brings about positive outcomes for neighbourhoods and communities, and enhances Auckland’s economic performance and quality of life.

The Auckland Plan is a 30-year strategic vision that embraces impending change and growth as Auckland embarks on its journey to become the world’s most liveable city.

• radically improving the quality of urban living so our built environment grows to match our beautiful natural environment through sustained and radical improvement in planning, building, urban design and public places

• substantially raising living standards and addressing social inequality through a focus on significantly improving educational attainment, economic growth and income levels

• significantly lifting Māori social and economic wellbeing through iwi partnerships, education and entrepreneurship.

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

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

• making a quality compact city

• the City Centre Masterplan

• transformational shifts

• Auckland's economy

• the southern initiative

• building enduring town centres and neighbourhoods.

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

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

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

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

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

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

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

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

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

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


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20 1 1

100%

100%

100%

Maintaining operative Resource Management Act plans in a way that is consistent with the strategies and policies of the council

New plans are developed in accordance with legislative and council requirements (measured by internal audit process)


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

80%

New planning and policy framework adopted including programme 100%

80%

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

Percentage of prioritised programme of immediate rationalisation of strategies, policies and bylaws complete

20 1 2 ta r G et

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20 1 1

100%

100%

100%

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

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

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


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

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

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20 1 1

100%

100%

100%

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

Percentage of Transformation projects and programmes that are delivered according to the adopted programme of work

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100%

100%

New measure

Percentage of Business Improvement Area projects and programmes that are delivered according to the adopted programme of work

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100%

100%

New measure

City Centre Masterplan document completed and implementation of schemes commenced. The shared spaces and strategic transformation projects are both progressing on schedule in accordance with a programme setting out their scope and timelines for completion. Sound project management and cooperation with stakeholders will continue to deliver results. New transformational projects identified and progressing.

Six Industrial Business Improvement District (BID) Programmes and 40 town centre BIDs operating in the region and supported by the Economic Development department. This includes new BIDs established in Papakura, Pukekohe and Waiuku on 1 July 2011. BIDs are funded by target rates and are public/private partnerships. Council support includes economic research and data, advice, training, capacity building and contestable project funding. BIDs deliver branding and marketing, networking, local events and business upskilling in their areas. A regional BID Policy is being developed, but legacy policies apply currently. The policy will provide consistency and strategic direction. New BIDs are expected to be established in Eden Terrace and Penrose. Business precinct plans were completed in Rosebank, Tāmaki and Church Neilson (Penrose). A Business precinct plan has commenced in 2011/2012 for the greater East Tāmaki business area.

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

Produce the Auckland Sustainability Framework Headline Indicators report annually

Maintain annual quality rating (ISO9001 accreditation) of monitoring and research operations


20 1 2 ta r G et

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100%To be achieved

New measure

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100%To be achieved

100%

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

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

The Research, Investigations and Monitoring unit passed the 2010/2011 independent evaluation of its ISO9001:2008 quality management system certification.

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

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20 1 1

100%

100%

New measure

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oVerVIeWAuckland Council carries out the Regulation activity to maintain a high-quality built environment, and to protect the natural environment and people’s health and safety.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItY• Building Consents

• Resource Consents

• Environmental Health and Licensing

• Animal Control

• Marine Safety.

RegULAtIon

The council manages the region’s development through various regulatory and monitoring processes. These processes include building and resource consents, compliance and monitoring, weathertightness processing and case management, providing land and property information, health licensing, bylaw monitoring and enforcement, animal control and marine safety.

Certain places and activities in the region require regulating and monitoring to ensure Auckland’s communities remain clean, safe and healthy places for people to live in. The council provides a wide range of environmental protection services regarding food and liquor licensing, noise, pool safety, bylaw monitoring and enforcement, public health, animal control, marine safety, and responding to pollution incidents and complaints.

BeneFItS• Auckland’s built environment is well-constructed and

sustainable, with high-quality urban design.

• Auckland is an attractive and desirable city that copes well with pressures from development and growth.

• Property owners and individuals have access to comprehensive property-related information as required.

• Planning and development decisions are based on up-to-date information.

• Auckland’s natural environment is protected and enhanced.

• Public health and safety is protected.

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

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StorY: auCklanD CounCIl reCeIVeS BuIlDInG ConSent autHorItY aCCreDItatIonIn early October 2011, the council received Building Consent Authority Accreditation from International Accreditation New Zealand (IANZ), empowering it to issue building consents and provide other building-related services consistently across Auckland.

Building Control Manager Ian McCormick said that the accreditation is a significant milestone for Auckland Council and a tangible benefit to customers "With this accreditation, we now have formal approval to operate under a single set of Auckland Council building control policies and procedures developed over recent months. This will make doing business with us easier, as well as raising our reputation as a can-do council. Achieving accreditation within a year, as required under the legislation which established Auckland Council, created a real platform to change the way we work, with a focus on improving the customer experience. The results, including improved policies and procedures, took months of hard work by the team and represent both an exciting opportunity that becoming one council has provided and another step towards ensuring every interaction with our customers is positive."

Building consents, which are required for almost all building work and associated plumbing and drainage, can now be handled consistently across the region, regardless of where the work is being done or which council service centre a customer visits. For example, forms and fees are now standardised region-wide and people can drop off a building consent application to any council service centre.

The council is responsible for controlling the standards of buildings to ensure they are safe, contribute to people’s health and well-being and are designed, constructed and able to be used in ways that promote sustainable development. An important job is deciding whether to grant consents to people wanting to construct buildings. A building consent is confirmation that the proposed building, plumbing, drainage and safety requirements comply with the building code.

Prior to the establishment of the new Auckland Council on 1 November 2010, the previous councils operated seven individual building consent authorities (BCAS) with seven different sets of rules, policies, procedures, interpretations and bylaws. There were more than 600 staff spread from Franklin in the south to Rodney in the north working with some 240 different building control forms and checklists.

Under the Local Government (Tāmaki Makaurau Reorganisation) Act 2009, the new Auckland Council was given one year to unify all the different building consent regulations and to obtain Building Consent Authority Accreditation; it was permitted to operate under temporary accreditation until that was achieved. From now on, the council will need to apply to IANZ to renew its accreditation every two years.

reGulatIon - BuIlDInG ConSentSDelivering a building consent processing and compliance monitoring service that meets statutory requirements and is responsive to the needs of the community

The council achieves its Building Consent Authority (BCA) accreditation by meeting the standards under the Building Act 2004


Percentage of building consent applications processed within 20 working days

Percentage of customers satisfied with the building consent process overall

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95.2%

100%

93%

20 1 2 ta r G et

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48%

75%

40%

20 1 2 ta r G et Accreditation achieved

20 1 2 a ct ua l Achieved

20 1 1 On track to achieve accreditation

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

Customer satisfaction:

The following results were recorded in the 2012 Customer Experience Research for Building Control:1. 48 per cent of customers were satisfied/very satisfied,


2. 25 per cent of customers were dissatisfied/very dissatisfied, a significant decrease from 32 per cent last year.

3. 26 per cent of customers are neutral compared with 27 per cent last year.


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

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

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reGulatIon - reSourCe ConSentSDelivering a resource consent processing and compliance monitoring service that meets statutory requirements and is responsive to the needs of the community


Percentage of resource consent applications processed within statutory timeframe: - non-notified 20 days

20 1 2 ta r G et

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20 1 1

95%

100%

93%

Percentage of resource consent applications processed within statutory timeframe: - notified 70 days

20 1 2 ta r G et

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20 1 1

84%

100%

65%

Percentage of customers satisfied with the overall quality of service delivery

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

51%No target assigned

50%

Percentage of customers satisfied with the resource consent process overall

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20 1 2 a ct ua l

20 1 1

37%

50%

40%

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

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20 1 1

94%

80%

94%

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

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

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

Customer satisfaction with resource consent process overallTarget not achieved. Percentages of those dissatisfied have dropped, while neutral scores have increased. Nearly 66 per cent are neutral or satisfied. The increase in the mean for both results indicates results overall are trending up year on year. Faster processing and further improvements to customer service are planned for the coming year.

The following results were recorded in the 2012 Customer Experience Research for Resource Consent:1. 37 per cent of customers were satisfied/very satisfied





Overall, the results for satisfaction and dissatisfaction are similar to those of last year.

Faster processing and further improvements to customer service are planned for the coming year.

Compliance with consent conditionsPerformance is consistent with last year's result.

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reGulatIon - enVIronMental, FooD anD lIquor reGulatorY SerVICeSProviding effective response services for environmental pollution incidents and noise complaints

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

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20 1 1

100%

100%

100%

Percentage of noise complaints responded to within 30 minutes of first report

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20 1 1

85%

80%

87%

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

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

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

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

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

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


Percentage of liquor licences processed within 20 working days

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20 1 2 a ct ua l

20 1 1

90%

100%

97%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

56%

100%

66%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

100%

100%

88%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

100%

100%

New measure

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

90%

90%

92%

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

Percentage of customers satisfied with the food and liquor licensing service overall

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

80%

85%

83%

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Food premises inspected at least once per annumA small number of mobile food licence holders were not inspected in the 2011/2012 year. This accounts for the majority of food licenses not inspected during the year. Further work will also be done to ensure this measure in consistently recorded throughout the region.

Re-inspection of food premises where requiredBetter programming of inspections has significantly improved this result in the 2011/2012 year. Sites not re-inspected were often due to the non-compliance resulting from administrative issues such as no food hygiene certificates. These non-compliances do not require a follow up inspection.

Data could not be obtained on a consistent basis across the region, in some cases the records were paper based or the grade is not stored against the inspection records- process changes and report modification to be implemented by November 2012 will remedy this.

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

Inspection of liquor-licensed premises at renewalAll licensed premises are inspected at renewal.

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

Customer satisfaction with the food and liquor licensing service:The following results were recorded in the 2012 Customer Experience Research for Food and Liquor Licensing:A. Food Licensing.1. 74 per cent of customers were satisfied/very satisfied,

a significant decrease from 82 per cent last year.


3. 23 per cent of customers were neutral, a significant increase from 14 per cent last year.

The mean score was 4.1 out of 5, a decrease of 0.1 from 4.2 last year.

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

B. Liquor Licensing.




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

Further analysis of the survey results will be undertaken to identify areas of the food licensing process which could be improved.

of customers were satisfied/very satisfied, a significant increase from 73 per cent last year.86%

1.

Percentage of known dogs registered annually

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20 1 2 a ct ua l

20 1 1

99%

98%

New measure


Percentage of customers satisfied with the animal control service

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20 1 2 a ct ua l

20 1 1

63%

80%

66%

reGulatIon - anIMal ControlProviding high-quality dog and stock control services to the people of the region

The following results were recorded in the 2012 Customer Experience Research for Animal Control:1. 63 per cent of customers were satisfied/very satisfied




The mean score was 3.7 out of 5, a decrease of 0.2 from 3.9 last year.

Overall, satisfaction and dissatisfaction is similar to last year.

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

Dogs registeredTarget achieved due to a strong focus from animal management officers on pro-active registration checks. An increase in data integrity checks put in place by the dog registration project has also contributed to achieving this result.

Percentage of urgent animal control complaints responded to within one hour

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99%

90%

99%


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

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

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


Percentage of oil spills that are responded to effectively and on time

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100%

100%

100%

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20 1 1

100%

100%

New measure

reGulatIon - MarIne SaFetYMaintaining navigational safety, delivering effective marine oil and spill response, and efficiently managing the region’s moorings

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

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Licensing and Compliance – RWC 2011

Compliance and Enforcement project made a significant contribution to the success of the tournament in Auckland

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

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

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

CapItal proJeCtS CoMpleteD or WItH SIGnIFICant proGreSS Animal Control – Construction of animal shelters is progressing to plan. Main kennel block and exercise yards in the west under construction with roofing due for completion. Yard floors and walls installed. Concrete foundations for ground beams and drainage being poured at Northern Animal Shelter. South site establishment completed and preparing foundations and drainage.

of known dogs were registered by the end of the 2011/2012 year. 99.4%


$000



Actual 8 months to

30 June 2011


variance


Planning and Policy 96,349 104,089 56,013 1

Regulation 257,295 225,038 139,822 2






Rates 204,938 203,986 115,134

Other revenue (92) 4,758 1,376 4

Total 322,037 331,391 194,674

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

Capital expenditure

Planning and Policy 47,595 112,796 19,230 5

Regulation 1,186 3,390 30,917 6


Funded by


New borrowing to fund council's capex 95,125 88,134 18,864

New borrowing to fund CCOs’ capex 17,697 75,829 0


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eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1The Planning and Policy budget was underspent by $7.7 million. Consultancy costs were $6.2 million less than budgeted due to the re-prioritising of projects. Depreciation and interest costs were below the budget forecast, since planned capital projects in this financial year, as well as in the last one, did not proceed as quickly as had been originally planned.

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

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

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

Capital expenditureNote 5The Lorne Street project was underspent by $3 million as there were delays while issues with watermains were addressed. The completion date is now expected to be October 2012.

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

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

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

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

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

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

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

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enVIRonMentAL MAnAgeMentoverv i ew 1 9 5

Activities 1 9 5




Air Quality Management 1 9 8

Biosecurity 2 0 4

Environmental Strategy and Programmes 2 0 8

Freshwater Management 2 1 2

Coastal Management 2 1 6

Land Management 2 2 0

Heritage Protection 2 2 4


aCtIVItIeS

Under the Environmental Management group of activities, the council carries out the following activities:

• Air Quality Management

• Biosecurity

• Environmental Strategy and Programmes

• Freshwater Management

• Coastal Management

• Land Management

• Heritage Protection.

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

oVerVIeWThrough its Environmental Management activities, Auckland Council aims to protect and enhance Auckland’s harbours, coasts, beaches, and islands. The council does this by seeking to minimise the effects of development and pollution on the region’s air, land and water resources. Auckland Council also contributes to protecting Auckland’s geological features and landscapes, historic buildings and cultural heritage.

Auckland Council’s commitment to sustainability means that the council develops and implements strategies to make the natural environment more sustainable and applies a sustainable approach to all of its internal operations.

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Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Air Quality Management

Biosecurity

Environmental Strategy and Programmes

Freshwater Management

Coastal Management

Land Management

Heritage Protection






No result

Air Quality Management

5 - - - -

Biosecurity 3 - - - -

Environmental Strategy and Programmes

4 - - 1 -

Freshwater Management

3 - - 1 2

Coastal Management

3 1 - - 1

Land Management

1 - - - 2

Heritage Protection

7 1 - - 1

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oVerVIeWAuckland Council carries out the Air Quality Management activity to monitor and improve the quality of air in Auckland.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYAir quality monitoring and management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• The quality of Auckland’s air is maintained or

improved over time.

AIR qUALItY MAnAgeMent

The council is responsible for managing discharges of contaminants into the air and ensuring the air is clean and healthy to breathe. This includes monitoring the quality of the region’s air across a range of indicators to measure trends and identify major pollutant sources. This provides the framework for developing and implementing effective policy and management options both for improving the region’s air quality and for meeting the Air Quality National Environmental Standards.

Under the Resource Management Act 1991 (RMA), the council is responsible for processing and compliance monitoring of air discharge consents. The council delivers an efficient, high-quality consent processing and compliance monitoring service that meets statutory requirements.

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

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

A People’s Panel survey (see from page 164, Volume 3) was conducted to capture views on Auckland's air quality and how it may be affected by industry and vehicle emissions as well as by other activities. Conducted in June 2012, a total of 3123 completed surveys were received. The results will be used to support decisions made for the Unitary Plan (the policies and rules which guide Auckland's resource management) and other plans the council is developing.

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

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

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

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

Appropriate emissions reduction policies (reduction policy is realistic, achievable and within the council's brief) are reflected in key regional planning documents such as the Regional Land Transport Strategy (RLTS), Auckland Regional Policy Statement (ARPS) and Auckland Regional Growth Strategy (ARGS)


Meet regional air quality targets as per 2002 Ambient Air Quality Guidelines, particularly with regard to Auckland residential areas. Targets are: - 20 micrograms per cubic metre for PM

10

annual average

- 100 micrograms per cubic metre for 24-hour average for NO

2

20 1 2 ta r G et To be achieved

20 1 2 a ct ua l Achieved – Air quality policies have been included in key regional planning documents

20 1 1 No result

20 1 2 ta r G et No sites to exceed the targets annually

20 1 2 a ct ua l Target met at all 13 monitoring sites measuring PM

10 (Beachland site started monitoring from May

2011, and results from this site are not included)

20 1 1 Target met at all 14 monitoring sites measuring PM

10

20 1 2 ta r G et No sites to exceed the targets annually

20 1 2 a ct ua l Target met at all 9 monitoring sites measuring NO

2 (Waiheke Island site was stopped for 2011)

20 1 1 Target met at all 10 monitoring sites measuring NO

2

Realistic and achievable emissions reduction policies are reflected in key regional planning documents such as the Regional Land Transport Strategy (RLTS), the Auckland Regional Policy Statement (ARPS, which will be wrapped into the forthcoming Unitary Plan – the draft of which is scheduled to become available for public consultation in early 2013), and in chapter seven of the new Auckland Plan.

