Your Councillors. Taupo-Kaingaroa Ward Councillor Bernhard Chrustowski. Ph:

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1 Your Councillors His Worship the Mayor Rick Cooper, JP Ph: Bus Ph: Mob Ph: Taupo-Kaingaroa Ward Deputy Mayor Councillor Christine McElwee, BA. Dip. Tchg Ph: Mob Ph: Fax: Turangi-Tongariro Ward Chair of Regulatory and Hearings Committee Chair of Turangi Tongariro Community Board Councillor Don Ormsby, JP QSM Ph: Mob Ph: Taupo-Kaingaroa Ward Councillor Doreen Blyth, JP Ph: Mob Ph: Taupo-Kaingaroa Ward Chair of Taupo-Kaingaroa Mangakino-Pouakani Committee Councillor Kathryn Uvhagen, BSoc Sci Ph: Mob Ph: Fax: Taupo-Kaingaroa Ward Councillor Bernhard Chrustowski Ph: Taupo-Kaingaroa Ward Councillor Mich ael Downard Ph: Bus Ph: Mob Ph: Mangakino-Pouakani Ward Councillor Ailsa Gathergood, JP, BA, RGON Cert. Adult Tchg Ph: Mob Ph: Fax: Taupo-Kaingaroa Ward Councillor Barry Hickling Ph: Turangi-Tongariro Ward Councillor Gary Keepa Ph: Mob Ph: Fax: Taupo-Kaingaroa Ward Councillor Andrew Welch, JP, Dip Agric., Dip. VFM, M.N.Z.I.A.S., A.N.Z.I.V. Regd. Valuer Ph: Mob Ph: Fax: T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E

2 Turangi-Tongariro Community Board Members Don Campbell Ph/Fax: Mob Ph: Mary Smallman Ph: Jan Lockyer Ph/Fax: Sue McCarthy Ph: Maggie Stewart Ph: Terry O Brien Ph: Mob Ph: joandepetra@xtra.co.nz 4

3 Taupo District Council Governance Structure Taupo District Council Standing Committees Special Committees Joint Committees Turangi / Tongariro Community Board District Regulatory & Hearing Committee Taupo Airport Authority Committee Lake Taupo Protection Trust Joint Committee Taupo / Kaingaroa Mangakino / Pouakani Committee Emergency Management Committee Waikato Civil Defence Emergency Management Group Sub Committees Code of Conduct Committee Sub Committees Mangakino/Pouakani Sub Committee Kirsty Trueman Whitu Karauna Peter Kidd Owen Delany Park Sub Committee Victoria Development Sub Committee Waikato Civil Defence Emergency Management Sub Committee T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 5

4 Taupo District The current Taupo District Council area was established on 1 December Located in the Central North Island of New Zealand, the district includes the large catchment area of Lake Taupo, the hydroelectric dams on the Tongariro and the upper Waikato rivers and substantial geothermal resources. The district contains expansive areas of exotic pine forests and farmlands - the predominant land uses - and includes native forests and parts of the Tongariro National Park, the Kaimanawa Range, the Pureora Forest Park and the Central Plateau mountains. Taupo, Turangi and Mangakino are the three main urban areas in the district. There are many lakeside settlements around the shores of Lake Taupo and the Waikato River. Did you know that Taupo District s resident population is 33,500 and that at June 2008 there were 21,630 rateable properties? that Taupo District s total land area is 6,354km 2 of which about 1,720ha is residential, 187,861ha is farming and 189,000ha is planted forests? that Lake Taupo has an area of 60,000ha or 600km 2? that we have an average of 116 wet days, 1,965 sunshine hours and 69 days with ground frost in a year? 6

5 Contents Page Volume 1 Mayor s message 1 Taupo District 6 Contents 7-8 Expo artwork 9 What is the ten year plan? 10 Ten year plan A Z 11 Reader s guide Statement of compliance 16 Report from Council s auditor 17 CEO s message 21 What s happening at your place? Financial summary Community Outcomes and monitoring 47 Strategic Directions responding to the Community Outcomes 59 Groups of Activities Working Together - Leadership, Governance and Advocacy - Community Engagement - Planning for the Future Growth and Economic Development - Economic Development - Liveable Places - Taupo District Investments - Destination Marketing and Management - Events Strong, Safe and Healthy Communities - Community Facilities - Venues - Heritage, Culture and Public Art - Parks and Reserves - Emergency Management - Regulatory Services - Transportation - Water Supply Sustainable Environment - Lakes and Rivers - Solid Waste - Stormwater - Wastewater T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 7

6 Contents Page Volume 1 Finances - Prospective Schedule of Rates Prospective Statement of Comprehensive Income Prospective Statement of Changes in Equity Prospective Statement of Financial Position Prospective Statement of Cashflows Prospective Schedule of Borrowings Prospective Schedule of Capital Expenditure Accounting Policies 219 Fees and Charges 231 Appendices - Forecasting Assumptions - District Statistical Information - State of the District Indicators Volume 2 Volume 2 Readers guide 2 Treasury Management Policy 3 Revenue and Finance Policy 33 Funding Impact Statement 89 Rates Remission and Postponement Policies 107 Policy to Determine Significance 115 Policy on Partnerships with the Private Sector 123 Council Controlled Organisations 129 Development Contributions Policy 143 8

7 Winning Artwork from Our Neighbourhood, Our Future Expo Local artist, Fay Vaughan, created an original and contemporary silk-screen artwork to win the art competition at the Council and Community Expo in August. The theme for the Expo was Our neighbourhood, our future. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 9

8 What is the ten year plan? The ten year plan is prepared every three years, looking ahead ten years. The ten year plan is our main planning document that establishes what will be done, how much it will cost and then identifies how we will pay for everything. It is also the Annual Plan for the 2009/10 financial year. All local authorities are required by the Local Government Act 2002 (LGA) to produce a ten year plan (a Long Term Council Community Plan). This plan replaces the Long Term Council Community Plan. The ten year plan also illustrates the different roles we play in the promoting social, economic, environmental and cultural well-being of our communities, and how we are responding to the outcomes identified by the community. Taking a sustainable development approach means that we take a long term view of our activities and their impact on the district and on present and future communities. How do the Community Outcomes relate to what we do? Taupo District Council s Strategy, Planning and Policy Framework The Ten Year Plan Mandate Vision What we want to happen How it is done What we do Community Outcomes Strategic Directions (see page 59) Strategies Regulatory and Management Policies Infrastructural Planning How we pay for it Costs Funding Policies Operational Plans and Policies 10

9 Ten year plan A Z Looking for Page Looking for Page AC Baths 125 Landfill 182 Affordable housing 89 Libraries 117 Air quality 78 Liquor licensing 149 Airport Vol 2 Mangakino 30 Animal Control 149 Museum 131 Annual Plans 82 Noise control 149 Arts and culture 93, 131 Outdoor recreation facilities 125, 136 Building consents 149 Owen Delany Park 126 CBD development 93, 131, 158 Parks and Reserves 136 Cemeteries 119 Parking 149 Civic Centre 93 Policy development 82 Civil Defence (Emergency Management) 143 Public Art 131 Climate change 99, 183 Public toilets 119 Community development 77 Public transport 156 Community halls 118 Rates 38, 205 Destination Lake Taupo 103 Refuse and recycling 182 Development Contributions Vol 2 Resource Consents 149 District Plan 92 Riverside Park 110, 136 Dog control 149 Roading 156 East Taupo Arterial 159 Rural fire 143 Economic development 87 Safer communities 78 Elections 71 Sports grounds 125 Erosion control 177 Stormwater 189 Environmental health 149 Strategic planning 82 Environmental planning 92 Structure plans 92 Environmental policy 92 Swimming pools 125 Events Centre 125 Taupo 27 Fees and charges 231 Transfer stations 182 Footpaths 156 Turangi 29 Gardens 136 Urban design 92 Grants 77 Urban Land Development 98 Great Lake Centre 125 Venues 125 Health licensing 149 Visitor centres 103 Housing for the elderly 118 Wastewater 195 Investments 98 Water conservation 165 Land information memorandum (LIM) 149 Water quality 165, 177 Lakeside villages 31 Water supply 165 Litter 182 Whakamaru 30 Visit or call for more information. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 11

10 Reader s guide The purpose of this guide is to provide an understanding of what is in the ten year plan and where to find it. The A Z on page 11 provides a quick reference to things you may be interested in. Check out What s happening at your place on page for - the key projects - a summary of what they cost and - the major issues over the next ten years. To find out what outcomes the community has said they want, go to page 47. You will also be able to see how we plan to monitor and report on progress toward these outcomes. To see what is used to help prepare the ten year plan, see the diagram on page 10. Our Strategic Directions on page 59 explain where we are going to focus our energy and what will guide our decisions. Within each Strategic Direction we have the groups of activities that provide the details of what we are planning. You can find this information from page 69 to 201. An overview of the information you will find in this section and what it all means is on the following page. To have a look at the full financials go to page 205. To view Council s fees and charges for 2009/10 go to page 231. In the Appendices, from page 267, you can find the assumptions we have made when preparing this plan, some interesting statistics about the District, and the indicators from the State of the District Report. In Volume 2 you can find all of our major policies and also information about our involvement with other organisations such as Council Controlled Organisations. The Treasury Management Policy sets out how Council manages its money, including its liabilities and investments. Our Revenue and Finance Policy establishes how Council finances its activities between general rates and other ways of raising funds. The Funding Impact Statement illustrates how Council proposes to set rates for 2009/10. The Development Contributions Policy sets out how Council will collect money from those people or organisations that undertake developments that increase the demand on Council infrastructure. Our Rates Remissions and Postponement Policies set out how to apply for rates remissions or postponement. The Policy to Determine Significance provides Council guidelines on making important decisions. The Policy on Partnerships with the Private Sector provides the framework for Council s business relationships with the private sector. 12

11 What does all the information mean for Council s Groups of Activities? Activity name Community Outcome icons These are the Community Outcomes that the activity is responding to. What we do and why This explains what Council does and why we do it, and any assets that we use. A section has been included for those activities which may have a significant negative impact on the social, economic, environmental or cultural well-being of the local community. We also outline any links to other Council strategies and the key organisations that we work with in respect of this activity. What do the boxes mean? The story boxes are used to draw your attention to - any changes in levels of service, or to highlight issues that we think you might be interested in - the activities that have a summary of the assessment of Water and Sanitary Services and Waste Management Plan - any changes from what we said in the ten year plan for the years T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 13

12 Key actions, projects and services This is where you can find out what key actions, projects and services we are planning over the next ten years. In most cases this is split into what we are planning for , and For more information you can check out the Schedule of Capital Expenditure on page 213. On pages you will find the assumptions we have made when developing the ten year plan. How we ll know we re on track We have in place an integrated monitoring and reporting framework. This framework ensures that we can make the best use of the information that we collect and helps us to develop plans for the future. Part of this framework is the information shown here (arrow to table). For each group of activities this table illustrates what we want to know, how we will measure it and the targets we have set. The column What we want to know describes the levels of service for the particular group of activities. The information we collect will let us know how we are going and if we did what we said we would. We will report on our progress against these measures and targets in the Annual Report. For some groups of activities we have made a distinction between short and long term targets. This is because we recognise that there are some targets that can not be met over one or two years. For example we know that we can not comply with the NZ drinking water standards in the short term because of the amount of change required and an assessment of how much change the community can afford. The short term targets are for the first three years of the plan. As part of the development of the ten year plan these targets will be reviewed using the information we have being collecting. Another distinction we have made is between community and customers. This is because in some cases we do not provide services for the whole community, for example wastewater reticulation. Some of the measures we are proposing are new. As a result the targets for these new measures have been determined using guidance and information from other sources. The information we collect from these new measures will be used to set targets in the next ten year plan. Where available baseline information has been provided. The targets for existing measures have been determined using the information previously collected. In most cases we have set the target slightly higher than what we have achieved in the past as a way of stretching ourselves to be the best we can. 14

13 We have also used the word Achieve as the target for a number of measures. This target has been used as it reflects the intention of what we said we would do. When we report on these measures we will use the following scale and definition of achievement which has been taken from our Annual Report: Achieved: All aspects of the performance target were achieved, including time, cost, quality, quantity and location, as relevant Substantially achieved: The activity identified in the performance target was carried out, but there were minor slippages in time and/or costs. These slippages were slightly higher than budgeted, but by no more than 5% Achieved in part: The planned activity was carried out, but the time components of the performance target were not met and/or expenditure was more than 5% over budget On track: The measure has a target set outside the reporting period, or covering multiple reporting periods. As a result, no conclusive assessment of actual achievement can be made, but the activity is tracking appropriately at present. Not achieved: The activity was not significantly progressed or the work undertaken did not meet the requirements of the target. Not formally measured: Performance could not be conclusively reported on (because for example the data collected was not statistically reliable). Not applicable: Due to events beyond Council s control, the activity was no longer relevant and the work was not carried out. Where a specific percentage target has been set, achievement requires performance either equal to, or in excess of, the percentage target. There is no substantial or partial achievement of these measures. Cost of Service Statement These statements tell you how much the operating and capital costs are for the activity. The statements include inflation and any dollar values appearing in the text refer to inflated dollars. The capital expenditure is required for renewals, growth, a change in the level of service provided by the asset or a combination of the three. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 15

14 Statement of Compliance The Council and management of Taupo District Council confirm that all the relevant statutory requirements of part 6 of the Local Government Act 2002 have been complied with. The Council and management of Taupo District Council accept responsibility for the preparation of the Long Term Council Community Plan and the prospective financial statements presented, including the assumptions underlying the prospective financial statements. In the opinion of the Council and management of Taupo District Council, the Long Term Council Community Plan for the ten years commencing 1 July 2009 provides a reasonable basis for long term integrated decision-making and for participation in decision making by the public and subsequent accountability to the community about the activities of Taupo District Council. R Cooper MAYOR 23 June 2009 R T Williams CHIEF EXECUTIVE OFFICER 23 June 2009 A M McLeod DEPUTY CHIEF EXECUTIVE 23 June 2009 A J Menhennet GROUP MANAGER - FINANCE AND CORPORATE SERVICES 23 June

15 Report from Council s Auditor Report to the readers of Taupo District Council Long-Term Council Community Plan for the ten years commencing 1 July 2009 The Auditor General is the auditor of Taupo District Council (the District Council). The Auditor General has appointed me, B H Halford, using the staff and resources of Audit New Zealand, to report on the Long-Term Council Community Plan (LTCCP), on his behalf. The Auditor-General is required by section 94(1) of the Local Government Act 2002 (the Act) to report on: the extent to which the LTCCP complies with the requirements of the Act; the quality of information and assumptions underlying the forecast information provided in the LTCCP; and the extent to which the forecast information and performance measures will provide an appropriate framework for the meaningful assessment of the actual levels of service provision. It is not our responsibility to express an opinion on the merits of any policy content within the LTCCP. Opinion Overall Opinion In our opinion the LTCCP of the District Council incorporating volumes one and two dated 23 June 2009 provides a reasonable basis for long-term integrated decision-making by the District Council and for participation in decision-making by the public and subsequent accountability to the community about the activities of the District Council. In forming our overall opinion, we considered the specific matters outlined in section 94(1) of the Act which we report on as follows. Opinion on Specific Matters Required by the Act In our view : the District Council has complied with the requirements of the Act in all material respects demonstrating good practice for a council of its size and scale within the context of its environment; the underlying information and assumptions used to prepare the LTCCP provide a reasonable and supportable basis for the preparation of the forecast information; and T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 17

16 the extent to which the forecast information and performance measures within the LTCCP provide an appropriate framework for the meaningful assessment of the actual levels of service provision, reflects good practice for a council of its size and scale within the context of its environment. Actual results are likely to be different from the forecast information since anticipated events frequently do not occur as expected and the variation may be material. Accordingly, we express no opinion as to whether the forecasts will be achieved. Our report was completed on 23 June 2009, and is the date at which our opinion is expressed. The basis of the opinion is explained below. In addition, we outline the responsibilities of the District Council and the Auditor, and explain our independence. Basis of Opinion We carried out the audit in accordance with the International Standard on Assurance Engagements 3000: Assurance Engagements Other Than Audits or Reviews of Historical Financial Information and the Auditor-General s Auditing Standards, which incorporate the New Zealand Auditing Standards. We have examined the forecast financial information in accordance with the International Standard on Assurance Engagements 3400: The Examination of Prospective Financial Information. We planned and performed our audit to obtain all the information and explanations we considered necessary to obtain reasonable assurance that the LTCCP does not contain material misstatements. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. Our audit procedures included assessing whether: the LTCCP provides the community with sufficient and balanced information about the strategic and other key issues, choices and implications it faces to provide an opportunity for participation by the public in decision-making processes; the District Council s financial strategy, supported by financial policies as included in the LTCCP is financially prudent, and has been clearly communicated to the community in the LTCCP; the presentation of the LTCCP complies with the legislative requirements of the Act; the decision-making and consultation processes underlying the development of the LTCCP are compliant with the decision-making and consultation requirements of the Act; the information in the LTCCP is based on materially complete and reliable asset or activity management information; the agreed levels of service are fairly reflected throughout the LTCCP; the key plans and policies adopted by the District Council have been consistently applied in the development of the forecast information; the assumptions set out within the LTCCP are based on best information currently available to the District Council and provide a reasonable and supportable basis for the preparation of the forecast information; the forecast information has been properly prepared on the basis of the underlying information and the assumptions adopted and the financial information complies with generally accepted accounting practice in New Zealand; 18

17 the rationale for the activities is clearly presented; the levels of service and performance measures are reasonable estimates and reflect the key aspects of the District Council s service delivery and performance; and the relationship of the levels of service, performance measures and forecast financial information has been adequately explained within the LTCCP. We do not guarantee complete accuracy of the information in the LTCCP. Our procedures included examining on a test basis, evidence supporting assumptions, amounts and other disclosures in the LTCCP and determining compliance with the requirements of the Act. We evaluated the overall adequacy of the presentation of information. We obtained all the information and explanations we required to support our opinion above. Responsibilities of the Council and the Auditor The District Council is responsible for preparing an LTCCP under the Act, by applying the District Council s assumptions and presenting the financial information in accordance with generally accepted accounting practice in New Zealand. The District Council s responsibilities arise from Section 93 of the Act. We are responsible for expressing an independent opinion on the LTCCP and reporting that opinion to you. This responsibility arises from section 15 of the Public Audit Act 2001 and section 94(1) of the Act. Independence When reporting on the LTCCP we followed the independence requirements of the Auditor General, which incorporate the independence requirements of the Institute of Chartered Accountants of New Zealand. Other than this report and in conducting the audit of the Statement of Proposal for adoption of the LTCCP and the annual audit, we have no relationship with or interests in the District Council. B H Halford Audit New Zealand On behalf of the Auditor-General Tauranga, New Zealand T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 19

18 Matters Relating to the Electronic Presentation of the Audited Long-term Council Community Plan This audit report relates to the Long Term Council Community Plan of Taupo District Council for the ten years commencing 1 July 2009 included on the District Council s website. Taupo District Council is responsible for the maintenance and integrity of the District Council s website. We have not been engaged to report on the integrity of Taupo District Council s website. We accept no responsibility for any changes that may have occurred to the Long Term Council Community Plan since they were initially presented on the website. The audit report refers only to the Long Term Council Community Plan named above. It does not provide an opinion on any other information which may have been hyperlinked to or from the Long Term Council Community Plan. If readers of this report are concerned with the inherent risks arising from electronic data communication they should refer to the published hard copy of the audited Long Term Council Community Plan as well as the related audit report dated 23 June 2009 to confirm the information included in the audited Long Term Council Community Plan presented on this website. Legislation in New Zealand governing the preparation and dissemination of financial information may differ from legislation in other jurisdictions. 20

19 What s happening at your place? Message from CEO Rob Williams Oh the times they are a changing. This is so true for Taupo at this very time, as the ETA changes the face of our town for ever. I believe that Taupo District Council is the first in New Zealand to adopt its ten year plan and this is due in part to the imperative from Council to get it right. Getting it right, for us, has meant involving the whole organisation in a process which has truly been focused on long term planning, as well as engaging the community in meaningful discussion over the last 18 months. What a great experience this has been. I personally had the opportunity to meet with many individuals and groups within our community - and our staff were out and about like never before to canvass the public for their ideas and opinions. Towards 2019, our ten year plan is a plan designed around people. It is focused upon communities and neighbourhoods and the way that we interact. As part of that desire to increase our community interaction we would like to create a more vibrant town centre for Taupo which draws people into the heart of the town. To do this we are taking a bold approach and will be using urban design principles to create interesting spaces in the CBD, establish a civic centre and enhance linkages to the river, lake and other public spaces. This will assist in ensuring we remain an exciting, desirable tourist destination which can successfully compete with other towns and cities to attract the attention of visitors and provide a memorable experience for them. We have some very exciting things included in the plan but we ve also tried to ensure there is some reality when it comes to being able to pay for them. We recognise that global economic conditions impact upon the local market and the current volatility of the markets could mean some negative results for a few years. We must acknowledge that Taupo is not doing too badly overall compared to many in this climate when we look at some of the economic measures, but we cannot afford to be complacent. Our Councillors are conscious of the need to be prudent with forward planning and have put a treasury program in place to meet the requirements of this ten year plan in a fiscally responsible manner. Notwithstanding the many challenges that we face, now and in the future, I believe this plan is exciting and visionary. It contains a number of fresh new ideas and ways of working that will hold our district in good stead over the coming decade. A decade which will be a turning point for Taupo District as it changes and grows and sets about protecting the things it values, our Lake, our lifestyle and our economic drivers including tourism, forestry, our energy resources and most of all our people the foundation of any community. Rob Williams CEO T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 21

20 We ve listened to you Over the past 18 months we have been talking to you about what it is that you want the Taupo District to be known for in This has included feedback from a number of community consultation exercises including the Challenges for the future, the Towards 2019 questionnaire, the Council and Community Expo, public forums on the Development Contributions Policy and the Water Supply strategy to name a few. Key issues in this ten year plan Over the last two ten year plans we have built a solid foundation for the District. The ETA is progressing, we are expanding our wastewater capacity, and we have a good understanding of the future of the District. This plan consolidates that work and we are now looking at strengthening our economic position and reinforcing the pride in the district. Taking advantage of opportunities to revitalise and grow our District The construction of the ETA presents some exciting possibilities including creating a heart in the town centre and better linkage to Lake Taupo and the Tongariro Domain. In conjunction with the Taupo Urban Area Industrial and Commercial Structure Plan we can revitalise the town centre and ensure we have the infrastructure in place to support growth. Council will be working with Enterprise Lake Taupo to support and encourage economic development. We will have an emphasis on infrastructure, investment in the district and working with others to make things happen. Creating a civic heart for the Taupo town centre - page 93 Council is looking to help revitalise the town centre through the creation of a civic heart. Civic buildings can be real catalysts for drawing people to places and encouraging social interaction. We are really lucky as we already have the public library and the Great Lake Centre right in our town centre. We want to build a new civic administration centre to complement the existing facilities and the possible development of a new arts/heritage/cultural centre to meet the cultural needs of the community. There is the real potential to combine this centre and the new civic administration building as part of the new civic heart. 22

21 Having people around in public places is a real plus in terms of creating a feeling of vibrancy and excitement, it is also a real positive for retailers who see greater foot traffic and the general community who benefit from a place that feels safe, inviting and fun to be in. We think that by creating a heart for our town centre we will be able to achieve this. There are a number of ways that this civic heart can be made a reality in the town centre. We are looking at potential locations and how best to design the civic heart through the Taupo Urban Commercial and Industrial Structure Plan. Once we have agreed on the right location future funding will need to be identified. Taupo Urban Commercial and Industrial Structure Plan - page 94 Taupo District 2050 (TD2050) identified areas for future commercial and industrial growth in and around Taupo town. To ensure that these areas are developed to meet the community s future needs the Council is developing the Taupo Urban Commercial and Industrial Structure Plan. The plan will set out where different activities are best located with enough flexibility to allow for future changes in the economy. It will also provide direction for how these areas will be appropriately serviced with infrastructure like roads and stormwater. TD2050 has previously identified the Taupo town centre as the major commercial and retail centre in the district and a key community asset. One of the key things the structure plan will seek to do is provide some more direction on how best to revitalise the town centre. Creating a civic heart will be a key focus for the town centre part of the structure plan. The structure plan will be developed with a range of opportunities for interest groups and the public to provide input. It is due to be completed in December 2009 at which stage the Council anticipates making a change to the district plan to facilitate development in the new commercial and industrial areas. The structure plan is also expected to result in physical changes to the town centre which will be implemented over time through things like planting plans and roading upgrades. Post East Taupo Arterial roading and enhancements - page 158 Proposals have been identified for changing the streetscape of both Tongariro Street and Lake Terrace to regain the linkages from the CBD to the domain and the lake. The form of these improvements is likely to include traffic calming through raised pedestrian platforms, chicanes and road narrowing, landscaping and lighting. The final layout is closely linked to the outcomes of the Taupo Urban Commercial and Industrial Structure Plan. Other improvements may include a change of priority and/or change in configuration to a number of intersections to recognise the change in traffic flows that will result from the completion of the ETA. The intersections involved are Spa/Tauhara/Centennial, Tauhara/Miro and Kiddle/SH5. Spa/Tauhara is programmed for completion in 2010/2011 with the other two following later in the ten year plan. Proposals for other network improvements are linked to the outcomes of the structure plan. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 23

22 Our neighbourhoods, our future With a solid foundation in place we can put more emphasis on what s happening at your place. Safer communities, living streets and better urban design are themes in this plan. Our neighbourhoods - page 77 The way our streets are designed should make it easier for everyone to be a part of their community, to be able to walk to convenient services and places such as parks or the dairy. Spaces that are shared and enjoyed by the community as a whole require a sense of ownership and pride on the part of the residents. Council is planning to encourage residents in some of our older neighbourhoods to get involved in updating and improving them to create attractive, safe and liveable spaces which can be shared and enjoyed by the community and which create a sense of pride and ownership by the residents. Healthy homes - page 78 A significant proportion of the homes within the Taupo District were built pre-1978 before insulation became mandatory. Houses that are not insulated are cold and damp and this has found to contribute to a higher risk of respiratory and circulatory illness. Council are part of the Taupo District Healthy Housing Steering Group (TDHH) which is a partnership between local and regional councils, health providers, local Iwi, community agencies and the Energy Efficiency and Conservation Agency (EECA). The core objective of this group is to fully-fund the retrofitting of insulation in low-income, high risk households, with funding sourced from a number of agencies. The current geographical focus of this work is within the Taupo District. Although Council are a part of the steering group no funds have been committed to this project. Affordable housing - page 89 The Taupo Urban Area Housing Strategy was adopted in 2007 to address some of the issues arising from housing affordability. Progress has been made with the formation of the Lake Taupo Housing Trust and the partnership between local and regional councils, health providers, local Iwi, community agencies and the Energy Efficiency and Conservation Agency (EECA) for an insulation retrofit programme which will commence in Other actions we will be working on in the coming years are a voluntary code of practice for private landlords, development of an affordable housing component as part of Council s urban land development and lobbying central government for changes to welfare structures. World Health Organisation safe communities accreditation - page 78 Council is aiming to achieve accreditation as a Safe Community for the district by This will include implementing injury, safety and crime prevention strategies to reduce the cost to the community and ensure a safer place for residents and visitors. 24

23 Using water wisely Over time it will become increasingly expensive to treat and supply drinking water to the standard required by central government. We want to work with the community to encourage smarter use of water and utilise alternative sources like rainwater. Water Supply Strategy - page 165 Council recently adopted the Water Supply Strategy. This strategy sets out the key principles and policies for the development, improvement and maintenance of the 22 drinking water supply schemes operated by the Council throughout the District. Legislative changes that came into force on 1 July 2008 mean that complying with the Drinking-water Standards for New Zealand 2005 (DWSNZ 2005) is mandatory and no longer a recommendation. To achieve this Council needs to upgrade all of its water treatment plants around the District during the next decade, starting with the supplies around Taupo and Acacia Bay. This work will be expensive, and costs per ratepayer will vary between water supply schemes, but every attempt is being made to reduce the impact on the Council rates. This means that we all have to play our part to reduce the amount of water we use. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 25

24 Taupo water treatment, storage and reticulation pumping - page 166 The Taupo Urban Area is the major growth area in the district, using 57% of the water take for the entire district. One of our roles is to provide water to the community and maintain capacity. To meet the current and future demand we need to upgrade the current water treatment, storage and distribution network in Taupo. We have had to make some decisions about how much we treat the water. Drinking water quality for the Taupo supply is currently graded E (the lowest grading) because the main intake source, Lake Taupo, is classified by the Ministry of Health as an insecure catchment. Apart from chlorination and fluoridation, the water is not currently treated to remove protozoa (Cryptosporidium and Giardia), cyanotoxins potentially produced by cyanobacteria (blue-green algae), or arsenic (current arsenic levels are close to the maximum acceptable value (MAV) as per DWSNZ We are proposing a number of changes to ensure that storage and distribution requirements can be met. These proposals are: A treatment plant dedicated to each of the three water intakes (Rainbow Point, Lake Terrace and Acacia Bay) was considered. Due to site and water network constraints and high capital costs, treatment plants at Lake Terrace and Acacia Bay have been ruled out in favour of a centrally located site within the Taupo town area. We will need to install new rising mains and reinforce the existing reticulation to allow for distribution of the treated water from a single treatment site. A potential secured treatment site adjacent to Grace Crescent may be developed which will result in the disestablishment of the current intake and pump station at Rainbow Point. This is in anticipation of reticulation for growth to the south of Taupo town and to reinforce the supply from the Taupo Water Treatment Plant. The needs of Bonshaw Park and Waitahanui will be met from the Taupo Water Treatment Plant because of the deteriorating wells of Bonshaw Park and shallow wells of Waitahanui. Further investigations will be carried out into for a Brentwood/other peaking reservoir. These investigations will consider the feasibility of this option, including the site and capacity of the new Taupo Water Treatment Plant and the Water Supply Strategy. Computer modelling of the water supply network confirmed the need for a new reservoir based on the 2.2m 3 /day demand by 2008/09. However, the Water Supply Strategy recommended extending the storage life of the existing reservoir which means that building another reservoir can be delayed. 26

25 So what s happening at your place? Taupo Waikato River Pedestrian/Cycleway Bridge - page 156 Council is planning the construction of a combined pedestrian/cycleway bridge across the Waikato River linking Nukuhau Reserve to Riverside Park. This link will provide significant opportunities for pedestrian and cycle access from the north western suburbs of Taupo to access both Riverside and the CBD without having to cross the control gates bridge. Design work will be undertaken in 2009/10 with construction due to start in 2010/11. Council is currently seeking a subsidy for the construction of the bridge. Taupo Town Second River Crossing - page 157 Council had planned to design and construct the second river crossing between 2007 and 2010 but delayed this project because Land Transport NZ (NZ Transport Agency) asked us to consider alternate transport modes to assist local traffic flows to the central business district once the ETA is built. Based on this information and a review of growth patterns we expect growth to occur at a lesser rate than originally predicted. Therefore the second river crossing has been deferred outside of this ten year plan. Council will evaluate the need for this crossing on completion of the ETA and on the predicted growth at that point in time. Development of Lakeshore Reserves in Taupo - page 137 The recently adopted Tapuaeharuru Bay Lakeshore Reserves Management Plan guides the future use, development and protection of those reserves located between Whakamoenga Point and Five Mile Bay. Implementation of the management plan will occur over the next five years. Works include completing the Great Lake Walkway; landscaping; enhancing furniture and signage; upgrading existing playgrounds and providing two additional ones; and upgrading toilet and changing facilities. AC Baths refurbishment - page 126 In 2003 we completed some upgrades to the AC Baths as part of the ongoing maintenance of this type of facility. During this upgrade we discovered some other problems (condensation and ventilation) which require remedial action and upgrading of dated equipment. We have integrated these actions into the refurbishment plans for the venue. These plans have taken into consideration the age of the venue as at 2012 (when we will begin the work) and environmental sustainability. It is anticipated during these works that the complex will not be closed. Metereye smartspace system - page 149 Vehicle Detection Sensor units which monitor individual parking bays for vehicle arrivals, stay and departures electronically, are being installed in Taupo CBD. The Metereye Smartspace system as being able to make the best use of existing parking bays in the CBD, provide a more enhanced ticketing system and will allow us to monitor short term parking. It will also help us to understand the traffic logistics around parking bay use and behaviour. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 27

26 Gas Flare at Broadlands Road Landfill - page 183 Landfills are one contributor of greenhouse gas. The emissions trading legislation therefore has some implications for our Broadlands Road Landfill. There is a cost to install the gas flare infrastructure. However as we will be able to burn off greenhouse gases we will be able to reduce the cost implications of meeting the legislation. Taupo Dog Pound and SPCA relocation - page 150 Taupo s existing SPCA building is in need of a major upgrade to provide a safe and sanitary environment for staff and animals. The TDC Dog Pound and SPCA are moving to a new site with one multi-purpose building. Council have been working closely with SPCA Taupo to design and plan the construction of the new building on Centennial Drive. It is anticipated that construction will begin in May 2009 and be completed by October Other key projects that we are planning Construction of a boat trailer park, additional car park at Whangaroa Reserve Development of Taupo Sportsground Management Plan Upgrade of the Acacia Bay toilets (beach front) and changing rooms Upgrade to existing Five Mile Bay toilets Replacement of existing Seacombe Park toilet facilities and changing rooms Review of management plans for Spa Park and Riverbank Reserve and Nukuhau Reserve Construct retaining walls at Wily Terrace and Acacia Bay Review of Tongariro Domain Reserve management plan Implementation of Taupo Sportsground Management Plan Investigate upgrades for the Tongariro Domain toilets and Superloo Investigate building toilet/changing rooms/services facilities building on Kaimanawa Park Investigate building changing rooms and toilets on Hickling Park Improvements to Owen Delany Park for Rugby World Cup Other changes to Owen Delany Park include the construction of a new indoor training and administration building. Upgrade water treatment, storage and reticulation pumping in Kinloch and River Road 28

27 Turangi Future of sports grounds in Turangi - page 126 Over the years a number of community and sporting groups have used Turangi Park and McLaren Park. Council and the Turangi Tongariro Community Board want to know what the Turangi community needs and aspirations are for the future of these sports grounds. A feasibility study will be done in 2009/10 to determine the preferred location and types of facilities. Future of the Senior Citizens Hall in Turangi - page 118 Council and the Board are keen to hear from the community about options for the future of the Senior Citizens Hall. The hall has the potential to offer the community a place to gather and have a positive impact on the social wellbeing of the town. Other key projects that we are planning Processing of Turangi Structure Plan including appeal resolution (dependant on private developer) Redevelopment of Turangi Airpark (if land is acquired) Feasibility Study for McLaren Park and Turangi Park Continue appeal resolution for Turangi Plan Change Redevelopment of Turangi Airpark (if land is acquired) Upgrade water treatment and reticulation pumping in Turangi Review of Turangi Reserves management plan T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 29

28 Mangakino and Whakamaru Redevelopment of Mangakino Service Centre and Library - page 100 The Mangakino Service Centre is the key interface between the various operations of Council and the residents and ratepayers of the Mangakino Pou a kani ward. These operations include parks and reserves, water, community halls, and community events. The redevelopment of the Mangakino Service Centre will provide for the integration of the office and Library services. It is anticipated that physical changes to the layout of the building will allow staff to service both the office and the library. This will reduce reliance on relief staff and will also provide a one stop shop for our customers. We are hoping to have the work completed in Other key projects that we are planning Review of Mangakino and Whakamaru Reserve management plans Landscape development of Mangakino reserves Construction of walkway from Whakamaru Village to junction shops Covered containment for reusable materials at Mangakino refuse transfer station Redevelopment of Mangakino Service Centre and Library Complete walkway from Whakamaru village to junction shops Landscape development of Mangakino reserves New toilet for Mangakino reserve Mangakino Street upgrade Upgrade water treatment and reticulation pumping in Mangakino and Whakamaru Identify location and construct hard court area for basketball in Mangakino 30

29 Lakeshore settlements Future of wastewater in lakeshore settlements - page 195 Environment Waikato has identified two main ways of reducing nitrogen levels in Lake Taupo. The Lake Taupo Protection Trust has been formed to achieve a reduction in nitrogen from pastoral land. Nitrogen from urban sources also needs to be reduced by 20%. Variation 5 of Environment Waikato s Regional Plan, regarding Lake Taupo includes a sunset clause that will come into effect June 2011, whereby all existing on-site wastewater systems within the near shore zone will require resource consent. In the LTCCP, Council had programmed the possible reticulation and treatment of wastewater (for Waitetoko, Hatepe and Waihi) by 2012/13. Council undertook investigations as planned for these potential schemes. Providing schemes in small settlements can be very expensive so Council is exploring alternative ways of achieving further nitrogen reductions in lake shore settlements such as Waitetoko and Hatepe without necessarily providing a reticulated scheme. Other key projects that we are planning Covered containment for reusable materials at Whareroa refuse transfer station site Kinloch Reserve lakefront paving improvements Development and provision of play equipment for Omori, Pukawa and Kuratau Parks Provision of play equipment at Motuoapa Park Omori stormwater upgrade Begin minor upgrade of Omori/Kuratau/Pukawa wastewater treatment system Review of Motutere Reserve Management Plan Investigating options with Environment Waikato to achieve nitrogen reductions in lakeshore settlements Hearings, decisions and resolution on Whareroa Plan Change Development and provision of play equipment for Omori, Pukawa and Kuratau Parks Complete minor upgrade of Omori/Kuratau/Pukawa wastewater treatment system Whareroa wastewater treatment plant upgrade New public toilets for Whiowhio Reserve Continue investigating options with Environment Waikato to achieve nitrogen reductions in lakeshore settlements Upgrade water treatment, storage and reticulation pumping in Omori, Whareroa, Motuoapa and Hatepe Upgrade water treatment and reticulation pumping in Atiamuri T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 31

30 Some other things happening around the District that you might be interested in Changes to Development Contributions Policy - Vol 2 The Development Contributions Policy (DCP) is the mechanism Council employs to gather funding from those undertaking major asset renewals or new developments to ensure those undertaking major works or new developments share the burden of the cost of additional network infrastructure. Combining Development Contributions with Council s other funding sources ensures that developers pay a fair share of the costs of providing the network infrastructure required to service their developments. The policy was originally implemented on July 1st 2004 as part of the LTCCP and now further policy development consistent with evolving case law and best practice recommendations has led to the following amendments within the LTCCP: The methodology for calculating HEU for commercial accommodation has been amended. A new method for assessing Rest home contributions has been developed. A new Reserve Land calculation methodology has been developed. The Remission section has been replaced with a Review process. The inflation indexation section has been removed. Reduction in the level of service for reserve land and district parks - page 137 The provision of reserves is important to the long term social, economic, cultural and environmental sustainability of the Taupo district. The district has enjoyed a high Level of Service (LOS) for reserves compared to many other districts. Prior to the formulation of the 2004 Development Contributions Policy (DCP) the LOS was approximately 20 hecatres/1000 people. The Local Government Act 2002 (the legislation from which the DCP is formulated) established that the maximum contribution equated to approximately 12 hectares/1000 people for urban lands (7.5 percent land value for each new allotment). Council recognised that the historical LOS for new developments would not be affordable and therefore adopted the maximum contribution under the LGA as the LOS i.e. 12 hectares/1000 people. This was then divided into 8 hectares or the equivalent of 5 percent allotment land value for Local Parks, and 4 hectares or 2.5 percent allotment land value for District Parks. Through the review of the 2006 DCP, the level of provision of reserves has been considered. This consideration has taken into account; Investigation into land values and what reserve LOS this equates to in line with the LGA maximum contribution Review of reserve acquisition since the 2004 DCP was adopted and Reference to draft policies contained within the reserves strategy currently being developed. This investigation has been undertaken to determine a balance between what is obtainable and affordable alongside consideration of the value placed on outdoor recreational opportunities by the Taupo district community. This has led to a new LOS as follows: Reserve Land (Local Parks) District Parks 7 hectares/1000 people 3 hectares/1000 people Total 0 hectares/1000 people 32

31 Taupo Land Disposal - page 196 In 2006 Council negotiated the purchase of 360 hectares of land from Landcorp. The purchase allows us to expand our treated wastewater disposal capacity to meet increasing demand and allows the construction of the ETA through the existing Rakaunui Road land disposal area. The new land disposal site extends both sides of Broadlands Road with the northern piece also bordering View Road. During 2008, Council constructed a new pipeline and pump station to pump the water from Rakaunui Road up to the irrigation system at what we now call the View Road land disposal area. We have constructed a number of centre pivot irrigators covering 130 hectares of the land and the balance will be developed as demand grows. In the meantime we have leased the land for grazing. Taupo Wastewater Treatment Plant Upgrade - page 196 The Taupo Wastewater Treatment Plant, off the end of Motutahae Street, has reached its capacity. Council is therefore planning to expand the plant on the existing site. It is anticipated that this will be achieved by adding additional clarifiers, a trickling filter tower, an additional digester, a new sand filter and Ultraviolet disinfection. While this configuration does not have the lowest capital cost it has the lowest combined capital and operating costs over the 20 year life of the plant. The new equipment would be progressively installed as funding allows between 2009 and We are undertaking all the investigation work and the design at present. We are also seeking a Designation for the site as required by the Resource Management Act and are working with residents and interested parties to identify issues of concern. Lake Taupo Erosion and Flood Strategy - page 178 The Lake Taupo Erosion and Flood Strategy is currently being developed by Taupo District Council and Environment Waikato. The Strategy will provide greater certainty about how the two Councils will manage lake shore erosion and flooding risks around Lake Taupo and will set out the actions that the Councils plan to take and who will do what. Formal submissions have been received on the draft strategy with hearings and deliberations to take place over June and July Until the strategy is finalised Council is not able to determine what the specific actions may be, and the associated costs or timeframes. Marketing Development Rate - page 105 Taupo District Council collects a rate called the Marketing Development Rate (MDR) from all commercial, industrial and commercial accommodation properties in the District. The funding collected is used to market the District as a place for people to visit and live. It is paid by businesses and accommodation providers because the main benefit of attracting more people to the District is received by the businesses where those people spend their money. Some organisations have expressed concerns over the fairness of this rate in relation to who pays it, who does not and the amount that each pays. Some examples have been cited where companies may pay only a small contribution to the rate due to their land value, but they receive significant benefit from the marketing activity. This led to the Taupo District Visitor Industry Forum held in early October The forum identified that further work was needed to find a fairer way of collecting funding for marketing the District. This has led to the establishment of a Task Force, organised by Enterprise Lake Taupo and the interim Lake Taupo Tourism Advisory Board, who then made a submission outlining that consideration should be given to developing a workable method of generating voluntary contributions from the visitor industry currently outside the MDR process. Council is planning to develop some options for the MDR which will form part of the 2010/11 Annual Plan. If changes are made to the MDR this will necessitate an amendment to the Long Term Council Community Plan. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 33

32 Developing future leaders - page 70 Developing our future leaders is about empowering our young people to reach their full potential. The Taupo Youth Council provides a way to bring young people together so they have an opportunity to put forward youth opinions and recommendations about issues that concern them. Council will continue to look at options for bringing youth into the mainstream environment and will consider if the Youth Council is the best option or if there are other ways to achieve the same goal of develop our future leaders not only in Taupo, but also in Turangi and Mangakino. Implementation of Economic Action Plan - page 88 Council and Enterprise Lake Taupo have prepared an Economic Development Action Plan. The Action Plan contains a programme of actions that if implemented should help support economic activity in the District. It includes actions to be carried out by a range of organisations to help provide a solid basis for all businesses to grow and develop. Opportunities presented by Rotorua Airport expansion - page 104 Destination Lake Taupo have additional funding to help address the decreasing visitor numbers domestically and take advantage of Rotorua Airport becoming Trans Tasman. With Rotorua Airport less than one hour s drive away the Lake Taupo Region is a viable option for conventions and short stay, self drive holiday market including the lucrative ski and winter holiday markets. The additional funding will be complemented by regional partners to fund a coordinated, three year branding and tactical campaign in the target cities. Community grants - page 77 Council makes grants to various groups which are of benefit to the wider community. Some are made on a one-off basis, and some organisations receive ongoing grants which they distribute on our behalf. This includes Waiora House, Creative Taupo and Lake Taupo Sports Advisory Trust. Grants have also been made to Bike Taupo and the Lake Taupo Community Arts Festival. Council is currently reviewing the Community Grants Policy. It is anticipated that the policy will be adopted in 2009/10. Rating options - page 71 During the preparation of the ten year plan, Council held a number of workshops to discuss the implications of various rating alternatives. This included changing from a land value to a capital value rating system, and moving from two separate general rating areas to a single general rate across the district. Over the coming months Council will be developing a range of options for you to consider as part of the 2010/11 Annual Plan. Disestablishment of Taupo District Economic Development Advisory Board - page 88 Enterprise Lake Taupo was set up by the Taupo District Economic Development Advisory Board in early 2008 as a collaborative organisation to promote and support economic development in Taupo District. As the Advisory Board is no longer needed it will be disestablished. 34

33 Facilitation of an Ice Arena - page 88 Preliminary investigations are underway into the possibility of an indoor ice arena in the Taupo District. Council would prefer to work with other parties such as a Trust or commercial venture to facilitate an ice arena. Council will decide the extent (if any) to which it is involved but options include assistance in the provision of land, if a sufficient business case is presented with appropriate funding. Alternatively, other parties would be responsible for funding the building and ongoing operational costs of an ice arena. Rugby World Cup page 126 Council is very keen to host two teams and two live sites (Big Screen) during the Rugby World Cup 2011 (RWC 2011) tournament. The tournament will be held during September and October 2011 and will be a great opportunity to showcase the District to an international audience. Rural Seal Extension - page 157 Council is planning to seal approximately 5km of rural unsealed roads each year for the next ten years. This is double the distance we had planned in our ten year plan. This would see much of our main rural unsealed roads sealed by the end of the ten year period. Regional Land Transport Programme (RLTP) - page 156 This programme establishes the regional priority and funding for many district activities including all State Highway activities, local road improvements, walking and cycling and community road safety activities. The RLTP consultation period began after the consultation period for our ten year plan closed. Environment Waikato will approve the RLTP in June and it will then be forwarded to the NZTA for consideration as part of the National LTP. Decisions on the national programme are expected in August Food Safety - page 150 A new Food Bill to Parliament brings changes for operators of food premises. Each food premises operator will have a Food Control Plan, which will clearly outline how to provide safe food. Councils Environmental Health Officers (EHO s) will then audit the plan to ensure that the operators are complying with the plan. Once the new (and wider ranging) law is adopted, there will be a five year phase in period for food premises operators. We are awaiting accreditation as Food Act Officers prior to formal commencement of the programme. Stormwater Strategy - page 190 Council needs to plan for more frequent storms like those of April and July A stormwater strategy will be developed and will identify engineering solutions and education initiatives to achieve target outcomes in managing stormwater across all catchments, developed or undeveloped. Some new detention ponds have already been installed to contain, treat and slowly release stormwater instead of allowing it to find its own flow paths to the lake or river. New residential developments include stormwater channels designed to direct water away from homes and business premises. The objective is to improve existing systems to minimise overland flow and flooding, sediment discharges, and ensure stormwater quality is within acceptable levels. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 35

34 Waste Minimisation Act - page 183 The new Waste Minimisation Act has several implications for Council and the community. The first is the introduction from 1 July 2009 of a $10 per tonne waste levy on all tonnes of waste disposed to landfill. This provides an incentive for the diversion of waste and an estimated $31 million fund to be used nationally for waste minimisation initiatives. Proceeds from the levy will be split with 50% going to territorial local authority s based on population, with the rest being placed into a contestable fund. Changes to Fees and Charges for 2009/10 - page 231 There are several changes to the fees and charges for the 2009/10 year. The main ones are in the areas of transportation, and wastewater and water connections. Changes to overweight vehicle permits have been made to reflect the impact of inflation. Increases to the wastewater and water connections are to reflect the actual cost of providing the service. There have been some minor adjustments due to inflation for our Taupo Pensioner units and a minor decrease in the cost of library membership cards. There has been a significant increase in the cost of a family plot at the Taupo Public Cemetery. Changes to the solid waste fees and charges are due to the new Waste Minimisation Act. This legislation requires that we introduce a levy of $10 per tonne on all waste disposed to landfill. The Act intends that this levy shall be used to fund waste minimisation initiatives. 36

35 Financial Summary Council s Financial Strategy The Council s financial strategy is to keep rates affordable for the community. The 10 year $380m capital expenditure program leads to the loan book growing until 2012/13 and then levelling out. We have assumed that the market will be flat for the next three years and that only in the latter half of this LTCCP period that we will be able to maximise returns from the sale of surplus Council assets to repay loans. Debt is used as an intergenerational tool to match the value the community gets from the asset created. The proceeds from these assets, the receipt of development contributions, together with the growth in rateable properties in these latter years, enables us to create this rate profile. If the growth does not eventuate and the community does not want these assets sold then rate increases will be substantially higher than those shown in this LTCCP. This level of rate increase also assumes a subsidy from the TEL fund. Should a decision be made to use this fund for other purposes then a rate increase would result. The Council is in a strong financial position going into this ten year period and has sound treasury management policies to build on this position. T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 37

36 Rates... where it goes On average it costs each ratepayer $2012 to operate these services... W a s t e w a t e r % $ km underground pipes, 16,538 connections, 6,651 manholes, 98 pump stations, 12 treatments plants and 13 disposal sites Upgrades and odour control Collection, treatment & disposal of wastewater safeguards environment & protects public health Reducing nitrogen inputs target by 2080 T r a n s p o r t a t i o n a n d S t o r m w a t e r % $ km road, 272 km footpaths, 24 bridges, 31km culverts, 38km cycle ways, 97,000 m2 parking East Taupo Arterial Cycleways, bus shelters, footpaths, car parks Festive lights, signage Road safety and education Roads, chip sealing, paving, curbs, roundabouts, street cleaning Street lighting, mowing, signs, street landscaping Community education Flood protection 206km of stormwater pipe, 4,077 catch pits, 2,929 manholes and 4 pump stations Ensuring stormwater quality and quantity W a t e r S u p p l y % $ water supply schemes 570km of underground pipes, 35 pump stations, 65 reservoirs Fire fighting water flows\pressure provided at fire hydrants Continuous water testing\compliant with NZ drinking water standards C o m m u n i t y % $430 3 Public cemeteries 57 rental units for older persons Aquatic facilities in Taupo, Turangi and Mangakino Community Events (Youth Awards, ANZAC Services etc) Community Grants Co-ordinating and encouraging arts & other cultural events Great Lake Centre Helping communities to be safe Indoor multi purpose Events Centre Mobile library bus Parks, street gardens, and reserves Providing and maintaining community halls Public toilets and Superloo Sportsgrounds Taupo Museum, Art Gallery and Ora Garden Libraries in Taupo, Turangi and Mangakino Public Art D e m o c r a c y / I n f o r m a t i o n % $235 Advocacy on behalf of the community Committee meetings, policies and decisions Community planning and partnerships Corporate business systems and organisational development Elected representatives Preparing and auditing statutory reports Submission processes, community engagement, consultation R u b b i s h a n d R e c y c l i n g - 5 % $108 5 Transfer Stations and 1 District Landfill Bins and litter collection in CBD and public reserves Kerbside refuse & recycling collection Waste minimisation program E c o n o m i c D e v e l o p m e n t a n d M a r k e t i n g - 4 % $84 Convention & event marketing Destination marketing Domestic and international tourism marketing Taupo & Turangi i-sites Supporting Enterprise Lake Taupo (ELT) R e g u l a t o r y S e r v i c e s a n d E m e r g e n c y M a n a g e m e n t - 5 % $109 Animal registrations, control and impounding Building consents Health and liquor licensing and inspections Land Information Noise control Parking control Resource consents and monitoring Civil Defence and Emergency Management Rural Fire Service P l a n n i n g - 3 % $51 Development Contributions Policy District Plan (plan changes and monitoring) Structure Plans L a k e W a t e r Q u a l i t y - 3 % $68 Lake Taupo Flood and Erosion Strategy Lake Taupo Protection Trust - reducing nitrogen levels by 2080 Taupo District Growth Management Strategy 38

37 Current economic climate and inflation Council is aware that the current economic conditions resulting from the world financial crisis will have an impact on our community. We are not in a position to predict the extent or length of this impact but have taken a conservative approach when preparing this ten year plan. This plan has been compiled using forecast inflation rates over the next ten years, therefore the numbers shown in year 2018/19 have had approximately 30% inflation added or 3% per year. Here are the major capital projects that we have planned for the next ten years. As you can see 2009 to 2011 are big years for us, this is mainly due to the construction of the East Taupo Arterial, remembering that we receive a subsidy of 76.5% towards this cost from the NZ Transport Agency. Some other big costs are for wastewater treatment plant upgrades, district wide water upgrades to meet central government legislation and Council s own urban land development program. Major capital projects for the next 10 years 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) District new toilets and improvements Tongariro Domain redevelopment Development Contributions Growth projects ,752 2,135 2,432 3,232 2,741 2,218 16,605 1,417 New Landfill stages and Gas Flare , Taupo Urban Lands development 2,359 3,698 4,962 6,743 7,825 3, Lake Terrace traffic calming and realignment , Nukuhau/Riverside Park pedestrian bridge 274 1, Seal extension/pavement reseals and renewals 1,994 1,902 2,071 1,459 1,929 1,820 1,581 2,238 2,174 3,106 East Taupo Arterial (ETA) 33,000 30, District wastewater treatment plants upgrade 5,790 9,880 5,374 3,084 6,832 9,672 4,334 4,559 2,153 6,324 District wide water treatment 2,328 7,155 8,480 10,035 9,842 11,036 7,997 7,454 3,770 4,073 Total 46,601 56,152 24,274 24,515 29,618 29,798 17,668 18,359 24,743 14,947 T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 39

38 How does Council pay for all of the things it is planning to do? The graph below shows how the Council will pay for the services and projects it delivers to the community in 2009/10. As you can see 65% of our funding will come from sources other than rates. Loans Raised 20% Rates 35% Capital Subsidies 22% Development / Financial Contributions 3% Proceeds from Sale of Fixed Assets 1% Subsidies 2% Interest Income Fees, Charges & 6% Other Income 11% Average percentage rates increase over the next ten years Council has worked hard to provide an affordable ten year plan. We are predicting rate increases for the TKMP (northern) rating area averaging 5% per annum for the TT (southern) rating area an average of 6% per annum over the first five years of the plan, with rates decreasing over the last five years of the plan. Average property % rate increase (inclusive of inflation) 8.00% 7.00% 6.00% TKMP TT 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 2009/ / / / / / / / / /19 Year 40

39 Our debt profile over the coming ten years Council is planning to spend $380 million on capital projects over the next ten years. Much of the expenditure will be loan funded to ensure intergenerational equity. Council is forecasting its loan book will grow to around $200 million by 2013/14. Taupo District Council Projected Borrowings (million) / / / / / / / / / /19 T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 41

40 Summary - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates 16,562 17,894 19,515 21,052 22,451 23,810 25,339 26,743 26,817 26,704 Development and/or financial contributions 3,132 4,587 4,989 6,020 7,478 8,489 7,669 7,648 8,382 10,083 Property Sales 625 2,082 2,710 9,609 10,698 8,142 2,688 1, Vested assets 4,400 4,545 4,692 4,829 4,989 5,146 5,328 5,516 5,722 5,940 Other income 47,172 46,080 22,013 21,619 21,748 22,163 22,742 24,201 24,380 26,089 Total Income 71,891 75,188 53,919 63,129 67,364 67,750 63,766 65,443 65,984 68,816 Operating Expenditure Operating expenditure 47,341 49,424 51,306 51,947 53,533 54,820 56,583 58,753 59,997 61,253 Depreciation and amortisation 12,575 13,191 14,074 14,880 15,503 16,113 16,794 17,650 18,296 18,820 Finance costs 9,582 11,610 13,279 14,432 15,748 15,900 15,619 14,807 15,281 15,836 Total Operating Expenditure 69,498 74,225 78,659 81,259 84,784 86,833 88,996 91,210 93,574 95,909 Net Deficit (Surplus) of Operations (2,393) (963) 24,740 18,130 17,420 19,083 25,230 25,767 27,590 27,093 Funded by: General rates 26,823 28,321 29,653 31,259 33,213 34,776 35,494 36,366 37,956 39,452 Operating deficit (surplus) to/from reserves (26,663) (26,644) (2,182) (10,309) (12,862) (12,653) (7,091) (7,292) (6,908) (8,736) Recognition of vested assets (4,400) (4,545) (4,692) (4,829) (4,989) (5,146) (5,328) (5,516) (5,722) (5,940) Depreciation not funded 1,847 1,905 1,961 2,009 2,058 2,106 2,155 2,209 2,264 2,317 Total Funding Applied (2,393) (963) 24,740 18,130 17,420 19,083 25,230 25,767 27,590 27,093 42

41 Summary - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals 8,583 9,306 9,258 9,185 9,855 9,269 6,788 8,768 10,162 10,638 Growth (excludes ETA) 6,714 15,622 13,907 13,778 16,560 20,959 11,940 12,258 18,234 9,627 Growth - ETA 33,000 30, Increase in level of service 7,997 9,928 10,177 11,495 13,893 7,680 5,996 7,529 6,245 5,238 Total Capital Expenditure 56,294 65,816 33,342 34,458 40,308 37,908 24,724 28,555 34,641 25,503 Loan Repayments 5,275 8,896 12,594 13,766 29,881 28,312 30,624 18,780 15,073 29,520 Total Cost 61,569 74,712 45,936 48,224 70,189 66,220 55,348 47,335 49,714 55,023 Funded by: Loans Raised 24,174 35,143 26,824 28,663 33,715 29,890 19,274 21,909 27,288 17,482 NZTA and Other Subsidies 26,348 24, ,407 1,074 1,600 Transfer from Reserve(s) 11,047 14,890 18,167 18,842 35,525 35,490 35,364 24,019 21,352 35,941 Total Funding Applied 61,569 74,712 45,936 48,224 70,189 66,220 55,348 47,335 49,714 55,023 Split of Capital Expenditure Renewals 8,583 9,306 9,258 9,185 9,855 9,269 6,788 8,768 10,162 10,638 Growth 39,714 46,582 13,907 13,778 16,560 20,959 11,940 12,258 18,234 9,627 Increase in level of service 7,997 9,928 10,177 11,495 13,893 7,680 5,996 7,529 6,245 5,238 Total Capital Expenditure 56,294 65,816 33,342 34,458 40,308 37,908 24,724 28,555 34,641 25,503 T O W A R D S O U R N E I G H B O U R H O O D, O U R F U T U R E 43

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43 Community Outcomes and Monitoring

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45 Community Outcomes Community Outcomes are best described as long-term goals or aspirations of the community. They reflect what the community sees as important for its well-being. It is Council s job 1 to help the community and its stakeholders identify the outcomes. The final Community Outcomes are community owned. They are to guide and inform decision making and provide a common set of objectives or goals for everyone working to benefit the district. Council has to link its activities back to the Community Outcomes. A review of the current Community Outcomes will take place in 2010 and 2011 and will assist in the development of the ten year plan. Our People, Our Future Taupo District Community Outcomes Kia ata whakatere i te waka. Kei pariparia e te tai, kei monenehu te kura. Whakamarotia atu ano, mea hoki mai ki te kapua whakapipi. Be careful when launching your canoe Lest it be overcome by the tide and its plumes be drenched. It is all very well that we go our separate ways but our strength is in working together. COMMUNITY OUTCOMES AND MONITORING (this is a quote from Tamamutu, Tupuna of Ngati Tuwharetoa). Lakes, Rivers, Landscapes Places we are proud of Caring for our natural and built environment. Recognising the special cultural relationship Ngati Tuwharetoa and its hapu have with land and water Looking after lakes, rivers and streams Balancing growth and keeping the special character of our district Enjoying the outdoors and appreciating our beautiful environment Respecting, understanding and managing natural resources and features Healthy People, Healthy Communities Physical, mental, spiritual and emotional health. Acknowledging the diverse communities which make up our district and their needs Providing access to affordable, quality facilities and services Ensuring everyone has access to affordable and healthy housing Promoting healthy active lifestyles Having a strong sense of community belonging Promoting well-being through tikanga maori 1 Under the Local Government Act 2002, a local authority must carry out a process to identify Community Outcomes for the intermediate and long-term future of its district at least once every six years. T O W A R D S C O M M U N I T Y O U T C O M E S A N D M O N I T O R I N G 47

46 Safe and Secure People living in and visiting the Taupo District feel safe and are able to enjoy what we have. Encouraging respect for people and property Welcoming visitors and being hospitable Designing spaces, buildings and roads with community safety in mind Knowing that help is available when you need it Thriving and Prosperous Providing opportunities for business and employment that meet the needs of our community and the environment. A diverse range of quality employment opportunities Encouraging new business start-up and business growth Providing education and training to help ensure a skilled workforce matched to the needs of the community Ensuring that infrastructure and services keep pace with growth Providing quality education and lifelong learning for all Vibrant and Diverse Respecting and supporting all people. Recognising and celebrating Maori culture through history, education, language, festivals Raising awareness and celebrating our culture and heritage Increasing focus on art and culture: music, dance, art and other art forms Supporting our young people by providing role models and acknowledging their achievements 48

47 How were the Community Outcomes identified? The Taupo District Community Outcomes process started in August 2004 with the formation of a working group that originally consisted of Taupo District Council Café for Youth Health Department of Internal Affairs Heartland Services Taupo Primary Health Organisation. Other community agencies and groups (key stakeholders) were invited to a workshop in October Using information from that workshop and from previous community planning work done on VAST (Vibrant and Sustainable Taupo) and the 2020 Taupo-nui-a-Tia project the working group came up with a consultation process to identify Community Outcomes based on seven broad themes. These seven themes were put into a feedback form and sent out to every household in the district during February Alongside this, 60 disposable cameras were distributed to Councillors, youth group members and other people living in Taupo, Turangi and Mangakino. These people were asked to take photographs in their community of things that represented for them social, economic, environmental and cultural well-being. All of the photographs in this section are from that exercise. The photos were then used in public displays held in Taupo, Turangi and Mangakino town centres over February 2005 to encourage discussion about what people thought was important and what they would like to see as Community Outcomes. COMMUNITY OUTCOMES AND MONITORING Those attending the public displays were asked to prioritise different issues by putting stones into labelled jars. All of this, along with information from the 513 returned feedback forms, was collated and presented back to a second workshop of key stakeholders in May Using information from this consultation along with information on the district, those attending the workshop came up with some draft Community Outcome statements. These statements were further refined at two further meetings held in May The Community Outcomes were finalised in May 2005 and presented to the community at the Council Expo Our District, Our Future, Fresh Thinking. T O W A R D S C O M M U N I T Y O U T C O M E S A N D M O N I T O R I N G 49

48 Monitoring Progress To make sure that we are on the right track, councils are required to monitor the progress made toward achieving the Community Outcomes for their district. Monitoring involves the collection of information to indicate how we are going. Effective monitoring provides good information for decision making. Taupo District Council is taking an integrated approach to monitoring by choosing indicators that are also relevant for State of the Environment and District Plan monitoring under the Resource Management Act Another monitoring programme that links in with Community Outcomes monitoring is the 2020 Taupo-nui-a-Tia monitoring programme. 2 Taupo District Council is also involved in a regional approach to monitoring Community Outcomes through the Monitoring and Reporting on Community Outcomes working group (MARCO 3 ) and the COBOP Monitoring and Reporting Group. State of the District Report Council produced its first State of the District Report in November 2007 and we are planning to produce a second report in The benefits of this report are that it helps to inform decision-makers about community needs in the Taupo District, and it promotes better co-ordination and application of community resources. The intention is to help guide Taupo District communities on a journey toward sustainable development. The report identifies current states and long-term trends for the community outcomes. The trends are based on cumulative data, taking into consideration peaks and troughs over time. The indicators used in this report can be found in Appendix Three. We recognise that indicators of social and economic wellbeing are more readily available than environmental and cultural indicators. There is a need to develop better cultural indicators, in particular, and to improve the ways we measure environmental and cultural well-being at a local and national level. In the years between we will produce a Top 20 Report, as we did in 2006 and early This report is a snapshot of the District using 20 key indicators from the State of the District Report. These indicators give an overall picture of the district and tell us how we are doing. Copies of the State of the District Report and the Top 20 Report are available from Council or can be viewed online. 2 3 See the activities section for further information on the 2020 project. The MARCO group is a subgroup of Waikato Information Forum (WINFO) and Choosing Futures Waikato. 50

49 Progress toward the Community Outcomes The pie graph below summarises the findings of our State of the District report on the progress made toward achieving the Community Outcomes. It also shows some of the things we are doing or planning to do in response to the findings of the report. Proposed arts/heritage/ cultural centre Lake Taupo Protection Trust Lake Taupo Erosion and Flood Strategy Living Streets action plan Landscape and natural values plan change Providing parks and reserves Proposed Stormwater Strategy Taupo Urban Area Housing Strategy COMMUNITY OUTCOMES AND MONITORING Destination Marketing and Management Attracting and retaining a range of great events Libraries in Taupo, Turangi and Mangakino Great Lake Centre Museum and art gallery Working with a range of partners on the healthy homes project Providing recreational facilities such as AC Baths, Owen Delany Park, Taupo Events Centre, Mangakino pool and Genesis Energy Turangi Aquatic Centre Economic Development Action Plan Taupo District Investments e.g. East Urban Land development, forestry Taupo Urban Area Industrial and Commercial Structure Plan Progressing the ETA Progressing the wastewater land disposal site Safer Communities Trust Safer Communities World Health Organisation Accreditation Well designed neighbourhoods Emergency Management Urban search and rescue Upgrading water supplies T O W A R D S C O M M U N I T Y O U T C O M E S A N D M O N I T O R I N G 51