Air pollution levels for PM10

and NO2 have reduced over

the years at most sites due to improving government standards for vehicle emissions and fuels, improved

industry controls, and uptake of cleaner forms of domestic heating (although some air monitoring sites are measuring gradually increasing levels of NO

2). Air quality

policies to reduce air pollution emissions, including regulating the use of domestic fires in urban areas, are documented in the council's key regional planning documents such as the RLTS, ARPS, ARGS, and ARP:ALW (Auckland Regional Plan: Air, Land and Water). Initiatives under development include a strategy to further reduce emissions from domestic heating and better land-use planning that will reduce exposure to air pollution.

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Percentage of valid data collected (quality assurance of monitoring data) over a year for all pollutants measured at Auckland Council air quality monitoring sites, as per Ministry for the Environment 'Good Practice' guidelines


Percentage compliance with statutory timeframes for reporting exceedences of National Environmental Standards for air quality (timeframe = in the month following the month of exceedence)

20 1 2 ta r G et

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20 1 1

81%

75%

87%

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20 1 1

100%

100%

100%

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

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

There were no air quality exceedances reported between 1 April 2011 and 31 March 2012.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Technical reports to support the Unitary Plan were provided, including:

- cost benefit analysis of options to reduce emissions from domestic home heating

- analysis of the use of separation distances for industry

- analysis of the use of separation distances for sensitive activities from major transport routes.

• We supplied technical input into the Auckland Plan and Unitary Plan.

• We delivered technical input into the area spatial plans.

• We started to update educational material on air quality.

• We undertook People’s Panel survey to understand people’s attitude to air quality and what activities they considered appropriate for certain zones.

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oVerVIeWAuckland Council carries out the Biosecurity activity to identify and control pest plants, animals and pathogens that pose a direct threat to the region’s natural environment, economy and human health. Threats to native flora and fauna include stoats, rats, possums, feral pigs, deer and goats, Argentine ants, a wide range of introduced pest plant species, and pathogens including Phytophthora taxon Agathis which causes kauri dieback.

BIosecURItY

The council provides pest animal, plant and pathogen management programmes and responds to biosecurity emergencies. It undertakes surveillance, control and eradication of low-incidence high-risk pest plants and carries out animal pest control within prioritised areas of high conservation value.

The council also undertakes community engagement programmes, and provides funding to support landowners and community landcare groups to undertake pest control programmes.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYBiosecurity Management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Environmental and economic risks from pest plants,

animals and pathogens are minimised.

• Auckland’s ecological and economic well-being is ensured through protection of native habitats and elimination of threats to primary production.

StorY: taCklInG kaurI DIeBaCkFollowing the identification in 2008 of kauri dieback, the deadly fungus-like disease caused by Phytophthora taxon Agathis, the council is taking further steps to protect kauri in the Auckland region by proposing track closures in the Waitākere Ranges Regional Park.

In March, the council’s Parks, Recreation and Heritage Forum recommended the closure of 27 kilometres of track in the ranges, in areas where tracks run through kauri stands that appear to be unaffected by kauri dieback.

"This is a precautionary approach," said forum chair Councillor Sandra Coney. "It is an attempt to control the spread of this disease that is devastating the giants of our forests and threatening the entire future of kauri, while still allowing people’s enjoyment of the ranges and its tracks. We are also keeping a close eye on the Hunua Ranges Regional Park where we are investigating steps to take a similar approach in the near future," she said.

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

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

In the Hunua Ranges and throughout a wider buffer zone, a survey of kauri trees was undertaken, fortunately with no evidence of kauri dieback found. However, three disease zones were confirmed during an aerial survey of Great Barrier Island. Over 300 phytosanitary (plant health) stations and kits were maintained throughout the region, in regional and local parks, in council vehicles and with contractors and concessionaires. Presentations were made to over 110 stakeholder groups. Research was undertaken including on suitable control tools, on soil and tree disease detection, on phytosanitary effectiveness, animal vectors, soil properties and remediation, on community compliance and on programme effectiveness.

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

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StorY: WorlD’S FIrSt arGentIne ant SnIFFer DoG part oF CounCIl teaMThe council has a powerful new tool in the fight against one of our worst insect pests with the world’s first certified Argentine ant sniffer dog joining the team. Rhys Jones, a Welsh Springer Spaniel, was certified earlier this year with his handler Brian Shields, a Hauraki Gulf biosecurity contractor with Auckland Council.

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

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

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

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


Possum population index1 in the Waitākere Ranges

Possum population index1 in the Hunua Ranges

Hectares under community pest control

20 1 2 ta r G et

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20 1 1

2%

<3%

1.4%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

4.4%

<5%

4.4%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

72,300ha

60,000ha

70,200ha

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

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

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

1 Possum residual trap catch index – reflects the number of possums caught as a percentage of total number of traps set over a 3-night period

following possum control activity. This forms the basis of possum control contract terms, and if the target is not achieved then control methods

must be repeated until the target is achieved.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Pest animal programmes: extensive and very

successful programmes were completed regionally, and particularly in regional parks where possums, pigs and goats were controlled to very low levels.

• Hauraki Gulf programmes: four pest incursions were eradicated on Hauraki Gulf islands. The Treasure Islands Hauraki Gulf pest programme was enhanced, with pest control measures installed at mainland and island wharves, marinas, freight depots etc. The world’s first Argentine ant detector dog programme was established (see story on previous page).

• Biosecurity staff gave considerable assistance to national pest incursion programmes, including the Queensland fruit fly and kiwifruit PSA disease outbreaks.

• Pest plant programmes: all 952 Total Control Pest Plant sites were managed. Biological control agents were released for woolly nightshade and tradescantia. A moth plant campaign was implemented on over 300 properties on Waiheke Island.

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oVerVIeWAuckland Council carries out the Environmental Strategy and Programmes activity to manage the effects of growth and development on the natural environment.

enVIRonMentAL stRAtegY AnD PRogRAMMes

Auckland Council provides leadership to ensure Auckland’s environment is appropriately maintained and preserved. The council develops environmental strategies based on findings and recommendations from its state of the environment report, which summarises the pressures on the region’s environment that the council needs to address. The council also assesses the effectiveness of existing policies and identifies emerging issues.

The council cannot meet its statutory obligations, nor community aspirations related to the environment and sustainable development by working alone. Its environmental programmes integrate multi-disciplinary approaches to address environmental and sustainability issues and connect people with their local environment. Programmes work with the community and other stakeholders, and build on existing initiatives, energy and capacity to deliver outcomes.

The council builds community commitment to take action for a sustainable future providing contestable grants, training and advisory services to the general public, landowners, householders, businesses, community groups and schools. The council partners with the community and other agencies on initiatives such as the Hauraki Gulf Forum, Project Twin Streams, Mahurangi Action Plan and Wai Care. Education programmes enable people to contribute positively to the environment through education for sustainability programmes such as Enviroschools and Learning Through Experience, Sustainable Living programmes and direct action, through the Green Network, Seaweek and Conservation Week activities.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYEnvironmental strategy and programmes provides the following regional and local sub-activities.


Environmental strategy and policy (regional)

Development of a regional approach to environmental issues such as the effects of growth on the natural environment, climate change and energy management

Local environmental programmes

Wetland restoration and beautification of waterways in local parks in the local board areas

Regional environmental programmes

Regional natural and cultural heritage and conservation programmes and projects, such as Wai Care, Enviroschools, and Hauraki Gulf Forum

BeneFItS• Communities contribute significantly to the

achievement of shared environmental goals.

• Auckland’s natural environment, including its significant heritage features, is sustainably managed for current and future generations.

• Auckland’s ecological well-being is protected and enhanced.

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StorY: retroFIt Your HoMe proGraMMeThe Retrofit Your Home initiative is gaining national recognition as a leading edge household sustainability programme. Underpinned by the basic need for appropriate housing, the programme provides homeowners with a financial assistance mechanism (a targeted rates scheme) so they can improve the liveability and performance of their home through the installation of clean heating and insulation. The programme has been tailored to fill an important funding gap in the current market place, enabling homeowners to access government subsidies without placing them under financial duress to fund the balance of any costs for installing insulation and clean heating technology. Programme benefits include warmer, healthier homes, improved air quality, enhanced energy efficiency and infrastructure resilience.

The Retrofit Your Home programme has evolved from a Waitākere City Council legacy pilot to a fully operational regionally available programme. Over the past year, homeowners committed $8 million to retrofitting 3500 homes through the financial assistance mechanism.

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

162 environment and heritage grants were supported totalling over $650,000.$650,000

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

Number of students participating in the Learning Through Experience programme

Percentage participant satisfaction with training programmes provided overall for groups involved in environmental action by the council


Percentage participant satisfaction with Learning Through Experience education

Number of schools and students registered for Enviroschools programme

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

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

26,089

23,000

17,378 for 8-month period

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

96%

85%

No result

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20 1 2 a ct ua l

20 1 1

100%

95%

99%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

152 schools/82,635 students

140 schools

139 schools/79,742 students

20 1 2 ta r G et

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113

130

113

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

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

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

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

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

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fReshWAteR MAnAgeMent

oVerVIeWAuckland Council carries out the Freshwater Management activity to manage the effects of growth and development on the natural environment. This involves balancing the need for environmental protection with the community’s social, economic and cultural needs, and its aspirations for Auckland’s freshwater resources and animal and plant life.

The council has responsibility for controlling land-use in order to maintain and enhance the quality of water and ecosystems in freshwater lakes, streams and coastal waters. To do this, the council monitors water quality and ecology to measure the effects of land development on these natural resources. The council processes and monitors resource consents for water takes, dams, diversions and discharges to ensure that the effects of such activities are appropriately managed and statutory requirements are met.

Developing policy to achieve the integrated and sustainable management of natural and physical resources, and contributing and responding to the government’s sustainable water programme of action are part of this activity.

The council works with the community to care for local streams through planting, fencing and clean up projects, and advises and supports rural communities and landowners to enhance land management practices that impact on freshwater resources.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYFreshwater monitoring and management is the regional sub-activity. There are no local board sub-activities under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Integrated strategy and policy is developed for water

infrastructure which, in addition to achieving cost-efficiencies seeks co-benefits for communities and environmental management.

• Auckland’s natural freshwater environment is sustainably managed for current and future generations.

• Auckland’s freshwater environment contribute to community ecological and economic well-being through habitat and biodiversity protection.

• Communities are supported in their stewardship of local environments.

• Auckland Council’s responsibilities under section 35 of the RMA are met.

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

≤115kms

Length of streams in natural stream management areas adversely affected by stream work consents

Length of streams in natural stream management areas affected by artificial barriers to fish passage


Proportion of streams in natural stream management areas protected from stock access (principally measured through regional parks fencing and planting data)

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20 1 1 No result

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

Proportion of streams in natural stream management areas protected from stock access (principally measured through regional parks fencing and planting data)• The new asset management system is not in place yet

and therefore this measure could not be reported.

The majority of fencing undertaken last year was mainly in riparian areas for conservation reasons. Work undertaken includes:• approximately six kilometres of new fences at

Atiu Creek Regional Park to protect wetlands and conservation areas

• new fence at Tapapakanga Regional Park to protect the stream on the recently purchased Blundell farm

• new fences at Waitawa Regional Park to protect wetlands and prepare conservation areas for planting

• fences at Te Rau Puriri Regional Park to protect conservation areas.

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

Proportion of samples from council monitored streams within catchments receiving substantial support for riparian fencing that exceed the red alert level for stock watering


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18% for Mahurangi River, July 2011-May 2012

≤12.5%

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

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

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

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

Number of high-use aquifers where allocations exceed the amount of water available based on allocations for 17 high-use aquifers in the region

Number of high-use aquifers where actual use exceeds the amount allocated, based on actual use of 17 high-use aquifers in the region


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

20 1 2 ta r G et No over-allocations

20 1 2 a ct ua l Data for 2011/2012 currently unavailable (see below)

20 1 1 No over-allocations

20 1 2 ta r G et No cases of overuse

20 1 2 a ct ua l Data for 2011/2012 currently unavailable (see below)

20 1 1 No cases of overuse

Number of high-use aquifers where allocations exceed the amount of water available based on allocations for 17 high-use aquifers in the region.

Number of high-use aquifers where actual use exceeds the amount allocated, based on actual use of 17 high-use aquifers in the region.

Both of these performance measures assess the effectiveness of the sustainable management of our regional water resources. The aim of monitoring is to ensure that total water allocations are below total availability for each aquifer and that use does not exceed those allocations. As of early September 2012, the most recent period for which data is available is 2010/2011. This is because of the timing of the annual water usage reporting cycle (1 June to 31 May) which was due on 15 June. This is followed by a compliance follow-up and quality assurance process. Final data becomes available in September of each year, and by the end of September 2012, results will be available for the period 1 June 2011-31 May 2012.

• Air, Land, Water and Coastal strategy development as overarching framework.

• Development of water infrastructure strategy commenced.


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coAstAL MAnAgeMent

oVerVIeWAuckland Council carries out the Coastal Management activity to sustainably manage the use, development, and protection of the coastal environment, including the quality of coastal waters and marine ecosystems.

The community places a high value on Auckland’s extensive coastal environment for the many opportunities it offers. These opportunities include social, economic and cultural uses and values (such as boating, swimming, fishing, beaches, landscapes, and commercial shipping), as well as intrinsic environmental values (such as the natural values of marine ecology). The quality of the coast is a major reason why people want to live and work in Auckland.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYMarine and coastal management is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Auckland’s natural environment, including its

significant heritage features, is sustainably managed for current and future generations.

• Aucklanders have access to beaches and coastal areas for recreation and other activities.

• Public health is protected by providing information to the community on beach water quality.

• The quality of coastal waters and marine ecosystems is maintained.

MeaSurInG perForManCeContributing to the sustainable management of coastal environments and enhancing areas that are degraded to protect the natural character of the coast and quality of the water and marine ecosystems


Public perception of the balance overall between the built elements and natural environment on the coastline1

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73%

70%

66%

Complete changes to Regional Plan: Coastal as set out in this activity for delivery between 2009-2019

20 1 2 ta r G et To be achieved

20 1 2 a ct ua l Regional Plan: Coastal substantially reviewed and incorporated into the proposed Unitary Plan

20 1 1 Regional Plan: Coastal amended in accordance with Policy 29 of the NZ Coastal Policy Statement 2010 by removing references to Restrict Coastal Activities

1 Percentage reflects a total of those who feel there is a balance currently between the built and natural environments, and those who feel the

coastline could be built up more.

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Public perceptionTarget achieved, with respondents considering that an overall balance of sustainable development is being achieved.

The following results were recorded in the 2012 Auckland Residents’ Survey:1. 18 per cent of residents thought that the coast could

be built up more, provided all developments were in keeping with the natural environment. This is an increase from 15 per cent last year.

2. 55 per cent of residents thought that there is at present a good balance between built elements and the natural environment on the coastline. This is an increase from 51 per cent last year.

3. 15 per cent thought that there are too many built elements such as sea walls, boat sheds, culverts and houses. This compares with 16 per cent last year.

4. 12 per cent of residents said ‘don’t know’. This is a significant decrease from 18 per cent last year.

Overall, the proportion of residents who think that there is a good balance, and the proportion of residents who believe that there is an opportunity to build up the coast more, both increased in 2011/2012.

Regional Plan: CoastalThis measure comes from the former Auckland Regional Coucil’s long-term plan which included a schedule of anticipated coastal plan changes along an approximate timeline. This has since been superseded by the formation of Auckland Council, the consequent development of the Unitary Plan, and the decision in December 2011 to include a revised coastal plan in it.