50 Working Together Working toward achieving Community Outcomes is an opportunity to collaborate to achieve common goals. However, sometimes those agencies that can directly influence community well-being have different area boundaries that do not fit easily within district boundaries. For example, the Taupo District falls within four regional council boundaries and within the Lakes District Health Board boundary based in Rotorua. This means that it is very important that Council maintains regional relationships. Central Government agencies have also indicated that they are more able to work toward achieving Community Outcomes at a regional rather than local level. In each group of activities we have identified the key partners and agencies that we work with to further the Community Outcomes. Choosing Futures Waikato In 2005 Taupo District Council was involved in a regional Community Outcomes process called Choosing Futures Waikato. Alongside local Community Outcomes processes the twelve territorial authorities of the Waikato Region, together with the Environment Waikato, jointly identified regional-level Community Outcomes. The Waikato Regional Community Outcomes sit alongside and supplement local Community Outcomes. This collaborative process was unique to the Waikato Region. The discussions and liaison that occurred between agencies have helped establish good relationships which have provided a strong foundation for the continuation and further development of regional collaboration on Community Outcomes. There is an emphasis on maximising existing networks and communication and co-ordination between stakeholders, including the identification of existing activities of key stakeholders who contribute to Community Outcomes. Taupo District Council will continue to be involved in the Choosing Futures process in particular through the Monitoring and Reporting on Community Outcomes (MARCO) group. 52

51 Community Outcomes Bay of Plenty (COBOP) Taupo District has also been involved in a working group of Central Government and local government agencies collaborating on Community Outcomes in the Bay of Plenty Region. The councils in the Bay of Plenty Region, including Environment Bay of Plenty, have joined together with 17 Central Government agencies to form Community Outcomes Bay of Plenty (COBOP). The members of COBOP work together to address areas of community wellbeing where more attention might be needed by Central Government, local government or the community to make progress toward achieving Community Outcomes. As an example, a local collaborative project that has arisen from COBOP work is the World Health Organisation Safe Communities Accreditation that Taupo District is undertaking. 4 The collective process is consistent with the principles of local government in section 14 of the Local Government Act 2002, and reflects the shared roles of many organisations and the community in working toward Community Outcomes. Monitoring and Reporting on Community Outcomes (MARCO) COMMUNITY OUTCOMES AND MONITORING The MARCO group plays an important advocacy role and is an important communication link with Central Government on national monitoring programmes such as the Statistics New Zealand Linked Indicators Project. Key outputs to date include - a monitoring and reporting framework - Community Outcomes indicators for the regional community outcomes - Waikato Community Outcomes Perception Survey See Community Engagement on page 78 for more information on WHO Safe Communities Accreditation. T O W A R D S C O M M U N I T Y O U T C O M E S A N D M O N I T O R I N G 53

52 Opportunities for Maori Contribution to Decision- Making Processes Activities Taupo District Council has undertaken and continues to undertake to establish and maintain processes to provide opportunities for Maori to contribute to decision making are as follows: Relationship Building In 2004/05 the Chief Executive Officer and the Secretary of the Tuwharetoa Maori Trust Board signed a Management Protocol. The Protocol provides for senior staff from both organisations to meet on a regular basis to exchange information and seek advice from one another. In 2008, Council signed a Joint Management Agreement with the Tuwharetoa Maori Trust Board on behalf of Ngati Tuwharetoa. As part of the Natural and Landscape Values project, the agreement allows for qualified representatives from the two organisations to hear resource consent applications when on Māori Multiple owned freehold land. In addition to these, Council also has a Memorandum of Understanding with the Raukawa Maori Trust Board. Council employs a number of key staff who work closely with various Maori groups and organisations: - Strategic Communications Officer, who has Iwi liaison duties, plays a key role in maintaining and enhancing relationships between Tangata Whenua and Council - Maori Land Rating Officer, whose role is principally to provide information and education on rating issues relating to Maori land, and to ensure that Council s rates remission policy is applied where relevant - Strategic Relationships Advisor, who works closely with groups and organisations in and out of the Taupo District. In addition to these positions a number of staff have vital roles in working alongside the numerous hapu and their respective whanau groupings. Policy Development Council continues to work on the joint pilot project with the Rauhoto Land Rights Committee to identify and protect sites of significance to tangata whenua (to date this work is only being undertaken in one area of the district.) Council continues to work in partnership with Central Government, Ngati Tuwharetoa and Environment Waikato on the Protecting Lake Taupo Project. Provision has been made for representation from Ngati Tuwharetoa on the joint Taupo District Council/Environment Waikato Committee. The role of the Committee is to oversee the Trust that was set up to allocate the public fund for reducing manageable sources of nitrogen into Lake Taupo by 20%. Council has been seeking to engage and consult with Tangata Whenua at the Iwi and hapu level on key policy documents such as the Taupo District Plan, structure plans and changes to the District Plan. This work will continue. 54

53 A range of projects are also being worked on which are location specific and only involve the hapu with mana whenua status for the area in which the project is located (for example the East Taupo Arterial). Council continues to work with the representatives of Ngati Tuwharetoa on economic development through both the Taupo District Economic Development Advisory Board and the recently established Enterprise Lake Taupo. In 2003 the Tuwharetoa Maori Trust Board developed an Iwi Management Plan and this document continues to be used by Council staff. Staff Training Training within Council in relation to Tangata Whenua has developed considerably. The primary focuses are: 1. providing appropriate information to staff to aid them in their respective roles 2. providing acknowledgement for names of both people and places within the district in an appropriate manner. The following components are part of Council-wide staff development: staff induction of the district o District, Iwi and Hapū boundaries COMMUNITY OUTCOMES AND MONITORING o o Cultural and Historical sites of significance Crown Iwi/ Hapū Deed(s) of Settlement annual Treaty of Waitangi workshops Maori language courses are made available to staff and Council continues to increase proficiency in Te Reo Maori through continued development of understanding, highlighting pronunciation. Te Wiki o Te Reo Maori has been established as a solid platform from which to build, alongside customary protocols associated with whanau, hapu and Iwi. Limited information is readily available to staff throughout the district via the Intranet but greater emphasis is placed on one on one interaction with teams. T O W A R D S C O M M U N I T Y O U T C O M E S A N D M O N I T O R I N G 55

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55 Strategic Directions

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57 Strategic Directions Council s response to the Community Outcomes Towards 2019 sets out our plans for the future and what activities and projects we plan to undertake to respond to the Community Outcomes. These activities have been grouped into four Strategic Directions which guide our future priorities. These strategic directions help us decide where to focus our energy to work toward achieving the outcomes you want as a community. They also highlight the linkages between what the community have indicated they want and how Council is planning to deliver on these. The strategic directions and groups of activities within them are: Working Together Leadership, Governance and Advocacy Community Engagement Planning for the Future STRATEGIC DIRECTIONS Growth and Economic Development Economic Development Liveable Places Taupo District Investments Destination Marketing and Management Events Strong, Safe and Healthy Communities Community Facilities Venues Heritage, Culture and Public Art Parks and Reserves Emergency Management Regulatory Services Transportation Water Supply Sustainable Environment Lakes and Rivers Solid Waste Stormwater Wastewater Working together is about the way we work and it influences and guides how we undertake all our work. The strategic directions have been developed using a wide range of information, together with feedback from a number of community consultation exercises including the Community Outcomes, State of the District report, Challenges for the Future and other feedback from the community about what is important to them and what they would like the Taupo District to be known for in Other drivers that we have taken into consideration when preparing the ten year plan are the current economic climate, legislative requirements and standards, environmental issues such as climate change, and increasing operating costs as a result of matters outside of our control such as the price of oil. Activities Council must carry out are: Governance Strategic planning Environmental planning Waste minimisation and litter control Solid waste management Wastewater Stormwater Animal control Roading Water supply Building/development services Inspection services Emergency management and rural fire Parking control Community facilities such as cemeteries T O W A R D S S T R A T E G I C D I R E C T I O N S 59

58 Working Together Simply stated, by working together we are more likely to be successful than going it alone, or working at cross purposes. Council is making a commitment to act in a way that strengthens our existing relationships with our communities and partners. This involves clearly communicating our intentions and then doing what we say we will do. We want to understand our communities needs and make decisions which benefit them. This means building relationships and networks in the community and providing opportunities for the community to engage with us. At a local level, in partnership with various groups and organisations, we want to capture all of the exciting opportunities available to the district. We intend to keep our finger on the pulse to understand how our community is changing so we can make effective plans for the future. We recognise that sometimes individuals find it difficult to interact with Council on equal footing and we will continue to explore better ways of achieving a more balanced relationship. We are also committed to building stronger links with others who can provide benefits to the wellbeing of our communities, including Central Government s ministers and agencies. We are here as your advocate on issues such as air quality, healthy homes, safe communities and urban design. Our role is to make sure that the voice of Taupo District is heard at regional and national levels. Building a strong relationship with Ngati Tuwharetoa is a key component of this. We need to ensure the views of Maori are articulated and respected by Council and that their needs are considered when decisions on the future of the District are made. Connecting with youth is a challenge for councils, but it is vital to involve young people and enable them to have a greater say on youth issues and the future of their District. Taupo Youth Council encourages our young people to participate in civic affairs and provide a voice for youth. We hope to bridge the gap between Council and youth and discover fresh ways to cater for the needs of youth. As an organisation, we are always looking at the way we work to ensure that we are being the best we can. This means we need to ensure our facilities and internal systems are up-to-date and capable of delivering what we said we were going to do. The groups of activities that will primarily help Council to move in this direction are: - Leadership, Governance and Advocacy - Community Engagement - Planning for the Future. 60

59 Growth and Economic Development A key focus for Council over the next ten years is helping to develop a robust and diverse economy. A strong economy relies on having a skilled population base and a range of business and employment opportunities. As times change, we need to look for opportunities beyond the traditional economic drivers of forestry, farming and tourism. STRATEGIC DIRECTIONS We know that managing growth and establishing a strong economic focus and direction are imperative for the wellbeing of our community and the plans for the next ten years will help work toward achieving this outcome. The construction of the East Taupo Arterial (ETA) presents Taupo town and the district with some exciting possibilities. We need to take advantage of these possibilities, including the development of land and creating income that can benefit the entire community. It is really important that we manage the growth associated with the development of our economy. We put a lot of thought into this when developing Taupo District 2050, the district s growth management strategy. The Taupo Urban Commercial and Industrial Structure Plan is one of the projects identified in the strategy that we are currently working on. This plan will identify locations for future commercial and industrial opportunities in the Taupo town area. As Taupo town matures, the makeup of the town changes. Growth brings new people to town and some connections to the past can be lost. At this stage of the town s development, Council believes it is important to provide a focal point for the community at large. We are looking at establishing a civic centre in Taupo town which would incorporate a visual arts and heritage centre to meet the diverse needs of the community and nurture a sense of belonging and identity. One of our major strengths is our partnership with Enterprise Lake Taupo (ELT). ELT has developed an action plan for the district which identifies four platforms from which to support and encourage economic development. These platforms are infrastructure, people and skills, leadership and visitors and investment promotion. Council will work with ELT on these four platforms with an emphasis on appropriate, well maintained infrastructure, investment in the district and working with others to help attract the right people and skills into the district. Affordability is a key driver for Council and we want to make sure that we keep things affordable and accessible for people whilst also continuing to provide quality services and facilities. There are a lot of agencies and organisations which are involved in delivering economic development services for the district. In an attempt to try and coordinate these services the concept of an economic development hub has been investigated. At present ELT, Destination Lake Taupo and Towncentre Taupo are grouped together in the same building. We will continue to work with other partners like Ngati Tuwharetoa, the Chamber of Commerce and the Lake Taupo Development Company to ensure better coordination of services. T O W A R D S S T R A T E G I C D I R E C T I O N S 61

60 Another area of opportunity is to build relationships and connectivity between the different industries in the district (for example forestry, energy and tourism). There may be synergies that exist between these industries which could create a competitive advantage for the district. While recognising that economic growth is important to the district, Council is also conscious that the community has other outcomes it is seeking to achieve. Economic wellbeing must be balanced with environmental, social and cultural wellbeing. Taupo District is increasingly being seen as a lifestyle destination by people wanting to get out of larger centres. To make the most of this, Taupo needs to show that we have strong communities to complement our outstanding natural environment. We are moving away from the traditional focus of Destination Lake Taupo (DLT) to a more encompassing view of the visitor industry, events and destination marketing. Our vision is for Taupo District and people to be seen as exciting, vibrant and bursting with energy. We want to highlight our natural advantages and ensure we build a future that continues to provide sustainable economic and lifestyle benefits. The groups of activities that will primarily help Council to move in this direction are: - Economic Development - Liveable Places - Taupo District Investments - Destination Marketing and Management - Events 62

61 Strong, Safe and Healthy Communities We all want to live in a place that makes us feel safe and where we can be happy and healthy. One of Council s roles is to provide infrastructure and services such as roads, parks, libraries and water supplies which provide a foundation for strong, safe and healthy communities. Council also supports others who are providing services to our community. Along with the provision of basic infrastructure, Council is keen to ensure there is an emphasis on developing the social and cultural aspects of our communities through encouraging creativity and honouring community heritage. STRATEGIC DIRECTIONS A sense of belonging and community is an important aspect in keeping ourselves safe and secure. The Council has taken a proactive role in promoting improved public safety by establishing the Safer Communities Trust. The Trust will help bring together and co-ordinate all of the relevant community groups, and build on the excellent work they do. In addition, the Trust will source funding to help achieve its goals. We are also working towards Safe Communities Accreditation, as developed by the World Health Organisation, which looks at community safety in a wider sense. Another key role of the Council is the ongoing monitoring and enforcement of agreed rules and policies to ensure community values and individual rights are respected. While not always popular, it is important to control things like where people build houses, park their cars and walk their dogs. Council also needs to educate and encourage individuals to temper some ingrained behaviours for the greater good. One such challenge is managing perceptions and attitudes to water consumption. As our major centres all straddle freshwater lakes, it is very difficult to convince households that there is a need to conserve water. Recent increases in drinking water standards mean that a lot of focus in the coming decade will be on bringing our various water supplies up to standard. This is a very expensive exercise and, although the work is being spread out over the next ten years to reduce the financial impacts, if we do not cut our water consumption in half we will pay a very high cost for treatment and supply of drinking water. Our district has a lot on offer when it comes to the great outdoors and indoors. We have some fantastic venues, facilities, parks and reserves which provide places for people to be active and healthy. Rising fuel costs and growing communities are creating pressure for better options for getting from A to B. We have already started tackling these issues but we want to do more. Planning is now focusing on creating communities where people don t have to drive everywhere to do day to day things. There is also more emphasis on promoting options like walking, cycling and using public transport. The groups of activities that will primarily help Council to move in this direction are: - Community Facilities - Venues - Heritage, Culture and Public Art - Parks and Reserves - Emergency Management - Regulatory Services - Transportation - Water Supply. T O W A R D S S T R A T E G I C D I R E C T I O N S 63

62 Sustainable Environment The way Council does things can influence the quality of the environment. It is important that our actions reflect our responsibility to look after the environment for those who come after us. There are growing demands on many of the resources we have taken for granted in the past. Water is now allocated through Environment Waikato s Regional Plan, energy costs are soaring and there are increasing concerns about air quality. These things have implications for our rate of economic and urban growth. We will continue to provide basic infrastructure services like water, wastewater, stormwater and solid waste disposal over the coming ten years. The recent adoption of the Waste Minimisation Act has sharpened our thinking about reduction, reuse, recycling, recovery and disposal. If we are to lead the way, Council must look at its own practices and place more emphasis on doing things more efficiently and more sustainably. Part of this work involves ensuring the most efficient use of resources like water and land. Planning for infrastructure has started to take into account the potential effects of climate change including a possible increase in temperature, stronger winds, longer dry periods and more intense rainfall events. We know how much the community values Lake Taupo and the rivers, streams, and wetlands of the Lake Taupo catchment. Over recent years, a lot of work has gone into helping to protect the water quality of the lake. This work will remain a high priority for Council over the coming ten years, with vigilance required to ensure we don t lose the gains we have made so far. In the Lake Taupo catchment, changes to the Regional Plan have placed more controls on farming which are likely to result in different patterns of land use. We are working with the Lake Taupo Protection Trust to assist with the land use change. Outside of the catchment, we are seeing an intensification of land use from forestry to dairy which may have a significant impact on water resources. Taupo District has other important waterways, like the Tongariro and Waikato Rivers. We also have an abundance of renewable energy for hydro and geothermal electricity generation. Council will be working with others to ensure that these resources are used wisely and protected. Council is also working on a way forward for the overall management and treatment of stormwater. This involves looking at the way our communities are designed and developed, and ensuring the impact and management of stormwater is addressed appropriately. The development of a stormwater strategy will promote an integrated catchment management approach and will help us make the right decisions about what else needs to be done. We recognise the importance of education to make positive changes for the environment. We are focusing on how ordinary people can reduce the environmental impact of services such as wastewater and solid waste through changes in everyday habits. We are moving away from just providing information to working with businesses that want to make some environmental choices. We will continue the work we are doing with schools. Over the next ten years we are planning to achieve a significant reduction of waste to landfill, especially recyclables and organic wastes. We are also planning to halve the amount of water used per person in Taupo, and to continue to improve our stormwater and wastewater discharges. Education at every level will be a large part of achieving these goals. The groups of activities that will primarily help Council to move in this direction are: - Lakes and Rivers - Solid Waste - Stormwater - Wastewater. 64

63 Leadership, Governance and Advocacy Activities Contributing to Community Outcomes Community Engagement Planning for the future Economic Development Liveable Places Taupo District Investments Destination Marketing and Management Events Community Facilities Venues Heritage, Culture and Public Art Parks and reserves Emergency Management Regulatory Services Transportation Water Supply Lakes and Rivers Solid Waste Stormwater Wastewater Lakes, Rivers, Landscapes Places we are proud of Caring for our natural and built environment Recognising the special cultural relationship Ngati Tuwharetoa and its hapu have with land and water Looking after lakes, rivers and streams Balancing growth and keeping the special character of our district Enjoying the outdoors and appreciating our beautiful environment Respecting, understanding and managing natural resources and features Healthy People, Healthy Communities Physical, mental, spiritual and emotional health Acknowledging the diverse communities which make up our district and their needs Providing access to affordable, quality facilities and services Ensuring everyone has access to affordable and healthy housing Promoting healthy, active lifestyles Having a strong sense of community belonging Promoting well-being through tikanga Maori Safe and Secure People living in and visiting the Taupo District feel safe and are able to enjoy what we have Encouraging respect for people and property Welcoming visitors and being hospitable Designing spaces, buildings and roads with community safety in mind Knowing that help is available when you need it Thriving and Prosperous Providing opportunities for business and employment that meet the needs of our community and the environment A diverse range of quality employment opportunities Encouraging new business start-up and business growth Providing education and training to help ensure a skilled workforce matched to the needs of the community Ensuring that infrastructure and services keep pace with growth Providing quality education and lifelong learning for all Vibrant and Diverse Respecting and supporting all people Raising awareness and celebrating our culture and heritage Increasing focus on art and culture: music, dance, art and other art forms Supporting our young people by providing role models and acknowledging their achievements Recognising and celebrating Maori culture through history, education, language, festivals STRATEGIC DIRECTIONS T O W A R D S S T R A T E G I C D I R E C T I O N S 65

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65 Working Together

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67 Leadership, Governance and Advocacy What we do and why This activity covers the work of Council, Council committees and subcommittees, the Turangi Tongariro Community Board and the Taupo Youth Council. It also includes the facilities and internal systems that support the delivery of these activities and the other groups of activities that Council undertakes. WORKING TOGETHER Councillors and Community Board members are responsible for setting Council s directions on behalf of the people of Taupo District. They are also responsible for monitoring progress to achieve these directions, providing leadership, communicating and consulting with the public, building relationships for the benefit of the district and advocating on behalf of the community. Council acts as an advocate, working on behalf of the community. This involves: attending meetings with other organisations to make the district s views heard attending meetings outside the district, to represent the community advocacy roles with regional and central Government and various ministries and departments. Every six years Council is required to undertake representation reviews. These reviews will determine the structure and representation for the 2013 and 2019 triennial elections. The outcome of these reviews could impact on the level of service but will not affect the overall intentions of the activity. This activity administers statutory governance systems such as: Standing Orders Local Government Official Information and Meetings Act requests Privacy Act Governance Statements Electoral requirements Policy Register Delegations Register Minute books By-laws Register Declaration of Interests Register This activity also includes Council s international relationships with sister cities. As at August 2008 Taupo town had three official Sister City relationships: - Hakone (Japan) - Noumea (New Caledonia France) - Suzhou (China). It also has friendship city status with Xian (China). In Taupo the benefits gained from these relationships have been mostly educational through student exchanges with these cities. The promotion of cross-cultural understanding has also been an area of benefit. T O W A R D S W O R K I N G T O G E T H E R 69

68 The Turangi Tongariro Community Board has a Sister City friendship with the village of Kitashiobara, Fukushima Prefecture, Japan. Both share the backdrop of a lake and mountains and have a similar population base. The relationship was officiated on 7 November As an organisation we need to ensure that our facilities and internal systems are up to date and capable of supporting what we said we would do. We have a range of internal services which support and enable the organisation to perform its key tasks effectively and efficiently. This means - recruiting and retaining appropriately qualified staff - having well managed information systems - having a healthy safe work environment conducive to producing quality results - maintaining philosophies of risk reduction and continuous improvement. International Relations Committee The Sister City programme was originally established after World War II to promote international understanding and world peace by furthering communication between people from different cultures. Since then Sister City relationships have taken on much more than cross-cultural communication and exchange, although this is still at the heart of Sister City programmes. Taupo s relationships are managed on behalf of Council by the International Relations Committee, a group of volunteers including teachers, business people, Councillors and other interested members of the public. This group liaises with people from Taupo s Sister Cities to facilitate educational, business and cultural exchanges. Over the past few years these have included school visits, official delegations and business development trips, both from Taupo overseas, and from our sister cities to Taupo. Council provides funding to support these activities. Turangi s sister city relationship is managed by the Turangi Tongariro Community Board. Developing Future Leaders Developing our future leaders is about empowering our young people to reach their full potential. The Taupo Youth Council was established in 2007 to do just that and provides a way to bring young people together so they have an opportunity to put forward youth opinions and recommendations about issues that concern them. Recent discussions about the future of this group have indicated that for the sustainability, credibility and effectiveness of input from our youth, we need to consider if a youth council is the best option or if there are other ways to achieve the same goal. We need to think about how this could happen, not only in Taupo but also in Turangi and Mangakino. We will be looking at ways over the coming years as to how the Council can be at the forefront of youth issues and how they can be brought more effectively into the mainstream environment. The aim of doing this is to develop our future generation of leaders, be that in a work or political environment or both. 70

69 Rating options During the preparation of the ten year plan, Council held a number of workshops to discuss the implications of various rating alternatives. This included changing from a land value to a capital value rating system, and moving from two separate general rating areas to a single general rate across the district. Over the coming months Council will be developing a range of options for you to consider as part of the 2010/11 Annual Plan. Key actions, projects and services WORKING TOGETHER Implement IT projects to improve systems and processes Maximise shared services opportunities Investigate establishment of Youth Councils in Turangi and Mangakino Triennial election in 2010/11 Review of Code of Conduct in 2010/11 Prepare Local Governance Statement in 2010/11 [by April 2011] Representation Review in 2011/ Triennial elections in 2013/14 and 2016/17 Review of Code of Conduct in 2013/14 and 2016/17 Prepare Local Governance Statements in 2013/14 and 2016/17 Representation Review in 2017/18 T O W A R D S W O R K I N G T O G E T H E R 71

70 How we ll know we re on track Short term What we want to know Measure Source of information Target There is satisfaction with the decision making process Percentage of community that understand how Council makes decisions WCOPS 5 75% 6 Confidence that Council s decisions are best for the District WCOPS 75% 7 Significant decisions are made in accordance with the requirements of the Local Government Act 2002 Significant decisions comply with the requirements of the Local Government Act 2002 (refer to Council s policy on Significance) TDC Achieve 8 Information is available to the community so that they are able to participate in the decision making process Process all requests for official information within 20 working days of receipt of the request TDC Achieve Management systems and processes are reliable Organisational development action plan targets are met TDC Achieve Long term What we want to know Measure Source of information Target The community feels involved in the development and future of the District Percentage of community who feel they have enough say in what Council does WCOPS 75% 9 5 Waikato Community Outcomes Perceptions Survey 6 In September 2007 we achieved a result of 55.9% 7 In September 2007 we achieved a result of 53% 8 In 2007/08 we achieved this target 9 In September 2007 we achieved a result of 48.8% 72

71 Leadership, Governance and Advocacy - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure 4,359 4,684 4,768 4,809 5,057 5,127 5,187 5,532 5,665 5,757 Depreciation and amortisation Finance costs Total Operating Expenditure 4,374 4,706 4,791 4,825 5,078 5,151 5,204 5,554 5,690 5,774 Net Deficit (Surplus) of Operations 4,374 4,659 4,791 4,825 5,028 5,151 5,204 5,499 5,690 5,774 Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied 4,374 4,659 4,791 4,825 5,028 5,151 5,204 5,499 5,690 5,774 WORKING TOGETHER T O W A R D S W O R K I N G T O G E T H E R 73

72 Leadership, Governance and Advocacy - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure , Loan Repayments Total Cost 1,293 1,454 1,385 1,372 1,389 1,397 1,278 1,398 1,634 1,362 Funded by: Loans Raised Transfer from Reserve(s) ,066 1,045 1,054 1, ,038 1, Total Funding Applied 1,293 1,454 1,385 1,372 1,389 1,397 1,278 1,398 1,634 1,362 Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost ,

73 Community Engagement What we do and why Community engagement involves working with communities and other groups to address issues affecting the community s well-being. It requires the development of working relationships between communities and various organisations, particularly local and Central Government agencies, to help them all understand and address the needs of the community. It often involves the mobilisation of resources and can mean changes to policies, programmes and practices. WORKING TOGETHER A range of organisations can have an impact on the well-being of communities in the district. The involvement of these organisations will be essential in the process of addressing issues affecting community well-being. Council plays a key role in developing working relationships with these organisations to help promote co-operation and collaboration where needed. Carrying out this activity requires relationships with these other organisations locally, regionally and nationally. We use a number of methods to build relationships at various levels, from Central Government through to the community level. We work with many Central Government agencies that have a presence in Taupo District to advocate for effective service delivery to our communities. We do this by working alongside them in our District and building relationships with decision makers at a national or regional level. Triennial agreements are a requirement of the Local Government Act 2002 for all councils in each region to develop an agreement setting out how they intend to meet as a group to discuss issues that affect the region. We are involved mainly in the Bay of Plenty and Waikato regions but also have the ability to participate in the Manawatu-Wanganui and Hawke s Bay triennial agreement forums. Regionally we are involved with the Community Outcomes Bay of Plenty and Choosing Futures Waikato collaborations which focus on the community outcomes around the Bay of Plenty and Waikato regions respectively. They provide forums to bring councils and other organisations together to help build relationships and to coordinate work to achieve the community outcomes of the various communities throughout the regions. Specific projects we have been involved in with these groups include an affordable housing strategy and regional economic transformation strategies. The World Health Organisation Safe Communities Accreditation project also arose from the work done with Community Outcomes Bay of Plenty. At a District level we develop partnerships to collaborate on particular issues. We work with four other agencies to co-ordinate the 2020 Taupo-nui-a-Tia Action Plan for the sustainable management of Lake Taupo. A specific action to manage the lake is carried out by Lake Taupo Protection Trust, a partnership between Council, Environment Waikato, Tuwharetoa Maori Trust Board and the Crown. T O W A R D S W O R K I N G T O G E T H E R 75

74 We work with Enterprise Lake Taupo Trust on economic development matters. This trust has representatives from a range of organisations with an interest in economic development. With Iwi and Hapu there is a range of engagement activity. A Strategic Communications Officer is employed to work alongside Maori assisting them to engage with Council. The Strategic Communications Officer s role also involves building capacity of other Council staff to engage with Maori. We have developed a range of ways to engage the public and get people involved with what Council is doing. Mayoral forums, coffee with the Mayor and CEO, road shows on plans, media forums and other feedback channels are used to give people more opportunities to communicate with Council. We intend to further develop these relationships and to increase our engagement at the Central Government level in particular. Council will also promote collaboration where appropriate with the intention of developing better results than would have been possible if organisations operated separately and independently. Without collaboration we may not achieve efficiencies that could be possible. Advocacy Council has a responsibility to promote the social, economic, environmental and cultural well-being of the community and is a leader and advocate for the community. We will work to build relationships with important organisations to help obtain the resources and co-operation needed to address community issues. A focus for this work will be at a national level, particularly with Central Government politicians and ministries. As a representative of the community, Council will advocate for those organisations attention to be directed where the communities of Taupo District want it. Community Support Community support takes a number of forms. Council is involved in the facilitation and co-ordination of community groups, making grants and helping communities and neighbourhoods to be safe. The key focus over the next ten years is to work on the regeneration of the social and physical attributes of our communities neighbourhoods. The intention is to use all of Council s resources to develop dynamic action plans designed to upgrade the physical aspects of identified neighbourhoods. Once a sense of place and pride are developed, it is intended to develop the social networks to address visible or underlying social issues affecting the community. 76

75 Our neighbourhoods Spaces that are shared and enjoyed by the community as a whole require a sense of ownership and pride on the part of the residents. We want to go back to our older neighbourhoods and work on integrating people, land, buildings and residents of different backgrounds. We want to foster pride in neighbourhoods, develop safe and environmentally friendly communities and to encourage resident participation. We want our neighbourhoods to encourage residents to walk to convenient services and places such as parks or the dairy. The way our streets are designed should make it easier for everyone to move around and be a part of their community. WORKING TOGETHER Community Grants Council supports the community by making grants to various groups within the community. This provides a source of funding for community groups where the groups activities are of benefit to the wider community. Some grants are made on a one-off basis, but for some organisations Council provides ongoing grants which are then distributed on our behalf. This includes Waiora House, Creative Taupo and Lake Taupo Sports Advisory Trust. Grants have also been made to Bike Taupo and the Lake Taupo Community Arts Festival. These grants help ensure that the work of these organisations can continue with some security of funding. Council is currently reviewing the Community Grants Policy. It is anticipated that the policy will be adopted in 2009/10. T O W A R D S W O R K I N G T O G E T H E R 77

76 World Health Organisation Safe Communities Accreditation Communities throughout the world have recognised the benefits of identifying and implementing injury, safety and crime prevention strategies. These benefits include reducing the cost of unsafe environments and ensuring a safer place to live, work, travel, learn and play for residents and visitors. Local authorities can apply for accreditation as an International Safe Community and in doing so will join over 140 others in the world. The accreditation process usually takes about 2 years, so we plan on completing this process in Once in place the community (including government departments, businesses and community groups) will continue to work together to reduce both intentional and unintentional injury in the Taupo District. Healthy homes A significant proportion of the homes within the Taupo District were built pre-1978 before insulation became mandatory. Houses that are not insulated are cold and damp and this has found to contribute to a higher risk of respiratory and circulatory illness. Council are part of the Taupo District Healthy Housing Steering Group (TDHH) which is a partnership between local and regional councils, health providers, local Iwi, community agencies and the Energy Efficiency and Conservation Agency (EECA). The core objective of this group is to fully-fund the retrofitting of insulation in low-income, high risk households, with funding sourced from a number of agencies. The current geographical focus of this work is District wide. Although Council is part of the steering group no funds have been set aside for this project. Air Quality In September 2004 the Ministry for the Environment introduced National Environmental Standards (NES) for air quality, requiring compliance by Ongoing air sampling analysis by Environmental Waikato in Taupo, has found that a reduction of air pollutants is required to meet the standards. The major contributing factor is seen to be inefficient wood burning stoves and the approach advocated by the regional council to achieve the standards is the ongoing replacement of non conforming fires. There is a programme of replacement but this will take a significant amount of time and only affects those households that fit the eligibility criteria. The original compliance date of 2013 is now being reviewed by the current government and this may result in an extension of time to achieve the standards. Environment Waikato has also indicated that they may not grant air discharge consents as a means to fast track compliance, however there are some concerns held with regards to the social impacts of this approach. 78

77 What are the significant negative effects? We will have to take action to avoid any potential for alienating groups. Sometimes the development of relationships can be perceived to be risky due to the possible consequences if they go wrong. We will need to manage relationships very carefully to ensure that this does not happen. Link to Council strategies Council has a wide range of policies and strategies that relate to this activity, including the Community Engagement Strategy and most of the community-oriented policies and strategies. Key actions, projects and services WORKING TOGETHER Implement Community Engagement Strategy Develop set of actions for our neighbourhoods Adopt Community Grants Policy World Health Organisation Safe Communities Accreditation obtained (2010/11) Review Community Engagement Strategy (2011/12) Continue the implementation of actions, targeting key neighbourhoods Review Community Engagement Strategy (2014/15 and 2017/18) World Health Organisation Safe Communities Accreditation maintained. Ongoing key actions Administration of grants Advocacy and participation in wider forums Interagency and intersectorial collaboration Implement the Community Engagement Strategy T O W A R D S W O R K I N G T O G E T H E R 79