Integrated Catchment Management Plans (CMPs)The target number of CMPs scheduled in the legacy councils’ work programmes for 2011/2012 has been completed. Significant progress was also made on the shortfall from last year, which has raised the running total to 27 completed against the target of 28. In addition, there are a further nine CMPs that have been 90 per cent completed. The new measure in the LTP requires that 50 per cent of environmentally significant catchments have CMPs in place by 2022. The CMPs to be undertaken in 2012/2013 will focus on those from the legacy programmes in environmentally significant catchments and a programme of work to ensure that the LTP targets will be in place from July 2013.

Total number of Integrated Catchment Management Plans completed within the region (51 by 2020)

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27 completed plus 9 others 90% complete

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The result of 98.3 per cent is derived from the following information:• mid-November to mid-March = 120 Days

• number of beaches and lagoons monitored = 64

• total number of monitoring days = (120 x 64) = 7680

• number of days beaches were in red (unsafe) mode = 130

• number of days beaches were safe = (7680 – 130) = 7550

• proportion of time that monitored bathing beaches are suitable for swimming = (7550/7680) x 100 = 98.3 per cent.

The council’s Research Monitoring and Investigations Unit, RIMU, states that currently there is no practical method to measure the length of coastline in public ownership and the number of formal access points to it across private land. Consequently, a re-evaluation of the coastal management performance indicator has been done. The level of service statement has been revised for the LTP to 'Provide safe access to beaches and coastal areas for recreation', with the single performance measure 'proportion of time bathing beaches are suitable for swimming and contact recreation.'

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Monitoring of bathing beaches: the recreational beach water quality programme –

Safe Swim – was reviewed, with the result that the number of beaches – including lagoons – monitored rose from 54 to 64 with no increase in budget.

Proportion of time that monitored bathing beaches are suitable for swimming and contact recreation (November to April bathing season)


Length of coastline in public ownership and the number of formal access points to the coastline across private land (measured every five years – based on data from Hauraki Gulf State of Environment report)

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98.3%

95%

91%

Ensuring the community has appropriate access to beaches and coastal areas for safe recreation and other activities

20 1 2 ta r G et Establish baseline

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20 1 1 No result reported

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LAnD MAnAgeMent

oVerVIeWAuckland Council carries out the Land Management activity to maintain and enhance the quality of water and ecosystems, and to ensure human activities are carried out in a sustainable manner.

This includes monitoring water quality and ecology to measure the impact of land development on these natural resources, and developing policy to achieve the integrated and sustainable management of natural and physical resources.

The council carries out investigation, management and monitoring of council-owned closed landfills and contaminated sites, to protect public health and the environment. Under the RMA, the council is now responsible for managing and consenting land-use and environmental discharge activities.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYLand monitoring and management is the regional sub-activity. There are no local board services provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• The potential of land and water is sustained for future

generations.

• The life supporting capacity of water, soil and their associated ecosystems is safeguarded.

• Adverse effects on the environment are avoided, remedied or mitigated.

• The quality of Auckland’s environment is maintained.

• Risks to public health and safety are reduced.

• Environmental risks from pollutants are minimised.

• Rehabilitated sites can become available for open space uses.

StorY: tranSForMatIon oF an urBan parkAfter two-and-a-half years of works, during which time much of the park was closed to the public, Newmarket Park, a six-hectare reserve nestled between the suburbs of Newmarket, Parnell and Remuera, with sweeping views across Hobson Bay, reopened officially with a public family open day on Sunday 15 July 2012.

The works included stabilising a 350-metre slope to stop subsidence, removing material remaining from when the site was a landfill, improving the drainage systems and planting 10,000 native trees.

Waitematā Local Board Chair Shale Chambers said that welcoming children and families back into the space is a powerful testament to the success of the project. "A number of risks and dangers have been fixed to make the park fit for public use. Additional restoration work also gives people an attractive environmental haven to enjoy. As growth in our region puts more and more pressure on available recreational space, this is a fantastic result for all Aucklanders."

Auckland Council environmental services manager Janis McArdle said that from over 200 sites listed on the council’s closed landfills asset management plan, Newmarket Park was the highest priority to address. "This was not the first closed landfill we've tackled, with Phyllis Street Reserve in Mt Albert, Seddon Fields in Pt Chevalier and Seaside Park in Ōtāhuhu completed in the past decade," he said. "However, Newmarket Park is our largest and most complex project to date, and I am immensely pleased by the work that has been done to bring this park to the standard we see today. I believe it will mature into something spectacular in coming years."

The council is now scoping a $4 million project at Waikowhai Park, which was once the Blockhouse Bay tip.

native trees planted.10,000

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MeaSurInG perForManCeManaging the use and development of land to safeguard the region’s environment, productivity and economic value of soil


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100%

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94%

Percentage of landfill aftercare resource consents achieving category 1 (full compliance) or 2 (minor non-compliance) compliance with consent conditions

Rate of loss of Prime Land (Class I, II, and III land) across the region. (Class I, II and III land ranges from no limitations to moderate limitations for arable use, but suitable for cultivated crops, pasture or forestry)

The length (kilometres) of the region’s streams that are fenced and planted to protect riparian margins through targeted projects each year

Protection of riparian marginsApproval for the Mahurangi project’s Landowner Assistance Fund for 14.575 kilometres of fencing was received in August 2012, and recipients of the funding have been notified. The council also has a wider range of catchment initiatives, projects and funding mechanisms that contribute to the protection of water quality and biodiversity values so the method for calculating this target will be revised to better capture the intent of the measure. For example, through the Environmental Initiatives Fund a further 5kms of riparian fencing across the region has been supported.

Rate of prime land lossThe measure is calculated through an analysis of regional aerial photography. The most recent analysis of such photography was carried out in 2010. This analysis showed that the loss of prime land (Land-use Capability I, II and III) to urbanisation between 2008 and 2010 was 365.1 hectares/year. This figure relates to the loss of prime agricultural land to the expansion of the core urban area, and excludes losses due to such factors as the expansion of rural towns, countryside living and rural subdivision (which cannot be measured at

present). Note that a portion of the prime land lost to urbanisation in recent years had already been designated for urban expansion some years ago and was therefore within Metropolitan Urban Limits. A project is currently underway to look at the possible introduction of a more comprehensive way of measuring the loss of productive land than the one currently used. It is intended that a five-yearly assessment be done on the loss of prime land to urban expansion and to the creation of new parks and playing fields.

Percentage of landfill aftercare resource consents achieving category 1 or 2Frequent discussions with regulatory services were made throughout the year to identify key aspects of each non-compliance and arrive at acceptable corrective actions, which varied between consents. As compliance ratings change annually, strict implementation of closed landfill monitoring and maintenance activities with consideration of regulatory services’ compliance visit findings will be required to maintain this result. Close collaboration with other stakeholders such as Parks will also be necessary to ensure that activities at closed landfill sites will not impact compliance.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• The Newmarket Park closed landfill remediation

project was completed at a cost of $6.76 million.

• Manager LCR represented the council on the Ministry for the Environment’s National Environment Standard Implementation Task Force.

• Presentations were made to WasteMinz, Ingenium, Australian Local Government Association and New Zealand Institute of Environmental Health forums ongoing management of council's 205-plus closed landfills.

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heRItAge PRotectIon

oVerVIeWThe council carries out the Heritage Protection activity to protect and enhance Auckland’s natural environment and ecology, as well as its geological features and landscapes, historic buildings and cultural heritage.

Auckland is home to unique natural habitats and ecosystems including indigenous plants and animals, a number of which are endangered. Auckland Council works with a large number of community groups and landowners to undertake biodiversity conservation on private land, and to advocate for natural heritage protection through statutory plans and processes.

Auckland’s unique cultural heritage also contributes to the region’s sense of identity and is important to its environmental, social, economic and cultural well-being. Cultural heritage includes the physical components of our heritage, places or buildings that are significant to the community and Māori because they are associated with our ancestors, cultures or our past.

Under the Resource Management Act (RMA), the council is responsible for developing policy to achieve the integrated and sustainable management of natural and physical resources. Auckland’s resources include our natural, historic and cultural heritage, such as landforms, landscapes, wetlands and ecosystems, historic buildings and archaeological sites. The council also works to ensure that significant natural, historical and cultural heritage resources are appropriately identified and managed, in accordance with the RMA.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYNatural, cultural and built heritage protection is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Auckland’s natural environment and cultural

heritage, including its significant heritage features, is sustainably managed for current and future generations.

• Protection of the city’s significant natural and cultural heritage sites and buildings to ensure that its character and identity are maintained.

• Auckland’s ecological well-being is ensured through habitat and biodiversity protection.

StorY: reStorInG a HIStorIC GranDStanDFollowing a $5.5 million renovation, the heritage-listed Massey Park grandstand was reopened in July 2011. “It’s wonderful that this historic grandstand will soon be ready for the whole community to enjoy," said Papakura Local Board Chair, John Robinson.

The stand was constructed in 1913 at Eden Park Number One ground and became known as the ‘Number 1 Stand’. There, it hosted the British Empire Games in 1950 and witnessed classic rugby wins over South Africa in 1956 before being relocated to Massey Park in 1957. The park was, at its height, the premiere outdoor sporting venue in south Auckland and hosted numerous international events and national carnivals.

The overhaul saw the vandalised seating area restored to its former glory with a new community function room, a new refitted kitchen and revamped changing rooms. The wider Massey Park has also been upgraded with 11,000 plants, a new plaza, walkway and car park, together with a children’s playground. Following the Massey Park upgrade, interior and exterior renovations of the Massey Park Aquatic Centre were undertaken.

renovation of the heritage-listed Massey Park grandstand$5.5m


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Percentage of respondents who state their level of awareness of natural heritage issues and values has increased in the last three years


Number of volunteer hours related to natural heritage protection and enhancement on regional parks

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MeaSurInG perForManCeWorking in partnership with the regional community providing leadership and support with the aim of ensuring the protection and enhancement of the region’s natural treasures and heritage

The following scores were achieved in the 2012 Auckland Residents’ Survey:1. 38 per cent of residents stated that their level of

awareness has increased. This is a significant increase from 27 per cent last year.

2. 42 per cent of residents stated that their level of awareness has not increased. This is a significant decrease from 50 per cent last year.

3. 21 per cent are not sure, a small decrease from 23 per cent last year.

Overall, the level of awareness of natural heritage issues has increased in 2011/2012.

The biodiversity team has promoted awareness of natural heritage issues through attendance at community events, proactive media promotion and production of advocacy material for the public including the Wildlife in Your Backyard brochure.

There was a significant increase of voluntary input with the Ark in the Park project (at the Cascade Kauri Regional Park in the Waitākere Ranges) compared with last year. This included volunteer coordination and project partnership with the Royal Forest and Bird Society of New Zealand. Community partnerships and engagement to achieve natural heritage outcomes on parkland were developed and maintained. Resources to respond to community initiatives for natural heritage projects on parkland would increase the level of participation and improve heritage outcomes.

Bird count index in the Waitākere Ranges (indicative numbers of tui, tomtit, kereru and fantail)

Number of natural heritage resources formally protected in regional and district plans (measured every four years)


Number of breeding pairs of kokako in the Hunua Ranges

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461

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1,390

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Contributing to the management, protection and enhancement of the region’s natural and physical resources, native systems, biodiversity, landscapes and geological features, on and off regional parks for present and future generations

Bird count index in the Waitākere RangesCounts in November and December 2011 showed that numbers of kereru, tui and fantail were down on the 2010 count, while the numbers of tomtits remained about the same. It is assumed that these declines are reflecting normal natural fluctuations for these species, e.g. tui numbers have fluctuated up and down since reaching a peak in 2006. Overall the numbers of kereru, tui and tomtit are still trending upwards and their numbers are significantly higher than they were when the counts began in 1997, at a time when possum numbers were high. Fantail numbers have not changed significantly during the 1997-2011 period, suggesting that this species, which prefers more open forest, may not necessarily benefit from lower possum numbers.

Number of breeding pairs of kokako in the Hunua RangesA minimum of 25 pairs are believed to exist in the managed area in the Hunua Ranges. Pair counts are now conducted by DoC on a four-yearly cycle, with the

next survey due in 2014. Current pest management aims to reduce ship rats to 1 per cent residual trap catch index by 1 November each year as recommended in the North Island Kokako Recovery Plan. A target of 5 per cent however is acceptable and still allows successful breeding for most pairs. A 3 per cent index was achieved by October and observations later in the season indicated that at least six pairs had successfully fledged young.

Number of natural heritage resources formally protectedThe basis on which natural heritage resources are included in this count has changed from how it was carried out in 2008 (the last year of measurement). For example, bush covenants have been excluded as the measure relates to items formally (i.e. scheduled) in regional and district plans. Also excluded were significant natural assets until more meaningful and accurate data can be established. The change in the scope of the count explains the variance from the 2008 total of 6232.

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Percentage of respondents who state their level of awareness of cultural/historical heritage issues and values has increased in the last three years


Number of volunteer hours related to cultural heritage protection and conservation on regional parks

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

37%

≥28%

28%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

1,780

>500

Not measured

Working in partnership with the regional community providing leadership and support to ensure the protection and conservation of the region’s cultural treasures and heritage

The following results were recorded in the 2012 Auckland Residents’ Survey:1. 37 per cent of residents stated that their level of awareness has increased.


2. 45 per cent of residents stated that their level of awareness has not increased. This is a significant decrease from 50 per cent last year.

3. 18 per cent were not sure, a decrease from 21 per cent last year.

Overall, the level of awareness of cultural/historical heritage issues has increased in 2011/2012.

The results of this survey have shown that people are increasingly aware of cultural/historical heritage issues and values through direct council promotion programmes, changes in legalisation (i.e. Treaty claims, settlements and the deed of settlement for the Tāmaki Collective) and the media.

Volunteer inputs focused on the management and restoration of historic buildings at Long Bay, Wenderholm and Scandrett Regional Parks.

Number of cultural heritage resources formally protected in regional and district plans


Number of visitor sessions to the Cultural Heritage Inventory (CHI) database website to measure uptake and access by the public

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

6,174

≥3,794

3,794

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

4,839

≥50

2,417

Contributing to the management, protection and enhancement of the region’s cultural and historical heritage on and off regional parks for present and future generations

The target for the number of cultural heritage resources formally protected in regional and district plans was exceeded due to a number (and nature) of plan changes that have been notified since the last count. For example, general tree protection rules in some urban areas were removed from district plans after 1 January 2012 as required by the Resource Management (Streamlining and Simplifying) Act 2009. As a result, the council is updating Schedules of Notable Trees in district plans across Auckland to ensure that notable trees of significance will remain protected.

The target for the number of visitor sessions to the Cultural Heritage Inventory (CHI) database website was a conservative estimate. Usage and popularity of the database has far exceeded our expectations. The move to a unitary authority and the availability of the CHI on the council's GIS regional viewer has made this resource readily available council-wide.

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$000

Actual 12 months to 30 June

2012

Budget 12 months to 30 June

2012

Actual 8 months

to 30 June 2011


variance


Air Quality Management 2,764 1,922 1,206

Biosecurity 5,868 5,627 4,488

Environmental Strategy and Programmes 16,204 17,223 11,105

Freshwater Management (299) 587 813

Coastal Management 2,948 3,988 3,215

Land Management 9,352 6,938 8,144

Heritage Protection 7,835 8,955 4,791

Total operating expenditure 44,672 45,240 33,762 1


Activity user charges and fees 1,464 2,277 3,463


Rates 42,465 42,947 29,886


Total 44,013 45,274 33,588

Operating funding surplus/(deficit) (659) 34 (174)

Capital expenditure

Air Quality Management 0 644 25

Environmental Strategy and Programmes 3,291 3,094 0

Land Management 55 183 14

Heritage Protection 0 10,340 0 2

Total capital expenditure 3,346 14,261 39

Funded by

Depreciation and operating funding surplus 1,650 1,091 1

New borrowing to fund council's capex 1,696 13,169 38

Total capital expenditure funding 3,346 14,260 39

eXpenDIture anD reVenue VarIanCeS to BuDGetNote 1Budgets and actual costs were moved between the activities within this group. Higher than expected contractors’ expenses ($1.6 million), salaries ($0.5 million) and in various other areas ($0.3 million) giving an overall overspend of $2.4 million for the Land Management activity.

Note 2The council is developing a Historic Heritage Plan and this year the Built Heritage Protection project with a budget of $10 million was unspent. The LTP includes a Built Heritage Acquisition Fund with $33 million budgeted over 10 years to protect the built environment and secure the heritage values of at-risk buildings.

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soLID WAste

overv i ew 2 3 3

Activities 2 3 3




Waste and Recycling Services 2 3 4


aCtIVItIeS

Under the Solid Waste group of activities, the council carries out the following activity:

• Waste and Recycling Services.

oVerVIeWThrough its Solid Waste and Recycling activities, the council aims to ensure that Auckland is a clean, safe and beautiful place by providing high-quality refuse collection and disposal, and encouraging residents and businesses to take responsibility for their waste and reducing the amount of waste going to landfill.

This strategic approach to solid waste activities is driven by the council’s commitment to minimise waste and the vision that solid waste activities will produce a clean, green and attractive city that as far as possible transforms its waste into resources.


Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Waste and Recycling Services


No result

Waste and Recycling Services

4 2 2 - -





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oVerVIeWAuckland Council carries out the Waste and Recycling Services activity to reduce the amount of waste going to landfill, reduce harmful effects of waste materials on the environment, and achieve greater recycling of resources.

WAste AnD RecYcLIng seRVIces

The range of waste services includes household and business refuse collection, collection of recyclables, inorganic collection, hazardous waste collection, and public place litter and illegal dumping removal. The council is also responsible for a small number of refuse and recycling transfer stations.

The nature of waste collection, disposal and recycling services varies across the region according to provisions and waste management plans developed by the legacy councils. These provisions and the waste management and minimisation plans have been reviewed and the new Auckland Council Waste management and Minimisation Plan (WMMP) was finalised and adopted by the council in June 2012.

a r ea lo ca l s erv i c es

North1 local boards Weekly waste collection and disposal services to most residential properties (except in the Rodney Ward where services are provided by commercial waste collectors who are licensed by the council) – central business districts in north local board areas are provided more frequent collection services

Fortnightly collection of recyclables to most residential properties

Transfer station – where waste can be dropped off for a fee (Rodney Ward)

Inorganic collections or local drop off opportunities (except in the Rodney Ward)

Collection of CBD refuse (except in the Rodney Ward)

South2 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the south local board areas are provided with more frequent collection services


Transfer station – where waste can be dropped off for a fee (Franklin Ward)

Inorganic collections or local drop off opportunities

1 Devonport-Takapuna, Kaipatiki, Upper Harbour, Hibiscus and Bays, Rodney.

2 Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Howick, Manurewa, Papakura, Franklin.

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waste a n d r ecyc l i n G s erv i c es

3 Albert-Eden, Puketāpapa, Waitematā, Waiheke, Great Barrier, Orākei, Maungakiekie-Tamaki.

4 Henderson-Massey, Waitākere Ranges, Whau.

Services provided across the whole region include:• disposal points for household hazardous waste, either at transfer stations or through

a free drop-off at a 'Hazmobile' event (mobile temporary hazardous waste collection site). There are 14 Hazmobile collections per year across the region. Rural areas are provided with a telephone registration service and on-farm pick up service for hazardous waste

• street and town centre cleaning and dealing with illegally dumped rubbish and litter-bin emptying

• community advice and education to inform and assist the community to reduce the harmful effects of waste.

The council operates only one landfill, on Great Barrier Island, and sends all other waste to three commercially operated landfills at Redvale (Hibiscus and Bays), Whitford (Franklin) and Hampton Downs.

a r ea lo ca l s erv i c es

Central/East3 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the central/east local board areas are provided more frequent collection services


Inorganic collections or local drop off opportunity

Collection of CBD refuse

West4 local boards Weekly waste collection and disposal services to most residential properties – central business districts in the west local board areas are provided more frequent collection services


Transfer station – where waste can be dropped off for a fee

Inorganic collections or local drop off opportunities

Collection of CBD refuse

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYWaste and Recycling Services is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• The quality of Auckland’s environment is maintained.

• Reduced waste going to landfill and valuable materials are recovered.

• The harmful effects of waste and risks to public health are reduced.

• Resources are used more efficiently.

• Public spaces are kept clean and free of litter and illegally dumped material.

StorY: HaZarDouS WaSte ColleCtIonSThe council ran a series of hazardous waste collections from March to May 2012 at seven centres (in Pakuranga, Green Bay, Western Springs, Three Kings, Glen Innes, Helensville and Waiuku). The annual service ('Hazmobile') offers Aucklanders a chance to get rid of their household hazardous waste free of charge, with the drive-through collections helping to ensure that hundreds of thousands of tonnes of household and garden chemicals, used batteries, old gas bottles and other hazardous items are safely disposed of.

The collections supplemented the drop-off service for household hazardous waste which is available at the council’s three refuse transfer stations at Henderson, Silverdale and Waiheke Island throughout the year.

Additional to the above, the council ran a special ‘agricultural chemicals amnesty’ for rural residents in February 2012, during which the council collected agricultural chemicals for safe disposal, along with other hazardous waste.

In Auckland Council's WMMP it is proposed to eventually replace the Hazmobile service with more accessible drop-off facilities at a planned region-wide network of resource recovery centres.

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MeaSurInG perForManCeProviding reliable household waste collection and disposal services

Percentage of customers satisfied with the overall reliability of waste collection services


Percentage of waste collections completed on time

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

74%

80%

70%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99.9%

95%

99.9%

Customer satisfactionThe result is better than that achieved in the previous year. The survey indicates that areas that need improvement in particular are: informing the customer of progress and outcomes, responding to customer request in a timely manner and taking individual circumstances into account when providing the service.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 74 per cent of residents were satisfied/very satisfied,

a significant increase from 70 per cent.


3. 16 per cent of residents were neutral, the same as last year.


Overall, satisfaction increased in 2011/2012.

Waste collection completionThe result is better than the target. Complaints are investigated by council staff to establish bona fide missed or late collections and appropriate remedial action is undertaken.


Number of schools/groups visiting the learning centre each year

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

98

50

85

Providing waste minimisation awareness and education to schools and the community

It has been a busy year, with visitor numbers exceeding targets as well as surpassing the visitor numbers from last year. The majority of visitors are from school groups (86 per cent), with a smaller amount from other groups (14 per cent).


Number of days each year for hazardous waste disposal using mobile services

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

14 days

14 days

10 days

Seeking to reduce the effects of hazardous waste on Auckland’s environment by providing hazardous waste disposal services


Percentage of customers satisfied with the overall reliability of waste recycling collection services

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

76%

80%

73%

Providing reliable waste recycling collection services

Percentage of waste recycling collections completed on time

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99.94%

95%

99.9%

Customer satisficationThe result is better than that achieved in the previous year. Further improvement in preventing missed collections and meeting customer request for new bins/replacement bins is required.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 74 per cent of residents were satisfied/very satisfied, a significant increase from

70 per cent.


3. 16 per cent of residents were neutral, the same as last year.


Overall, satisfaction increased in 2011/2012.

Collection completed on timeThe result is better than the target. Complaints are investigated by council staff to establish bona fide missed or late collections and appropriate remedial action is undertaken.

Additional to the Hazmobile service, fixed point services were provided at Silverdale, Waitākere, Waiheke Island and Great Barrier refuse transfer station.

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Percentage of total waste collected (kerbside and diverted material) sent to landfill

Percentage of total waste collected (kerbside and diverted material) that is recycled


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

60%

<60%

60%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

40%

>40%

40%

Reducing the amount of waste going to landfill and increasing recycling

This is a reasonable result given that over half of the residential waste is organic which currently is not collected separately and diverted from landfill.

The draft WMMP contains options that will further increase material diverted from landfill in future years. Approximately 80 per cent of submitters to the plan supported the target of a 30 per cent reduction in domestic kerbside waste sent to landfill by 2018.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012 • Papakura MRB Roll Out – commencement on

3 October. The MRB roll out resulted in an increase of recycling at an average of 90 per cent from November onwards compared to previous months.

• Successful Rugby World Cup 2011: Good results regarding clean up after major events such as the opening ceremony.

• Auckland Council's WMMP was finalised and adopted by the council. Around 2088 submissions were received with approximately 277 submitters wishing to be heard. Hearings took place from 7 March to 28 March 2012, including one day focused on local boards.

Key elements of the plan include:• Standardising the way households pay for refuse

collection (by extending disposer-pays region wide) and introducing wheelie bins across the region, with a choice of bin sizes from 60 litre to 240 litre in urban areas and the option of a pre-paid bag for rural areas and the Hauraki Gulf islands.

• Retaining a rates-funded recycling collection, with a choice of wheelie bins ranging in size from 140 litre to 360 litre and an increase in the range of recyclables accepted.

• Introducing a rates-funded organic waste collection in urban areas.

• Providing a rates-funded inorganic collection for households regionwide.

• Implementing communications and community engagement activity to help householders and businesses adapt to the changes and reduce waste to landfill.

• Collection contracts approved by tenders committee provided $7 million in savings over three years.

Collection contracts approved by tenders committee provided $7 million in savings over three years.$7m


$000



Actual 8 months to

30 June 2011


variance


Waste Services and Recycling 79,739 95,355 56,941 1




Operating grants and subsidies 4,481 4,164 (1,127)

Rates 65,058 69,680 44,519


Total 89,566 95,351 56,900

Operating funding surplus/(deficit) 9,827 5 (41)

Capital expenditure

Waste Services and Recycling 1,173 1,318 2,573


Funded by


New borrowing to fund council's capex 0 0 1,635


eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1 The council’s Solid Waste activity recorded an underspend of $15 million, of which $4 million was due to the treatment of the Waste Disposal Services dividend as a rebate of the contractor costs to Solid Waste for the gate rates at the refuse transfer station, half-owned by Auckland Council Group. The remaining $10 million of underspend in direct cost was a result of savings in recycling collection costs ($2.5 million), litter collection and bins ($1.5 million), street cleaning ($1 million), landfill ($2 million), illegal dumping ($1 million), waste minimisation projects – non-levy ($1 million), and abandoned vehicles and recycling processing ($1 million). An additional $1 million was a result of a shortfall in depreciation due to delays in completing and capitalising projects.

Note 2$1.6 million was due to the accounting treatment of the budgeted dividend to be received by the Solid waste unit from the half-owned Refuse Transfer Station in south Auckland.

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WAteR sUPPLY AnD WAsteWAteRoverv i ew 2 4 3

Activities 2 4 3




Water Supply 2 4 4

Wastewater 2 5 2

F i na n c i a l i n F o r mati o n 2 57

oVerVIeWThrough its Water Supply and Wastewater activities, the council provides safe, healthy drinking water and high-quality wastewater services that are economical, environmentally sound and responsive to customer needs. The council does this through the council organisation Watercare Services Limited (Watercare), which is 100 per cent owned by the council.

Safe drinking water, clean waterways and beaches are key measures of a region’s liveability. Under the Local Government Act 2002, the council is required to make broad assessments of the needs of their community for water, wastewater and sanitary services. The Act also requires the council to provide water services and maintain the capacity to provide those services.

Watercare, a council organisation (CO), established in 1991, owns and manages the regional water and wastewater networks within Auckland’s territorial area. The exception is United Water, which manages the local networks and retailing of water and wastewater in the Papakura area under a franchise agreement while Watercare owns the assets. Watercare provides water and wastewater services for 430,000 homes and businesses, and undertakes long-term planning to ensure that the region’s water and wastewater networks are managed in a cost-effective, environmentally sound and sustainable manner.

aCtIVItIeS

Under the Water Supply and Wastewater group of activities, the council carries out the following activities:

• Water Supply

• Wastewater.

These activities are grouped under Water Supply and Wastewater as they have the common objective of providing safe drinking water and high-quality wastewater services to the people of Auckland.

Since integration in November 2010, Watercare has achieved regional cost efficiencies of more than $100 million. This meant it was able to lower the retail price of drinking water across Auckland from 1 July 2011 by cutting the unit rate and scrapping the fixed service charges for water that were previously payable in some areas. Efficiencies from integration are ongoing because Watercare can now plan from a regional rather than a local perspective.

Watercare Services Ltd became a substantive CCO on 1 July 2012.



Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Water Supply

Wastewater


No result

Water Supply 11 - - - -

Wastewater 4 2 - - -




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WAteR sUPPLY

oVerVIeWWatercare carries out the Water Supply activity on behalf of Auckland Council and supplies households, businesses and industry with adequate supplies of drinking-quality water. This activity reflects the funding flows to and from Watercare for the interest on borrowings Auckland Council has advanced to Watercare for the purposes of water supply.

Most of Auckland has a reticulated water supply service except for some properties in rural areas. Watercare supplies the bulk of water to residents and businesses from dams and reservoirs, after it is treated to meet national drinking water standards.

From 1 July 2011, Watercare:

• directly billed all water users for all water charges, apart from water users in the Papakura area who are billed by United Water

• became responsible for funding all of its water supply services and infrastructure.

The council governs and monitors Watercare through its statement of corporate intent.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYWater Supply services is the regional sub-activity. There are no local board sub-activities provided under this activity.

BeneFItS• Residents and businesses have access to safe,

affordable drinking water at good pressure and a high level of service reliability.

StorY: MaJor ConStruCtIon proJeCtS proCeeDInGTwo very large water supply construction projects are progressing well. These are the Hunua No.4 watermain pipeline, which will run 28 kilometres from Redoubt North Reservoir at Manukau Heights to Campbell Crescent in Epsom, connecting to the local water supply network along the way. The main construction phase commenced in May 2012. Work is currently being carried out in the Flat Bush/Manukau Heights area, and is scheduled to continue until 2016.

While the Hunua project will cost about $350 million, an even larger project, the $800 million Central Interceptor, is about to commence. During the year, Watercare has been working hard on preparing resource

consent applications for this proposal which envisages construction of a new 13-kilometre-long tunnel to collect and carry wastewater from Western Springs to the Māngere Wastewater Treatment Plant.

Plans are also in hand for a number of project on the North Shore including the Northern Interceptor, which will allow wastewater flows to be diverted from the Northern Strategic Growth Area (NorSGA).

Further information about these and Watercare’s other projects and plans are available in Watercare’s annual report.

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MeaSurInG perForManCeThe levels of service and performance measures contained in this section are based on those from the 2011 – 2012 Statement of Corporate Intent (SCI) between Watercare and its shareholders. Performance measures have been reviewed as part of negotiations with Watercare in development of the Long-term Plan 2012 – 2022.

Percentage compliance with the Ministry of Health’s drinking water standards

Number of water quality complaints (taste, odour, appearance) per 1000 connections

Achievement of Ministry of Health’s drinking water treatment plant (A-E) and reticulation (a-e) grading

Percentage of residential and business customers satisfied with the overall water supply service


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

100%

100%

100%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

4.1

<5

5.6

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

100%Grade 'Aa' in metropolitan areas

100%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

82.2%

80%

Not measured

Supplying high-quality and reliable drinking water

Percentage of complaints and enquiries responded to within 10 working days

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99.7%

95%

89%

Compliance with drinking water standardsWatercare fully met the target in respect of the achievement of the Ministry of Health’s Drinking Water Standards for New Zealand (DWSNZ) at Ministry of Health-graded water treatment plants which supply the bulk of the drinking water to the Auckland Region. The DWSNZ standards are based on a quality assurance approach, underpinned by the requirement to develop public health risk-management plans.

This is verified through a sampling programme at the water treatment plants and in the reticulation network, where approximately 80 sites are sampled per day. Compliance with the DWSNZ is reported in the Water Information for New Zealand (WINZ) database, and is assessed by the drinking water assessor on an annual basis. The next assessment of grading for qualifying water treatment plants will take place in the final quarter of the 2012 calendar year.

Achievement of water treatment plant and reticulation gradingWater quality has been maintained based on the 2010 grading assessment carried out by the Auckland District Health Board on behalf of the Ministry of Health. All the metropolitan water treatment plants that supply the bulk of drinking water to the people in the Auckland Region meet the ‘A’ grade standard. Of the smaller non-metropolitan plants transferred to Watercare on 1 November 2010, nine remain ungraded. Watercare is continuing with a programme of works to ensure all plants meet the ‘A’ grade standard by 2020, at a capital cost of $100 million for both water treatment plants and the distribution network.

The same risk-based assessment used for water treatment plants also applies to the pipes and pump stations that make up the water distribution networks. The metropolitan network is graded ‘a’ under the Ministry of Health’s standards and supplies the bulk of the drinking water to the people in the Auckland Region.