78 How we ll know we re on track Short term What we want to know Measure Source of Information Target We are working effectively with groups and organisations to identify and address issues Results of partnership progress reports Co-ordinators of partnerships Positive results achieved by partnerships As issues are identified, partnerships are developed where appropriate Number of new partnerships developed within the scope of community development TDC At least one new partnership developed when new issues are identified 10 Long term What we want to know Measure Source of information Target Members of the community have the ability to contact Council and express their views Resident and ratepayer satisfaction with opportunities to have a say TRRSS 11 or WCOPS 12 60% In 2007/08 we recorded 18 partnerships with external agencies 11 Triennial Residents and Ratepayers Satisfaction Survey 12 Waikato Community Outcomes Perceptions Survey 13 In September 2007 we achieved a result of 48.8% 80

79 Community Engagement - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure 1,470 1,526 1,569 1,584 1,618 1,665 1,709 1,763 1,821 1,885 Depreciation and amortisation Finance costs Total Operating Expenditure 1,474 1,530 1,572 1,586 1,621 1,667 1,711 1,765 1,823 1,886 Net Deficit (Surplus) of Operations 1,402 1,456 1,496 1,541 1,574 1,619 1,662 1,714 1,770 1,831 Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied 1,402 1,456 1,496 1,541 1,574 1,619 1,662 1,714 1,770 1,831 WORKING TOGETHER T O W A R D S W O R K I N G T O G E T H E R 81

80 Planning for the Future What we do and why Planning for the future involves the preparation of Council operating plans and policies, and monitoring and reporting on progress. It includes: preparing the following documents: the Long Term Council Community Plan (LTCCP) and subsequent amendments Annual Plans Annual Reports Financial and funding policies Policies to assist council with decision making such as the Policy to Determine Significance identifying Community Outcomes that meet community and statutory requirements developing and overseeing monitoring and other data gathering activities that provide Council with information about how well Community Outcomes are being achieved and indicate trends and emerging issues reporting on progress toward the achievement of the Community Outcomes. The Local Government Act 2002 requires local authorities to have in place various policies and plans that relate to what we do as an organisation and how we will undertake this work. These policies and plans inform the public of Council s activities and operating principles. The ten year plan provides the justification to set and collect rates which are then spent on behalf of the community to provide a range of services. Link to Council strategies This activity is about integrated planning and the planning, reporting, monitoring cycle. As such, there is linkage to all existing strategies and policies. Key actions, projects and services Prepare 2010/11 Annual Plan Prepare 2008/09 Annual Report Prepare 2009/10 Corporate Business Plan Prepare LTCCP Amendments (as required) Develop policy (as required) Review the Community Outcomes Prepare State of the District Report 82

81 Prepare 2011/12 Annual Plan Expo /12 Prepare LTCCP Prepare Annual Reports (2009/10 and 2010/2011) Prepare Top 20 Scorecard Report (2010/11) Prepare Corporate Business Plan (2010/11 and 2011/12) Review decision making policies for LTCCP Review financial and funding policies for LTCCP Triennial Resident s and Ratepayers Satisfaction Survey (2011/12) Prepare Annual Plans (2013/14, 2014/15, 2016/17, 2017/18) Expo /15 and 2017/18 Prepare LTCCPs ( and ) Prepare Annual Reports (2012/13, 2013/14, 2014/15, 2016/17) Prepare Top 20 Scorecard Reports (2012/13, 2014/15, 2015/16, 2017/18, 2018/19) Prepare State of the District Reports (2012/13, 2015/16) Triennial Resident s and Ratepayers Satisfaction Survey (2014/15, 2017/18) Review Community Outcomes (2017/18) WORKING TOGETHER How we ll know we re on track What we want to know Measure Source of information Target Plans and policies are prepared in accordance with the Local Government Act 2002 (and subsequent amendments) Unqualified audit report for LTCCP and LTCCP amendments. Significant decisions comply with the requirements of the Local Government Act 2002 (refer to Council s policy on Significance) Audit report TDC Achieve Achieve 15 The community is well informed about Council s plans and progress Percentage of the community that feel informed about Council s activities and plans for the future TRRSS 16 75% 14 The Expo provides an opportunity to learn more about what Council has planned for the future and to discover the many valuable services provided by Council, community organisations and Government agencies. 15 In 2007/08 we achieved this target 16 Triennial Resident s and Ratepayers Satisfaction Survey T O W A R D S W O R K I N G T O G E T H E R 83

82 Planning for the Future - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure ,010 1,007 Depreciation and amortisation Finance costs Total Operating Expenditure ,010 1,007 Net Deficit (Surplus) of Operations ,010 1,007 Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied ,010 1,007 84

83 Growth and Economic Development

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85 Economic Development What we do and why Economic development is about making it easier for economic activity to happen in Taupo District. Council carries out a range of activities that contribute to this, including building and maintaining roads, supplying water, removing waste and keeping towns tidy. Council also works with Enterprise Lake Taupo (ELT) to help facilitate a good business environment. Enterprise Lake Taupo s work includes providing advice to potential investors, implementing projects to support the District s economy and carrying out facilitation and advocacy work with other organisations to get the services the District s economy needs. Council provides a base level of funding to ELT to ensure long term continuity of its work. GROWTH AND ECONOMIC DEVELOPMENT Enterprise Lake Taupo has prepared an action plan for the economic development of Taupo District. The action plan identifies what needs to be done to make it easier for people to carry out economic activity. It requires working together with other organisations both within and outside the District, including linkages with the Waikato and Bay of Plenty. The areas where work will be focussed have been called the four platforms. These are the platforms from which economic activity can take place. They are infrastructure, people and skills, visitors and investment promotion, and leadership. Council will continue to take a supportive role for economic activity. Providing a basis from which businesses can grow and develop will help provide opportunities for investment. The overall goal of this is to provide income for the people of our District and thus improve our quality of life. Another way is through the development of the Taupo Urban Commercial and Industrial Structure Plan 17. This will provide an understanding of what type of development is suitable and where it is best located. One way to facilitate economic development is by making it simpler for people to get business advice. A potential goal is to develop a hub that provides a single point of contact for people who may be interested in business development services. Grouping a range of organisations together will promote better customer service and co-operation between those organisations. Co-operation and collaboration will also be promoted in other ways as working together with other organisations in the District, regionally and nationally has the potential to improve outcomes for the community. Council will promote collaboration where appropriate with the intention of developing better results than would have been possible if organisations operated separately and independently. 17 See Liveable Places on page 92 T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 87

86 Disestablishment of Taupo District Economic Development Advisory Board Enterprise Lake Taupo was set up by the Taupo District Economic Development Advisory Board in early 2008 as a collaborative organisation to promote and support economic development in Taupo District. Enterprise Lake Taupo now carries out the activities that had been the responsibility of the Advisory Board. As there is no need for this duplication the Advisory Board will be disestablished. The members of the Advisory Board support the Board s disestablishment and support Enterprise Lake Taupo as the organisation to take over the Board s functions. Economic Development Action Plan Enterprise Lake Taupo has prepared an Economic Development Action Plan. The action plan contains a programme of actions that, if implemented, should help support economic activity in the District. It includes actions to be carried out by a range of organisations to help provide a solid basis for all businesses to grow and develop. Facilitation of an Ice Arena Preliminary investigations are underway into the possibility of an indoor ice arena in the Taupo District. The following factors are being considered: acquisition of land building and funding of an ice arena operational costs. Council is currently pursuing a facilitation option where Council will look to work with other parties such as a trust or commercial venture to facilitate an ice arena. Council will decide the extent (if any) to which it is involved. In this role: Council could assist in the provision of land, if a sufficient business case is presented Other parties would be responsible for funding the building and ongoing operational costs of an ice arena. Council would choose a level of involvement (if any). At this stage Council is considering potential locations for an ice arena as part of the development of the Taupo Sportsground Management Plan in 2009/10. We are also awaiting a decision from the external parties involved as to whether, and when, a Trust will be formed. Council will consider any further involvement after these two decisions have been made. 88

87 Affordable housing The Taupo Urban Area Housing Strategy was adopted in 2007 to address some of the issues arising around housing affordability. Progress has been made on the following key actions from the strategy: Investigate the feasibility and structure of a housing trust The Lake Taupo Housing Trust has been formed. The trust is in the early stages of determining their strategy and approach to the development of affordable housing. Develop energy efficiency programmes A partnership has been formed between local and regional councils, health providers, local Iwi, community agencies and the Energy Efficiency and Conservation Agency (EECA) and funding received to commence an insulation retrofit programme in Other actions we will be working on in the coming years are a voluntary code of practice for private landlords, development of an affordable housing component as part of Council s urban land development and lobbying central government for changes to welfare structures. GROWTH AND ECONOMIC DEVELOPMENT What are the significant negative effects? Economic activity may have potential unintended consequences for environmental, social and cultural wellbeing. If it is not managed appropriately. Link to Council strategies At a regional level, the action plan for Taupo District will link into the Waikato and Bay of Plenty regional strategies that are being developed. We need to ensure that our District makes linkages with other parts of the country to build on collective strengths. The action plan builds on and refines the Taupo District Economic Development Strategy which was developed in Key organisations that we work with Enterprise Lake Taupo Towncentre Taupo Ministry of Economic Development Waikato and Bay of Plenty economic groups NZ Trade and Enterprise 18 See Community Engagement on page 75 T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 89

88 Key actions, projects and services Implement Council actions in Economic Development Action Plan Support Enterprise Lake Taupo operations Phase out Taupo District Economic Development Advisory Board Ongoing delivery of insulation retrofit programmes with EECA and other partners Investigate locations for an ice arena as part of the Taupo Sportground Management Plan Implement Council actions in Economic Development Action Plan Support Enterprise Lake Taupo operations Review Economic Development Action Plan in 2010/ Implement Council actions in Economic Development Action Plan Support Enterprise Lake Taupo operations Review Economic Development Action Plan in 2013/14 and 2016/17 How we ll know we re on track What we want to know Measure Source of information Target Services set in economic development contracts are being delivered Completion of economic development projects Reports from contractors Achieve 19 This activity is indirectly having a positive effect on the economy Economic indicators 20 such as business confidence, unemployment rates, business numbers and average income Statistics New Zealand economic indicators Positive changes 19 In 2007/08 this target was achieved in part 20 See page 281 (SOD indicators) 90

89 Economic Development - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs Total Operating Expenditure Net Deficit (Surplus) of Operations Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied GROWTH AND ECONOMIC DEVELOPMENT T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 91

90 Liveable Places What we do and why Unmanaged growth has the potential to undermine the sustainability of the community; it can result in damage to sensitive environments, conflicts between competing land uses and inefficient or inadequate infrastructure. The Council has a key role to play in planning for how we will manage future urban growth using Taupo District 2050 (TD2050), the district wide growth management strategy, as a blueprint. A lot of work has already been done to implement TD2050 and over the coming ten years the focus is going to be on completing the structure planning for the identified urban growth areas. The Taupo Urban Commercial and Industrial Structure Plan is already being developed. The next priority is the South Western Settlements Structure Plan. Once drafted, each of these structures is then anchored in the District Plan. Along with planning for the future, Council is involved in managing how land is used and where subdivision takes place. This is primarily done through the District Plan, which provides direction on what activities are considered to be acceptable while protecting the community and environment against adverse effects. In the short and medium terms work on the District Plan will concentrate on completing existing projects like the Natural and Landscape Values Plan Changes. The purpose of this project is to identify areas of important landscape and natural value in the Taupo District and to protect these areas from inappropriate development. Toward the end of the ten year period the emphasis will move to preparing for the next major review of the District Plan. Central Government and regional councils also develop policies and rules which govern how land and resources are used. These policies and rules can impact on how our communities grow and function, so it is important that the Council puts forward the views of the District s communities for consideration. At the moment there is a significant amount of Central Government policy on issues such as electricity generation and freshwater. This direction setting from Central Government is expected to continue over the period of the ten year plan. At the same time, a number of the surrounding regional councils, including Environment Waikato, are reviewing their regional policy statements. These statements set the direction for how resources are used through the regions and our District Plan must give effect to that direction. It is very important that we are involved in the development of these statements to advocate on behalf of the District s communities. 92

91 Creating a civic heart for the Taupo town centre The construction of the East Taupo Arterial allows us to reclaim and reinvigorate the Taupo Central town centre environment 21. With Lake Terrace and Tongariro Street coming back to Council as local roads, there will be all sorts of opportunities to create much better linkages between the town centre, the Lake and the Tongariro Domain. Council is looking to help revitalise the town centre environment through the creation of a civic heart. Civic buildings like libraries, museums and offices have resources and activities that appeal to people of all ages and all cultures in a community. They can be real catalysts for drawing people to places and encouraging social interaction. We are fortunate to already have the public library and the Great Lake Centre right in our town centre. We want to build on the benefits of having these existing facilities by building a new civic administration centre to complement them. As noted in Heritage and Public Art, (page 131) we are also giving some thought to the development of a new arts/heritage/cultural centre to meet the cultural needs of the community. There is the real potential to combine that centre and the new civic administration building as part of the new civic heart. This will also mean that the current Lake Terrace Council site will become available. GROWTH AND ECONOMIC DEVELOPMENT Having people around in public places is a real plus in terms of creating a feeling of vibrancy and excitement; it is also a positive for retailers who see greater foot traffic, and for the general community who benefit from a place that feels safe, inviting and fun to be in. We think that by creating a heart for our town centre we will be able to achieve this. There are a number of ways that this civic heart can be made a reality in the town centre environment. We are looking at potential locations and how best to design the civic heart through the Taupo Urban Commercial and Industrial Structure Plan. That process will make sure that we take into account things like traffic movement, parking needs and open space connections. It will also offer a number of informal and formal opportunities for the community to provide ideas about the best future location. Once we have agreed on the right location, funding will need to be identified. 21 Please see the Taupo District Plan T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 93

92 Taupo Urban Commercial and Industrial Structure Plan Taupo District 2050 (TD2050) has identified areas for future commercial and industrial growth in and around Taupo town. To ensure that these areas are developed to meet the community s future needs, Council is developing the Taupo Urban Commercial and Industrial Structure Plan. This plan is one of the ways Council will respond to the community outcome Thriving and Prosperous. Specifically it will ensure that infrastructure and services keep pace with growth. The plan will set out where different activities are best located, with enough flexibility to allow for future changes in the economy. It will also provide direction for how these areas will be appropriately serviced with infrastructure like roads and stormwater. Through the Economic Development Action Plan and our Visitor Strategy there has been a strong call to establish the district s personality and have a clear identity. These elements will be the best way to create a thriving civic heart. Taupo District 2050 has previously identified the Taupo town centre environment as the major commercial and retail centre in the district and a key community asset. One of the key things the structure plan will seek to do is provide some more direction on how best to revitalise the town centre. With the completion of the East Taupo Arterial, Lake Terrace and Tongariro Street will be returned to Council control, opening up the potential for easier access from the town to the lake and the Tongariro Domain. Creating a civic heart will be a key focus for the town centre part of the structure plan. During development of the structure plan there will be a range of opportunities for interest groups and the public to provide input. The plan is due to be completed in December 2009, at which stage the Council anticipates making a change to the District Plan to facilitate development in the new commercial and industrial areas. The structure plan is also expected to result in physical changes to the town centre which will be implemented over time through things like planting plans and roading upgrades. What are the significant negative effects? The preparation of structure plans identifies where future development potential may be and thus favours one set of landowners over another. Environmental wellbeing may take precedence over social, cultural and economic wellbeing. Link to Council strategies Taupo District 2050 Taupo District Plan Development Contributions Policy Asset management plans 94

93 Key organisations that we work with Environment Waikato and other regional councils Ministry for the Environment Department of Conservation Department of Internal Affairs Tuwharetoa Maori Trust Board NZ Transport Agency Key actions, projects and services Completion of the Taupo Urban Commercial and Industrial Structure Plan Review of the TD2050 implementation plan Implementation of the District Plan monitoring process Initiation of the South Western Settlements Structure Plan Continue appeal resolution for Plan Change 23 (Mapara Valley) Continue appeal resolution for Natural and Landscape Values Appeal Continue drafting of Biodiversity Strategy and design guidelines for development in the Rural Environment Processing of Turangi Structure Plan including appeal resolution (dependent on private developer) Processing of Whareroa Structure Plan Change (dependent on private developer) Consultation on and notification of the Lake Taupo Erosion and Flood Plan Change Potential notification and adopting of Hazards Plan Change (dependent on review undertaken prior to June 2009) District Plan change (notification and processing) for Taupo Urban Commercial and Industrial Structure Plan Development of Taupo District Environment Design Guidelines GROWTH AND ECONOMIC DEVELOPMENT South Western Settlements Structure Plan Taupo Town and Waitahanui structure plans Continue monitoring of the District Plan Review of TD2050 Continue appeal resolution for Plan Change 23 (Mapara Valley) Continue appeal resolution for Natural and Landscape Values Continue appeal resolution for Turangi Plan Change Hearings, decisions and resolution of appeals on Whareroa Plan Change Resolution of potential appeals on the Lake Taupo Erosion and Flood Plan Change Hazards Plan Change Taupo Urban Commercial and Industrial Structure Plan Change Plan change for South Western Settlements Structure Plan Plan change for Taupo Urban Commercial and Industrial Structure Plan T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 95

94 South Eastern Settlements Structure Plan Full review of TD2050 Natural and Landscape Values Plan Changes Complete monitoring of the District Plan in 2017 Collation and reporting on the District Plan monitoring process Notification, submissions, hearings, decisions and potential appeal resolution of Waitahanui Structure Plan change Input into the development and notification, submissions, hearings, decisions and potential appeal resolution of South Eastern Settlements Structure Plan change Review of the Historic and Cultural Values plan provisions and protection of sites in the Taupo District Review of the District Plan for notification in 2020 How we ll know we re on track Short term What we want to know Measure Source of information Target District Plan changes are developed in accordance with the provisions of the Resource Management Act 1991 All identified Plan Changes consulted, notified and heard in accordance with best practice and within statutory time frames TDC Achieve 22 Structure plans developed by Council meet the consultation and decision making requirements of the Local Government Act 2002 All Council developed structure plans involve consultation during their development and in accordance with the special consultative procedure TDC Achieve Council is advocating on behalf of the community with respect to environmentally focused national and regional policy development Submissions are prepared where environmental policy developed by other government organisations has a significant impact on the Taupo District TDC Achieve Long term What we want to know Measure Source of information Target The community feels involved in the development and future of the District Percentage of community who feel they have enough say in what Council does WCOPS 75% In 2007/08 this target was achieved. 23 In September 2007 we achieved a result of 48.8% 96

95 Liveable Places - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure 1,415 1,317 1,587 1, ,023 1,136 Depreciation and amortisation Finance costs Total Operating Expenditure 1,418 1,319 1,589 1, ,024 1,136 Net Deficit (Surplus) of Operations 1,416 1,317 1,587 1, ,022 1,134 Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied 1,416 1,317 1,587 1, ,022 1,134 GROWTH AND ECONOMIC DEVELOPMENT T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 97

96 Taupo District Investments What we do and why Council generates income from a range of assets that it owns whether by investment or development. Income generated from these assets is an important income stream for Council to enable rates to be affordable. The activity aims to maximise return from: - urban land development (190ha) - TEL Fund - general reserve funds - forestry (1,058ha) - property One of the outcomes is to pay for the East Taupo Arterial (ETA). East Urban Lands Over the past few years Council has been developing residential sections on 190 hectares of severance land purchased in the mid to late 1990s for the East Taupo Arterial route on the south eastern outskirts of town. An industry-leading master-planned urban design development comprising approximately 2,200 lots and known as the East Urban Lands (EUL) is currently in for consideration with Council for a land use consent. The EUL project is broken up into various neighbourhood precincts with their own individual characteristics of built environment. This is anticipated to be a long term (20 years plus) project. The precincts include a neighbourhood centre including commercial uses and high density residential, an educational and research campus with associated commercial use and residential as well as more traditional type of residential development in varying degrees of density and character. One of the primary aims is to create vibrant, safe and interactive communities through proven urban design principles and quality healthy homes through sustainable development. The project will be progressed on a staged basis depending on expected uptake and demand, with the first being the 17 lot Victoria Stage 2 in

97 TEL Fund The TEL Fund is managed by the Treasury Management Policy. This policy enables a range of levels of risk versus return to be taken by the TEL Fund. This means, for example that the level of equities could be from zero to 50% of the fund. With the ongoing volatility in all markets, especially equity and property, the fund is taking a very conservative approach and will continue to apply that strategy for the foreseeable future. Forestry Council has 1,058 hectares in forestry spread over two major forests (Rangitaiki and Tirohanga) and four minor plantations. Harvesting of the two major forests will occur between 2014 and 2018 resulting in projected net income of $8m over the five year harvest period. The impact of the Emissions Trading Scheme is still being assessed specifically whether Council is entitled to any carbon credits on the pre-1990 Rangitaiki (Murray Black) forestry block. GROWTH AND ECONOMIC DEVELOPMENT Assets we use Land, for example, the East Urban Lands Forestry Link to Council strategies This activity aligns with the Council Treasury Management Policy. It is also in accordance with the recent Rates Review which encouraged income generation from sources other than rates. Key organisations that we work with Banks and private sector T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 99

98 Key actions, projects and services Set development and investment strategy for each class of assets Manage assets to deliver required level of income for year Manage TEL fund and general reserve funds Housing development on Stage 2 Victoria Completion of resource consent for Lot 60 residential development Residential subdivision consent for Stage 2 Botanical Heights (East Urban Lands) and marketing this subdivision Plan commencement of Broadlands Road Service Centre adjacent to East Taupo Arterial Construct Mahoe Street industrial development Manage TEL fund and general reserve funds Complete housing development on Stage 2 Victoria Redevelop Mangakino Service Centre and Library Manage assets to deliver required level of income for year Construct and complete Stage 2 Botanical Heights Ongoing consent for Broadlands Road Service Centre, marketing and construction Commence The Stables residential development (East Urban Lands) planning Commence the East Urban Lands Campus and commercial development Plan and commence commercial/industrial opportunities following completion of the Taupo Urban Commercial and Industrial Structure Plan Manage TEL fund and general reserve funds Manage assets to deliver required level of income for year Complete The Stables residential development Complete the East Urban Lands Campus and commercial development Complete Broadlands Road Service Centre Progress ongoing stages of the East Urban Lands project as required by demand Ongoing commercial and industrial development as required How we ll know we re on track What we want to know Measure Source of Information Target We are developing sustainable revenue sources other than rates Investment Strategy reviewed every three years Targets set within the strategy TDC Achieve Achieve 100

99 Taupo District Investments - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales 625 2,082 2,710 9,609 10,698 8,142 2,688 1, Vested assets Other income 7,851 7,794 7,812 7,703 7,149 6,762 6,776 6,864 6,811 7,205 Total Income 8,476 9,876 10,522 17,312 17,847 14,904 9,464 8,199 7,494 7,205 Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs ,184 1,381 1,664 1, Total Operating Expenditure 1,554 1,820 2,121 2,348 2,627 2,310 1,734 1,187 1,205 1,271 Net Deficit (Surplus) of Operations (6,922) (8,056) (8,401) (14,964) (15,220) (12,594) (7,730) (7,012) (6,289) (5,934) Funded by: General rates (5,708) (5,760) (6,783) (5,825) (5,077) (3,947) (4,035) (4,487) (4,321) (3,760) Operating deficit (surplus) from/to reserves (1,214) (2,296) (1,618) (9,139) (10,143) (8,647) (3,695) (2,525) (1,968) (2,174) Recognition of vested assets Depreciation not funded Total Funding Applied (6,922) (8,056) (8,401) (14,964) (15,220) (12,594) (7,730) (7,012) (6,289) (5,934) GROWTH AND ECONOMIC DEVELOPMENT T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 101

100 Taupo District Investments - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service 2,389 4,162 5,227 6,743 7,825 3, Total Capital Expenditure 2,653 4,923 5,488 7,495 8,140 4, Loan Repayments 76 1,355 3,573 3,738 10,481 10,260 6, Total Cost 2,729 6,278 9,061 11,233 18,621 15,133 7,019 1, Funded by: Loans Raised 2,476 4,275 5,352 6,861 7,923 4, Transfer from Reserve(s) 253 2,003 3,709 4,372 10,698 11,102 7, Total Funding Applied 2,729 6,278 9,061 11,233 18,621 15,133 7,019 1, Split of Capital Expenditure Renewals Growth Increase in level of service 2,389 4,162 5,227 6,743 7,825 3, Total Cost 2,653 4,923 5,488 7,495 8,140 4,

101 Destination Marketing and Management What we do and why Council assists with destination marketing and management through Destination Lake Taupo (DLT) and the Lake Taupo Tourism Advisory Board 24 (LTTAB). The LTTAB is a Council Controlled Organisation (CCO) that provides advice on tourism and destination management in the district and advice on the marketing direction and operations of DLT. We want to bring people to the district so that they can enjoy what we have to offer and contribute to our economic well-being. We have established international and national alliances so that we can benefit from what others are doing for example Tourism NZ and the Great NZ Touring Route. GROWTH AND ECONOMIC DEVELOPMENT A major focus for us over the coming ten years is the Sustainable Tourism Charter which we will develop in conjunction with those involved in the District s tourism sector. Historically most of our international visitors have come from the United Kingdom. We recognise that this may change given the current economic climate. We are going to place more emphasis on the east coast of Australia given the expansion of the Rotorua Airport which will offer trans-tasman flights. We will also work on attracting more domestic visitors to the District, either for a holiday or to take part in one of the many events that we offer. 25 To help us understand why people are coming here, but also why they are not, we will undertake some research which we can use to tailor our marketing. Our two i-sites, one in Taupo and the other in Turangi, provide residents and visitors with information about our district. They promote what we have on offer and provide assistance to people making decisions about their holidays. This is one of the key ways in which we can encourage our visitors to stay longer in the District. The Conference Bureau provides a central point of contact for those wanting to host a conference in the District. One of the benefits of hosting conferences is the ability to offer incentive packages to conference attendees. The world is moving to online booking and we want to be at the front of this global shift. We are developing a digital strategy because the greater our digital footprint the more exposure we have. We are also planning to develop our niche markets which include golf, fishing, mountain biking, tramping, and walking. We want to help to foster understanding and appreciation of our built, historical and cultural heritage. One of the ways we are doing this is to work with Maori to ensure that their culture and identity are protected. The LTTAB provides us with a wealth of knowledge and expertise that we are looking to capitalise on over the next ten years. Destination Lake Taupo will have to work harder and smarter to ensure we obtain the best possible results for our stakeholders. We must work more closely with our industry locally and capitalise on any opportunities to work with our regional and national partners. 24 See Council Controlled Organisations, Volume 2 25 See Events on page 110 T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 103

102 Sustainable Tourism Charter Taupo District s tourism industry is dependent on its natural environment. There is an increasing demand for sustainable tourist activities both locally and globally, with tourists increasingly considering sustainability as part of their decision making process. Destination Lake Taupo has a lead role to play in the facilitation of this process. By advocating and assisting we can influence key stakeholders to work towards becoming sustainable. The development of a sustainable tourism charter will assist in maintaining our clean green image and will assist in: Increasing knowledge and relationships between operators and key stakeholders Building relationships between tourist operators the environment, tourist operators and the community Building relationships between tourist operators and Iwi Influencing other key stakeholders in terms of sustainability. Opportunities presented by Rotorua Airport expansion Additional funding has been approved to help address the decreasing visitor numbers domestically, and take advantage of the opportunities presented by Rotorua Airport expanding into trans-tasman flights. Our international marketing is undertaken in conjunction with our regional partners under the Great NZ Touring Route co-operative. The development of Rotorua Airport opens up the opportunity to market conventions and free independent travel from the Australian eastern seaboard. With Rotorua Airport less than one hour s drive away the Lake Taupo Region is a viable option for conventions and short-stay, self-drive holiday market, including the lucrative ski and winter holiday markets. The additional funding will be complemented by funding from our regional partners, the Rotorua Airport, airlines and travel industry partners in NZ and Australia to fund a coordinated, three year branding and tactical campaign in the target cities. 104

103 Marketing Development Rate Taupo District Council collects a rate called the marketing development rate (MDR) from all commercial, industrial and commercial accommodation properties in the District. The funding collected is used to market the District as a place for people to visit and live. It is paid by businesses and accommodation providers because the main benefit of attracting more people to the District is received by the businesses where those people spend their money. Some organisations have expressed concerns over the fairness of this rate in relation to who pays it, who does not and the amount that each pays. Some examples have been cited where companies may pay only a small contribution to the rate due to their land value, but they receive significant benefit from the marketing activity. This led to the Taupo District Visitor Industry Forum held in early October The forum identified that further work was needed to find a fairer way of collecting funding for marketing the District. The forum led to the establishment of a task force, organised by Enterprise Lake Taupo and the interim Lake Taupo Tourism Advisory Board, who then made a submission outlining that consideration should be given to developing a workable method of generating voluntary contributions from the visitor industry currently outside the MDR process. Council is planning to develop some options for the MDR which will form part of the 2010/11 Annual Plan. If changes are made to the MDR this will necessitate an amendment to the Long Term Council Community Plan. GROWTH AND ECONOMIC DEVELOPMENT What are the significant negative effects? Council recognises that there is an effect on the economic wellbeing for some of those who contribute to the marketing development rate. This effect is due to the anomalies associated with who pays the rate, how much they pay and who benefits from the rate. Link to Council strategies Economic Development Action Plan Ten Year Visitor Industry Strategy Key organisations that we work with Tourism NZ Regional Tourism Organisations of NZ Great NZ Touring Route Marketing Co-operative Town Centre Taupo Maori Regional Tourism Office Accommodation Association Tourism Lake Taupo Enterprise Lake Taupo Tourism Industry Association T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 105

104 Key actions, projects and services Development of a digital strategy Development of a sustainability charter Marketing research Domestic tourism marketing International tourism marketing Operating i-sites in Taupo and Turangi Convention and incentive marketing Destination management Brand/identity development Implementation of the digital strategy Implementation of the sustainable tourism charter Domestic tourism marketing International tourism marketing Operating i-sites in Taupo and Turangi Convention and incentive marketing Destination management Domestic tourism marketing International tourism marketing Operating i-sites in Taupo and Turangi Convention and incentive marketing Destination management 106

105 How we ll know we re on track What we want to know The private sector is contributing to marketing campaigns There is an increase in tourism Revenue from advertising sales is increasing Revenue from Visitors is increasing Measure Percentage of marketing campaigns to be funded from private sector contributions Domestic visitor nights increase each year Percentage increase in revenue annually from advertising sales Percentage increase in revenue per visitor from activity operators, accommodation and tourism support services Source of information Target TDC 50% 26 Commercial Accommodation Monitor, Stats NZ TDC 5% 28 Tourism Research Council of NZ International Visitor Survey Increase by 0.8% per annum 27 5% 29 GROWTH AND ECONOMIC DEVELOPMENT Quality destination marketing and management Percentage of respondents to annual visitor stakeholder survey are satisfied with the performance of Destination Lake Taupo TDC 70% 26 In 2007/08 we achieved 43% 27 In 2007/08 there was a decrease of 4% 28 In 2007/08 revenue from advertising sales increased by 27% 29 In 2007/08 we achieved a 4.7% increase in commissions T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 107

106 Destination Marketing and Management - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates ,004 1,025 1,056 1,089 1,121 1,167 1,208 Development and/or financial contributions Property Sales Vested assets Other income Total Income 1,643 1,691 1,749 1,804 1,850 1,903 1,959 2,017 2,091 2,164 Operating Expenditure Operating expenditure 2,448 2,540 2,620 2,691 2,766 2,844 2,925 3,027 3,133 3,240 Depreciation and amortisation Finance costs Total Operating Expenditure 2,537 2,625 2,715 2,793 2,853 2,933 3,015 3,108 3,222 3,331 Net Deficit (Surplus) of Operations ,003 1,030 1,056 1,091 1,131 1,167 Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied ,003 1,030 1,056 1,091 1,131 1,

107 Destination Marketing and Management - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure Loan Repayments Total Cost Funded by: Loans Raised Transfer from Reserve(s) Total Funding Applied Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost GROWTH AND ECONOMIC DEVELOPMENT T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 109

108 Events What we do and why Through Destination Lake Taupo, Council, in conjunction with the Lake Taupo Tourism Advisory Board, undertakes event facilitation. Our reputation as The Events Capital of New Zealand is growing and it is opening up opportunities to increase our market share. Over the next ten years a strong emphasis will be placed on protecting and enhancing our reputation. This will be achieved in part by the development and implementation of a Sustainable Tourism Charter (see page 104). We also clearly set out our expectations regarding event management to organisers such as the need to develop and comply with a waste management plan. Funding will be utilised to attract more large participation events, reinforce the infrastructure crucial to this growth and commission research. This research will focus on economic benefit, environmental impact, volunteer burnout and the perceptions surrounding the effect large scale events have on general tourism. With the major annual sporting events cemented into the calendar, the focus is turning to international and world events with an arts/culture and festival type flavour. These events are more suited to filling the shoulder season over the summer months and to Taupo s climate. The newly established Riverside Park amphitheatre is an exciting addition to the region s event venues, allowing us to establish a vibrant series of summer events. Once completed, we will also be able to capitalise on the commercial concert market. Research identifies that 60% of event participants return to holiday in the region so we will continue to market the events we offer to maintain or increase this number. The development of Rotorua Airport also presents us with opportunities for events in the District. 110