Of the 15 non-metropolitan networks (inherited on 1 November 2010), three are ‘a’ graded, three are ‘b’ graded and 9 are ungraded. Watercare has set in place a programme to ensure that all the networks meet the ‘a’ grade standard by 2020.

Customer satisfactionWatercare achieved an 82.2 per cent performance against the customer service target of 80 per cent. Of the customers who contacted Watercare to report faults and were surveyed by independent researchers, 82.2 per cent were satisfied, this being an overall score of at least 7 out of a possible 9.

ComplaintsWatercare monitors the number and type of water quality complaints received from customers. The result of 4.1 complaints per 1000 connections covering taste, odour and appearance per 1000 connections was lower than the target of five per year.

Responses to complaints and enquiriesThe target of ‘closed’ complaints and enquiries measures the time taken for an issue to be resolved and feedback given to the customer. A 10-day target is considered industry best practice. Performance was 99.7 per cent for the 2011/2012 period. Complaints performed at 96.4 per cent and enquiries at 99.8 per cent. Complaints (1355) made up 5.1 per cent of the total enquiries (26,762).

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Frequency of unplanned1 water interruptions per 1000 connections

Percentage of unplanned water shutdowns restored within five hours

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

5.8

<10

7.4

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

98%

90%

98%

Maintaining service capacity by keeping water network disruptions and failures to a minimum

Frequency of unplanned interruptionsWatercare monitors the number of times the water supply is disrupted to its customers as a measure of reliability of service. The target is set at achieving fewer than 10 interruptions per 1000 connections for the year. The result for 2011/2012 was 5.8.

Percentage of shutdowns restored within five hoursWatercare has a target of equal to or greater than 90 per cent of unplanned water shutdowns restored within 5 hours. The result for 2011/2012 was 98 per cent.

'Unaccounted for' water lossesFor 2011/2012, the volume of unaccounted-for water losses from the Watercare system was 15.2 million m³ against a target of less than 17.7 million m³.


Amount of 'unaccounted for' water losses from the network

20 1 2 ta r G et

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20 1 1

15.2 million m3

<17.7 million m3

11.4 million m3 for 8 months

Promoting conservation of the region’s water resources

1 This measure is stated as planned in the Watercare 2011-2014 SCI; the measure should have been stated as unplanned.

Annual (2011/2012) average increase in total price of water services per property consistent with the current capital programme

Annual (2011/2012) average increase in total price of wastewater services per property consistent with the current capital programme


20 1 2 ta r G et

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-15%

-14%

Revised measure

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+4.5%

+4.5%

New measure

Ensuring that the regime for the pricing of water and wastewater services is enduring, transparent and reliable

Annual average increase in total price of water services per propertyA legacy of disparate volumetric and fixed water tariffs from the former councils in the Auckland region was replaced with a uniform water tariff of $1.30 (including GST) per cubic metre with effect from 1 July 2011, representing a decrease of 15 per cent in budgeted water revenue. The uniform tariff was set to deliver water revenue consistent with the 2011/2012 Funding Plan, which in turn was based on the current capital programme.

Annual average increase in total price of wastewater services per propertyAll retail wastewater tariffs were increased uniformly by 4.5 per cent with effect from 1 July 2011 in order to deliver wastewater revenue consistent with the 2011/2012 Funding Plan, which in turn was based on the current capital programme. From 1 July 2012 Watercare moved to a starndardised wastewater tariff for residential customers.

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To maintain the average household bill

20 1 2 ta r G et

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20 1 1

0.7%

<1.5% of the average household income

0.9%

Maintaining delivery of cost-effective services

To maintain the average household billThe average monthly household water and wastewater bill from Watercare was $52.30 for the period 1 July 2011 to 30 June 2012. Based on Statistics New Zealand average monthly household income in Auckland of $7,219, the bill represents 0.72 per cent of the average household income.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Watercare is on target to complete a three-year,

$48 million expansion of the Waikato Water Treatment Plant by early 2013. The expanded plant will help support the Auckland region’s continued long-term growth and increased demand for high-quality treated drinking water.

• Watercare has undertaken work at the Franklin Water Treatment Plant to address issues regarding discoloration of the Pukekohe water. The result has been an increase in the quality of drinking water. Work is underway on a permanent long-term solution.

• The $22 million upgrade of Watercare’s Ardmore Water Treatment Plant is on schedule, and the upgrade work will provide additional capacity and increase security of water supply to Aucklanders.

• Preparatory work during the year enabled a standardised wastewater tariff for residential customers to be introduced on 1 July 2012, following the introduction of a standardised (and substantially reduced) water price for all Aucklanders in July 2011.

• Progressing two large water supply construction projects: the Hunua No.4 watermain pipeline, running from Manukau Heights to Epsom, the construction phase of which commenced in May 2012 and the even larger Central Interceptor project, which will be starting soon.

• Planning for a number of projects on the North Shore, including the Northern Interceptor, which will allow wastewater flows to be diverted from the Northern Strategic Growth Area (NorSGA).

• Progressing a three year, $48 million expansion of the Waikato water treatment plant for completion by early 2013. The expanded plant will help support the Auckland region’s continued long-term growth and increased demand for high-quality treated drinking water.

• Working at the Franklin Water Treatment plant to address issues regarding discoloration of the Pukekohe water. The result has been an increase in the quality of drinking water with work underway on a permanent long-term solution.

• Upgrading Watercare’s Ardmore Water Treatment Plant which when completed will provide additional capacity and increase water supply security to Aucklanders.

• Completing a major five year upgrade project on the sludge dewatering and conveying systems at Māngere Wastewater Treatment Plant in response to forecast growth in solid waste levels from the increasing Auckland population.

• Completing the Kawakawa Bay wastewater treatment scheme (opened in September 2011) which replaced failing private septic tanks. This has been the result of long-term co-operation between residents, the former Manukau City Council, Manukau Water, iwi Ngāti Paoa, and Ngāti Tai, Fulton Hogan, Watercare and Auckland Council.

Watercare is on target to complete a three-year, $48 million expansion of the Waikato water treatment plant by early 2013.$48m

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WAsteWAteR

oVerVIeWWatercare carries out the Wastewater activity to collect wastewater from residential, industrial and commercial properties in Auckland on behalf of Auckland Council.

The wastewater system is designed to safely convey wastewater from properties connected to the network to the wastewater systems owned and operated by Watercare. All wastewater is pumped to wastewater treatment plants for treatment and disposal. The majority of Auckland households are provided with a wastewater service.

A minority of properties in rural areas rely on on-site treatment and disposal systems. The council provides advice and provides regular pump out services for septic tank systems. The property owner retains ownership and is responsible for maintaining the system.

On 1 July 2012, Watercare introduced a single, standardised wastewater tariff for residential customers. This new tariff replaces inconsistent wastewater charging by which the amount households paid for wastewater services varied significantly between the former council areas. Every home in Auckland now pays a single, region-wide wastewater tariff. Customers pay a $190 fixed service charge per water meter, plus a volumetric charge of $2.281 per 1000 litres (the volumetric component is charged on a percentage of the volume of water consumed through the water meter). Customers that do not have water meters but are connected to the wastewater network pay a fixed charge of $582 per year.

For non-residential customers, the cost of wastewater services has increase by 3.6 per cent. The existing formulas for calculating the charges continue to be applied.

The changes to how wastewater usage is calculated and charged for follow a full public consultation process.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYWastewater Services is the regional sub-activity. There are no local board sub-activities under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Public health is protected by the collection and

transportation of wastewater to treatment plants.

• Environmental impacts are minimised by sound management of the wastewater networks.


Percentage of customers satisfied with the overall wastewater service

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82.2%

80%

Not reported

Providing quality wastewater services to customers

MeaSurInG perForManCeThe levels of service and performance measures contained in this section are based on the 2011/2012 Statement of Corporate Intent (SCI). Performance measures will be reviewed as part of negotiations with Watercare in development of their SCI for 2012/2013.

Customer satisfactionWatercare achieved an 82.2 per cent performance against the customer service target of 80 per cent. Of the customers who contacted Watercare to report faults and were surveyed by independent researchers, 82.2 per cent were satisfied. This represents an overall score of at least 7 out of a possible 9.

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Number of dry weather sewer overflows per 100km of wastewater pipe length each year

Frequency of sewer breaks and chokes (unplanned interruptions) per 1000 properties


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7.1

Ensuring reliability of wastewater systems and minimising wastewater spills from the network

Number of dry weather sewer overflowsWatercare reports on the number of wastewater overflows from its retail network during dry weather as a measure of the ability of the network to manage current demand. The result for the 2011/2012 year was 2.3 overflows per 100km of wastewater pipe.

Frequency of sewer breaks and chokesThe number of unplanned wastewater network interruptions as a result of breaks and chokes is a measure of the integrity of the system. The result for the 2011/2012 year was 6.4.

Response to urgent wastewater blockagesThe target required Watercare to respond to all urgent wastewater blockages within the standard agreed with contractors, 98 per cent of the time. The result was 99 per cent for the 2011/2012 year.


Ensuring public health and safety through prompt incident response

Percentage of urgent wastewater blockages responded to within one to two hours1

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99%

98%

93%

1 This measure was stated incorrectly in last year’s annual report and in the Watercare SCI as 'Percentage of urgent wastewater blockages

responded to within one hour.'

New level of service and performance measure

Compliance with treatment plant discharge consents (excludes minor or technical non-compliance) – major urban wastewater treatment plants

Compliance with treatment plant discharge consents (excludes minor or technical non-compliance) – rural wastewater treatment plants


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99%

64%

100%

65%

New level of service and performance measure

Management of wastewater discharges to maintain or improve the health of the environment

Compliance – major urban wastewater treatment plantsCompliance with consents at the major urban wastewater treatment plants was 99 per cent against a target of 100 per cent. The non-compliance reported this year was due to illegal trade waste discharge and an off-site power failure, circumstances beyond Watercare's control. There were several transient periods of technical or minor non-compliance2 at the Māngere Wastewater Treatment Plant during the year. An upgrade programme has been implemented to address these.

Compliance – rural wastewater treatment plantsThe non-compliance levels were influenced by the poor performance of some of the rural wastewater treatment plants transferred to Watercare by the legacy councils upon integration. These plants performed at 64 per cent against a target of 65 per cent by 2015, and a target of 100 per cent compliance by 2020. Watercare has developed a longer-term strategy and more immediate measures, forecast to cost $50 million, to reduce the impacts of these plants on the environment.

2 For instance, a technical non-compliance might be late completion of documentation, minor non-compliance might be a single reading

above a target, the impact of which is total load-based where there is no material impact on the environment. In each case, the regulator,

Auckland Council is fully informed.

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aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Watercare recently completed a major five year operational $6 million upgrade

project on the sludge dewatering and conveying systems at Māngere Wastewater Treatment Plant in response to forecasted growth in solid waste levels from the increasing Auckland population.

• The Kawakawa Bay wastewater treatment scheme which replaced failing private septic tanks, was completed and opened in September 2011. This has been the result of long-term co-operation between residents, the former Manukau City Council, Manukau Water, iwi Ngāti Paoa, and Ngāti Tai, Fulton Hogan, Watercare and Auckland Council.

Watercare completed a major five year operational $6 million upgrade project at Māngere Wastewater Treatment plant.$6m

$000



Actual 8 months to

30 June 2011


variance


Water Supply 11,886 8,225 48,561

Wastewater 119,000 110,580 83,405

Total operating expenditure 130,886 118,805 131,966 1



Development and financial contributions 0 0 5,579

Rates 87,973 87,975 102,287

Other revenue 31,082 30,869 21,725

Total 119,055 119,113 129,591

Operating funding surplus/(deficit) (11,831) 308 (2,375)

FInanCIal InForMatIonThis activity is undertaken by Watercare Services Limited, a council organisation. As Watercare funds its activities directly by charging users, most of its operating expenditure is not included in the table below as this is council parent financial information. Please refer to the Watercare annual report to obtain a complete outline of the costs, projects and revenues.

eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1In the Water Supply and Wastewater activities we have recorded additional expenditure of $12 million which was a result of additional interest costs relating to wastewater loans raised by the legacy councils, which are held by Auckland Council on behalf of Watercare.

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Stormwater Management 2 6 0


aCtIVItIeS

Under the Stormwater group of activities, the council carries out the following activity:

• Stormwater Management.

Stormwater is a regionally led activity that has several sub-activities: Stormwater operations and maintenance, stormwater catchment and network planning, and building infrastructure upgrades.

oVerVIeWThrough its Stormwater activities the council aims to ensure that people, property, and the environment are protected from the adverse effects of flooding, erosion, stream degradation, and water pollution. The council manages and operates stormwater infrastructure (including treatment facilities) to minimise the impact of stormwater discharges on the region’s streams, beaches, harbours and surrounding habitats.



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Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Stormwater Management


No result

Stormwater Management

5 - 1 - -




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oVerVIeWAuckland Council carries out the Stormwater Management activity to protect people and property from the adverse impacts of flooding, and protect the environment and general public health by reducing stormwater pollutants that are discharged into natural waters.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYStormwater operations and maintenance, and stormwater catchment and network planning are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• The effective provision of utility services such as

stormwater enables growth and helps provide for the economic development of the region.

• The effects of urban development on the natural environment are minimised by preserving and enhancing natural streams and minimising stormwater-borne pollutants.

• People’s health and property are protected from the adverse effects of flooding and erosion damage.

stoRMWAteR MAnAgeMent

Auckland has a wealth of ocean beaches, harbours, estuaries, wetlands, lakes, and streams that provide many benefits to the people of the region and beyond. Water is of special value to tangata whenua, and waterways and their margins provide habitat for much native wildlife.

Stormwater runoff from properties and roads throughout much of the region is collected through a system of public and private stormwater assets and is conveyed to streams and the sea. Where no reticulation is available or where flows in large storms are greater than reticulation capacity, stormwater flows are conveyed via overland flow paths to a point where they can naturally discharge into a stream, the marine environment, or reticulated areas downstream.

Stormwater by its nature also conveys sediment and associated contaminants such as zinc and copper. Management of stormwater includes reducing the overall polluting load of stormwater and reducing the harm it has on the environment. This is achieved through a combination of education programmes, undertaking and facilitating enhancement and restoration projects with local communities, and purpose-built water quality treatment infrastructure.

StorY: MartYn WIlSon reSerVe StorMWater upGraDeThe council's Martyn Wilson Reserve Stormwater Upgrade is an important project that will improve the water quality in Hobson Bay as well as improving the reserve. The council’s Stormwater team has constructed a stormwater treatment pond, cleared mangroves and planted native plants along the Remuera stream to improve its water quality, reduce the amount of pollution reaching the harbour and return the stream to a more natural state.

The changes will improve the stream's flow, and the native plants and pond will filter out some of the harmful sediment and other pollutants from stormwater. These enhancements will also attract more native wildlife into the reserve and stream.

Alongside the improvements for the stream's natural inhabitants, the team has constructed a timber boardwalk and footbridge to allow the public to enjoy the new streamside environment.

To control the water flow from the pond a weir will be constructed which will have special features to allow fish passage.

Engineering consultants Beca managed the Harrison Grierson-designed project for Auckland Council, while HEB Construction is carrying out the construction. Also involved were the local residents, who provided the team with excellent ideas for improving the project and support.

The project's success was confirmed when it won this year's New Zealand Contractors' Federation Environmental Award for projects under $2 million.

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MeaSurInG perForManCeProvision of quality flood protection and stormwater services

The target in the Annual Plan is the legacy target related to the annual residents omnibus survey. For 2011/2012, a stormwater customer survey was undertaken with customers who had made requests for service directly from the stormwater operations team. This survey was one of those undertaken to measure customer satisfaction in the operations division. While the overall satisfaction index result of 51 per cent falls below the legacy target, it does exceed the target of 50 per cent set for the stormwater customer experience survey measure in the LTP. It is anticipated that the continuous improvement process based on the 2011/2012 results being put in place will see the customer satisfaction index improve over time.

The following results were recorded in the 2012 Customer Experience Research for Stormwater:1. 51 per cent of customers were satisfied/very satisfied.

2. 29 per cent of customers were dissatisfied/very dissatisfied.

3. 20 per cent were neutral.


Percentage of respondents satisfied with the council's effectiveness in providing stormwater services


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47%


Number of stormwater blockage incidents per 100km of stormwater mains

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Effectively managing stormwater network and assets

Blockages were well below the target of 20 per 100km of mains. With the same network management systems in place for 2012/2013, similar results will be achieved. The target may not be met if there are an exceptional number of adverse weather events during the year or if a civil defence emergency event affects the stormwater network.

Percentage of non-urgent service requests (such as written complaints and incident reports) responded to within three working days

Percentage of urgent service requests for stormwater problems (such as blockages, flooding) attended to and made safe within four hours


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99.5%

>90%

98%

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98%

>80%

98%

Providing a responsive stormwater complaint service to protect natural and built environments

The result was achieved from the continuation of the seamless transition of the stormwater components of the operational service delivery contracts from the legacy organisations in the 2010/2011 year plus the rationalisation of the expiry dates for existing contracts. The new contracts to be put in place over the period 1 July 2012 to 30 June 2015 will ensure that the same level of service delivery will be maintained and also be provided for the stormwater service requests being transferred from Auckland Transport for the road corridor.

Reduction in the number of habitable floors predicted to flood in the storm events up to the 50 year storm event


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72

30

50

Developing stormwater infrastructure and improving design to help alleviate flooding

The number of habitable floors predicted to flood has been reduced by 72. The figure of 72 was made up of 33 from central Auckland, 30 from west, 5 from north and 4 from south. The result was achieved through the delivery of the works that had been programmed by the legacy councils, in particular for the former Auckland City Council area. It should be noted that the target set was based only on the works programmed for the old Auckland City area. The works already contracted and/or programmed to be delivered will see the target exceeded again in 2012/2013.

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aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• The successful transfer of stormwater functions from

Auckland Transport in the Southern road corridor which will be undertaken as from 1 July 2012.

• The major project undertaken, the $1.3 million Martyn Wilson Reserve stormwater pond, won the Ingenium Hynds Group Environmental Excellence Award for projects in the $200,000 to $2 million category.

• The Eden Park stormwater project won the under $2 million category at the Ingenium Excellence Awards. The project was undertaken to manage the ground water levels during RWC 2011 at Eden Park and provide storage for stormwater runoff.

• The final capital works programme substantially exceeded the year end forecast.

CapItal proJeCtS CoMpleteD • Central/West: Construction of a stormwater pond at

Martyn Wilson Reserve (cost: $1.3 million).

• North: Stream enhancement works on the Alexandra Stream (cost: $700,000).

• South: 380m of major Stormwater lines (cost: $900,000) (Stage 2 of the Ranfurly Road catchment upgrading programme).


Percentage compliance with consent conditions

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100%

Operating stormwater systems to ensure compliance with conditions of resource consents

The results are based on the outcomes from the compliance inspection audits undertaken on selected consents by the Resource Consent department. No moderate or major compliance issues were found and it is anticipated that with the same level of service provision in place for 2012/2013 this level of compliance will be maintained.

was spent on the Ascot Avenue to Ellerslie racecourse stormwater project, completed in June 2012.

$4.5m


$000



Actual 8 months to

30 June 2011


variance


Stormwater Management 105,769 105,957 72,133



Activity user charges and fees 838 1,286 1,738



Rates 76,317 76,317 65,217

Other revenue (119) 0 927

Total 83,264 108,141 72,023

Operating funding surplus/(deficit) (22,505) 2,184 (110)

Capital expenditure

Stormwater Management 48,921 64,996 31,267 2


Funded by


New borrowing to fund council's capex 27,071 19,615 31,267


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eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1 Development and financial contributions continued to be lower than budgeted as applications for consents remained low and activity in the building industry continued to be slow.

Capital expenditureNote 2The planned stormwater budgets were reviewed and reprioritised during the year. In many instances land acquisitions and consenting processes must occur prior to the commencement of construction. In addition, adverse weather conditions can affect construction.

The projects identified in the annual plan will be completed but the timing of them will be later than originally planned.

The budget included projects for stormwater-related future designs, and these budgets were underspent by $6.4 million as the design costs were largely integrated into the specific stormwater projects.

The budgeted $5 million Flat Bush water quality ponds did not proceed as quickly as had been planned since the necessary land acquisitions were not finalised in the year.

The Hillcrest flood protection works, with a budget of $2.2 million, were deferred due to the timelines involved to obtain land owners’ consents. Progress is expected in 2012/2013.

A $5.7 million budget for the NorSGA stormwater project was not spent as construction was delayed by adverse weather conditions.

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Transport Management 2 6 8


aCtIVItIeS

Under the Transport group of activities, the council carries out the following activity:

• Transport Management.

Transport is a regionally led activity that has several sub-activities: transport strategy, transport planning, public transport, road network, travel behaviour change, and parking and enforcement.

oVerVIeWTransport is one of Auckland’s most significant issues and the transport network will continue to come under increasing pressure as the region’s population grows. Through its transport activities the council aims to provide Auckland with a transport network that is safe and efficient to use, while supporting Auckland’s social, economic, environmental, and cultural well-being.

Auckland Council is responsible for preparing the regional land transport strategy, and provides funding to Auckland Transport, a CCO, to manage and develop Auckland’s transport infrastructure and services in a manner consistent with this strategy.

StrateGIC alIGnMentThis activity contributes to the following Auckland Council strategic priorities.


Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Transport Management


No result

Transport Management

37 3 - 5 1




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oVerVIeWAuckland Council carries out the Transport activity to support Auckland’s growth and its role in the national economy, while connecting the region’s people and places, with easy and affordable access to safe and sustainable transport choices.

tRAnsPoRt MAnAgeMent

Auckland Council is responsible for preparing the regional land transport strategy, which sets out the way in which it plans to achieve a transport system that supports Auckland’s growth and its role in the national economy. The current strategy was adopted in 2010, and aims to develop a balanced transport system that provides high levels of accessibility, reliability and safety, and where people and businesses have realistic choices about how they travel and transport goods and services.

While Auckland Council is responsible for transport strategy and planning, Auckland Transport (a CCO 100 per cent owned by Auckland Council) is responsible for managing and controlling Auckland’s transport infrastructure and services. Under the Local Government (Auckland Council) Act 2009, Auckland Transport is required to prepare Auckland’s regional land transport programme, which must be consistent with the regional land transport strategy prepared by Auckland Council.

Auckland Transport’s roles include:

• maintaining and developing the road network

• planning and contracting the provision of bus, rail and ferry services

• constructing and managing public transport stops and stations

• delivering community travel initiatives and travel behaviour change programmes

• supporting transport services for those with disabilities

• providing and controlling public parking, including on-street parking and parking buildings

• local road safety plans

• walking and cycling initiatives

• travel planning for schools, workplaces and communities.

BeneFItS• Efficiently moving people, freight and services

around and between regions assists Auckland and New Zealand in achieving its economic potential.

• An integrated sustainable transport system that is well designed supports sustainable urban development, reduces travel demand, and encourages public transport usage, cycling and walking.

• People can get around safely, easily, affordably and reliably, with access to a range of travel options including those who are limited by disability or socio-economic status.

• Community health is improved by promoting active modes of transport such as cycling and walking, and by reducing public exposure to health-impacting pollutants from the transport system.

• Negative impacts of the transport network on the natural environment are reduced.

• Transport resources are used more efficiently, supported by sustainable, innovative design practices.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYTransport Management is a regionally led activity that has several sub-activities: transport strategy, transport planning, public transport, road network, travel behaviour change, and parking and enforcement.

Auckland Transport will involve local boards in local transport matters and in decisions about regional services or infrastructure that affect the local area. Some of the matters identified where local boards are likely to be involved include:

• levels of service related to local roads, footpaths and local town centres

• location and type of street vegetation and street furniture such as street art, monuments

• transport programme development

• town centre development

• decisions about public transport infrastructure in local areas

• changes to restrictions on local roads such as for parking, bus lanes and clearways

• local road safety plans

• travel planning for schools, workplaces and communities.

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Delivering a properly connected arterial road and state highway network that moves people and goods efficiently and safely

People flows, inbound in morning peak (7am-9am) weekdays, by car and passenger transport (PT), across the following screenlines:


- Across the Harbour Bridge

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by car 18,764

by car ≥21,448

by car 21,448

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by PT 8,148

by PT ≥8,617

by PT 8,617

- Into the CBD20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by car 33,719

by car ≥37,846

by car 37,846

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by PT 33,484

by PT ≥32,382

by PT 32,382

MeaSurInG perForManCeOne of Auckland Council’s levels of service is to ensure that regional land transport planning contributes to achieving an integrated, safe and sustainable regional land transport system. This involves reviewing and preparing the Auckland Regional Land Transport Strategy (ARLTS) on a six-yearly basis. The most recent ARLTS was delivered in April 2010, which means the next ARLTS is scheduled for 2016. Auckland Council monitors and reports on the ARLTS every three years; the next report is due in 2012.

1. roaDInGRoad congestion has been a major contributor to holding back Auckland’s economic performance. Lifting our performance means freeing up and maintaining the region’s roads for the effective movement of goods and other business activities.

An important part of keeping Auckland moving is making sure that traffic is managed in a way that enables safe and efficient travel. Auckland Transport provides a range of traffic management and road safety functions, including traffic signal and CCTV operations, traffic signal coordination, minor safety works, speed limit management and network efficiency improvements. The long-term goal is to increase people flows in the morning peak while reducing travel times on strategic routes.

- Green Bay/New Lynn to isthmus

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by car 15,667

by car ≥11,371

by car 11,371

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by PT 3,740

by PT ≥2,853

by PT 2,853

- Across Panmure and Waipuna Bridges

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by car 14,038

by car ≥13,564

by car 13,564

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

by PT 1,425

by PT ≥1,460

by PT 1,460

Travel times (minutes) during morning peak (7am-9am) along strategically important vehicle routes. The survey was conducted on 28 March 2012.


– Airport to CBD via Manukau Road

– CBD to Airport via Manukau Road

– St Lukes to St Johns via St Lukes Road/ Greenlane/Remuera Road

– St Johns to St Lukes via St Lukes Road/ Greenlane/Remuera Road

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 1

20 1 1

20 1 1

20 1 1

37

38

40

53

≤41

≤41

≤41

≤58

41

41

41

58

– Albany to Birkenhead via Glenfield Road

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

32

≤34

34

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– SH 20 to SH 1 via Nielsen Street

– SH 1 to SH 20 via Nielsen Street

– Sylvia Park to East Tāmaki via South Eastern Arterial

– East Tāmaki to Sylvia Park via South Eastern Arterial

– SH 1 to SH 18 via Wairau Road (only SH1 to Glenfield available for 2010)

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 2 a ct ua l

20 1 1

20 1 1

20 1 1

20 1 1

20 1 1

18

14

10

10

8

≤16

≤13

≤11

≤12

≤8

16

13

11

12

8

– CBD to Henderson via Gt North Road

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

34

≤38

38

The 2012 actual travel times were measured in November 2011. These represent the average travel time of 85 per cent of trips along the strategically important arterial routes during the morning peak hour. The 2012 target travel times were based on the travel times measured in November 2010.

– Birkenhead to Albany via Glenfield Road

26

≤26

26

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

– Henderson to CBD via Gt North Road

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

50

≤50

50

The 2012 actual travel times were measured in November 2011. These represent the average travel time of 85 per cent of trips along the strategically important freight routes during the inter-peak period (9am-4pm). The 2012 target travel times were based on the travel times measured in November 2010.

From SH 20 to SH1 via Nielsen Street: actuals slightly behind target due to extensive roadworks around the Onehunga Mall/Gloucester Park area.

From SH 1 to SH 20 via Nielsen Street: actuals slightly behind target due to extensive roadworks around the Onehunga Mall/Gloucester Park area.

1 VKT = vehicle kilometres travelled.

2 VKT rates are from the NZTA SmartMovez website that contains estimates derived from Auckland Transport RAMM (Road Assessment and

Maintenance Management) systems.

3 The fatal and serious injury crash result is for the 2011 calendar year. The data is provided by the NZTA crash analysis system as at 4 July 2012.

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– SH 1 Highbury interchange to East Tāmaki via Harris Road

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

11

≤11

11


– SH 18 to SH 1 via Wairau Road (only SH1 to Glenfield available for 2010)

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

8

≤8

8

– East Tāmaki to SH 1 Highbury interchange via Harris Road

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

10

≤10

10

Number of reported fatal and serious injury crashes per 100 million vehicle kilometres (VKT1) travelled on roads (excludes state highways) in the region, including pedestrians and cyclists3

For all local roads: crash reductions associated with completed Auckland Transport projects

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

336 (4.2 per 100 million VKT)2

<352

352 fatal/serious crashes (4.4 per 100 million VKT)2

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

Estimated 39%**

20%*

* 20% reduction in crashes associated with the Crash Reduction Programme** Estimated 39% reduction in crashes associated with the Auckland Transport Crash

Study (CRS) Programme

Not measured


Percentage of drivers exceeding 50km/h on arterial roads with a community/ pedestrian emphasis

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1No result (not measured this year)

≤31

31%

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Road maintenance standards (ride quality) as measured by smooth travel exposure for all sealed roads


Percentage of residents satisfied with the quality of roads

Percentage of residents satisfied with the overall quality of footpaths

Percentage of customer service enquiries (requests for service) resolved within standard timeframes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

85%

≥85%

85%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

50%

≥43%

43%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

46%

≥45%

45%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

86%

≥80% of calls answered within 20 seconds

79% with an average wait time of 16 seconds

Maintaining the road network, including footpaths and cycleways, street lighting, and traffic control systems and signalling

StorY: IMproVInG roaD SaFetYThere was a significant 5 per cent reduction in fatal and serious injury crashes during 2011, more than twice the targeted 2 per cent annual reduction. Additionally, the percentage reduction in crashes associated with the Auckland Transport Crash Study Programme was almost twice the target set for 2011/2012. The figures represent a new record low for annual fatal and serious injuries on local roads since records began, and is already below the 2015 target. A revised target is being set.

The council and Auckland Transport strongly support road safety. During 2011/2012, 155 safety engineering projects, including speed calming measures, pedestrian facilities and other improvements, were completed. Work continued with NZ Police delivering fixed and mobile red-light camera programmes at high-risk urban intersections, and on speed enforcement campaigns. 40kph zones around schools continued to be introduced, and campaigns to reduce alcohol and drug driving were supported.

The following results wre recorded in the 2012 Auckland Residents' Survey:A. Quality of roads.1. 50 per cent of residents were satisfied/very satisfied,


2. 15 per cent of residents were dissatisfied/very dissatisfied, a decrease from 18 per cent last year.


The mean score was 3.4 out of 5, an increase of 0.1 from 3.3 last year


B. Quality of footpaths.1. 46 per cent of residents were satisfied/very satisfied



3. 28 per cent of residents were neutral, a decrease from 31 per cent last year.

The mean score is 3.2 out of 5, a decrease of 0.1 from 3.3 last year.

Overall, satisfaction is similar to last year. The proportion of residents who are neutral decreased. However, the proportion of residents who are dissatisfied increased in 2011/2012.


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HIGH StanDarDSAuckland Transport’s ongoing renewal and maintenance programmes target, among other things, the faults highlighted by means of the Smooth Travel Exposure measure. Continued monitoring along with the use of pavement performance modelling to develop long-term forward works programmes allow renewal and maintenance issues to be effectively targeted. The council conducts an annual survey of resident and taxpayer satisfaction with a range of its services and facilities, including those provided by Auckland Transport. In response to the figures relating to satisfaction with footpaths within the Auckland Region, Auckland Transport has stated that it will continue to improve the condition of existing footpaths within the funding available, while giving priority to those that are in very poor condition.

Auckland Transport’s MAXX call centre received 580,046 calls in the 12 months ending on 30 June 2012 and is meeting the performance standard of 86 per cent of calls answered within 20 seconds. The average call wait time was 11 seconds.

Rugby World Cup 2011 (RWC 2011) was a significant highlight of the year and a particularly resource-intensive period. MAXX received its biggest call volumes of the year during this period, with 64,579 calls in September 2011 and 56,562 calls in October 2011.

Apart from the calls received from the MAXX call centre, Auckland Transport 12 months ended 30 June 2012). Auckland Council also take calls on behalf of Auckland Transport via the Auckland Transport number (09 355 3553).

2. puBlIC tranSportA public transport system that gets people where they need to go reliably and at a price they can afford gives Aucklanders realistic transport choices. Demand for public transport services in Auckland this year was the highest it has been for over half a century. The 8.5 per cent increase is in line with long-term projected growth and is a response to the significant investments made in the region’s infrastructure. The delivery of quality facilities and increasingly reliable services, rising petrol costs and the success of the rail, Northern Busway and b.line services are all continuing to push patronage growth to record levels.