109 Here are some of the great events (and we apologise for those we have left out) that benefit the District: A1GP World Cup of Motor Sport NZ Offshore Power Boat Racing NYE 08 Concert Taupo More FM Summer Series (Riverside Park) Kiwiburn (Mangakino) Taupo Medieval Festival New Balance Great Lake Relay Bonita Ironman New Zealand Triathlon Oxfam Trailwalker World Masters Bench Press Championships Bike Odyssey (three day mountain bike ride) 100K Flyer Erupt Arts festival Mizuno Half Marathon Wattyl Lake Taupo Cycle challenge Pearl Izumi Taupo Half ironman Sika Show & Competition Ecoshow New Zealand Taupo Home and Garden Tuwharetoa Cultural Festival What are the significant negative effects? Events can cause some inconvenience for some members of the community. There is also the potential for an adverse environmental effect. Council s Solid Waste bylaw requires that events held at Council venues require a waste management plan in order to reduce and minimise the impact of events on the environment. GROWTH AND ECONOMIC DEVELOPMENT Link to Council strategies Ten Year Visitor Industry Strategy Key organisations that we work with Event organisers and sponsors New Zealand Transport Agency Police and emergency services District Health Board T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 111

110 Key actions, projects and services Event facilitation and marketing. This includes co-ordination of local event organisers to encourage best practice, including sharing and storage of event related equipment and signage at entrances to Taupo township financially assisting media visits to boost exposure of existing key events providing financial and management support to encourage new events to be established engaging in co-operative advertising with existing event organisers to boost participation at existing events proactively seeking to increase international participation and exposure to both new and existing events protecting and enhancing the Lake Taupo region s highly regarded reputation for hosting high quality events. How we ll know we re on track What we want to know Measure Source of information Target Major events continue to be held in Taupo District which contribute to the economic and cultural wellbeing of the District Number of major events are retained in Taupo District TDC At least 20 major events are held annually, including three in Turangi and three in Mangakino 30 Taupo retains national and international reputation as a successful events destination All events receive positive media coverage locally and nationally TDC Achieve 30 In 2007/08 we had 19 major events at the Taupo Events Centre, 318 events at the Great Lake Centre and 8 key council community events. 112

111 Events - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs Total Operating Expenditure Net Deficit (Surplus) of Operations Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied GROWTH AND ECONOMIC DEVELOPMENT T O W A R D S GROWTH AND ECONOMIC DEVELOPMENT 113

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113 Strong, Safe and Healthy Communities

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115 Community Facilities What we do and why Council provides a variety of facilities that are fundamental to the needs of the community. These facilities include: - Taupo, Turangi and Mangakino public libraries - A mobile library that lends books and other items - Rental accommodation for the elderly - Community halls for local use - Public cemeteries and associated burial and cemetery maintenance services - Free or paid-entry public conveniences. STRONG, SAFE AND HEALTHY COMMUNITIES Libraries Taupo District Council provides a district library service which incorporates three libraries plus a mobile library bus. Library services include access to library resources, management of the collection, archiving material relevant to the community, providing access to information and resources that may otherwise not be available, providing a place for all sectors of the community to meet and supporting research and study. Over the last two years we have upgraded the Taupo and Turangi libraries. The upgrades have had a positive impact on the use of the facilities. The acquisition of a mobile bus will provide greater access in more remote areas of the district. There is no longer a legislative requirement for local government to provide libraries but they are viewed by the community as part of the essential infrastructure. This is demonstrated by the level of membership and usage of our libraries with a high proportion of the population holding a library membership. The current library service is based on the Library Development Plan adopted in 2004, which provides a way forward as to how to manage services for population growth and technological advances. We are also guided by the standards provided by the Library and Information Association New Zealand Aotearoa (LIANZA) for managing libraries. Examples of LIANZA indicators are staff numbers, items per head of capita, issues per annum and access to computers. The plan over the next ten years is to develop the collection, to maintain the quality and condition of the existing collection, and to provide an integrated district wide service. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 117

116 Housing for the Elderly We provide housing for the elderly in Taupo, Turangi and Mangakino. These properties were developed during the 1980s and have continued to provide a low cost housing option for a minority of the district s older persons since that time. The accommodation is primarily one and two bedroom units and is self contained, with no support services. The properties are directly managed by Council with rental levels below the market rate. The provision of affordable rental accommodation for the elderly is one of the ways we can support older people in maintaining independence and participation in the community. The demand on housing for the elderly is quite complex but relates primarily to the accessibility of housing at a similar rental level, demographics and attractiveness of the location. With a growing aging population and increased housing affordability issues, it is predicted that demand will increase. A full review of the housing for the elderly within the district will be carried out during 2009/10 and will provide a future direction for the activity. Regular maintenance will continue to maintain the good quality accommodation as it currently stands. Community Halls Council maintains a number of halls around the District. We recognise that community halls provide places where local communities can socialise, and that they are often the hubs of rural areas, in conjunction with local schools. The halls vary in size and are located both in urban and rural areas. Their usage in recent years has been low. Some recent initiatives to increase the use have included: - transfer of the ownership of Wairakei Hall to the local school, which has relocated the building and will use this in their grounds both for the school and the wider community. Council and Central Government granted funds to assist in this initiative which had other benefits for the community, including safety and opening up access to the tennis courts. - investment in Waitahanui Hall to address vandalism. This was done by creating activities for local youth and making the fees for usage more affordable. Having carried out a full review in 2006, it is clear that the halls will continue to be used sporadically. The feeling from the community was that this is acceptable as they do offer a focal point for activities as required. Council maintains a list of venues/halls that are available for use throughout the District, not all of which are owned by Council e.g. Tauhara College Hall. It is anticipated that during the life of this ten year plan the halls will be maintained only, with no redevelopment or additional halls anticipated. Future of the Senior Citizens Hall in Turangi Council and the Turangi Tongariro Community Board are keen to hear from the community about options for the future of the Senior Citizens Hall. The hall has the potential to offer the community a place to gather and have a positive impact on the social wellbeing of the town. 118

117 Cemeteries The district has three public cemeteries and two burial areas of historical significance, as well as a number of urupa which are not under Council responsibility. There are approximately 170 burials carried out within the district per annum and an increasing number of cremations. Council facilitates burials, cremation, ash interments, provision of park like cemeteries and conservation of historic burial areas within cemeteries or reserves. The local funeral director oversees these services. Council provides public access to a database containing information on deaths and plot location. This is proving to be extremely popular, particularly with the growth in demand for genealogical information. The choice of interment type has changed over recent years towards cremation. Analysing this, and also demand for other types of burials, it is estimated that the cemeteries should still have over an 80 year life. There is no plan during the life of this ten year plan to develop additional land but developments and improvements will be made to the current land holding. Public Toilets Council provides both paid entry and free public toilets. Primarily this is for public health reasons, and it is a form of convenience for residents and users. A decision was taken during the 1990s to construct a paid entry facility (Superloo) which would provide more than the basic requirements. This has proven extremely popular with locals and visitors alike, with over a million visitors since construction. In addition to this around the lake are a number of basic toilets and toilets with changing rooms. During the summer these prove to be very popular, especially with the events timetable and those just enjoying the lake and surroundings. STRONG, SAFE AND HEALTHY COMMUNITIES The district s public toilets are heavily used and as a result need continual maintenance and upgrade. All the toilets are themed with colour and distinctive metal panels which are exclusive to our district and our toilets have won awards for design. The future is about addressing growth in local and visitor requirements. The primary focus is to maintain or upgrade our current toilets, to remove those that have the potential to affect the environment, and to build facilities for sporting clubs which do not currently have any. Assets we use 31 Libraries in Taupo, Turangi and Mangakino, library stock and mobile library Pensioner housing Community Halls Cemeteries in Taupo, Turangi and Mangakino Public toilets at various locations in the district 31 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 119

118 Summary Assessment of Water and Sanitary Services 32 Public Toilets and Cemeteries Council currently provides 56 public conveniences in the District. There are four types: Superloo, Exeloo, Toilet Block and Wet Privy. In addition to the public conveniences, there are public toilets in Council s various community halls. There are public conveniences in libraries and other Council buildings, such as the Great Lake Centre, Events Centre and Genesis Energy Turangi Aquatic Centre. Council provides two caravan sewage dump sites (Two Mile Bay and in the CBD off Spa Road). There are also boat sewage dump sites at Motuoapa Marina and Tokaanu Marina which are owned by the Department of Internal Affairs. There is one stock effluent dump site within the District, located at Oruanui Road. Council currently provides 1.72 public toilets for each 1,000 residents with the industry average being around 0.86 per 1,000. We are therefore currently well above the national average. The reason for this is to provide for the transient and settled tourism in the District. We have developed a growth model to demonstrate that capital expenditure for growth is appropriately linked to growth predictions. The output from the growth model and the maintenance of the current level of service will require the provision of a further 16 toilets over the next ten years (location to be determined). Council provides and maintains three cemeteries in the District. These are located at Taupo, Turangi and Mangakino. There are many sanitary services in the District provided by others. These include conveniences at camping grounds and caravan parks, four caravan sewage dump sites at camping grounds, conveniences at petrol stations, restaurants, cafes, etc, conveniences at sports clubs etc, which are open during public events, urupa cemeteries managed by trusts (e.g.taupo, Turangi), and one crematorium in Rickit Street, Taupo. Levels of service statements are prepared for both toilets and cemeteries and are outlined within the Community and Recreation Asset Management Plan and the Parks Asset Management Plan. Current and future cemetery management will be addressed in the Cemetery Policy and Bylaw and the Parks Asset Management Plan. A copy of the Assessment of Water and Sanitary Services is available from Council offices. Link to Council strategies Older Person s Policy Cemetery Bylaw and Policy Library Development Plan 2004 Community and Recreation Asset Management Plan Youth Policy 32 Section 125 of the Local Government Act requires that we assess the provision within the District of water services and other sanitary services. 120

119 Key organisations that we work with Ratepayer organisations Lake Taupo Primary Health Organisation Work and Income NZ Heartlands Returned Services Association Key actions, projects and services Library management system implemented district wide Review of housing for the elderly Upgrade of Huka Lawn area of Taupo Cemetery Automation of the libraries with radio frequency identification Review of cemetery policy and bylaw Upgrade of the Acacia Bay Toilets and changing rooms (beachfront) Upgrade to existing Five Mile Bay toilets Replacement of existing Secombe Park toilet facilities and changing rooms New public toilets on Whiowhio Reserve STRONG, SAFE AND HEALTHY COMMUNITIES Review of Library Development Plan organisational development, mobile library Review of Concession Policy (for licences and leases on reserves) Investigate upgrades for the Tongariro Domain toilets and Superloo Investigate building toilet/changing rooms/services facilities building on Kaimanawa Park Investigate building changing rooms and toilets on Hickling Park New toilet on the Mangakino Reserves. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 121

120 How we ll know we re on track What we want to know Measure Source of Information Target Community halls are maintained for year round use Percentage of community satisfaction with community halls TRRSS 33 75% Inspections of halls (undertaken every six months) TDC Repairs undertaken as required by inspection Housing for the elderly is well utilised Percentage of occupancy of pensioner housing TDC 95% occupancy 34 Housing for the elderly is provided to an acceptable quality Compliance with the Property TDC Achieve Quality Standards 35 Customers are satisfied with the library book and non-book collections Customers are satisfied with library services TRRSS 80% 36 The range and quality of books and materials within the library collections meet most demands Number of items checked out Library membership per head of usually resident population TDC TDC Increase by 5% per year 37 Increase by 2% per year The burial administration service is available and cemetery maintenance is carried out Burial and cremation plots are available in Taupo, Mangakino and Turangi Complaints received about the appearance of the cemeteries TDC Achieve Complaints responded to within two working days Our public conveniences are clean and accessible Percentage of community satisfied with accessibility and cleanliness of public conveniences TRRSS 75% Triennial Residents and Ratepayers Satisfaction Survey 34 In 2007/08 we achieved 100% occupancy 35 These standards are contained in the Community and Recreation Asset Management Plan. Examples of these standards include well maintained carpets and grab rails provided at key points to assist with access. 36 In 2006 we achieved a result of 73% 37 In 2007/08 there was 307,588 items issued 38 In 2006 we achieved a result of 68% 122

121 Community Facilities - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure 2,578 2,773 2,897 2,967 3,052 3,145 3,240 3,351 3,472 3,577 Depreciation and amortisation ,009 1,024 1,031 1,085 1,086 1,101 1,114 1,124 Finance costs Total Operating Expenditure 3,841 4,118 4,315 4,431 4,542 4,699 4,811 4,935 5,060 5,173 Net Deficit (Surplus) of Operations 3,280 3,538 3,734 3,831 3,922 4,057 4,145 4,246 4,449 4,441 Funded by: General rates 3,280 3,537 3,730 3,828 3,922 4,057 4,145 4,246 4,449 4,441 Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied 3,280 3,538 3,734 3,831 3,922 4,057 4,145 4,246 4,449 4,441 STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 123

122 Community Facilities - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals , ,111 Growth Increase in level of service Total Capital Expenditure 783 1,003 1,058 1, ,241 1, ,011 1,133 Loan Repayments Total Cost 1,017 1,281 1,422 1,838 1,379 1,778 1,828 1,557 1,722 1,881 Funded by: Loans Raised Transfer from Reserve(s) ,168 1,021 1,149 1,101 Total Funding Applied 1,017 1,281 1,422 1,838 1,379 1,778 1,828 1,557 1,722 1,881 Split of Capital Expenditure Renewals , ,111 Growth Increase in level of service Total Cost 783 1,003 1,058 1, ,241 1, ,011 1,

123 Venues What we do and why Our Venues offer a number of activities and programmes for the enjoyment, fitness and health of our community. We encourage participation and continually strive to develop a wide range of choices, either through requests from the community or partnering with Government based initiatives to engage the community in healthy activities. Council Venues include: AC Baths Taupo Events Centre Great Lake Centre Sportsgrounds Genesis Energy Turangi Aquatic Centre Mangakino Pool and Gym STRONG, SAFE AND HEALTHY COMMUNITIES AC Baths AC Baths deliver quality sporting, health and leisure based activities in a safe and enjoyable environment promoting Life into Activity Activity into Life. This aquatic, recreation and exercise facility encourages year round use and participation by residents and visitors. The AC Baths includes an indoor/outdoor leisure pool, learn to swim pool, indoor 25m competition pool, outdoor 25m training pool, sauna, steam room, private thermal pools, two hydroslides and changing facilities. Taupo Events Centre The Taupo Events Centre provides quality multi-purpose indoor sporting, event and function facilities and actively encourages and enables the communities and visitors of Taupo to participate in quality activities, programmes, events and services. The centre provides a range of quality experiences and offers support, education and encouragement to the many different groups which use its services and facilities. Particular assistance is provided to people with disabilities and those who face economic or other disadvantages. Great Lake Centre The Great Lake Centre provides a central purpose built venue to cater for events in our community. It provides excellent convention and entertainment facilities and services for corporate and community clients with the intent of creating a flow on effect beneficial to the wider community. The venue also includes the Tongariro North Domain, Rose Gardens and Riverside Park, the bookings of which are managed by the Great Lake Centre event staff. The centre offers an affordable facility to bring the community together while increasing its focus on art, cultural and sporting needs. The community benefits directly by having a convention centre in the district. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 125

124 Owen Delany Park Taupo District Council provides sportsgrounds for year round use for residents and visitors to enjoy, and to encourage participation in an array of outdoor sporting activities. One of the major sports grounds in the District is Owen Delany Park. This park caters for a variety of codes including rugby, cricket, netball, velodrome, gymnastics and archery. The Genesis Energy Turangi Aquatic Centre The Genesis Energy Turangi Aquatic Centre was opened in September The upgrade increased the pool s capacity and, as the main pool is now heated, it provides a year round facility. There is a new learners pool, changing rooms, entrance, toilets and clubrooms. Ventilation and heating have been improved. Mangakino Pool and Gym The Mangakino Pool and Gym provide a recreational facility for the Mangakino community. The pool is open during the summer period and is also used by the Mangakino Area School. AC Baths Refurbishment In 2003 we completed an upgrade to the AC Baths as part of the ongoing maintenance of this type of facility. Following this upgrade we discovered some other problems (condensation and ventilation) which require remedial action and upgrading of dated equipment. We have integrated these actions into the refurbishment plans for the venue. These plans have taken into consideration the age of the venue as at 2012 (when we will begin the work) and environmental sustainability. It is anticipated while the work is carried out that the complex will be open. Rugby World Cup 2011 Council is very keen to host two teams and two live sites (big screen) during the Rugby World Cup 2011 (RWC 2011) tournament. The tournament will be held during September and October We particularly want to be part of the Stadium of 4 million by having our District included in the RWC 2011 as a team training venue for the enjoyment of our community, visitors and all rugby supporters worldwide. It is a great opportunity to showcase the District to a global audience. Future of sportsgrounds in Turangi Over the years a number of community and sporting groups have used Turangi Park and McLaren Park. Council and the Turangi Tongariro Community Board want to know what the Turangi community needs and what aspirations it has for the future of these sportsgrounds. A feasibility study will be done in 2009/10 to determine the preferred location and types of facilities. 126

125 Assets we use 39 AC Baths Great Lake Centre Taupo Events Centre Sports grounds and associated infrastructure Genesis Energy Turangi Aquatic Centre Turangi Gym Mangakino Pool and Gym Link to Council strategies Recreation Strategy Community and Recreation Asset Management Plan STRONG, SAFE AND HEALTHY COMMUNITIES Key organisations that we work with Sport Waikato NZ Rugby World Cup 2011 Ltd Lake Taupo Primary Health Organisation Event organisers Key actions, projects and services Design of the AC Baths refurbishment Installation of UV filtration system for the Learn to Swim pool at the AC Baths Reclaim Learn To Swim business and operate in-house at the AC Baths Feasibility study for McLaren Park and Turangi Park Design and stage 1 of the AC Baths refurbishment Investigate the relocation or expansion of the climbing wall and gym (Taupo Events Centre) Irrigation for a range of areas at Owen Delany Park Construct a new indoor training and administration building at Owen Delany Park Improvements to Owen Delany Park for Rugby World Cup 2011 Develop new land at Owen Delany Park including investigations of a location for the Taupo Kennel Club Irrigation of Crown Park 39 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 127

126 Stages 2-4 of the AC Baths refurbishment Develop new land at Owen Delany Park Install seating on eastern embankment of the main stadium at Owen Delany Park How we ll know we re on track What we want to know Measure Source of information Target Our venues are open and accessible to the community to use and enjoy Number of days open TDC 364 days/year, excluding the Mangakino Pool which is open on a seasonal basis. 40 Our venues are safe and clean Building warrant of fitness Pool Safe accreditation (for the AC Baths and Genesis Energy Turangi Aquatic Centre) TDC NZRA and Water Safety NZ Achieve Achieve Council pools will be managed using NZS 5826 guidelines Number of complaints received about the cleanliness of venues TDC To meet 95% of all guideline standards Complaints are responded to within 24 hours The District has a venue with a national rating (Great Lake Centre) Qualmark assessment. This includes cleanliness, overall appearance, service, hospitably and general business practices Qualmark NZ Retain minimum of four star rating 41 To provide good quality venues and a range of services. Percentage of community satisfied with the venues and the services offered TRRSS 42 75% 43 Good quality, accessible sportsgrounds are available year round in the District for a variety of activities. Percentage of community satisfied with their sportsgrounds Annual review and implementation of recommendations from the NZ Turf Institute TRRSS NZ Turf Institute 75% 44 Achieve 40 In 2007/08 the venues were open 364 days 41 In 2007/08 we maintained our four star rating for the Great Lake Centre 42 Triennial Residents and Ratepayers Satisfaction Survey 43 In 2006 there was 73% satisfaction with the Great Lake Centre, 74% with the Taupo Events Centre and 76% with the AC Baths 44 In 2006 there was 76% satisfaction with sportsgrounds 128

127 Venues - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income 2,328 2,436 2,573 2,192 2,262 2,854 3,054 3,166 3,374 3,475 Total Income 2,328 2,436 2,573 2,192 2,262 2,854 3,054 3,166 3,374 3,475 Operating Expenditure Operating expenditure 4,894 5,122 5,296 5,380 5,474 5,658 5,829 6,027 6,247 6,457 Depreciation and amortisation 1,196 1,237 1,272 1,331 1,425 1,509 1,534 1,592 1,632 1,667 Finance costs ,054 1,134 1,134 1,138 1,141 1,152 Total Operating Expenditure 6,736 7,089 7,361 7,610 7,953 8,301 8,497 8,757 9,020 9,276 Net Deficit (Surplus) of Operations 4,408 4,653 4,788 5,418 5,691 5,447 5,443 5,591 5,646 5,801 Funded by: General rates 4,408 4,653 4,779 5,377 5,636 5,429 5,446 5,593 5,649 5,804 Operating deficit (surplus) from/to reserves (3) (2) (3) (3) Recognition of vested assets Depreciation not funded Total Funding Applied 4,408 4,653 4,788 5,418 5,691 5,447 5,443 5,591 5,646 5,801 STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 129

128 Venues - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals 1, ,008 1,274 1,457 1, ,447 1,940 Growth Increase in level of service 1,183 1, ,195 2, Total Capital Expenditure 2,195 1,826 2,148 3,124 4,151 1,723 1,539 1,387 1,472 1,953 Loan Repayments ,453 1,246 1,033 1,084 1,130 1,211 Total Cost 2,698 2,369 2,745 4,079 5,604 2,969 2,572 2,471 2,602 3,164 Funded by: Loans Raised 1,587 1,154 1,742 2,501 3,814 1,372 1,117 1,045 1,181 1,397 Transfer from Reserve(s) 1,111 1,215 1,003 1,578 1,790 1,597 1,455 1,426 1,421 1,767 Total Funding Applied 2,698 2,369 2,745 4,079 5,604 2,969 2,572 2,471 2,602 3,164 Split of Capital Expenditure Renewals 1, ,008 1,274 1,457 1, ,447 1,940 Growth Increase in level of service 1,183 1, ,195 2, Total Cost 2,195 1,826 2,148 3,124 4,151 1,723 1,539 1,387 1,472 1,

129 Heritage, Culture and Public Art What we do and why The Council provides a range of arts and cultural services which reflect the local community. Supporting art and culture is seen as an important component to making the district an exciting place. Council provides the following services: - museum and art gallery - art co-ordination - reserves for artistic endeavors such as Art in the Park. STRONG, SAFE AND HEALTHY COMMUNITIES Museum and Art Gallery The current museum and art gallery play an important role as custodians of our cultural heritage. The museum provides a repository for the district s historical artefacts, and displays and interprets historical stories in an engaging way to provide information and build understanding about the area. It also provides important heritage learning experiences for local schools, with exhibitions and objects from stored collections adding to the children s understanding of heritage topics. The museum also hosts the Ora Garden which is a garden of national significance. This garden won gold at the Chelsea Flower Show in 2004 and it reflects the geothermal landscapes and cultural elements of the central North Island. In 2001 the Council adopted the Lake Taupo District Cultural Development Strategy which highlighted the need for a new centre to bring together the district s culture and heritage. An arts/heritage/cultural centre of regional significance, detailing our districts history and culture will help to build recognition and pride in our community as well as offering a window into who we are for the many visitors to our district. We think the time is right to start to plan for such a centre, particularly if it can be achieved more cost effectively by combining it with the proposed civic centre being looked at as part of the Taupo Urban Commercial and Industrial Structure Plan 45. Public Art Council is working on the development of the district s public spaces through the use of public art to create identity, character and energy. Working with partners such as Active Arts, Turangi Artworks, Taupo Sculpture Trust and others, Council intends to develop its public art collection to create a sculpture trail which will form another attraction for both local residents and visitors to enjoy. 45 See Liveable Places on page 92 T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 131

130 Assets we use 46 Taupo Museum and Art Gallery Link to Council strategies Lake Taupo District Cultural Development Strategy Public Art Policy Key organisations that we work with Friends of the Museum Tuwharetoa Gallery Governance Group Taupo Sculpture Trust Active Arts Turangi Artworks Key actions, projects and services Catalogue and remove artefacts from museum store cupboard re-house to best practice standards at Council archives Continue progressing improvements to Tuwharetoa Gallery area Review Lake Taupo District Cultural Development Strategy Complete Library sculpture project Cataloguing of artefacts and photos Interactive project in Tuwharetoa Gallery Extend purpose-built art storage at the archives for civic art collection a catalogued and monitored collection in all Council facilities 46 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz. 132

131 How we ll know we re on track What we want to know We have a museum which offers educational and recreational opportunities for all Council and its partners are fostering artistic expression, art, music, dancing, public performances and exhibitions The Ora Garden is a garden of national significance. Measure Percentage of customers who are satisfied with the museum and its services Number of exhibitions, performances, other creative events undertaken by Council and its partners each year Retain garden of national significance status through an annual evaluation Source of information Target TRRSS 47 70% 48 TDC NZ Gardens Trust No fewer than 10 exhibitions, performances and creative events Achieve STRONG, SAFE AND HEALTHY COMMUNITIES 47 Triennial Residents and Ratepayers Satisfaction Survey 48 In 2006 there was 51% satisfaction with the museum and its services T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 133

132 Heritage and Public Art - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs Total Operating Expenditure ,016 1,106 Net Deficit (Surplus) of Operations Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied

133 Heritage and Public Art - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure Loan Repayments Total Cost Funded by: Loans Raised Transfer from Reserve(s) Total Funding Applied Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 135

134 Parks and Reserves What we do and why Council provides recreation reserves throughout the district to protect and enhance the natural environment, and offer enjoyment, leisure and recreation opportunities to both residents and visitors. Council also provides scenic reserves for the purpose of protecting and preserving these areas in perpetuity for their qualities of scenic interest and beauty and for the benefit, enjoyment and use by the public. Council undertakes amenity planting to provide for the residents and visitors to the Taupo District an array of areas which offer character and complement the natural environment. We have over 900ha of Council parks and open spaces in the District, including active sports fields, tracks, car parks, reserves and streetscapes. To ensure we can offer this service to the community we prepare reserve management plans in line with the Reserves Act 1977 and we undertake conservation work as required. The projects we are involved in include community interaction and development and project management of park and streetscape developments. A key focus for the near future is to provide for the district s growth, and to ensure that our current provision meets the needs of our community, and that there is equity of provision. Also in this regard new developments must be consistent with the prescribed level of service. Demand for new services will be dependent on the actual growth of the district which is dependent on a number of external factors. A number of our neighbourhoods are aging and the parks infrastructure no longer meets the need in some areas. The planning for the next ten years will see Council revisiting these areas and bringing to them the liveable streets concept 49 a over longer period of time. 49 See Community Engagement on page

135 Reduction in the level of service for reserve land and district parks The provision of reserves is important to the long term social, economic, cultural and environmental sustainability of the Taupo district. The district has enjoyed a high level of service (LOS) for reserves compared to many other districts. Prior to the formulation of the 2004 Development Contributions Policy (DCP) the LOS was approximately 20 hecatres/1000 people. The Local Government Act 2002 (the legislation from which the DCP is formulated) established that the maximum contribution equated to approximately 12 hectares/1000 people for urban lands (7.5 percent land value for each new allotment). Council recognised that the historical LOS for new developments would not be affordable and therefore adopted the maximum contribution under the LGA as the LOS i.e. 12 hectares/1000 people. This was then divided into 8 hectares or the equivalent of 5 percent allotment land value for Local Parks, and 4 hectares or 2.5 percent allotment land value for District Parks. Through the review of the 2006 DCP, the level of provision of reserves has been considered. This consideration has taken into account; Investigation into land values and what reserve LOS this equates to in line with the LGA maximum contribution Review of reserve acquisition since the 2004 DCP was adopted and Reference to draft policies contained within the reserves strategy currently being developed. STRONG, SAFE AND HEALTHY COMMUNITIES This investigation has been undertaken to determine a balance between what is obtainable and affordable alongside consideration of the value placed on outdoor recreational opportunities by the Taupo district community. This has led to a new LOS as follows: Reserve Land (Local Parks) District Parks Total 7 hectares/1000 people 3 hectares/1000 people 0 hectares/1000 people Development of Lakeshore Reserves in Taupo The recently adopted Tapuaeharuru Bay Lakeshore Reserves Management Plan guides the future use, development and protection of the reserves located between Whakamoenga Point and Five Mile Bay. Through the polices and concept plans contained within the management plan, various developments and improvements in the lakeshore reserves are promoted. An implementation plan assigns time frames to the main actions. It is proposed that implementation of the management plan occurs over the next five years. Works include completing the Great Lake Walkway; landscaping; enhancing furniture and signage; upgrading existing playgrounds and providing two additional ones; and upgrading toilet and changing facilities. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 137

136 Assets we use 50 Parks and reserves Assets within the reserve network include play equipment, park furniture, paths, signs and gardens. Link to Council strategies Taupo District Plan Reserve management plans Cycling and Walking Strategy Recreation Strategy Parks Asset Management Plan Tree and Vegetation Policy Taupo District 2050 Development Contributions Policy Older Persons Policy Key organisations that we work with Sport Waikato Event organisers Bike Taupo Walk Taupo Lake Taupo Primary Health Organisation 50 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz. 138

137 Key actions, projects and services Implement Tapuaeharuru Bay Lakeshore Reserve Management Plan Development of Lakeshore Reserves in Taupo Continue the redevelopment of Tongariro Domain Review of Mangakino and Whakamaru Reserve Management Plans Review of Motutere Reserve Management Plan Review of Owen Delany Park Reserve Management Plan Construction of a boat trailer park, additional car park at Whangaroa Reserve Kinloch Reserve lakefront paving improvements Landscape development of Mangakino Reserves Construction of walkway from Whakamaru Village to junction shops Provision of play equipment for Motuoapa Park Development and provision of play equipment for Omori, Pukawa and Kuratau Parks Redevelopment of Turangi Airpark (if land is acquired) Development of a Reserves Strategy Construct security fence at Taupo BMX track (Crown Park) Development of Taupo Sportsground Management Plan Development of Lakeshore Reserves in Taupo Complete walkway from Whakamaru Village to junction shops Review of Spa Park and Riverbank Reserve Management Plan Review of Nukuhau Reserve Management Plan Review of Taupo Neighbourhood Reserve Management Plan Review of Kinloch Reserve Management Plan Review of Tongariro Domain Management Plan Continue redevelopment of Tongariro Domain Development of Nukuhau Reserve Parking Area Landscape development of Mangakino Reserves Development and provision of play equipment for Omori, Pukawa and Kuratau Parks Redevelopment of Turangi Airpark (if land acquired) Implement Taupo Sportsground Management Plan STRONG, SAFE AND HEALTHY COMMUNITIES Relocate the Scented Garden (Taupo) Lakeshore Reserves Development (excluding Council to Yacht Club) Council to Yacht Club Development Review of Lakefront Management Plan Review of Turangi Reserves Management Plan Identify location and construct hard court area for basketball in Mangakino T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 139

138 How we ll know we re on track Short term What we want to know Measure Source of information Target Well maintained, attractive parks and reserves all year round Percentage of community who are satisfied with the quality of parks and reserves TRRSS 51 75% 52 Number of complaints received about Council s parks and reserves TDC 100% of service requests are acknowledged within five working days 53 Taupo District gardens enhance reserves and town centres Percentage of community who are satisfied with the gardens TRRSS 75% Retain regional garden significance status (for South Domain gardens) through an annual evaluation NZ Gardens Trust Achieve Our playgrounds in parks and reserves are safe and enjoyed by the community Percentage of Council playgrounds that meet national standards TDC 75% Percentage of the community who are satisfied with Council playgrounds TRRSS 85% Long term What we want to know Measure Source of information Our community has sufficient open space Target Hectares of Land TDC 54 10ha/1000 people 51 Triennial Residents and Ratepayers Satisfaction Survey 52 In 2006 there was 86% satisfaction with parks and 94% satisfaction with reserves and street gardens 53 In 2007/08 we achieved this target 54 Information contained within Asset Mangement Plans 140

139 Parks and Reserves - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions 1,378 1,934 2,087 2,730 3,265 3,651 3,200 3,366 3,581 4,306 Property Sales Vested assets Other income Total Income 1,642 2,206 2,367 3,019 3,563 3,959 3,520 3,696 3,920 4,656 Operating Expenditure Operating expenditure 3,029 3,057 3,148 3,272 3,357 3,479 3,578 3,686 3,822 3,939 Depreciation and amortisation Finance costs ,303 1,817 Total Operating Expenditure 3,980 4,134 4,327 4,577 4,715 4,878 5,012 5,060 5,689 6,321 Net Deficit (Surplus) of Operations 2,338 1,928 1,960 1,558 1, ,492 1,364 1,769 1,665 Funded by: General rates 3,690 3,779 3,909 4,062 4,157 4,262 4,341 4,436 4,546 4,647 Operating deficit (surplus) from/to reserves (1,352) (1,851) (1,949) (2,504) (3,005) (3,343) (2,849) (3,072) (2,777) (2,982) Recognition of vested assets Depreciation not funded Total Funding Applied 2,338 1,928 1,960 1,558 1, ,492 1,364 1,769 1,665 STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 141