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Total public transport patronage (annual boardings for bus, rail and ferry)

Public transport patronage (annual boardings) – Rapid transit – busway

Public transport patronage (annual boardings) – Rapid transit – rail

Public transport patronage (annual boardings) – ferries

Public transport subsidy per passenger/km

Percentage of public transport passengers satisfied with public transport services overall

Public transport patronage (annual boardings) – Quality transit and local connector buses (including contracted school buses)

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

71,087,755

66,725,000

65,763,655

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

2,279,860

2,160,000

2,056,890

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

10,904,160

10,090,000

9,864,604

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

5,447,335

4,775,000

4,735,717

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

$0.24

$0.24

$0.26

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

85%

85%

86%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

52,456,400

49,700,000

49,106,444

Delivering a step change improvement in public transport, and contracting for the delivery of bus, rail and ferry services

StorY: MaJor GaInS In puBlIC tranSport patronaGeAll modes of public transport in Auckland are experiencing major increases in patronage, resulting in total numbers exceeding 70 million passengers for the first time since the 1950s. Total Auckland public transport patronage was 71,087,755 passengers for the 12 months to 30 June 2012, an increase of 5,324,100 or +8.1 per cent compared with the 12 months to 30 June 2011. Broken down by mode, the figures came to: bus – 54,736,260 passengers (77.0 per cent); rail – 10,904,160 passengers (15.3 per cent); ferry – 5,447,335 passengers (7.7 per cent).

On the Northern Busway, which is New Zealand's first purpose-built road dedicated to buses (a physically separated busway that parallels SH1, and which has dedicated park and ride facilities), patronage totalled 2,279,860 passengers for the 12 months to 30 June 2012, an increase of 222,970 or +10.8 per cent compared with the previous year. The Northern Busway, along with the the rail network, forms the Rapid Transit Network (RTN). Rapid transit rail annual boardings totalled 10,904,160 passengers for the 12 months to 30 June 2012, an increase of 1,039,556 or +10.5 per cent compared with the previous year. The total was made up by:

• Western Line rail: 4,092,234 passengers, an increase of 578,743 or +16.5 per cent

• Southern and Eastern lines rail patronage totalled 6,811,926 passengers, an increase of 460,791 or +7.3 per cent.

Bus services other than the Northern Express form the majority of services on the Quality Transit Network and Local Connector Network, including dedicated school bus services. Patronage totalled 52,456,400 passengers for the 12 months to 30 June 2012, an increase of 3,349,956 or +6.8 per cent. Bus patronage (excluding Northern Express) by sector were:

• North Sector – 10,666,558 passengers, an increase of 309,637 or +3.0 per cent

• West Sector – 4,951,054 passengers, an increase of 93,995 or +1.9 per cent

• South Sector – 10,719,191 passengers, an increase of 347,086 or +3.3 per cent

• Isthmus Sector – 26,119,597 passengers, an increase of 2,599,238 or +11.1 per cent.

Patronage on Auckland’s ferries has also risen, with a total of 5,447,335 passengers being carried for the 12 months to 30 June 2012, an increase of 711,618 boardings or +15.0 per cent. The top three routes by patronage were:

• Waiheke commercial ferry – 2,153,305 passengers, an increase of 420,448 or +24.3 per cent

• Devonport commercial ferry – 1,824,143 passengers, an increase of 151,968 or +9.1 per cent

• Half Moon Bay contracted ferry – 334,107 passengers, an increase of 67,191 or +25.2 per cent.

An external party conducted an on-board survey with public transport passengers, using a self-completion methodology. The overall public transport experience was rated positively (good/very good/excellent) by 85 per cent of respondents. Overall satisfaction (good/very good/excellent) by transport mode.

• ferry – 92 per cent

• bus – 82 per cent

• train – 82 per cent.

Various public transport projects (e.g. real-time public information system, integrated fares and ticketing, electric trains, more bus and transit lanes) are continuing to progress well. These projects will help improve customer satisfaction with public transport services. Public support for the HOP smartcard for use on buses continued to grow throughout the year, with the number of active users exceeding 100,000.


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Total Auckland public transport patronage by mode for the 12 months to 30 June 2012:

77%bus

15.3%rail

7.7%Ferry

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Percentage of public transport passengers with access to real-time service information1

Traffic signal coordination on key arterial routes: proportion of arterial road network with signal optimisation in place

Percentage of arterial road network for which real-time congestion information is publicly available


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

89%

>73%

73%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

10%

10%

New measure

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

8%

8%

New measure

Providing information to support Aucklanders to make smarter transport choices

1 The 2011 actual result represents access to real-time service information via www.maxx.co.nz for bus passengers.

StorY: Better InForMatIon, eaSIer JourneYSAuckland Transport and the council are working to provide better information so that Aucklanders can make more informed choices, resulting in easier journeys.

There is a range of strategies designed to improve information for all transport users. For example, real-time public transport service information has been extended this year, including for rail services (excluding Mt Albert Station).

Another strategy has been to coordinate traffic signals so that vehicles can travel safely and efficiently with minimum delay. Signal coordination reduces the number of times that motorists need to make unnecessary stops because adjacent traffic signals bear no relationship to each other. When the signals are not co-ordinated this brings increased travel times, vehicle emissions and fuel consumption and also increases driver frustration which can result in accidents. Coordinating traffic signals enables them to communicate with each thereby enabling them to work cooperatively. Auckland Transport has initiated a route optimisation programme which identified a number of major arterial routes where traffic signal coordination and other traffic management initiatives can achieve improvements in travel time reliability, safety and reductions in emissions.

For the year ended 30 June 2012, route optimisation on 16 segments of arterial routes was implemented. The Dominion Road, Symonds Street and St Lukes routes have been completed and other routes in various stages of completion are Greenlane, Great South Road, Broadway and Khyber Pass.

Another project was initiated to enable a better understanding of road network performance and expected travel times at different times of the day. Data is gathered in real-time and used to predict travel times for the route. This information is then made available to the public. The city centre to airport route now has six electronic variable message signs that can display projected journey times. Preliminary results indicate that travel times have significantly improved along this route and are being maintained at an average of 40 minutes per trip during peak times. Congestion information is available on the NZTA website. This project is one of the first to apply the One System approach where the journey includes both arterial routes and segments of the motorway.

3. parkInG

4. traVel BeHaVIour CHanGe


Percentage of drivers complying with parking restrictions

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

84%

82%

84%

Providing parking services to ensure there is reasonable access to and turnover of affordable and safe parking

Results from surveys of on-street parking in August 2011, November 2011, February 2012 and May 2012 indicated a relatively high level of driver compliance with parking restrictions. The survey showed an average compliance level of 84 per cent.

Note: The 2011 result is the average of February 2011 and May 2011 compliance surveys of four centres.


Morning peak (7-9am) car trips avoided through TravelWise initiatives

Walking trips into the CBD (inbound pedestrian counts) in morning peak (7-9am)

Cycle trips into the CBD (inbound cycle counts) in morning peak

Cyclist movements in the Regional Cycle Count

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

12,271

>8,417

8,417

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

5,222

>5,297

5,297

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

1,058

> 853

853

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

12,215

12,625

12,970

Aiming to reduce car use and improve community health by encouraging walking, cycling and ride-sharing, and investing in local improvements


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Over 330,000 students and employees are participating in the TravelWise travel plan programme, resulting in 12,271 car trips being avoided through travel planning initiatives during the morning peak (7-9am). Participants are switching to a wide range of travel modes, particularly the active modes of walking and cycling, and public transport.

The slight decrease in walking trips into the CDB may in part be attributable to roadworks in the area which were being undertaken at the time of the survey.

The number of cycle trips into the CBD recorded during the annual manual count represents a 24 per cent increase on last year, consistent with the increase of 26 per cent shown by new automatic counts installed during the year.

The manual count of region-wide cyclist movements undertaken in March (the Regional Cycle Count) showed a 6 per cent decrease. The weather leading up to the monitoring week was very wet with a 'weather bomb' forecast to hit the region over the weekend of the count. This type of prolonged and adverse weather discourages people from cycling. The automatic counters showed higher counts at most sites in the week before and after the monitoring week. The manual counting methodology is currently being reviewed to enable it to be combined with the more accurate automatic counts installed on key routes.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Auckland Transport’s largest construction project,

Auckland Manukau Eastern Transport Initiative (AMETI), which will also unlock the economic potential of the eastern suburbs, got underway in February 2012. A series of projects in phase 1 prepares for a new busway that will significantly speed up travel times. Phase 1 also creates a significant transport interchange at Panmure.

• The first new rail line in Auckland for 82 years, at Manukau, began service on 15 April 2012. Around 600,000 passengers a year are expected to use the new station, which has been developed to meet expected capacity to 2040 and which was constructed using innovative technologies that give the main structure an expected 100-year lifespan, reducing its environmental footprint. Meantime, construction continued above ground on a $95 million integrated transport hub and tertiary campus.

• Preparatory work for a new Parnell rail station was completed with masterplan design, community consultation and engineering commencing in time for the start of station construction, due next year.

• In August 2011 a redesign of the Central Isthmus bus services was implemented, simplifying and increasing service frequencies. This included the new City, Inner and Outer LINK bus services in distinctive red, green and orange liveries.

• In October 2011, a contract was signed with Spanish manufacturer Construcciones y Auxiliar de Ferrocarriles to supply and maintain 57 three-car electric trains. They will replace most of the ageing diesel units and locomotives, and will incorporate the latest safety and accessibility technology, including features such as WiFi networks.

• In May 2012, construction began on the new depot for the electric trains, at the old Winstones Quarry at Wiri. Tenders were evaluated for plant equipment and the maintenance and stabling facility.

• Following the review of the business case for the City Rail Link (CRL– the proposed new 3.5km double track underground electrified rail line connecting Britomart to the Western Line near Mt Eden Station), Auckland Transport), completed in May 2011, Auckland Transport has been talking to landowners directly affected by the CRL’s land footprint, advising them about the project.

• In March 2012, assessment and identification commenced on identifying final rail alignments and station locations which will be integrated with other transport mode improvements for the South-Western Multi Modal Airport Rapid Transit (SMART) in which Auckland Transport and the council are partners with NZTA, KiwiRail and Auckland Airport.

• The introduction of a single integrated ticket system for use on all Auckland’s public transport services progressed during the year with a trial successfully undertaken during the Rugby World Cup and equipment including electronic gates and card vending devices arriving in Auckland from the French manufacturer ready for testing locally from June 2012.

• A four-year programme to optimise the arterial road network started. Three routes have been completed to date (St Lukes, Symonds Street and Dominion Road), while work is underway on a further five routes (Greenlane East, Greenlane West, a large portion of Great South Road, Broadway and Khyber Pass Road).

• Planning for the upgrade of a 4km stretch of Albany Highway between the Upper Harbour Motorway (SH18) and Dairy Flat Highway (SH17) was progressed.

• The 300-metre dual carriageway bypass extending Clark Street in New Lynn to the west was completed in September 2011, along with the new Totara Avenue shared space. This development creates a more pedestrian-friendly retail area and focal point for New Lynn’s town centre.

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$000


2012


2012

Actual 8 months

to 30 June 2011


variance


Transport Management 337,365 318,276 203,527 1



Activity user charges and fees 7,421 93 3,009 2

Operating grants and subsidies 77,558 34,324 23,130 3


Rates 308,707 311,613 164,257

Other revenue 1,183 190 120

Total 420,061 385,107 198,553

Operating funding surplus/(deficit) 82,696 66,831 (4,974)

Capital expenditure

Transport Management 306,168 335,563 219,306 5


Funded by

Depreciation and operating funding surplus 10 6,309 10,669

Asset sales 0 48,884 0

New borrowing to fund council's capex 0 0 160

New borrowing to fund CCOs’ capex 306,158 280,370 208,477


FInanCIal InForMatIonThis activity is largely undertaken by Auckland Transport. As Auckland Transport funds its activities directly by charging users, most of its operating expenditure is not included in the table below since the numbers here are the council parent financial information.

eXpenDIture anD reVenue VarIanCeS to BuDGet Operating expenditure and revenueNote 1An unbudgeted $46 million grant payable to Auckland Transport for Electric Multiple Units (EMU) is incorporated in the actual operating expenditure. During the year, costs which were unsettled from the last financial year were recognised by the council. This was offset by a reduction of $36 million in operational funding provided to Auckland Transport, as the budget assumed revenue for parking would be received by the council and passed to Auckland Transport. Instead, this revenue was received directly by Auckland Transport.

Note 2Activity user charges and fees were above the budget forecast by $7.3 million. This revenue is associated with street cleaning, which is recognised as part of the Transport activity instead of as part of the Street Environment and Town Centre activity where the budget is held.

Note 3Ministry of Transport grants were higher than budgeted due to a grant from the Crown of $46 million as part of the EMU purchase arrangements.

Note 4Development and financial contributions continued to be lower than budgeted as applications for consents remained low and activity in the building industry continued to be slow.

Capital expenditureNote 5The Annual Plan included $546 million of transport projects, of which the council budgeted to fund $395 million with the remainder being budgeted to be received by NZTA and other third parties. Auckland Transport incurred $568 million of costs including unbudgeted costs of $95 million for the EMUs, and received $77 million of third party revenue. During the year the Transport programme was reviewed and a variety of projects were repriotised. Specific details are available in Auckland Transport’s annual report 2011/2012.

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coMMeRcIAL AnD InVestMentoverv i ew 2 8 5

Activities 2 8 5




Commercial 2 8 6

Investment 2 9 0


aCtIVItIeS

Under the Commercial and Investment group of activities, the council carries out the following activities:

• Commercial

• Investment.

The activities are grouped under Commercial and Investment as they are generally operated on a commercial basis and aim to ensure an appropriate financial return – commensurate with public good objectives.

oVerVIeWThrough its Commercial and Investment activities the council ensures that these activities are managed in a way that optimises financial returns while supporting the achievement of the council’s broader strategies.

The council uses three CCOs: Auckland Council Property Limited, Auckland Waterfront Development Agency Limited and Auckland Council Investments Limited, to assist in carrying out these activities.

StrateGIC alIGnMentThese activities are primarily aligned to Auckland Council’s Strong Governance strategy. They also indirectly contribute to all strategic priorities by generating non-rates income to support other council activities.


Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Commercial

Investment


No result

Commercial 3 - - 1 -

Investment 1 1 - - -




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oVerVIeWAuckland Council carries out the Commercial activity to optimise financial returns from its commercially focused initiatives while supporting other council strategies.

The council is involved in commercial property activities, as well as a range of other commercial activities including farming, forestry holdings and management of quarries, a vehicle testing station, holiday parks and camping grounds.

The council’s commercial property activities and a number of its other commercial interests are managed by the CCO Auckland Council Property Limited (ACPL). Auckland Waterfront Development Agency Limited, also a CCO, is involved in commercial property and marina activities around Auckland’s waterfront.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYCommercial property and other commercial activities are the regional sub-activities. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Revenue for the council that can be used to reduce

rates or fund increased service levels.

• The council’s commercial activities contribute to wider economic, social, environmental and cultural well-being.

coMMeRcIAL


Return on investment (ROI) on commercial properties

Return on investment (ROI) on commercial activities

20 1 2 ta r G et

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100%

100% of commercial properties will provide a market return on our investment

100%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

100%

100% of projects achieve the financial outcomes agreed in relevant business case or feasibility studies

100%

MeaSurInG perForManCeManaging commercial property and other commercial activities in a way that optimises financial returns

Baseline still being established, as updated valuation being completed. As an interim measure, ACPL used approved budgets as its baseline measure. All of these have been achieved.

All commercial activity projects are at a very early stage of development. From the work completed to date, financial outcomes have been acheived. Changes have been made to the timing of some projects (see achievements comments, on next page) due to external market factors.

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Percentage of customers satisfied with commercial activities service delivery overall


Percentage of marina berth owners satisfied with the overall service provided

20 1 2 ta r G et

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100%

>85%

Not measured

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67%

80%

69%

Providing high-quality customer service in relation to other commercial activities

Auckland Council Property Ltd (ACPL) receives regular feedback from its principal customers, Auckland Council and Auckland Transport, which indicates a high level of satisfaction with service delivery.

The following results were recorded in the 2012 Westhaven Marina Berth Holders Survey:1. 67 per cent of berth owners were satisfied/very satisfied compared with 69 per cent

last year.

2. 2 per cent of berth owners were dissatisfied/very dissatisfied compared with 1 per cent last year.

3. 31 per cent of berth owners were neutral compared with 30 per cent last year.


Overall, the results for satisfaction in 2011/2012 are similar to those for last year.

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Improved 'like for like' returns on property portfolio.

• Ormiston Town Centre Development Masterplan was signed off.

• New Lynn Town Centre construction is progressing ahead of schedule.

• Positive feedback received from Auckland Council regarding ACPL commercial input into both the Auckland Plan and Unitary Plan.

• Hobsonville Marine Precinct (Yard 37) rephased with ACPL Board approval to ensure minimum site sales targets achieved before significant construction commences.

• Papatoetoe Town Centre Redevelopment delayed due to on-going negotiations with Foodstuffs over a supermarket site.

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oVerVIeWAuckland Council carries out the Investment activity to optimise returns from its equity and financial investments, and to bring a strong commercial focus to the ownership and governance of its major investment assets, while recognising and making significant contributions to the council’s public good objectives.

InVestMent

The council is involved in a number of investment activities, either directly or indirectly through its CCO subsidiary, Auckland Council Investments Limited (ACIL). The council has equity and financial investments of approximately $1.3 billion managed by ACIL. This includes equity holdings in important regional infrastructure such as Ports of Auckland Limited (PoAL – 100 per cent owned), Auckland International Airport Limited (22.45 per cent owned), and Auckland Film Studios Limited (100 per cent owned). ACIL manages a diversified financial assets portfolio of approximately $260 million, comprising fixed income and equity investments.

The council also has a range of funds held in trust and at any given time may have funds surplus to its immediate requirements. As part of its investment activities, the council seeks to generate value from these trusts and reserves within the guidelines contained in its treasury policy.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYInvestment activities is the regional sub-activity. There are no local board sub-activities provided under this activity. However, local views are sought during strategy and planning development.

BeneFItS• Revenue for the council to pursue social and cultural

development of the region.

• The council’s major investment assets are operated with a strong commercial focus.


Return from equity and financial investments

Return from trusts and reserves

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

15.5%

≥9.7%

6.3%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

6.19%

7.03%*

6.9%

Managing council investments in a way that optimises returns

*Investment returns to exceed benchmark (7.03%) which is a 20% weighting of NZX 90 day bank bill index and 80% weighting to NZX ‘A’ grade approved bonds.

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Return from equity and financial investments ACIL met the target to exceed last year’s annualised Return on Equity (ROE). Total return on ACIL’s equity for the year to 30 June 2012 was 15.0 per cent, which was 5.3 per cent above last year’s annualised ROE (9.7 per cent). The main contributors to the positive result were:

• dividends from investments exceeded the budget

• Interest expense was lower than budgeted

• the value of AIAL shares increased significantly (from $2.225 per share to $2.44 per share)

• significant net increase in the value of PoAL’s assets due to a revaluation of the company’s assets

• ACIL realised a gain on purchase of the shares in Auckland Film Studios Limited.

Return from trusts and reserves: investment performance was 0.84 per cent below benchmark despite the high absolute return of 6.19 per cent. Underperformance due to larger investment weighting in the portfolio to Bank debt that underperformed the benchmark. We continue to hold the bank debt and expect the underperformance to reverse over the coming year.


• PoAL’s strategy was developed and presented to the Council in September 2011.

• ACIL acquired the remaining 55.6 per cent of shares in Auckland Film Studios Limited for $1.5 million, a significant discount in relation to the market value of the underlying assets.

• ACIL transitioned the Diversified Financial Assets Portfolio (DFAP) to its new strategic assets allocation as specified in the Statement of Investment Policy and Objectives approved by the Council in October 2011.

• The DFAP returned 3.99 per cent which was above the benchmark of 3.46 per cent. In FY12 the portfolio also met its long-term target for returns to exceed the Official Cash Rate plus Inflation.

$30mACIL distributed a dividend of $30 million to the Council which was $3.2 million higher than the budget.


$000


2012


2012

Actual 8 months

to 30 June 2011


variance


Commercial 41,005 41,978 12,148

Investment 8,918 (268) 1,260 1




Operating grants and subsidies 4,185 4,185 0

Capital subsidies 0 (150) 0


Rates 0 0 33

Other revenue 16,718 41,823 20,497 3

Total 61,710 115,378 39,724

Operating funding surplus/(deficit) 11,787 73,668 26,316

Capital expenditure

Commercial 37,861 18,273 31,934 4


Funded by


New borrowing to fund council’s capex 55,092 543 12,927

New borrowing to fund CCOs’ capex 220 8,483 8,670


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Note 1There was an overall overspend of $9 million with a negative budget. The negative interest budget basically represents interest earned on reserves, and for the purposes of the statements, the reserves are shown as negative borrowings – the negative borrowings in the plan were primarily driven by planned ACIL inter-entity loan repayments of $158 million to the parent, plus any extra cash surpluses.

When compared to actuals, the inter-entity loan from ACIL did not eventuate as planned, and their revenue was also below forecast. This directly or indirectly contributed to the activity still showing borrowings and therefore higher interest costs.

Note 2Diversified Financial Assets portfolio totalling $30.7 million has been recorded to Corporate Finance. This is offset by unfavourable commercial portfolio unfavourable variance of $2 million, giving an overall under budget of $28.7 million.

Note 3Dividend income of $25 million has also been recorded to Corporate Finance.

Note 4Costs exceeded budget by $35 million due to the settlement of land acquistions which were not budgeted for. These costs included the acquisition of land, including at the Marine Industrial Precinct at Hobsonville. This development is significant and the council has budgeted an expenditure of $45 million for this project over the 10 years of the LTP budget.

The $4.2 million Ormiston Town Centre Development did not proceed, and the budgets for this project have been included in the LTP commencing in the 2012/2013 financial year.


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overv i ew 2 9 7

Activities 2 9 7




Governance and Democracy Services 2 9 8


oVerVIeWThrough its governance activities, the council enables local decision-making and action by, and on behalf of, communities to promote the well-being of the Auckland region now and for the future. As part of this, the council ensures a clear vision and direction for the region, effective representation of local communities, and that the council and its CCOs remain responsive and accountable to the public.

Auckland Council is governed by two complementary and non-hierarchical decision-making parts. The mayor and councillors elected from across the region (known as the governing body) focus on the big picture and region-wide strategic decisions and issues. Auckland Council also has 21 local boards that each represent their local communities and make decisions on local issues, activities and facilities.

In undertaking its governance role, Auckland Council works with and draws on advice from a range of advisory panels and the Independent Māori Statutory Board.

aCtIVItIeS

Under the Governance group of activities, the council carries out the following activity:

• Governance and Democracy Services.

Governance has several sub-activities: Regional governance, local governance and advocacy, elections, Māori relations, mayoral office, and monitoring of CCOs.



Transport Choices

Thriving Economy

Outstanding Natural

Environment

Quality Built

EnvironmentStrong


Strong Governance

Governance and

Democracy Services


No result

Governance and

Democracy Services

3 1 4 1 -




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oVerVIeWAuckland Council’s governance structure ensures robust and transparent decision-making that reflects the aspirations of different communities across the region.

goVeRnAnce AnD DeMocRAcY seRVIces

The mayor is responsible for providing a clear vision and direction for Auckland, leading the development of plans, policies and budgets, and ensuring effective engagement with the people of Auckland.

The mayor and councillors comprise the governing body of Auckland Council, which makes decisions on regional strategies, policies, plans and bylaws and carries out regional civic duties. Auckland Council has 21 local boards that promote the well-being of their local communities, make decisions on local matters and carry out local civic duties.

Within its governance role, Auckland Council seeks advice from Ethnic and Pacific people’s advisory panels. The Independent Māori Statutory Board promotes issues of significance to mana whenua and provides relevant

input into the council’s decision-making processes. Auckland Council also engages with communities, public interest groups and key stakeholders to identify their priorities and preferences. This helps to ensure that the decisions made take into consideration the preferences of a wide range of communities across the region.

The governing body is responsible for governing CCOs and ensuring that they follow the strategic direction of the council. This includes appointing directors, ensuring that the appropriate accountabilities and controls are in place and that the CCOs meet the required performance standards and outcomes set for them by the governing body in their statements of intent.

tHe SuB-aCtIVItIeS proVIDeD unDer tHIS aCtIVItYGovernance and Democracy Services provides the following regional and local board sub-activities.


Elections Coordinating and managing local government elections and by-elections

Local governance and advocacy

21 local boards provide local leadership, make decisions on local activities and undertake local civic duties

Māori relations Developing and managing effective relationships with Māori

Mayoral office Ensuring that the mayor’s office is staffed appropriately to enable the mayor to carry out his or her duties

Monitoring of CCOs Monitoring CCOs against their statements of intent, to ensure they are meeting required performance standards and outcomes

Regional governance The governing body will provide regional leadership, set a vision and direction for Auckland and make decisions on regional strategies, policies and plans

BeneFItS• Elected representatives have the information they

need to make effective decisions and are supported in their role.

• Auckland Council has plans that clearly identify how regional and local activities will be delivered and funded, and reflect the priorities and preferences of communities to contribute to the vision for the region.

• The community effectively participates in forums that contribute to council decision-making, and have appropriate representation at a local and regional level.

• Auckland Council meets legislative requirements on decision-making, access to information, community engagement and elections.

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Percentage of elected representatives satisfied with advice and support provided by council officers

Percentage compliance with statutory requirements for the publication of agendas and minutes of council meetings and public notices

Percentage of stakeholders satisfied with the effectiveness of the overall decision-making by the Auckland Council


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

55%

70%

49%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

99%

100%

98%

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

27%

50%

22%

MeaSurInG perForManCeSupporting elected representatives to make effective decisions and to meet legislative requirements

Elected members’ satisfactionThe elected members’ needs have been better identified with a number of solutions underway to improve performance in this area.

The following results were recorded in the 2012 Elected Representatives Survey:1. 55 per cent of elected members were satisfied/very

satisfied compared with 49 per cent last year.

2. 12 per cent of elected members were dissatisfied/very dissatisfied compared with 15 per cent last year.

3. 30 per cent of elected members were neutral compared to 36 per cent last year.

The mean score was 3.5 out of 5. This is the same as last year.

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

Percentage complianceThere was a very small number of agendas that were unable to be met in the statutory timeframes.

Stakeholders’ satisfactionPlans are in place to improve the communication of the decision-making process to a wider audience using methods such as webcasting and social media.

The following results were recorded in the 2012 Auckland Residents’ Survey:1. 27 per cent of residents were satisfied/very satisfied,


2. 22 per cent of residents were dissatisfied/very dissatisfied an increase from 19 per cent last year.

3. 36 per cent of residents were neutral, a significant increase from 31 per cent last year.

4. 15 per cent of residents said ‘don’t know’, a significant decrease from 28 per cent last year.

The mean score was 3.0 out of 5. This is the same as last year.

More residents are likely to have an opinion than last year. Overall, satisfaction increased. However, the proportions of residents who are dissatisfied or neutral increased in 2011/2012.


Ensuring the community can appropriately participate in forums that contribute to council decision-making

Percentage of residents who believe they have appropriate opportunities to participate in the council’s decision-making process

Number of complaints regarding council democratic processes upheld by either the Auditor General or the Ombudsman

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

24%

50%

23%

20 1 2 ta r G et No complaints upheld

20 1 2 a ct ua l No complaints upheld

20 1 1 No complaints upheld

Residents believe that they have appropriate opportunities to participate in the council’s decision-making process we have continued seeking innovative methods to interact with the community. An example of this is the new method for hearing verbal submissions, called hearings forums. We have also better resourced the council's Local Board Services division to improve delivery of this objective in the future.

The following results were recorded in the 2012 Auckland Residents’ Survey: 1. 24 per cent of residents were satisfied/very satisfied

compared to 23 per cent last year.


3. 39 per cent of residents were neutral, a significant increase from 31 per cent last year.

4. 13 per cent of residents said ‘don’t know’. This is a significant decrease from 24 per cent last year.

The mean score is 3.0 out of 5. This is the same as last year.

More residents are likely to have an opinion than last year. Overall, satisfaction is similar to last year. However, the proportions of residents who are dissatisfied or neutral increased in 2011/2012.

Percentage of eligible residents who voted in the local government elections and by-elections


Number of complaints received regarding electoral processes

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

44.6%N/A

Not measured

Managing effectively council elections and by-elections through fair and transparent processes

20 1 2 ta r G et No complaints upheld

20 1 2 a ct ua l No complaints upheld

20 1 1 Not measured

The percentage of eligible voters who voted in the Waiheke by-election was 44.6%.

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Percentage of iwi groups that consider they have an appropriate relationship with the council


20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1

75%

Not measured/qualitative exploration conducted

Maintaining effective relationships with Māori and seeking to develop their capacity to contribute to the decision-making processes of the council

Given the broad scope of this metric, extensive qualitative research was conducted this year to define what appropriate relationship with the council means from the perspective of iwi. This would establish parameters around how this metric should be interpreted and enable more focussed action planning. Several common themes were identified through the research conducted with iwi and are listed below.

1. The council understands the aims and aspirations of our iwi organisation and membership.

2. The council values our input into their work and services.

3. The council has an appropriate formal relationship in place which outlines what our respective interests are and how we will work together.

4. The council consults with us regularly and appropriately.

5. The council takes on board our concerns and does something about them.

6. The council’s priorities reflect our priorities and areas of concern.

CCOs have performed well in their first full year of operation, reporting against performance targets with a range of quality baseline data and data collection methodologies. In cases where performance targets have not been met, delivery was sometimes within 2 to 5 per cent of targets. In other cases it was noted that targets were particularly ambitious (and over some of these CCOs had variable degrees of direct control) or that they were difficult to monitor accurately. It is also noted that a small number of performance measures included within the final SOI targets for 2011/2012

were identified as being not applicable for final reporting purposes – this was because reporting relied on data collected by independent agencies which wasn’t yet available, or because there were operational constraints and/or costs associated with collecting data that were identified as being cost-prohibitive for the potential value-add. The performance monitoring frameworks for CCOs are undergoing review and continuous improvement to ensure meaningful reporting on priority areas of service delivery.


Percentage of Statement of Intent (SOI) objectives which are met

20 1 2 ta r G et

20 1 2 a ct ua l

20 1 1–

95%

89%

Ensuring the effective governance and monitoring of CCOs

86%

aCHIeVeMentS anD proJeCtS 1 JulY 2011 to 30 June 2012• Successful completion of Local Board Plans setting

direction on behalf of their communities.

• Implementing innovative hearings processes managing 40,000 submissions this calendar year.

• Responding to the Independent Māori Statutory Board Audit and ensuring that the council has a clear programme of work to integrate improvements with our Māori community.

• Expenditure of $3.7 million on many small local improvement projects and from the Local Board Discretionary Fund. Many small projects undertaken such as work at the Dunkirk Reserve in Mt Wellington, Glendhu Road Glenfield footbridge, at the Hooten reserve in Albany and at Waikaraka Park in Onehunga.

$000


2012


2012

Actual 8 months

to 30 June 2011


variance


Governance and Democracy Services 54,092 52,101 35,073 1



Activity user charges and fees 1,076 1,749 1,971


Rates 50,302 50,302 30,681

Total 51,461 52,101 32,652

Operating funding surplus/(deficit) 2,631 0 (2,421)

Capital expenditure

Governance and Democracy Services 3,774 11,082 2 2

Total capital expenditure 3,774 11,082 2

Funded by

Depreciation and operating funding surplus (15,940) 668 2

Asset sales 0 5,477 0

New borrowing to fund council’s capex 19,714 4,937 0

Total capital expenditure funding 3,774 11,082 2

Note 1Governance has an overall overspend of $2 million, of which $1.3 million is a result of an overspend in corporate overheads. The remaining $0.7 million was due to the use of temporary staff who were required for handling the volume of submissions received from the public concerning the draft LTP and the draft Auckland Plan.

Note 2The local and discretionary funds which are available for minor capital works in local board areas was underspent as there were delays confirming how the funds would be allocated. The unspent funds will be carried forward to the 2012/2013 financial year.



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ISSN 2253-1335 (Print)ISSN 2253-1343 (Online, PDF)

Documents

Annual Report 2011/2012 Volume 1 - Auckland Council · This annual report covers Auckland Council’s performance against the forecasts presented in the Annual Plan 2011/2012. Unlike