140 Parks and Reserves - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals 1,336 1,141 1,064 1,283 1, ,125 1,154 1,050 1,321 Growth 1,110 1,119 2,229 2,353 2,432 3,232 2,741 2,218 16,605 1,546 Increase in level of service Total Capital Expenditure 2,711 2,500 3,471 3,872 3,685 4,189 3,917 3,400 17,699 2,897 Loan Repayments ,211 2,254 2,630 2,891 3,724 3,271 2,804 17,221 Total Cost 2,902 3,402 4,682 6,126 6,315 7,080 7,641 6,671 20,503 20,118 Funded by: Loans Raised 1,670 1,672 2,704 3,085 2,806 3,647 3,213 2,855 17,003 2,021 Transfer from Reserve(s) 1,232 1,730 1,978 3,0421 3,509 3,433 4,428 3,816 3,500 18,097 Total Funding Applied 2,902 3,402 4,682 6,126 6,315 7,080 7,641 6,671 20,503 20,118 Split of Capital Expenditure Renewals 1,336 1,141 1,064 1,283 1, ,125 1,154 1,050 1,321 Growth 1,110 1,119 2,229 2,353 2,432 3,232 2,741 2,218 16,605 1,546 Increase in level of service Total Cost 2,711 2,500 3,471 3,872 3,685 4,189 3,917 3,400 17,699 2,

141 Emergency Management What we do and why Council is responsible for emergency management and rural fire. Emergency management is undertaken for community wellbeing and safety. It is a requirement of the Civil Defence Emergency Management Act 2002 and the Waikato Regional Plan. Emergency Management This activity s key focus is the development of a response to civil defence events and is a requirement of the Civil Defence Emergency Management Act 2002 and the Waikato Regional Plan. Council develops, implements and monitors district wide emergency management plans and promotes community preparedness for emergencies. Council has legislative obligations to respond effectively to mitigating hazards, liaising and assisting in response to emergencies, disasters and incidents which threaten life and assisting in restoring the quality of life after such incidents. This also involves the maintenance of an Emergency Operating Centre (EOC) and ensuring civil defence capability from this headquarters. This includes civil defence staff training and the development and on going review of civil defence plans and operating procedures. STRONG, SAFE AND HEALTHY COMMUNITIES Rural Fire Council has in-house rural fire responsibilities for the district and is responsible for issuing fire permits and associated fire call management. Rural fire activities are delivered by volunteer rural fire parties at Omori (under a formal agreement) and Taupo, and by resident volunteers at the lakeside settlements of Pukawa, Whareroa and Atiamuri. Council, as the Taupo Rural Fire Authority also has what is known as a Section 15 Agreement with the NZ Fire Service for initial response requirements as required. The service is delivered through a mix of in-house and external providers as incidents dictate. However, management of the function is provided in-house and the Principal Rural Fire Officer is currently appointed from within Council s existing staff. Urban Search and Rescue The main component of this service is the maintenance of a volunteer response unit for general search and rescue support. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 143

142 Review of the Southern Emergency Operating Area Plan The Southern Emergency Operating Area (SEOA) consists of both South Waikato District Council and Taupo District Council with both Council s previously agreeing to combine and work collaboratively for the purposes of maintaining a Southern Emergency Operating Area (SEOA). In terms of the current SEOA Civil Defence Emergency Management Plan adopted in 2006 Taupo District Council is the Administering Authority for the SEOA.This is one of three emergency operating areas within the Waikato Civil Defence Emergency Management Group. It is envisaged that the SEOA plan will come up for review as a consequence of and in conjunction with a review of the Waikato Group Plan within the next 18 months. At that time Taupo District Council in conjunction with its South Waikato District Council partner will consider further the future direction of that relationship. What are the significant negative effects? There may be some confusion in the community about which agency is responsible for emergency management. This can be mitigated through education and the provision of information regarding the roles of each of the agencies involved in emergency management. Link to Council strategies Section 15 Agreement NZ Fire Service Omori Rural Fire Force Agreement Lake Taupo Rural Fire District Agreements Key organisations that we work with Ministries of Civil Defence and Emergency Management, Social Development and Education NZ Fire Service and other emergency services Forest Managers Department of Conservation Contact Energy Mighty River Power Genesis Energy Rural Support and Neighbourhood Support Institute of Geological and Nuclear Sciences NZ Police St John Work and Income NZ and other welfare agencies SPCA Evnironment Waikato 144

143 Key actions, projects and services Ongoing key actions Ongoing CIMS 55, USAR 56, ORIGEN 57, EOC 58 etc training programme completed annually Waihi Hipaua Monitoring Programme in conjunction with Environment Waikato Waihi Hipaua Thermal Imaging Project in conjunction with Environment Waikato USAR accreditation maintained Participation in one regional/national exercise completed Emergency management plans reviewed and updated as required Rural Fire plan adopted and Rural fire parties operational Section 15 Agreement with NZ Fire Service reviewed and maintained Review of Hazard plans for district in conjunction with Environment Waikato EOC HQ for Southern Emergency Operating Area maintained Review of Hazard plans for district in conjunction with Environment Waikato STRONG, SAFE AND HEALTHY COMMUNITIES 55 Co-ordinated Incident Management System 56 Urban Search and Rescue 57 This is a software package 58 Emergency Operations Centre T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 145

144 How we ll know we re on track What we want to know Measure Source of information Target Community feels that they are well educated and prepared for potential emergencies Council staff are prepared and trained for emergencies Percentage of community that feels well educated and prepared for potential emergencies At least two headquarters exercises run per year, and weekly communications checks conducted TRRSS 59 80% 60 TDC Achieve 61 Urban Search and Rescue (USAR) meets national requirements Accreditation of USAR team maintained Civil Defence Plan Achieve 62 Rural communities and property are safe in the event of a rural fire Rural Fire Plan adopted annually Rural Fire Plan Achieve Rural fire volunteers are trained and qualified for responding to rural fire Rural fire parties meet National Rural Fire Authority (NRFA) unit standards NRFA Audit Report Achieve 59 Triennial Residents and Ratepayers Satisfaction Survey 60 In % of the community were aware of Council s campaign to encourage residents to prepare for a civil defence emergency 61 A large national exercise was held in May 2008 and radio communications are checked every week 62 In 2007/08 we achieved this target. 146

145 Emergency Management - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs Total Operating Expenditure Net Deficit (Surplus) of Operations Funded by: General rates Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 147

146 Emergency Management - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure Loan Repayments Total Cost Funded by: Loans Raised Transfer from Reserve(s) Total Funding Applied Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost

147 Regulatory Services What we do and why Regulatory Services involves implementing rules and regulations that come from either Government legislation like the Resource Management Act 1991 or Council by-laws. The activities include: animal control and impounding building consent authority and building control environmental health licensing and compliance monitoring parking control resource, land use and subdivision consenting and compliance. Council undertakes these activities to ensure that people living in and visitors to the Taupo District feel safe and are able to enjoy what the district has to offer. STRONG, SAFE AND HEALTHY COMMUNITIES Metereye Smartspace system Parking in the Taupo town central business district (CBD) is sufficient if everyone abides by the specified parking times. Unfortunately this doesn t always happen so we have investigated systems that will ensure more efficient monitored parking. What we want to achieve is accessible parking for shoppers and business operators. We have identified the Metereye Smartspace system as being able to deliver what we want to achieve. The system will help to make the best use of existing parking bays in the CBD, provide an enhanced ticketing system and will allow us to monitor short term parking. Vehicle Detection Sensor (VDS) units monitor individual parking bays for vehicle arrivals, stays and departures. This information will help us to understand the traffic logistics around parking bay use and behaviour, and occupancy rates by zone can be recorded and reviewed. The Metereye Smartspace parking system is innovative technology and a practical value for money solution. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 149

148 Food Safety The pending introduction of a new Food Bill to Parliament will mean changes for how Council ensures safe premises for the community. The intention is that each food premises operator will have a food control plan, which will clearly outline how to provide safe food. Council s Environmental Health Officers will then audit the plan to ensure that the operators are complying with the plan. These food control plans, which can be downloaded free of charge from the New Zealand Food Safe Authority website, are to be introduced on a voluntary basis. Once the new (and wider ranging) law is adopted, there will be a five year phase in period for food premises operators. Council s Environmental Health Officers have recently undertaken further training to ensure robust auditing of the food control plans. We are awaiting accreditation as Food Act Officers prior to formal commencement of the programme. Taupo District Council Dog Pound and relocation of SPCA Taupo. SPCA Taupo s existing building is in need of a major upgrade to provide a safe and sanitary environment for staff and animals. Council offered to assist the SPCA by proposing that the Council Dog Pound and SPCA move to a new site and build one multi purpose building. This offer was accepted and a new site identified. This site is located between Owen Delany Park and the new East Taupo Arterial on Centennial Drive. Council has worked closely with SPCA Taupo to design and plan the construction of the new building. Building consents have been submitted and the earthworks were undertaken during November It is anticipated that construction will begin in May 2009 with a completion date of October SPCA Taupo will be holding build-a-thons, and sending an invite to TV 1 for TV coverage. The SPCA project is expected to take longer due to the SPCA utilising local volunteers including Taupo Master Builders for the internal fit-out and completion of their office area. Assets we use 63 Two pounds (Taupo and Turangi) Holding cages in Mangakino Stock pound (Taupo and Turangi) 63 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz 150

149 What are the significant negative effects? Although our decisions on matters such as animal control and environmental health are dictated by legislation, there may be a reaction to these decisions which could have an impact on an individual s social wellbeing. Link to Council strategies Dog Control Policy Dangerous and Insanitary Building Policy Liquor Licence Policy Key organisations that we work with Medical Officer of Health Liquor Licensing Authority Environment Waikato SPCA Police Department of Building and Housing International Accreditation NZ Lakes Coast Cluster Group (includes South Waikato, Rotorua, Opotiki, Whakatane and Kawerau district councils) STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 151

150 Key actions, projects and services Ongoing key actions Processing of resource consent applications Processing of building consent applications Registration of dogs Review of Bylaws Monitoring of resource consents Responding to complaints Parking control Processing of liquor licensing applications Inspections of licensed premises (liquor) Processing of health licenses Inspections of food premises and audits of food safety plans Obtain accreditation for Environmental Health Officers from NZFSA 64 Upgrade office systems to comply with ISO International accreditation NZ reassessment Stage II Building Consent Authority accreditation Implementation of metereye vehicle detection system within the CBD Stage III Building Consent Authority accreditation How we ll know we re on track What we want to know Measure Source of information Target Resource consents are processed in accordance with the Resource Management Act 1991 All resource consents processed within statutory time frames TDC Achieve 65 Known dogs are registered Adequate parking is available in the Taupo CBD Percentage of known dogs registered Parking patrols undertaken Mon- Sat, excluding public holidays TDC 95% 66 TDC Achieve New Zealand Food Safety Authority 65 In 2007/08 93% of consents were processed within statutory timeframes. 66 In 2007/08 we registered 98.23% of known dogs. 67 In 2007/08 we achieved this target 152

151 Conditions of land use consents are complied with Food premises are registered and safe Council performs the functions of a Building Consent Authority (BCA) Monitoring and enforcement of land use consent conditions Percentage of registered premises relicensed within two months of beginning of each licensing year Number of complaints received about food premises BCA accreditation maintained TDC Achieve 68 TDC TDC/PHO Department of Building and Housing register of accredited BCAs 90% 69 Respond to complaints within 24 hours Achieve 70 STRONG, SAFE AND HEALTHY COMMUNITIES Building consents are processed within statutory time frames TDC 100% 71 District rules are complied with (this includes all regulatory complaints, e.g. animal control, building complaints, environmental health nuisances, noise complaints, any infrastructure related complaints, bylaws) Percentage of complaints responded to within 24 hours Statutory time frames are met regarding enforcement TDC An initial response to at least 98% of complaints (excluding noise complaints) within 24 hours 72 Noise complaints are responded to immediately during working hours. Outside of working hours noise complaints are responded to as soon as possible in accordance with the contract. Prosecutions and enforcement undertaken as required. No overdue prosecutions 68 In 2007/08 we achieved this target 69 In 2007/08 92% of all food premises were re-licensed by 31 August In 2007/08 we achieved this target 71 In 2007/ % of building consents were processed within statutory timeframes 72 In 2007/ % of the 1521 complaints received were responded to within 24 hours. T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 153

152 Regulatory Services - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income 2,820 2,969 3,083 3,192 3,271 3,433 3,609 3,803 4,012 4,245 Total Income 2,820 2,969 3,083 3,192 3,271 3,433 3,609 3,803 4,012 4,245 Operating Expenditure Operating expenditure 5,140 5,397 5,532 5,626 5,798 5,965 6,188 6,434 6,361 6,559 Depreciation and amortisation Finance costs Total Operating Expenditure 5,230 5,526 5,662 5,782 5,955 6,110 6,342 6,579 6,508 6,728 Net Deficit (Surplus) of Operations 2,410 2,557 2,579 2,590 2,684 2,677 2,733 2,776 2,496 2,483 Funded by: General rates 2,410 2,557 2,579 2,590 2,684 2,677 2,733 2,776 2,496 2,483 Operating deficit (surplus) from/to reserves Recognition of vested assets Depreciation not funded Total Funding Applied 2,410 2,557 2,579 2,590 2,684 2,677 2,733 2,776 2,496 2,

153 Regulatory Services - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure Loan Repayments Total Cost Funded by: Loans Raised Transfer from Reserve(s) Total Funding Applied Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 155

154 Transportation What we do and why Council provides an effective, efficient, sustainable and safe transportation network which allows people to move around easily and is essential for the economic and social wellbeing of the community. Alternative modes of transport are encouraged through the provision of footpaths, cycleways and passenger transport. Issues we face over the next ten years include impacts from the fluctuating cost of oil on road maintenance and construction costs, and providing for long term growth. Opportunities we face over the next ten years include regaining Tongariro Street and Lake Terrace on completion of the East Taupo Arterial (ETA) to enable enhancement of the central business district and lake front areas and development of a pedestrian/cycle bridge across the Waikato River. The legislative framework for this activity includes the Land Transport Management Act, the NZ Transport Strategy and the Government Policy Statement on Land Transport Funding. Regional Land Transport Programme (RLTP) The Waikato Regional Transport Committee has prepared a Regional Land Transport Programme (RLTP) for consultation and public submission. This document is important to the Taupo District Council as it establishes the regional priority for many district activities, including all state highway activities, local road improvements, walking and cycling and community road safety activities. It also determines what funding will be allocated to Council for the projects we have identified. Consultation on the RLTP occurred after Council s ten year plan. Environment Waikato will approve the RLTP in June and it will then be forwarded to the NZTA for consideration as part of the National LTP. Decisions on the national programme are expected in August Waikato River Pedestrian/Cycleway Bridge Council is planning the construction of a combined pedestrian/cycleway bridge across the Waikato River linking Nukuhau Reserve to Riverside Park. This link will provide significant opportunities for pedestrian and cycle access from the north western suburbs of Taupo to access both Riverside Park and the central business district without having to cross the control gates bridge. Design work will be undertaken in 2009/10 with construction due to start in 2010/11. Council is currently seeking a subsidy for the construction of the bridge. 156

155 Taupo Town Second River Crossing In the ten year plan, Council had planned to design and construct the second river crossing between 2007 and We originally delayed this project because Land Transport NZ (now the NZ Transport Agency) asked us to consider alternate transport modes to assist local traffic flows to the central business district once the East Taupo Arterial is built. Council has reconsidered the timing of construction for the second river crossing based on this information and a review of predicted growth patterns. The review has illustrated that growth will occur at a lesser rate than originally predicted and therefore the second river crossing has been deferred outside of this ten year plan. Council will evaluate the need for this crossing on completion of the ETA and on the predicted growth at that point in time. Rural Seal Extension Council is planning to seal approximately 5km of rural unsealed roads each year for the next ten years. This is double the distance we had planned in our ten year plan. This would see much of our main rural unsealed roads sealed by the end of the ten year period. STRONG, SAFE AND HEALTHY COMMUNITIES Assets we provide include km of road 272km of footpaths 24 bridges, 31km culverts 38km of cycle ways 97,000m 2 of parking 73 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 157

156 Post East Taupo Arterial Enhancements Following completion of the East Taupo Arterial (ETA), Council is planning to provide improvements to components of the road network that will improve linkages from the ETA to town and to regain the linkages between the central business district, the Tongariro Domain and the lake front. Improvements will be made to a number of intersections to recognise the change in traffic flows that will result from the completion of the ETA. The intersections involved are Spa/ Tauhara/Centennial, Tauhara/Miro and Kiddle/SH5. Improvements may include change of priority and or change in configuration. Spa/Tauhara is programmed for completion in 2010/2011 with the other two following later in the ten year plan. There are proposals for other network improvements; these are linked to the outcomes of the Taupo Urban Commercial and Industrial Structure Plan which is currently under development. Proposals have been identified for changing the streetscape of both Tongariro Street and Lake Terrace to regain the linkages from the CBD to the domain and the lake. The form of these improvements is likely to include traffic calming through raised pedestrian platforms, chicanes and road narrowing, landscaping and lighting. The final layout is again closely linked to the outcomes of the structure plan. Provision has been made in this ten year plan for these improvements. What are the significant negative effects? Environmental effects from vehicles include air emissions, noise, potential runoff and transport related waste. New roads can change the amenity of an environment and can have an impact on the community by creating physical separation in neighbourhoods. Link to Council strategies Taupo District 2050 Development Contributions Policy Tree and Vegetation Policy Taupo District Plan Structure plans Code of Practice for the Development of Land Walking and Cycling Strategy Horse riding Strategy Key organisations that we work with NZ Transport Agency Environment Waikato NZ Police 158

157 Existing State Highway East Taupo Arterial Wairakei 1 NORTH 5 ROTORUA Passing Lanes Junction Locations Proposed Roundabout Proposed Grade Separation NORTH 1 5 Waikato River NORTH Owen Delaney Park Centennial Drive Waikato River Bridge Tongariro St Taupo CBD Lake Terrace Spa Rd Tauhara Rd CENTRAL Broadlands Rd ROTORUA Lake Taupo Grade Separated Interchanges SOUTH 5 SH5 NAPIER Airport 1 SOUTH Map of the ETA route ETA Construction Key Points p $97.4M tender sum p 16km long p Contract award 30th July 2008 p Completion March 2011 Bridges p Contact Energy bridge 440m in length p Waikato River Network Arch Bridge 104m in length p Centennial Drive grade separation p Broadlands Road grade separation earthworks p 1.1million cubic metres compacted fill p Centennial Drive grade separation & Broadlands Road grade separation require half of this material p Bridle path and shared cycle and pedestrian walkway Culverts p 7 steam pipe box culverts (4 with vehicle underpasses) p Over 30 storm water culverts p 5 vehicle underpasses (4 are incorporated with steam pipe crossings) Paving p Approx 150,000 square metres of pavement Fulton Hogan ETA Contact Details Unit 14, Totara Point Shopping Centre, Totara Street, Taupo PO Box 546, Taupo 3351 Ph Fax

158 East Taupo Arterial - history and facts p The 16 kilometre highway runs along the eastern outskirts of Taupo, from Taupo airport south of the township linking back with state highway one at Wairakei by way of a bridge over the Waikato River p This project has been in the pipeline for over 30 years. A designation for the proposed route was obtained by Taupo District Council in 2003 p In December 2004 Opus International was contracted to carry out design work for the highway, and prepare and lodge resource consents p Resource consents for earthworks, stormwater, bridges and work in vicinity of significant geothermal features were granted by Environment Waikato in October 2007 subject to standard construction conditions p Fulton Hogan was appointed by Council in July 2008 to complete final design and construct the highway. The contractor was one of three shortlisted by Council to tender for the project. The tender price of $97.4 million was the lowest of the three tenders p It is proposed that the route will take State Highway status under the control of NZTA once it is constructed. The existing State Highway between Wairakei and the Taupo airport would then revert to local road under the control of Council p The current total cost of the project including investigation, design work, land purchase and construction is estimated at approximately $110 million p NZTA has approved funding assistance of 76.5% for investigation, design and land purchase and construction p Based on current estimates Council s contribution to the ETA is approx $25.8 million p Council s share of the cost of the ETA will be funded by the sale of land it owns and from development contributions p Onsite works such as clearing and fencing have commenced. Heavy earthworks are being carried out over the winter months reducing the dust nuisance and environmental impacts and will assist compaction p If everything goes to schedule the construction phase could be completed by March 2011 A feature of the design submitted by Fulton Hogan is an arch bridge structure over the Waikato River at Wairakei which eliminates the need for any support piers in the Waikato River

159 Key actions, projects and services Construct the East Taupo Arterial and shared path beside ETA Construct State Highway 5 (SH5) footpath stage 1 Lake Terrace to Kiddle Drive Improvements to the Tauhara/Spa intersection Development of bus infrastructure including bus shelters Tuwharetoa Street footpath replacement Design of a pedestrian bridge Nukuhau to Riverside Park Advocate investigations for two additional stock effluent dumping sites (one in Taupo and one in Turangi) Complete the construction of the East Taupo Arterial and shared path beside ETA Construct stage 2 of the SH5 footpath Kiddle Drive to De Bretts Development of a transportation strategy Crash reduction study Construct retaining walls at Wily Terrace, Acacia Bay Mangakino street upgrade Development of bus infrastructure including bus shelters Design for widening Poihipi Road Post ETA enhancements Spa Road and Tauhara Road intersection improvements Spa Road four laning - investigation Construction of the pedestrian bridge Nukuhau to Riverside Park STRONG, SAFE AND HEALTHY COMMUNITIES Investigation, design and construction for widening of Broadlands Road Construction of Poihipi Road widening Investigation, design and construction of curve easing for Broadlands Road Surfacing completed on the shared path beside ETA Central business district streetscape upgrade Construction of post ETA enhancements Tauhara second bridge replacement deck SH5/Lake Terrace intersection Wharewaka realignment Investigation and design of the West Kinloch Arterial Ongoing key actions Road maintenance New marking and signs Streetlight maintenance Minor safety works On-street parking Footpath construction Cycle strategy implementation Rural seal extension Bus service/total mobility scheme T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 161

160 How we ll know we re on track Short term What we want to know Measure Source of information Target Use of public transport in Taupo town is increasing Number of bus passengers EW/TDC Increasing Council roads, are safe to use Number of crashes on Council owned roads TDC Decreasing number of crashes That the road network is maintained to an appropriate standard for the level of use The community is satisfied with roading, footpaths and cycleways New Zealand Transport Agency audit of Council s road maintenance programme to confirm an acceptable level of maintenance and to identify priorities for future maintenance Community satisfaction with roading, footpaths and cycleways NZTA Audit Achieve 74 TRRSS 75 75% 76 Long term What we want to know Measure Source of information Target Council and its partners are working together with the community to increase road safety Reduction of crash numbers (serious and fatal) by 7% from the 2007 result over the period in conjunction with our road safety partners Stats NZ 7% reduction from 2007 Taupo District result 77 Rural roads sealed 50km of rural road sealed by 2019 TDC 5km per annum 74 In 2007/08 the average roughness of all sealed roads is 77 NAASRA and 10% of sealed roads have a roughness greater than 1300 NAASRA and 98% of the inspection length has no rutting greater than 30 mm 75 Triennial Residents and Ratepayers Satisfaction Survey 76 In 2006 there was 81% satisfaction with roads in the District excluding State Highways and 75% satisfaction with the safety of the land transport network. 77 In 2007/08 there were 420 crash incidents (21 fatalities, 26 serious injuries, 101 minor injuries, 272 non-injury incidents). 162

161 1 1 Transportation - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions ,035 Property Sales Vested assets 2,500 2,580 2,663 2,734 2,811 2,887 2,968 3,057 3,152 3,246 Other income (includes NZTA ETA subsidy) 29,478 27,946 3,537 3,407 3,779 3,726 3,732 4,563 4,343 5,012 Total Income 32,545 31,323 7,020 6,993 7,519 7,682 7,652 8,656 8,580 9,472 Operating Expenditure Operating expenditure 5,555 5,821 6,082 6,167 6,538 6,569 6,923 7,106 7,473 7,623 Depreciation and amortisation 4,795 5,024 5,277 5,481 5,682 5,888 6,078 6,326 6,592 6,832 Finance costs 3,209 3,920 4,188 4,077 4,060 3,502 3,014 2,364 2,146 2,119 Total Operating Expenditure 13,559 14,765 15,547 15,725 16,280 15,959 16,015 15,795 16,211 16,574 Net Deficit (Surplus) of Operations (18,986) (16,558) 8,527 8,732 8,761 8,277 8,363 7,139 7,631 7,102 Funded by: General rates 5,988 6,339 7,587 7,713 8,167 8,298 8,684 9,015 9,660 9,844 Operating deficit (surplus) from/to reserves (24,261) (22,161) 1,701 1,803 1, (971) (1,084) (1,757) Recognition of vested assets (2,500) (2,580) (2,663) (2,734) (2,811) (2,887) (2,968) (3,057) (3,152) (3,246) Depreciation not funded 1,787 1,844 1,902 1,950 2,000 2,048 2,098 2,152 2,207 2,261 Total Funding Applied (18,986) (16,558) 8,527 8,732 8,761 8,277 8,363 7,139 7,631 7,102 STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 163

162 1 Transportation - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals 1,926 1,799 1,894 1,180 1,529 1,534 1,509 2,048 2,519 2,949 Growth (excludes ETA) Growth - ETA 33,000 30, Increase in level of service 2,374 3,347 2,115 1,305 2,481 1,379 1,243 5,553 2,511 2,491 Total Capital Expenditure 37,300 36,106 4,041 2,649 4,178 2,913 2,752 8,083 5,128 6,129 Loan Repayments 520 1,806 2,371 1,484 8,593 7,086 10,933 5,606 1,886 1,057 Total Cost 37,820 37,912 6,412 4,133 12,771 9,999 13,685 13,689 7,014 7,186 Funded by: Loans Raised 8,884 9,645 1, , ,448 1,391 1,730 NZTA Subsidies (from reserves) 26,348 24, ,407 1,074 1,600 Transfer from Reserve(s) 2,588 3,588 4,338 2,697 9,968 8,471 12,270 7,834 4,549 3,856 Total Funding Applied 37,820 37,912 6,412 4,133 12,771 9,999 13,685 13,689 7,014 7,186 Split of Capital Expenditure Renewals 1,926 1,799 1,894 1,180 1,529 1,534 1,509 2,048 2,519 2,949 Growth 33,000 30, Increase in level of service 2,374 3,347 2,115 1,305 2,481 1,379 1,243 5,553 2,511 2,491 Total Cost 37,300 36,106 4,041 2,649 4,178 2,913 2,752 8,083 5,128 6,129 1 NZTA Subsidies for renewals and new capital works are initially recognised as other income. That portion of the NZTA subsidy is then transferred to reserves and is used to partially fund the renewal and new capital expenditure for which the subsidy was granted. 164

163 Water Supply What we do and why Council is responsible for the safe and effective treatment, storage and distribution of water for residential, commercial and industrial properties within the main urban centres of Taupo, Turangi and Mangakino as well as other smaller surrounding communities. The aim is to safeguard the community and to provide treated water to ensure public health is maintained. While recognising the values associated with water by all communities, including Tangata Whenua, Council needs to increase water storage capacity as well as drinking water quality throughout the district. All water for domestic and municipal use is allocated to the Council by Environment Waikato (EW) through resource consents. All of these consents set a strict upper limit to the amount of water that may be taken from the water source. The main water source for the district is Lake Taupo and some of its feeder watercourses. Other water supply schemes obtain their water from spring, stream, river or groundwater sources. Environment Waikato s policy is to regard Lake Taupo and its tributaries as part of the Waikato River and not as a reservoir of drinking water that can be used without limit. STRONG, SAFE AND HEALTHY COMMUNITIES The Council needs to plan for growth in future demand for potable water as new residential subdivisions are planned or proposed for a number of locations around the District. To ensure that the resource is not wasted, Council will be investigating a range of practices, technologies, regulatory mechanisms and incentives to reduce water demand throughout the District as well reducing preventable water losses from the reticulation network. Council continues to work with the New Zealand Fire Service to provide water supplies that are adequate for firefighting purposes in communities where Council already provides a network drinking water supply. Water Supply Strategy Council recently adopted the Water Supply Strategy. This strategy sets out the key principles and policies for the development, improvement and maintenance of the 22 drinking water supply schemes operated by the Council throughout the District. Legislative changes that came into force on 1 July 2008 mean that complying with the Drinking-water Standards for New Zealand 2005 (DWSNZ 2005) is mandatory. To achieve this Council needs to upgrade all of its water treatment plants around the District during the next decade, starting with the supplies around Taupo and Acacia Bay. This work will be expensive, and costs per ratepayer will vary between water supply schemes, but every attempt is being made to reduce the impact on the Council rates. Continued over page... T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 165

164 All of us can play a part in minimising these costs by reducing the amount of water we use. There is a huge increase in water demand across Taupo District in summer, mostly from garden watering. Council would like to work with all communities to encourage smarter uses and alternative sources for our water because every drop of tap water costs. The less tap water we use in summer, the less our new water treatment plants will cost, and the less we will all have to pay. Taupo Water Treatment, Storage and Reticulation Pumping The Taupo Urban Area is the major growth area in the district, using 57% of the water take for the entire district. One of our roles is to provide water to the community and maintain capacity. To meet the current and future demand we need to upgrade the current water treatment, storage and distribution network in Taupo. We have had to make some decisions about how much we treat the water. It is now mandatory to meet the Drinking Water Standards of New Zealand 2005 (DWSNZ 2005). Drinking water quality for the Taupo supply is currently graded E (the lowest grading) because the main intake source, Lake Taupo, is classified by the Ministry of Health as an insecure catchment. Apart from chlorination and fluoridation, the water is not currently treated to remove protozoa (Cryptosporidium and Giardia), cyanotoxins potentially produced by cyanobacteria (blue-green algae), or arsenic (current arsenic levels are close to the maximum acceptable value (MAV) as per DWSNZ We are proposing a number of changes to ensure that storage and distribution requirements can be met. These proposals are: A treatment plant dedicated to each of the three water intakes (Rainbow Point, Lake Terrace and Acacia Bay) was considered. Due to site and water network constraints and high capital costs, treatment plants at Lake Terrace and Acacia Bay have been ruled out in favour of a centrally located site within the Taupo town area. We will need to install new rising mains and reinforce the existing reticulation to allow for distribution of the treated water from a single treatment site. A potential secured treatment site adjacent to Grace Crescent may be developed which will result in the disestablishment of the current intake and pump station at Rainbow Point. This is in anticipation of reticulation for growth to the south of Taupo town and to reinforce the supply from the Taupo Water Treatment Plant. The needs of Bonshaw Park and Waitahanui will be met from the Taupo Water Treatment Plant because of the deteriorating wells of Bonshaw Park and shallow wells of Waitahanui. Further investigations will be carried out into for a Brentwood/other peaking reservoir. These investigations will consider the feasibility of this option, including the site and capacity of the new Taupo Water Treatment Plant and the Water Supply Strategy. Computer modelling of the water supply network confirmed the need for a new reservoir based on the 2.2m3/day demand by 2008/09. However, the Water Supply Strategy recommended extending the storage life of the existing reservoir which means that building another reservoir can be delayed. 166

165 Assets we use km of pipes 1,572 water meters 3,946 valves 1,780 fire hydrants 14 bores 301 backflow preventers 43 flow meters (6 to be installed by 2008) 35 pump stations 65 reservoirs 35 buildings 18,574 registered connections STRONG, SAFE AND HEALTHY COMMUNITIES 78 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 167

166 Summary - Water and Sanitary Services Assessment 79 Water Supply Taupo District has relatively abundant natural water resources including rainfall averaging 1100mm/yr, the country s largest lake, significant rivers and easily tapped groundwaters and springs. Although there is plenty of volume capacity to cope with current demand and projected future growth, there is increasing pressure from environmental agencies to better manage and reduce water extraction from the natural environment. As the operator of the largest public water supply schemes, the Council has adopted a water strategy intended to gradually and significantly reduce consumption per household. This will have the multiple benefit of making more future capacity available, addressing environmental concerns and reducing the scale of proposed upgrading works. The capacity of non-council community supplies and stand-alone residential/business supplies is not readily measured but there is no discernable concern or demand within the community to indicate that this is a problem. Water quality is a significantly greater concern when assessed against current Ministry of Health standards. A historical perception that lakes, rivers, springs and groundwater were relatively pristine and unpolluted led to the widespread development of water supplies with little, if any, water treatment. Despite this there is little, if any, evidence of adverse health impacts in the permanent or transient communities. A combination of factors now require this perception to be addressed and better, more predictable, treatment introduced. These factors include: - the introduction, over a number of years, of mandatory registration, measurement and grading of all community water supplies serving more than 25 persons for more than 60 days per year (or 6,000 person/days) Health (Drinking Water) Amendment Act recognition that even pristine natural waters may contain bacteria, protozoa, cyanobacteria and arsenic at levels above current health standards - indications of groundwater contamination from on-site wastewater systems. The gap between the treatment capability of the Council operated schemes and the required standard is well-defined and significant. To address this shortfall the Council is embarking on an upgrading programme to bring all the public schemes into compliance by the due date (the legislation essentially requiring that the largest schemes are addressed first). A key step in this process is the development of Public Health Risk Management Plans (PHRMPs) for each supply. These plans define the combination of treatment, management and operational improvements required to achieve compliance and an appropriate grading. The situation with respect to the non Council schemes is less well defined, with little information publicly accessible and a wide variety of ownership structures and systems. The larger systems will eventually be subject to the new legislation and some commercial premises are subject to food licensing. Council s role will largely be directed at education and advice and ultimately the introduction of further public schemes as a last resort if required. In every instance it is anticipated that readily available and affordable technology and systems can address any shortfall. A copy of the Assessment of Water and Sanitary Services is available from Council offices. 79 Section 125 of the Local Government Act requires that we assess the provision within the District of water services and other sanitary services. 168

167 What are the significant negative effects? There is an economic cost to the community to treat drinking water to meet the legislative requirements. This cost can be reduced if there is a corresponding reduction in the amount of water that the community uses. Link to Council strategies Water Supply Strategy Water Asset Management Plan 2008 Taupo District 2050 Development Contributions Policy Code of Practice for the Development of Land Water and Sanitary Services Assessment Report Taupo-Nui-a-Tia Action Plan Key organisations that we work with STRONG, SAFE AND HEALTHY COMMUNITIES Environment Waikato Lake Taupo Primary Health Organisation Iwi NZ Fire Service Key actions, projects and services Upgrade water treatment and reticulation pumping for Taupo Upgrade water treatment, storage and reticulation pumping in the following locations: Taupo Hatepe Kinloch Motuoapa Omori River Road Tirohanga Waihaha Whareroa. Upgrade water treatment and reticulation pumping in the following locations: Atiamuri Mangakino Turangi Whakamaru T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 169

168 How we ll know we re on track Short term What we want to know Measure Source of information Target We comply with our resource consent conditions Compliance with resource consent conditions TDC Achieve No abatement notices or enforcement proceedings are made EW/TDC Our customers have a continuous supply of water Our customers are satisfied with the water supply service Response times to reported water outages (unplanned) to be no greater than: -Urban supplies:1 hour to arrive on site, plus 3 hours to complete repairs. -Rural supplies: 2 hours to arrive on site, 3 hours to complete repairs. Percentage of customers who are satisfied with the water supply TDC Achieve 80 TRRSS 81 80% 82 To provide adequate water flow and pressure for urban fire water supply To provide water flows/pressure in compliance with the New Zealand Fire Service Firefighting Water Supplies Code of Practice SNZ PAS 4509:2008 in Urban Areas (residual pressure of at least 10m) New Zealand Fire Service Achieve 80 In 2007/08 - Urban: 35 disruptions with service on seven occasions restored outside of three hours (worst case, six and a half hours. Rural: 15 disruptions with service restored within 24 hours on each occasion. Centennial Drive: Two disruptions with service restored within six hours on each occasion. 81 Triennial Residents and Ratepayers Satisfaction Survey 82 In 2006 there was 82% satisfaction with the water supply. 170

169 Long term What we want to know There is a reduction in average peak demand in urban areas The Council drinking water system is safe, reliable and clean Measure Average peak demand consumption per household equivalent unit (HEU) per day Compliance with DWSNZ 2005 for drinking water standards by: 2014/15 Taupo 2015/16 Kinloch, Mangakino and Turangi Source of information TDC TDC Target Average peak demand consumption of 1m 3 per house hold equivalent unit (HEU)per day by Achieve STRONG, SAFE AND HEALTHY COMMUNITIES 2016/17 Motuoapa and Omori 2017/18 Tirohanga 2018/19 Atiamuri, Hatepe, River Road, Waihaha, Whakamaru and Whareroa 83 Current average peak demand per household equivalent per day over the District is 1.48m 3 (based on information for Nov 2007 Feb 2008). T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 171

170 Water Supply - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates 4,519 4,938 5,582 6,550 7,306 8,022 8,836 9,628 10,228 10,653 Development and/or financial contributions Property Sales Vested assets Other income Total Income 5,312 5,879 6,581 7,628 8,585 9,419 10,214 10,963 11,688 12,317 Operating Expenditure Operating expenditure 2,760 2,880 2,982 3,281 3,399 3,531 3,700 3,864 4,060 4,226 Depreciation and amortisation 1,283 1,331 1,486 1,704 1,876 1,998 2,207 2,461 2,614 2,750 Finance costs ,436 2,104 2,795 3,423 3,965 4,427 4,733 4,887 Total Operating Expenditure 4,577 5,085 5,904 7,089 8,070 8,952 9,872 10,752 11,407 11,863 Net Deficit (Surplus) of Operations (735) (794) (677) (539) (515) (467) (342) (211) (281) (454) Funded by: General rates Operating deficit (surplus) from/to reserves (235) (277) (143) Recognition of vested assets (500) (517) (534) (551) (573) (594) (621) (647) (676) (709) Depreciation not funded Total Funding Applied (735) (794) (677) (539) (515) (467) (342) (211) (281) (454) 172

171 Water Supply - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals 1,833 2,687 2,133 1,855 2,026 2, ,342 1,207 1,041 Growth 1,000 5,222 6,936 8,682 8,656 8,773 5,556 6, ,831 Increase in level of service , ,107 2,142 Total Capital Expenditure 2,858 7,909 9,069 10,537 11,081 11,852 8,395 8,244 4,968 5,014 Loan Repayments ,191 1,473 1,780 2,061 2,320 2,500 Total Cost 3,231 8,360 9,728 11,441 12,272 13,325 10,175 10,305 7,288 7,514 Funded by: Loans Raised 2,303 7,154 8,678 10,288 9,757 9,275 8,120 7,750 4,683 4,385 Transfer from Reserve(s) 928 1,206 1,050 1,153 2,516 4,050 2,055 2,555 2,605 3,129 Total Funding Applied 3,231 8,360 9,728 11,441 12,272 13,325 10,175 10,305 7,288 7,514 Split of Capital Expenditure Renewals 1,833 2,687 2,133 1,855 2,026 2, ,342 1,207 1,041 Growth 1,000 5,222 6,936 8,682 8,656 8,773 5,556 6, ,831 Increase in level of service , ,107 2,143 Total Cost 2,858 7,909 9,069 10,537 11,081 11,852 8,395 8,244 4,968 5,014 STRONG, SAFE AND HEALTHY COMMUNITIES T O W A R D S STRONG, SAFE AND HEALTHY COMMUNITIES 173

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173 Sustainable Environment

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175 Lakes and Rivers What we do and why The management of lakes and river systems within the Taupo District from catchment use and flooding impacts has been a priority for Council for some years. Environmental initiatives undertaken by Council to protect lakes and river systems include being party to the 2020 Taupo-Nui-a-Tia Action Plan 84 and the Protecting Lake Taupo project. SUSTAINABLE ENVIRONMENT We are working in partnership with Government, Environment Waikato and Tuwharetoa to protect the lake. Under the umbrella of the 2020 Taupo-Nui-a-Tia project, Environment Waikato developed the Protecting Lake Taupo Strategy containing a mix of regulatory and non regulatory methods for managing nitrogen inputs into the Lake. A key method of the Strategy is the establishment of a public fund of $81.5 million to reduce nitrogen levels in the lake by 20% by The public fund is to be collected over a period of 15 years with the cost being shared between Taupo District ratepayers (22%), ratepayers in the remainder of the Waikato Region (33%) and from all New Zealanders via Central Government (45%). The fund will be used to help convert nitrogen leaching pastoral land to low nitrogen land uses. Other roles we have in regards to the Protecting Lake Taupo Project include membership of the Lake Taupo Protection Project Joint Committee which oversees the Lake Taupo Protection Trust, provision of technical support to the Trust as required, being an advocate for the Taupo community on matters relating to lake water quality and fostering and encouraging integrated planning amongst all agencies for lake water quality. Council also takes specific actions on activities such as flood and erosion investigations and control work. Ongoing research will be undertaken and additional actions will be determined in the Lake Taupo Erosion and Flood Strategy currently being developed. This flood and erosion control is in addition to Council s more traditional works-related activities such as stormwater control and wastewater disposal. 84 The 2020 Taupo-Nui-a-Tia Action Plan sets out specific actions to be undertaken by key agencies with responsibility for the lake, including Taupo District Council, Environment Waikato, Department of Internal Affairs, Tuwharetoa Maori Trust Board, Department of Conservation and Lakes and Waterways Action Group. Actions for the Taupo District Council cover a range of areas including stormwater, wastewater and recreation. T O W A R D S SUSTAINABLE ENVIRONMENT 177

176 Protecting Lake Taupo Review As part of the project agreement signed by the Crown, Environment Waikato and Taupo District Council, reviews of the Lake Taupo Protection project must be held at least every five years. These reviews need to consider whether: - the objectives of the project need to be adjusted - public fund should be increased or reduced; or whether - the funders contributions to the project should be discontinued and the project ended. The first review is scheduled to occur no later than 7 February However, this review may be brought forward depending on factors such as the outcomes to appeals made to the Environment Court relating to Environment Waikato s Regional Plan Lake Taupo Variation. Lake Taupo Erosion and Flood Strategy The Lake Taupo Erosion and Flood Strategy is currently being developed by Taupo District Council and Environment Waikato. The Strategy will provide greater certainty about how the two councils will manage lakeshore erosion and flooding risks around Lake Taupo. The strategy will set out the actions that the Council s plan to take and who will do what. Formal submissions have been recieved on the draft strategy, with hearings and deliberations to take place over June and July Until the strategy is finalised Council is not able to determine what the specific actions may be, and the associated costs or timeframes. What are the significant negative effects? There is an economic cost to the community of funding Lake Taupo protection measures There may be an economic cost of funding lakeshore erosion. This will be determined when the funding model is completed as part of the Lake Taupo Erosion and Flood Strategy. Link to Council strategies 2020 Taupo-Nui-a-Tia Action Plan Protecting Lake Taupo Strategy (Environment Waikato) 178

177 Key organisations that we work with Environment Waikato Tuwharetoa Maori Trust Board Ministry for the Environment Department of Internal Affairs Lakes and Waterways Action Group Department of Conservation Lake Taupo Protection Trust Key actions, projects and services SUSTAINABLE ENVIRONMENT Complete Lake Taupo Flood and Erosion Strategy Protecting Lake Taupo Project review (must occur no later than 7 February 2012) Implement approved actions from the Lake Taupo Flood and Erosion Strategy Protecting Lake Taupo Project review (2016/17) Protecting Lake Taupo final payment due (2017/18) How we ll know we re on track Short term What we want to know Measure Source of information Target The community is satisfied with how erosion of public land around the shore of Lake Taupo is managed Percentage of community satisfied with Council s management of erosion on public land around Lake Taupo TRRSS 85 70% The values identified for Lake Taupo in the 2020 Taupo-Nuia-Tia Action Plan are being protected Implementation of actions assigned to Council in the 2020 Taupo-Nui-a-Tia Action Plan Monitoring of key indicators, annually, triennially as appropriate (as assigned to Council in the action plan) TDC Achieve 86 Achieve Triennial Residents and Ratepayers Satisfaction Survey Out of 45 actions 42% achieved or on-going; 31% in progress; 27% had not been worked on. The Joint Management Group has finished its work on monitoring strategy. It has started preparing a report which is scheduled for completion in 2008/09. T O W A R D S SUSTAINABLE ENVIRONMENT 179

178 Long term What we want to know Measure Source of information Target There is a reduction in nitrogen from Council wastewater systems Concentrations of domestic wastewater, nitrogen or pathogens in shallow near shore waters of Lake Taupo in the vicinity of wastewater treatment and disposal systems TDC Achieve 88 Council and its partners are working together with the community to reduce the manageable nitrogen load to Lake Taupo The manageable nitrogen load to Lake Taupo from pastoral land use activities and wastewater reduced by 20% by 2080 TDC Achieve In 2007/08 measures showed no increase in nitrogen & pathogen levels 89 In 2007/08 Nitrogen entering the lake from urban sources reduced by 22% 180

179 Lakes and Rivers - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates 1,400 1,436 1,470 1,507 1,546 1,590 1,638 1, Development and/or financial contributions Property Sales Vested assets Other income Total Income 1,530 1,566 1,600 1,637 1,676 1,720 1,768 1, Operating Expenditure Operating expenditure 1,140 1,170 1,205 1,243 1,281 1,326 1,374 1, Depreciation and amortisation Finance costs Total Operating Expenditure 1,149 1,179 1,213 1,250 1,288 1,332 1,380 1, Net Deficit (Surplus) of Operations (381) (387) (387) (387) (388) (388) (388) (388) (316) (114) Funded by: General rates Operating deficit (surplus) from/to reserves (404) (404) (404) (404) (404) (404) (404) (404) (332) (130) Recognition of vested assets Depreciation not funded Total Funding Applied (381) (387) (387) (387) (388) (388) (388) (388) (316) (114) SUSTAINABLE ENVIRONMENT T O W A R D S SUSTAINABLE ENVIRONMENT 181

180 Solid Waste What we do and why Council provides a sustainable, safe and cost effective solid waste system for the handling of refuse and recyclables. Council is focused on reducing the amount of waste being disposed of to landfill and so provides recycling and reuse opportunities at the five transfer stations in the district as well as at the final disposal point for refuse, the Broadlands Road Landfill. Kerbside refuse and recycling collection is provided in the district s urban areas. Refuse collection is a user pays service and recycling is funded through rates. This provides the economic incentive for the community to fully utilise the recycling service. Council is also focussed on minimising the environmental effects of operating a landfill. Green waste is shredded at all facilities to reduce the amount of greenhouse gases and a gas flare will be installed at the landfill to burn off gas as it is generated. Environmental monitoring is undertaken at the Broadlands Road Landfill and at three closed landfills in the district to determine effects from the sites and enable them to be managed appropriately. Litter is collected from street tidy bins on a regular basis and street recycling bins are being provided to enable further reduction of waste to landfill. Council will review its waste minimisation plan to align it with Central Government and give the community the opportunity to have a say in how waste is managed into the future. Assets we use 90 Broadlands Road Landfill Turangi Transfer Station Mangakino Transfer Station Kinloch Transfer Station Omori Transfer Station Whareroa Transfer Station Litter bins 90 Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website 182

181 Implications of the Waste Minimisation Act The new Waste Minimisation Act has several implications for Council and the community. The first is the introduction from 1 July 2009 of a $10 per tonne waste levy on all tonnes of waste disposed to landfill. The introduction of the levy will increase the cost of disposal so will provide an incentive for the diversion of waste as well as provide an estimated $31 million fund to be used nationally for waste minimisation initiatives. Proceeds from the levy will be split, with 50% going to territorial local authorities based on population, and the rest being placed into a contestable fund. The second implication requires the review of our current waste management plan by no later than 1 July 2012 and then at intervals of not more than six years after the last review. The Ministry for the Environment will be reviewing the targets in the NZ Waste Strategy and will also be developing guidelines as to what should be contained in our waste minimisation plan. Once the targets and guidelines have been determined we will proceed with the review of our waste minimisation plan. SUSTAINABLE ENVIRONMENT Gas Flare at Broadlands Road Landfill (2012/13) Landfills are one contributor of greenhouse gas. The emissions trading legislation therefore has some implications for our Broadlands Road Landfill. There is a cost to install the gas flare infrastructure. However, as we will be able to burn off greenhouse gases, we will be able to reduce the cost implications of meeting the legislation. T O W A R D S SUSTAINABLE ENVIRONMENT 183

182 Summary Assessment of Water and Sanitary Services Solid Waste Management The requirements for Sanitary Assessments for Solid Waste have been fully covered by Council s waste management plan Waste 2010 the Way Forward and therefore under section 128 (3)(b) of the Local Government Act 2002, an assessment of this sanitary service is not required. Waste the Way Forward Summary 91 Goal To protect and safeguard the Taupo district environment by ensuring refuse is managed and disposed of in a safe, efficient and sustainable manner that maintains natural and aesthetic values. Solid Waste Volume To reduce by 25% by volume in the first five years, reaching 40% in total by 2010, the amount of solid waste disposed of in the Landfill, measured against the quantity disposed of 1999/00. To provide refuse and recycling sites within 15km of urban areas. Full user pays for refuse collection. Refuse disposal partial user pays partial rates funded. Recycling at kerbside and at disposal site to be funded by rates. Broadlands Road Landfill identified as disposal site for district refuse. Ownership of Broadlands Road landfill to remain with Council. No out of district waste to be disposed of at the Broadlands Road Landfill. Council to carry on refuse education campaigns to help minimise waste and address the waste hierarchy of reduction, reuse, recycling, recovery and disposal. What are the significant negative effects? There is an economic cost of providing this service for some sectors of the community. There is the potential for air emissions from the landfill. Council is planning to construct a gas flare at the Broadlands Road Landfill in 2012/ The Waste Management Strategy was adopted by Council on 26 February

183 Link to Council strategies Waste 2010 the Way Forward Solid Waste Asset Management Plan 2008 Solid Waste Bylaw Key organisations that we work with Tauhara Mountain Trust Environment Waikato Ministry for the Environment Ratepayers associations NZ Police SUSTAINABLE ENVIRONMENT Key actions, projects and services Covered containment for reusable materials at Mangakino, Kinloch and Whareroa refuse transfer station sites Review of Waste the Way Forward (Waste Minimisation Plan) subject to the production of targets and guidelines from the Ministry for the Environment Cell 2D Broadlands Road Landfill design and construction Implement waste minimisation initiatives utilising the waste minimisation levy Broadlands Road gas flare construction Broadlands Road Cell 2E design and construction Compaction bin for refuse transfer station compaction sites Broadlands Road landfill capping Investigation into new landfill sites Bylaw review T O W A R D S SUSTAINABLE ENVIRONMENT 185

184 How we ll know we re on track Short term What we want to know Measure Source of Information Target 92 Council is protecting the environment by managing solid waste in a safe, sustainable manner The community is satisfied with refuse and recycling services provided in the urban area Relevant resource consents are current and are not breached The community is satisfied with recycling and refuse services EW Achieve 93 TRRSS 94 75% 95 Our urban areas are free of litter Number of complaints of litter/ overflowing rubbish bins TDC Complaints are responded to within 12 hours Long term What we want to know Measure Source of information Target 92 There are maximum opportunities to reduce, reuse and recycle solid waste Percentage reducing of solid waste to landfill Annual waste to landfill surveys 40% less waste than 1999/2000 volumes Targets may change once review of the waste minimisation plan process has been finalised in 2009/10. In 2007/08 we achieved this target Triennial Residents and Ratepayers Satisfaction Survey In 2006 there was 80% satisfaction with the rubbish collection service and 78% satisfaction with the recycling service. In 2007/08 we achieved a 22% reduction. 186

185 Solid Waste - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates 1,601 1,773 1,947 2,166 2,321 2,263 2,326 2,537 2,492 2,323 Development and/or financial contributions Property Sales Vested assets Other income 1,995 2,096 2,150 2,211 2,221 2,279 2,343 2,413 2,488 2,572 Total Income 3,596 3,869 4,097 4,377 4,542 4,542 4,669 4,950 4,980 4,895 Operating Expenditure Operating expenditure 3,704 3,962 4,085 4,225 4,385 4,512 4,657 4,866 4,963 5,135 Depreciation and amortisation Finance costs Total Operating Expenditure 4,227 4,520 4,797 5,107 5,289 5,303 5,457 5,794 5,877 5,847 Net Deficit (Surplus) of Operations Funded by: General rates Operating deficit (surplus) from/to reserves (112) (145) (145) (145) (145) (145) (145) (145) (145) (145) Recognition of vested assets Depreciation not funded Total Funding Applied SUSTAINABLE ENVIRONMENT T O W A R D S SUSTAINABLE ENVIRONMENT 187

186 Solid Waste - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service , , Total Capital Expenditure , , Loan Repayments Total Cost ,613 1, ,621 1, ,051 Funded by: Loans Raised , Transfer from Reserve(s) Total Funding Applied ,613 1, ,621 1, ,051 Split of Capital Expenditure Renewals Growth Increase in level of service , , Total Cost , ,

187 Stormwater What we do and why Council provides a stormwater system to manage surface water run-off from the District s urban catchments. Runoff is contained within piped networks, soak holes, cess pits, detention ponds and natural conveyances such as gullies and reserves and discharged to ground or through outfalls into receiving water bodies. SUSTAINABLE ENVIRONMENT We are incorporating low impact design 97 principles and an integrated catchment management approach in the development and management of public and private stormwater systems. Through land use planning, development standards and land management practices, we endeavour to protect and maintain the quality of our receiving waters. Council will asses and manage the demand for stormwater services and the levels of service required through: development of a stormwater strategy which will provide a detailed set of actions with associated expenditure. Until this strategy is completed, there will be no major capital expenditure for this activity. This may mean that in the years after 2009/10, capital expenditures for stormwater activity will be programmed through the Annual Plan process. keeping up to speed with current consent requirements and legislation to allow for improvements working in partnership with our stormwater maintenance contractor and reviewing monitoring and operational data to confirm asset performance modelling of urbanised or partially urbanised catchments. Assets we use kms of pipes 4,077 catch pits 450 inlets/outlets 2,929 manholes 33 soakholes 4 pump stations Low impact urban design is a site design approach that protects and incorporates natural site features during development. It uses catchments as the ecological basis for designing sites, and the principles can be applied from large-scale developments, through to individual lots. Urban design is the art of making places - urban design involves the design and placement of buildings, roads, open spaces, towns and cities, to create a desirable place in which to live, work and play. Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website www. taupo.govt.nz T O W A R D S SUSTAINABLE ENVIRONMENT 189

188 Stormwater Strategy Over the past decade we have had a number of severe storm events. In particular the events of April and July 2008 have highlighted the need to continue the development of stormwater management systems in Taupo District s urban areas. Some new detention ponds such as the one on Spa Road - have already been installed to contain, treat and slowly release stormwater instead of allowing it to find its own flow paths to the lake or river. In areas of new residential developments, stormwater channels have been designed to have a low visual impact on the environment whilst still effectively channelling water away from homes and business premises. Council needs to plan for more frequent storms like those of A stormwater strategy will encompass all necessary stormwater mitigating activities across all catchments, developed or undeveloped. The objective is to improve existing systems to minimise overland flow and flooding and sediment discharges, and to ensure stormwater quality is within acceptable levels to meet current and future demands. The strategy will identify engineering solutions and education initiatives to achieve target outcomes in managing stormwater. Summary Water and Sanitary Services Assessment 99 Stormwater Stormwater drainage has two important dimensions: Quantity managing the consequences of both regular rainfall and storm events to minimise the potential for disruption, damage to structures and erosion of waterways. Quality managing the flow of silt and other contaminants into the natural environment. The catchment management plans currently being developed for the main urban areas of the District address both these issues through the sizing of the drainage channels and pipes, detention ponds, recommended minimum floor levels to address quantity issues plus the introduction of development controls and water quality treatment devices to address the quality concerns. The catchment management plans are required as conditions of resource consent and will ultimately support the stormwater strategy. While these are important considerations for both the constructed and natural environments, the process and appropriate technologies are well understood and can be readily implemented as development and upgrading proceed. A copy of the Assessment of Water and Sanitary Services is available from Council offices. 99 Section 125 of the Local Government Act requires that we assess the provision within the District of water services and other sanitary services. 190

189 What are the significant negative effects? Potential degradation to the receiving environments as a result of stormwater diversions and discharges. Potential impact on recreational areas from stormwater discharges. Potential impact on communities from uncontrolled drainage systems causing flooding and inundation. Cost of ensuring the impact to the environment is minimised and of protecting property and houses from flooding. Link to Council strategies SUSTAINABLE ENVIRONMENT Stormwater Asset Management Plan 2008 Taupo District 2050 Taupo Tree and Vegetation Policy Taupo District Plan Code of Practice for the Development of Land Water and Sanitary Services Assessment Report Taupo-Nui-a-Tia Action Plan Key organisations that we work with Environment Waikato Key actions, projects and services Development of stormwater strategy Taupo industrial area ancillary works - stage 1a Facilities and gully planting programme - stormwater mitigation Omori stormwater upgrade Facilities and gully planting programme - stormwater mitigation T O W A R D S SUSTAINABLE ENVIRONMENT 191

190 How we ll know we re on track What we want to know Measure Source of information Target The community is satisfied that stormwater is adequately managed in urban areas People and property are protected from flood damage Percentage of the community satisfied that stormwater is adequately managed in urban areas Residential buildings (habitable parts of residential dwellings only) are flooded during the year from stormwater originating from the public domain such as parks, road reserves TRRSS % 101 TDC Decreasing 102 Stormwater discharges are compliant with resource consent conditions 103 Compliance with resource consent conditions No abatement notices or enforcement proceedings are made TDC EW/TDC Achieve Triennial Residents and Ratepayers Satisfaction Survey In 2006 there was 71% satisfaction that stormwater is adequately managed in urban areas In 2007/08 less than 0.5% of properties in urban areas were affected by flooding. Our comprehensive discharge consent requires us to monitor quality of stormwater discharge, sediment quality at outlets and impact to ecology at outlets. In 2007/08 we achieved this target. 192

191 Stormwater - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates Development and/or financial contributions Property Sales Vested assets Other income Total Income Operating Expenditure Operating expenditure Depreciation and amortisation Finance costs Total Operating Expenditure 1,500 1,530 1,549 1,573 1,611 1,627 1,659 1,713 1,773 1,815 Net Deficit (Surplus) of Operations 1,100 1,116 1,122 1,132 1,152 1,151 1,162 1,195 1,232 1,248 Funded by: General rates 1,500 1,530 1,549 1,573 1,611 1,627 1,659 1,713 1,773 1,815 Operating deficit (surplus) from/to reserves Recognition of vested assets (400) (414) (427) (441) (459) (476) (497) (518) (541) (567) Depreciation not funded Total Funding Applied 1,100 1,116 1,122 1,132 1,152 1,151 1,162 1,195 1,232 1,248 SUSTAINABLE ENVIRONMENT T O W A R D S SUSTAINABLE ENVIRONMENT 193

192 Stormwater - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals Growth Increase in level of service Total Capital Expenditure Loan Repayments Total Cost Funded by: Loans Raised Transfer from Reserve(s) Total Funding Applied Split of Capital Expenditure Renewals Growth Increase in level of service Total Cost

193 Wastewater What we do and why Council is responsible through this activity for the collection, treatment and disposal of wastewater from residential, commercial and industrial properties within designated drainage areas of the District in a way which safeguards the environment and provides public health protection. Council has developed a long term plan to progressively upgrade the wastewater reticulation network in Taupo to meet the increasing demand as our population grows. SUSTAINABLE ENVIRONMENT Over the next ten years we are planning to: develop a wastewater strategy undertake continual assessment of wastewater quality throughout the district work in partnership with the contractors engaged in specialist wastewater maintenance work and reviewing and monitoring the operational data to confirm asset performance keeping up to speed with current consent requirements and legislation to allow for improvements. As part of our responsibilities under the Lake Taupo Protection project we have a target of at least 20% reduction of nitrogen inputs to Lake Taupo by 2080 by upgrading treatment plants and improving the management of communities with on-site septic tank systems. Future of wastewater in lakeshore settlements Environment Waikato has identified two main ways of reducing nitrogen levels in Lake Taupo. The Lake Taupo Protection Trust has been formed to achieve a reduction in nitrogen from pastoral land. Nitrogen from urban sources also needs to be reduced by 20%. Council has already met Environment Waikato s target to reduce levels of nitrogen entering the lake from community owned wastewater treatment facilities by 20% and will continue to work toward improvements in treatment from all of our schemes. Variation 5 of Environment Waikato s Regional Plan, regarding Lake Taupo includes a sunset clause that will come into effect in June 2011, whereby all existing on-site wastewater systems within the near shore zone will require resource consent. In the Long Term Council Community Plan, Council had programmed the possible reticulation and treatment of wastewater (for Waitetoko, Hatepe and Waihi) by 2012/13. Council undertook investigations as planned for these potential schemes. Providing schemes in small settlements can be very expensive and in some cases cost prohibitive. For this reason Council is now exploring alternative ways of achieving further nitrogen reductions in lakeshore settlements such as Waitetoko and Hatepe without necessarily providing a reticulated scheme. In undertaking these investigations Council is mindful of the need to ensure that neither public health nor the environment is compromised. T O W A R D S SUSTAINABLE ENVIRONMENT 195

194 Taupo Land Disposal In 2006 Council negotiated the purchase of 360 hectares of land from Landcorp. The purchase allows us to expand our treated wastewater disposal capacity to meet increasing demand and allows the construction of the East Taupo Arterial through the existing Rakaunui Road land disposal area. The new land disposal site extends both sides of Broadlands Road with the northern piece also bordering View Road. During 2008, Council constructed a new pipeline and pump station to pump the water from Rakaunui Road up to the irrigation system at what we now call the View Road land disposal area. We have constructed a number of centre pivot irrigators covering 130 hectares of the land and the balance will be developed as demand grows. In the meantime we have leased the land for grazing. Taupo Wastewater Treatment Plant Upgrade The Taupo Wastewater Treatment Plant, off the end of Motutahae Street, has reached its capacity. Council is therefore planning to expand the plant on the existing site. It is anticipated that this will be achieved by adding additional clarifiers, a trickling filter tower, an additional digester, a new sand filter and ultraviolet disinfection. While this configuration does not have the lowest capital cost, it has the lowest combined capital and operating costs over the 20 year life of the plant. The new equipment would be progressively installed as funding allows between 2009 and We are undertaking all the investigation work and the design at present. We are also seeking a designation as required by the Resource Management Act and are working with residents and interested parties to identify issues of concern. Kinloch Wastewater Treatment Plant Upgrade During the last two years, Council has upgraded the wastewater treatment plant at Kinloch to make the best possible use of the existing infrastructure. However, while this work has given us some breathing space, we will still need to monitor growth there and ensure that we have the capacity available as land is developed and more people move to the area. 196

195 Assets we use kms of pipes 6,651 manholes 98 pump stations 12 treatment plants and 13 treated effluent disposal sites 26 buildings 16,538 registered connections Summary - Water and Sanitary Services Assessment 106 SUSTAINABLE ENVIRONMENT Wastewater The Taupo District Council operates the public wastewater collection, treatment and disposal systems for the main urban development areas across the District. These schemes are generally clustered around Mangakino, Taupo and Turangi, with nine of them serving communities adjacent to Lake Taupo. A wide range of technologies is utilised from oxidation ponds to the latest membrane bioreactor technologies. Typically the treatment plants discharge highly treated effluent onto land disposal areas to avoid contamination of waterways and to utilise the high soakage rates available across the District. The plants are typically compliant with their consents and are able to cope with current demand, including the summer peak. Projected growth is primarily expected to occur around Taupo and a significant upgrade of this plant is proposed in the near future, following the soon to be commissioned expansion of the disposal area. This plant is critical to the District as it also processes and stabilises most of the biosolids produced by the other plants. A key outcome for the community and the environment is reflected in a join commitment between Council, Environment Waikato and the Government, known as Protecting Lake Taupo, to achieve a 20% reduction in nitrogen entering the lake. The operation and ongoing upgrading of the public system make a significant contribution to this. Communities and individual homes/businesses not connected to the public systems are typically served by septic tanks with on-site drainage fields. The high drainage capacity soils in the District mean that there is a low likelihood of health risk from direct exposure to the partially treated effluent that a traditional septic tank produces. However, the high percolation rate means that partially treated effluent can enter underground water supply sources or the lake, creating indirect health and environmental risks. The extent of these risks is difficult to gauge as there is no mandatory testing and contamination is dispensed rather than localised. A copy of the Assessment of Water and Sanitary Services is available from Council offices Asset Management Plans (AMPs) form the basis of Council s planning for the operation, maintenance, renewal and development of its assets and therefore represent a significant portion of the work Council undertakes and its budget. Asset Management Plans are important for long term planning and the maintenance of Council s service capacity. These plans can be viewed on our website Section 125 of the Local Government Act requires that we assess the provision within the District of water services and other sanitary services. T O W A R D S SUSTAINABLE ENVIRONMENT 197

196 What are the significant negative effects? Potential noise, air emissions and odours generated from wastewater treatment plants and pump stations. Potential overflow situations if wastewater infrastructure is not maintained to the required standard. Link to Council strategies Wastewater Asset Management Plan 2008 Taupo District 2050 Development Contributions Policy Code of Practice for the Development of Land Water and Sanitary Services Assessment 2020 Taupo-Nui-a-Tia Action Plan Trade Waste Bylaw (currently undergoing adoption process) Key organisations that we work with Environment Waikato Lake Taupo Primary Health Organisation Iwi Key actions, projects and services Upgrade to the Kohatu Parade sewer Upgrades to the Control Gates Bridge siphon Extension of main trunk sewer and rising main to Wharewaka East Sewer extension Matuku Street to Richmond Avenue Taupo Wastewater Treatment Plant upgrade stage 1 Investigation of options for biosolids processing and disposal Investigation of options for the upgrade of the Omori/Kuratau/Pukawa wastewater treatment and disposal system Investigate options with Environment Waikato to achieve nitrogen reductions in lakeshore settlements Sewer extension along State Highway One Rising main from Acacia Bay to Taupo wastewater treatment plant Taupo Wastewater Treatment Plant upgrade - stage 1 Implementation of preferred option for biosolids processing and disposal Omori/Kuratau/Pukawa wastewater treatment and disposal system Whareroa wastewater treatment plant upgrade Whareroa wastewater treatment plant upgrade Continue investigating options with Enviroment Waikato to achieve nitrogen reductions in lakeshore settlements. 198

197 Sewer extension from Grace Crescent to Matuku Street Sewer extension from Lake Terrace to Roberts Street Sewer extension from Spa Road to wastewater treatment plant Sewer extension from Tauhara Road to Spa Road Sewer extension to Hinemoa Avenue Sewer extension from Broadlands Road to Tauhara Road Sewer extension to Wakeman Road Taupo wastewater treatment plant upgrade - stage 2 How we ll know we re on track Short term SUSTAINABLE ENVIRONMENT What we want to know Measure Source of information Target Our wastewater system is compliant with its resource consent conditions Compliance with resource consent conditions No abatement notices or enforcement proceedings are made TDC EW/TDC Achieve 107 Our wastewater system is working Number of wastewater overflows TDC No overflows 108 We respond to and fix any service request in the district within a reasonable time frame With 1 hour emergency response and at least 24 hour fault response to all service requests TDC Achieve The community is satisfied with the wastewater service Percentage of satisfaction with wastewater service TRRSS % 110 Long term What we want to know Measure Source of information Target The volume of wastewater per household equivalent unit (HEU) is reduced Annual volume divided by number of household equivalent units TDC Decreasing In 2008 we achieved 94.3% compliance with our resource consent conditions. In 2007/08 there were 5 incidents. Triennial Residents and Ratepayers Satisfaction Survey In 2006 there was 85% satisfaction with the wastewater service. T O W A R D S SUSTAINABLE ENVIRONMENT 199

198 Wastewater - Cost of Service Statement Operating Funding Requirements 2009/ / / / / / / / / /19 Operating Income Targeted rates 7,676 8,371 9,096 9,369 9,790 10,408 10,968 11,280 11,579 12,006 Development and/or financial contributions 1,103 1,643 1,830 2,125 2,793 3,182 2,982 2,785 3,165 3,849 Property Sales Vested assets 1,000 1,034 1,068 1,102 1,146 1,189 1,242 1,294 1,353 1,418 Other income ,041 1,085 1,133 1,188 Total Income 10,616 11,914 12,888 13,519 14,689 15,775 16,233 16,444 17,230 18,461 Operating Expenditure Operating expenditure 4,653 4,888 5,134 5,136 5,297 5,414 5,597 5,835 6,098 6,351 Depreciation and amortisation 2,499 2,649 2,861 3,030 3,146 3,352 3,587 3,753 3,901 4,061 Finance costs 3,378 3,830 4,187 4,275 4,417 4,742 4,985 4,954 4,886 4,830 Total Operating Expenditure 10,530 11,367 12,182 12,441 12,860 13,508 14,169 14,542 14,885 15,242 Net Deficit (Surplus) of Operations (86) (547) (706) (1,078) (1,829) (2,267) (2,064) (1,902) (2,345) (3,219) Funded by: General rates Operating deficit (surplus) from/to reserves (683) (1,078) (822) (608) (992) (1,801) Recognition of vested assets (1,000) (1,034) (1,068) (1,102) (1,146) (1,189) (1,242) (1,294) (1,353) (1,418) Depreciation not funded Total Funding Applied (86) (547) (706) (1,078) (1,829) (2,267) (2,064) (1,902) (2,345) (3,219) 200

199 Wastewater - Cost of Service Statement Capital and Reserves Funding Requirements 2009/ / / / / / / / / /19 Capital Expenditure Renewals ,077 1,160 1, ,114 1, Growth 4,604 9,137 4,297 1,924 5,023 8,954 3,644 3, ,561 Increase in level of service Total Capital Expenditure 5,790 9,880 5,374 3,084 6,832 9,671 4,334 4,559 2,153 6,324 Loan Repayments 2,653 2,694 2,844 2,931 3,831 3,630 4,637 3,973 4,734 5,386 Total Cost 8,443 12,574 8,218 6,015 10,663 13,301 8,971 8,532 6,887 11,710 Funded by: Loans Raised 5,576 9,736 4,961 2,996 6,654 9,534 3,997 4,376 1,775 6,161 Transfer from Reserve(s) 2,867 2,838 3,257 3,019 4,009 3,767 4,974 4,156 5,112 5,549 Total Funding Applied 8,443 12,574 8,218 6,015 10,663 13,301 8,971 8,532 6,887 11,710 Split of Capital Expenditure Renewals ,077 1,160 1, ,114 1, Growth 4,604 9,137 4,297 1,924 5,023 8,954 3,644 3, ,561 Increase in level of service Total Cost 5,790 9,880 5,374 3,084 6,832 9,671 4,334 4,559 2,153 6,324 SUSTAINABLE ENVIRONMENT T O W A R D S SUSTAINABLE ENVIRONMENT 201

200

201 Finances

202

203 Prospective Schedule of Rates Total District For the year ended 30 June 2008/ / / / / / / / / / /19 Targeted Rates 15,165 16,562 17,894 19,515 21,052 22,451 23,810 25,339 26,743 26,817 26,704 General Rates 25,673 26,823 28,321 29,653 31,259 33,213 34,776 35,494 36,366 37,956 39,452 Total Rates 40,838 43,385 46,215 49,168 52,311 55,664 58,586 60,833 63,109 64,773 66,156 Number of Properties 21,029 21,393 21,557 21,825 22,104 22,387 22,712 23,075 23,380 23,689 24,009 Growth in Property Numbers Number of Properties to Be Rated 21,393 21,557 21,825 22,104 22,387 22,712 23,075 23,380 23,689 24,009 24,379 Costs to Be Recovered (GST excl) 40,838 43,385 46,215 49,168 52,311 55,664 58,586 60,833 63,109 64,773 66,156 Average Rates per Property ($) 1,909 2,012 2,117 2,224 2,337 2,451 2,539 2,602 2,664 2,698 2,714 Average Property % Increase 4.60% 5.40% 5.21% 5.05% 5.08% 4.88% 3.59% 2.48% 2.38% 1.27% 0.59% Average Property $ Increase ($) GST excl Average Property $ Increase ($) GST incl Taupo/Kaingaroa - Mangakino/Pouakani Average Rates per Property ($) 2,002 2,106 2,209 2,311 2,421 2,538 2,622 2,679 2,740 2,769 2,780 Average Property % Increase 3.95% 5.22% 4.86% 4.66% 4.73% 4.82% 3.32% 2.17% 2.28% 1.07% 0.41% Average Property $ Increase ($) GST excl Average Property $ Increase ($) GST incl Turangi/Tongariro Average Rates per Property ($) 1,614 1,726 1,835 1,947 2,063 2,166 2,264 2,345 2,410 2,458 2,486 Average Property % Increase 5.80% 6.95% 6.29% 6.08% 6.00% 4.97% 4.52% 3.57% 2.79% 1.97% 1.17% Average Property $ Increase ($) GST excl Average Property $ Increase ($) GST incl FINANCES T O W A R D S F I N A N C E S 205

204 Prospective Statement of Comprehensive Income 2009/ / / / / / / / / /19 Revenue Rates revenue 43,385 46,215 49,168 52,311 55,664 58,586 60,833 63,109 64,773 66,156 Profit on sale of property assets 625 2,082 2,710 9,609 10,698 8,142 2,688 1, Biological Assets - Forestry revaluations Property, Plant and Equipment revaluations 53,217 37,954 16,654 61,826 32,784 20,724 75,586 34,817 27,833 73,658 Other Revenue from Significant Activities 54,704 55,212 31,694 32,468 34,215 35,798 35,739 37,365 38,483 42,112 Total comprehensive revenue 152, , , , , , , , , ,633 Expenditure Employee benefit expenses 19,224 20,025 20,570 20,767 21,376 22,000 22,689 23,570 24,395 25,368 Depreciation and Amortisation 12,575 13,191 14,074 14,880 15,503 16,113 16,794 17,650 18,296 18,820 Finance costs 9,582 11,610 13,279 14,432 15,748 15,900 15,619 14,807 15,281 15,836 Other expenses 28,117 29,399 30,736 31,180 32,157 32,820 33,894 35,183 35,602 35,885 Total operating expenditure 69,498 74,225 78,659 81,259 84,784 86,833 88,996 91,210 93,574 95,909 Operating surplus (deficit) before taxation 83,152 67,957 22,286 75,674 49,296 36,743 86,176 45,817 38,524 86,724 Less taxation expense Net surplus (deficit) after taxation 83,152 67,957 22,286 75,674 49,296 36,743 86,176 45,817 38,524 86,724 Reconciliation of total comprehensive income to cost of service statements Targeted rates 16,562 17,894 19,515 21,052 22,451 23,810 25,339 26,743 26,817 26,704 General rates 26,823 28,321 29,653 31,259 33,213 34,776 35,494 36,366 37,956 39,452 Rates Revenue 43,385 46,215 49,168 52,311 55,664 58,586 60,833 63,109 64,773 66,156 Development and/or financial contributions 3,132 4,587 4,989 6,020 7,478 8,489 7,669 7,648 8,382 10,083 Property Sales 625 2,082 2,710 9,609 10,698 8,142 2,688 1, Vested assets 4,400 4,545 4,692 4,829 4,989 5,146 5,328 5,516 5,722 5,940 Other income 47,172 46,080 22,013 21,619 21,748 22,163 22,742 24,201 24,379 26,089 Total income plus general rates per Summary cost of service statement 98, ,509 83,572 94, , ,526 99, , , ,268 Add Biological and Property,Plant and equipment revaluations from above 53,936 38,673 17,373 62,545 33,503 21,050 75,912 35,218 28,159 74,365 Total comprehensive revenue 152, , , , , , , , , ,

205 Prospective Statement of Changes in Equity 2009/ / / / / / / / / /19 Equity at Beginning of Year 1,108,198 1,191,350 1,259,307 1,281,593 1,357,267 1,406,563 1,443,306 1,529,482 1,575,299 1,613,823 Net Surplus (Deficits) for the year 83,152 67,957 22,286 75,674 49,296 36,743 86,176 45,817 38,524 86,724 Total Recognised Revenues and Expenses for Year 83,152 67,957 22,286 75,674 49,296 36,743 86,176 45,817 38,524 86,724 Total Equity at End of Year 1,191,350 1,259,307 1,281,593 1,357,267 1,406,563 1,443,306 1,529,482 1,575,299 1,613,823 1,700,547 Components of Equity Accumulated Funds at beginning of year 842, , , , , , , , , ,791 Net Surplus (Deficits) for the year 27,946 27,454 6,118 (6,955) 6,612 8,489 20,477 14,377 9,160 24,661 Accumulated Funds at end of year 870, , , , , , , , , ,452 Council Created Reserves at beginning of year 97,600 98, ,701 99, , , , , , ,419 Transfers to/(from) reserves 1,270 1,831 (1,205) 20,084 9,181 8,236 (8,704) 1,478 2,648 (12,302) Council Created Reserves at end of year 98, ,701 99, , , , , , , ,117 Restricted Reserves at beginning of year Movements for year Restricted Reserves at end of year Revaluation Reserves at beginning of year 168, , , , , , , , , ,380 Revaluation surplus/(deficit) 53,936 38,673 17,373 62,545 33,503 20,018 74,403 29,961 26,716 74,365 Revaluations Reserves at end of year 222, , , , , , , , , ,745 Total Equity at End of Year 1,191,350 1,259,307 1,281,593 1,357,267 1,406,563 1,443,306 1,529,482 1,575,299 1,613,823 1,700,547 FINANCES T O W A R D S F I N A N C E S 207

206 Prospective Statement of Financial Position 2009/ / / / / / / / / /19 Equity Accumulated Funds 870, , , , , , , , , ,452 Council Created Reserves 98, ,701 99, , , , , , , ,117 Restricted Reserves Revaluation Reserves 222, , , , , , , , , ,745 Total Equity 1,191,350 1,259,307 1,281,593 1,357,267 1,406,563 1,443,306 1,529,482 1,575,299 1,613,823 1,700,547 Current Assets 1 Cash and cash equivalents 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 1 Investments 18,422 18,422 18,422 18,422 18,422 18,422 18,422 18,422 18,422 18,422 Trade and Other receivables 6,395 6,604 6,811 7,015 7,249 7,486 7,761 8,029 8,310 8,609 Inventories Non current assets held for sale 4,514 4,031 9,984 11,778 13,924 7,590 11,221 6,024 3,128 3,128 Total Current Assets 46,702 46,444 52,619 54,633 57,030 50,951 54,877 49,969 47,375 47,696 Non-Current Assets Investments 44,730 44,635 40,875 51,502 50,160 51,464 41,787 47,387 51,006 38,928 Intangible Assets ,014 1,048 1,081 1,121 1,161 1,200 1,244 Biological Assets 5,595 6,314 7,033 7,752 7,438 6,255 1, ,316 Property Plant and Equipment 1,247,868 1,342,088 1,375,846 1,453,429 1,506,244 1,550,957 1,636,964 1,686,750 1,736,650 1,822,931 Total Non-Current Assets 1,299,117 1,393,991 1,424,738 1,513,697 1,564,890 1,609,757 1,681,197 1,731,580 1,789,465 1,864,419 Total Assets 1,345,819 1,440,435 1,477,357 1,568,330 1,621,920 1,660,708 1,736,074 1,785,549 1,836,840 1,912,115 1 Council forecasts keeping its short term cash and investments at a consistent level in order to meet its ongoing funding requirements. 208

207 Prospective Statement of Financial Position 2009/ / / / / / / / / /19 Current Liabilities Trade and other payables 9,888 10,210 10,530 10,846 11,207 11,575 11,998 12,414 12,848 13,311 Employee entitlement provisions 2,282 2,357 2,430 2,503 2,587 2,671 2,769 2,865 2,965 3,072 Borrowings 8,895 12,594 13,766 29,881 28,312 30,624 18,780 15,073 29,520 25,385 Total Current Liabilities 21,065 25,161 26,726 43,230 42,106 44,870 33,547 30,352 45,333 41,768 Non-Current Liabilities Provisions Borrowings 132, , , , , , , , , ,213 Employee entitlement provisions Provisions Total Non-Current Liabilities 133, , , , , , , , , ,800 Total Liabilities 154, , , , , , , , , ,568 Total Net Assets 1,191,350 1,259,307 1,281,593 1,357,267 1,406,563 1,443,306 1,529,482 1,575,299 1,613,823 1,700,547 FINANCES T O W A R D S F I N A N C E S 209

208 1 2 Prospective Statement of Cashflows 2009/ / / / / / / / / /19 Cash Flows from Operating Activities Cash was provided from: Rates 43,385 46,215 49,168 52,311 55,664 58,586 60,833 63,109 64,773 66,156 Subsidies 2,229 2,338 1,635 1,704 1,818 1,846 1,954 2,055 2,134 2,244 Interest Income 6,699 6,630 6,631 6,510 5,943 5,942 5,940 5,939 5,939 5,939 Fees, Charges & Other Income 11,895 12,225 12,595 12,482 12,803 13,299 13,864 14,532 14,952 16,007 64,208 67,408 70,029 73,007 76,228 79,673 82,591 85,635 87,798 90,346 Cash was applied to: Payments to Suppliers & Employees 47,339 49,014 50,899 51,546 53,070 54,354 56,044 58,225 59,445 60,664 Taxes Paid Interest on Public Debt 9,582 11,610 13,279 14,432 15,748 15,900 15,619 14,807 15,281 15,836 56,921 60,624 64,178 65,978 68,818 70,254 71,663 73,032 74,726 76,500 Net Cash Inflow (Outflow) from Operating Activities 7,287 6,784 5,851 7,029 7,410 9,419 10,928 12,603 13,072 13,846 Cash Flows from Investing Activities Cash was provided from: Proceeds from Sale of Fixed Assets 1,275 3,468 3,613 16,465 19,347 18,938 7,150 9,428 3,579 0 Development/ Financial Contributions 3,132 4,587 4,989 6,020 7,478 8,489 7,669 7,648 8,382 10,083 Capital Subsidies 26,348 24, ,407 1,074 1,600 Net Decrease in Investments , , , ,078 30,755 32,830 13,307 23,204 29,116 28,267 25,206 18,483 13,035 23,

209 3 Prospective Statement of Cashflows 2009/ / / / / / / / / /19 Cash was applied to: Purchase & Development of Fixed Assets 56,294 65,862 33,388 34,388 40,360 37,960 24,784 28,614 34,703 25,569 Net Increase in Investments , , ,601 3, ,940 65,862 33,388 45,130 40,360 39,264 24,784 34,215 38,322 25,569 Net cash inflow (outflow) from investing activities (26,185) (33,032) (20,081) (21,926) (11,244) (10,997) 422 (15,732) (25,287) (1,808) Cash Flows from Financing Activities Cash was provided from: Loans Raised 24,174 35,143 26,824 28,663 33,715 29,890 19,274 21,909 27,288 17,482 24,174 35,143 26,824 28,663 33,715 29,890 19,274 21,909 27,288 17,482 Cash was applied to: Repayment of Public Debt 5,276 8,895 12,594 13,766 29,881 28,312 30,624 18,780 15,073 29,520 5,276 8,895 12,594 13,766 29,881 28,312 30,624 18,780 15,073 29,520 Net cash inflow (outflow) from financing activities 18,898 26,248 14,230 14,897 3,834 1,578 (11,350) 3,129 12,215 (12,038) Net increase (decrease) in cash and cash equivalents Add: cash and cash equivalents at start of year 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 Cash and cash equivalents at end of year 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 16,891 Notes: 1. Proceeds from Urban land sales and forestry harvests. 2. NZTA subsidy for the ETA in 2009/10 & 2010/11 3. Proceeds from Urban land sales and forestry harvests have been applied as additional loan repayments. FINANCES T O W A R D S F I N A N C E S 211

210 Prospective Statement of Borrowings For the year ended 30 June 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Debt Balances Opening Debt 122, , , , , , , , , ,636 New Borrowing Requirements 24,174 35,143 26,824 28,663 33,715 29,890 19,274 21,909 27,289 17,482 Debt Repayments (5,276) (8,895) (12,594) (13,766) (29,881) (28,312) (30,624) (18,780) (15,073) (29,520) Closing External Debt 141, , , , , , , , , ,598 Debt Servicing Costs Interest 9,582 11,610 13,279 14,432 15,748 15,900 15,619 14,807 15,281 15,836 Debt Repayments 5,276 8,895 12,594 13,766 29,881 28,312 30,624 18,780 15,073 29,520 Extraordinary Debt Repayments Total External Debt Servicing Costs 14,858 20,505 25,873 28,198 45,629 44,212 46,243 33,587 30,354 45,356 Borrowing Limits In managing its borrowings, Council determines appropriate control limits based on the following covenants: % Gross External Interest Expense / Operating Income 6.3% 8.2% 13.2% 9.2% 11.7% 12.9% 8.9% 10.8% 11.6% 8.7% EBIT / Net Interest (- implies more interest earnt than paid) Operating Cashflows / Gross External Interest Expense % Gross External Debt / Equity 11.9% 13.3% 14.2% 14.5% 14.3% 14.0% 12.5% 12.3% 12.8% 11.4% 212

211 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Community Facilities Pensioner Housing Renewals Libraries Taupo, Turangi and Mangakino new books and renewals , Public Conveniences Building and plant renewals Public Conveniences Acacia Bay beach changing rooms rebuild and Acacia Bay beach/hall and 5 Mile Bay toilet upgrade Public Conveniences Kaimanawa Park new toilet and changing rooms Public Conveniences Hickling Park toilets and changing rooms Public Conveniences Secombe Park toilets and changing rooms Cemeteries New Berm, Pathway and seating, Huka lawn upgrade and renewals Community Halls Renewals Total Community Facilities 783 1,004 1,058 1, ,241 1, ,010 1,133 Destination Marketing Visitor Centres Building, plant and equipment renewals Total Destination Marketing Emergency Management Emergency Management Vehicle replacement and RT equipment Total Emergency Management Heritage, Culture and Public Art Museum Public Art Museum Building and equipment renewals Total Heritage, Culture and Public Art FINANCES T O W A R D S F I N A N C E S 213

212 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Leadership, Governance and Advocacy District support Services Building, plant and equipment renewals Support Services Computer network development, office equipment and security Total Leadership, Governance and Advocacy , Parks and Reserves Parks and Reserves TK/MP Lakefront development Parks and Reserves TK/MP Tongariro Domain redevelopment Parks and Reserves TK/MP Nukuhau Reserve development and parking Parks and Reserves TK/MP Renewals and improvements 1, Parks and Reserves TK/MP Development Contributions Growth projects ,752 2,135 2,432 3,232 2,741 2,218 16,605 1,417 Parks and Reserves TT Renewals and improvements Total Parks and Reserves 2,711 2,500 3,471 3,872 3,684 4,189 3,918 3,400 17,699 2,896 Regulatory Services Regulatory Services Building, plant and equipment renewals Parking Control Metereye Parking Meter System Total Regulatory Services Solid Waste Broadlands Road Landfill - new stages and renewals , Broadlands Road Landfill Gas Flare Solid waste disposal Transfer Station and equipment renewals Total Solid Waste , ,

213 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Stormwater Stormwater Storm water upgrades and improvements Total Stormwater Taupo District Investments Forestry Afforestation Mangakino Service Delivery Centre & Library Property Management Council property renewals Property Management Waiora house extension Urban Land Development Taupo Urban Land developments 2,359 3,698 4,962 6,743 7,825 3, Total Taupo District Investments 2,653 4,923 5,488 7,495 8,139 4, Transportation Business Unit Survey equipment and equipment renewal Roading TK/MP Urban CBD improvements Roading TK/MP Urban Footpath Replacement - Tuwharetoa Street Roading TK/MP Urban Lake Terrace traffic calming and realignment , Roading TK/MP Urban Intersection improvements and realignment Roading TK/MP Urban Mangakino Street upgrade Roading TK/MP Urban Nukuhau/Riverside Park pedestrian bridge 274 1, Roading TK/MP Urban Tongariro Street traffic calming , Roading TK/MP Urban Tauhara/Spa Road intersection Roading TK/MP Urban State Highway 5/Lake Terrace intersection Roading TK/MP Urban Retaining Walls - Acacia Bay, Wily Terrace FINANCES T O W A R D S F I N A N C E S 215

214 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Transportation continued... Roading TK/MP Urban Spa Road four laning investigation Roading TK/MP Urban Shared path beside ETA/Footpaths, reseals and renewals 1, , Roading TK/MP Rural Seal extension/pavement reseals and renewals 1,994 1,902 2,071 1,459 1,929 1,820 1,581 2,238 2,174 3,106 Roading TK/MP Rural West Kinloch Arterial (WeKA) Roading TK/MP Rural Poihipi Road widening Roading TK/MP Rural East Taupo Arterial (ETA) 33,000 30, Roading TT Urban Bus infrastructure Roading TT Urban Footpaths and renewals Roading TT Rural Minor safety works Roading TT Rural Pavement reseals and renewals Total Transportation 37,300 36,106 4,041 2,650 4,180 2,913 2,752 8,082 5,128 6,130 Venues A.C. Baths Refurbishment, building and equipment renewals ,214 2, Taupo Events Centre Building and equipment renewals Turangi Genesis Energy Aquatic Centre Building renewals Owen Delany Park Irrigation Owen Delany Park Indoor training and administration building Owen Delany Park Rugby World Cup 2011 improvements Owen Delany Park Redevelopment and improvements Owen Delany Park Building and plant renewals Hickling Park Redevelopment Crown Park Irrigation Crown Park Security fence

215 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Venues continued... Sports grounds TK/MP Bore renewal and vehicle replacement Sports grounds TT Renewals and reseals Gymnasium TT Building renewals Great Lake Centre Building renewals, additions and vehicle replacement Mangakino Sports Hall & Pool Building and equipment renewals Total Venues 2,195 1,827 2,148 3,124 4,150 1,722 1,539 1,387 1,472 1,953 Wastewater Taupo Wastewater treatment plant upgrade 2,089 3,459 3, ,266 6, Taupo Main trunk sewer extension 1, ,148 Taupo Eastern trunk sewer extension ,513 1,757 2,076 3, Taupo State Highway 1 sewer extension Wakeman Road Sewer extension , Acacia Bay Rising main to Taupo WWTP and sewer extension 0 1,834 1, , Biosolids Processing and disposal 260 1, Control Gates Bridge Siphon upgrade Kohatu Parade Sewer upgrade Omori/Kurutau/Pukawa Treatment and disposal system 314 1, Whareroa Treatment plant upgrade District Vehicle replacements District Renewals all schemes ,029 1,159 1, ,000 1, Total Wastewater 5,790 9,881 5,374 3,084 6,832 9,672 4,334 4,559 2,153 6,323 FINANCES T O W A R D S F I N A N C E S 217

216 Prospective Schedule of Capital Expenditure Activity/Scheme Project 2009/10 ($000) 2010/11 ($000) 2011/12 ($000) 2012/13 ($000) 2013/14 ($000) 2014/15 ($000) 2015/16 ($000) 2016/17 ($000) 2017/18 ($000) 2018/19 ($000) Water Supply All schemes Renewals , , Water Supply Vehicle replacements Kinloch Treatment upgrade Mangakino Treatment and reticulation upgrade , Taupo Water treatment upgrade 2,328 7,154 8,481 9,595 7,392 3, Waihaha Treatment, storage and reticulation upgrade River Road Treatment, storage and reticulation upgrade Whakamaru Reticulation upgrade Whareroa Land Acquisition and consents Kinloch Treatment, storage and reticulation upgrade ,293 3, Tirohanga Treatment, storage and reticulation upgrade ,289 0 Atiamuri Treatment, storage and reticulation upgrade Turangi Treatment, storage and reticulation upgrade ,481 3, Motuopa Treatment, storage and reticulation upgrade , Omori Treatment, storage and reticulation upgrade ,099 3, Whareroa Treatment, storage and reticulation upgrade ,831 Hatepe Treatment, storage and reticulation upgrade ,085 Total Water Supply 2,858 7,909 9,069 10,537 11,083 11,852 8,395 8,244 4,968 5,016 Total Capital Expenditure 56,294 65,816 33,342 34,458 40,308 37,908 24,724 28,555 34,641 25,

217 Accounting Policies 1. REPORTING ENTITY Taupo District Council (TDC) is a Local Authority under Schedule 2, Part 2 of the Local Government Act The Council has not presented group prospective financial statements because the Council believes that the parent prospective financial statements are more relevant to the users. The main purpose of prospective financial statements in the Long-term Council Community Plan is to provide users with information about core services that the Council intends to provide ratepayers, the expected cost of those services and, as a consequence, how much Taupo District Council requires by way of rates to fund the intended levels of service. The level of rates funding required is not affected by subsidiaries, except to the extent that Taupo District Council obtains distributions from, or further invests in, those subsidiaries. Such effects are included in the prospective financial statements presented. The primary objective of Taupo District Council is to provide goods and services to the community for social benefit, rather than for making a financial return. Accordingly the Council has designated itself and the group as a public benefit entity for the purposes of New Zealand equivalents to International Financial Reporting Standards (NZ IFRS). 2. STATEMENT OF COMPLIANCE AND BASIS OF PREPARATION The financial statements of Taupo District Council have been prepared in accordance with the Local Government Act 2002 which includes the requirement to comply with New Zealand generally accepted accounting practice (NZ GAAP). The statements comply with FRS 42 Prospective Financial Statements, NZ IFRS, and other applicable Financial Reporting Standards, as appropriate for public benefit entities. The financial statements use opening balances from the period ending 30/06/2009, estimates have been restated accordingly if required. The financial statements are prepared using the historical cost basis, except for assets and liabilities, which are recorded at fair value. These are detailed in the specific policies below. The accounting policies set out below have been applied consistently to all periods presented in these financial statements. The financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($ 000). The functional currency of TDC is New Zealand dollars. 3. ACCOUNTING POLICIES The following accounting policies which materially affect the measurement of results and financial position have been applied: 3.1 Foreign Currency Transactions The functional and presentation currency is New Zealand dollars. Transactions in foreign currencies are translated at the foreign exchange rate ruling on the day of the transaction. Foreign currency monetary assets and liabilities at the balance date are translated to NZ dollars at the rate ruling at that date. Foreign exchange differences arising on translation are recognised in the income statement, except when deferred in equity as qualifying cash flow hedges and qualifying net investment hedges. 3.2 Derivative Financial Instruments Taupo District Council uses derivative financial instruments to hedge its exposure to interest rate and foreign exchange risks arising from operational, financing and investment activities. In accordance with its treasury policy, Taupo District Council does not hold or issue derivative financial instruments for trading purposes. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently measured at fair value at each balance date. Gains or losses in fair value and those resulting from re-measuring are recognised in the Statement of Financial Performance. 3.3 GST The financial statements have been prepared exclusive of GST with the exception of receivables FINANCES T O W A R D S F I N A N C E S 219

218 and payables that have been shown inclusive of GST. Where GST is not recoverable as an input tax it is recognised as part of the related asset or expense. 3.4 Revenue Rates revenue is recognised when invoiced. Water billing revenue is recognised on an accrual basis. Unbilled sales, as a result of unread meters at year end, are accrued on an average usage basis. Government grants, including non-monetary grants at fair value, shall not be recognised by Taupo District Council until there is reasonable assurance that: (a) the entity will comply with the conditions accounting to them; and (b) the grants will be received. Government grants, other than grants related to assets, shall be recognised as income over the periods necessary to match them with the related costs which they are intended to compensate, on a systematic basis. Land Transport New Zealand roading subsidies are recognised as revenue upon entitlement, which is when conditions pertaining to eligible expenditure have been fulfilled. Other grants and bequests, and assets vested in the Council with or without conditions are recognised as revenue when control over the assets is obtained. Grants and bequests are recognised at their fair value where there is a reasonable assurance that the grant or bequest will be received and that Council as the recipient will comply with all attached conditions. Revenue from the sale of goods is recognised in the income statement when the significant risks and rewards of ownership have been transferred to the buyer. Revenue from any services rendered (except as described above) is recognised in the income statement in proportion to the stage of completion of the transaction at the balance sheet date. The stage of completion is assessed by reference to surveys of work performed. Rental income from investment property is recognised in the income statement on a straightline basis over the term of the lease. Lease incentives granted are recognised as an integral part of the total rental income. Development contributions and financial contributions are recognised as revenue when Council invoices the customer. Dividend income shall be recognised when the shareholder s right to receive payment is established. Interest income is recognised in the income statement as it accrues, using the effective interest method. Where a physical asset is acquired for nil or nominal consideration the fair value of the asset received is recognised as revenue. Assets vested in Taupo District Council are recognised as revenue when control over the asset is obtained. No revenue is recognised if there are significant uncertainties regarding recovery of the consideration due, associated costs or the possible return of goods. 3.5 Expenses Leases Leases in which substantially all of the risks and rewards of ownership transfer to the lessee are classified as finance leases. At inception, finance leases are recognized as assets and liabilities on the balance sheet at the lower of the fair value of the leased property and the present value of the minimum lease payments. Any additional direct costs of the lessee are added to the amount recognized as an asset. Subsequently, assets leased under a finance lease are depreciated as if the assets are owned. Operating lease payments Payments made under operating leases are recognised in the income statement on a straightline basis over the term of the lease. Lease incentives received are recognised in the income statement as an integral part of the total lease expense. Finance lease payments Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding liability. The finance charge is allocated to each period during the lease term, so as to produce a constant periodic rate of interest 220

219 on the remaining balance of the liability. Financing costs Net financing costs comprise interest payable on borrowings calculated using the effective interest rate method, foreign exchange losses, and losses on hedging instruments that are recognised in the income statement. The interest expense component of finance lease payments is recognised in the income statement using the effective interest rate method. 3.6 Equity Equity is the community s interest in the Council as measured by the value of total assets less total liabilities. Public Equity is disaggregated and classified into a number of reserves to enable clearer identification of the specified uses Council makes of its accumulated surpluses. The public equity of Council is made up of the following components: Accumulated Funds Council Created Reserves Restricted Reserves Revaluation Reserves 3.7 Reserves Reserves are a component of Public Equity and represent a particular use to which parts of equity have been assigned. Reserves may be legally restricted or created by the Council. Council Created Reserves are reserves established by Council decision. The Council may alter them without reference to any third party or the Courts. Transfers to and from these reserves are at the discretion of the Council. Restricted Reserves are those reserves subject to specific conditions accepted as binding by the Council, and which Council may not revise without reference to a third party. Transfers from these reserves may be made only for certain specified purposes or when certain specified conditions are met. Asset Revaluation Reserves arise from certain asset classes being revalued, with these classes including land, buildings, infrastructural assets, restricted assets and investments. The treatment of revaluation movements is detailed in item of the policies. 3.8 Cash and Cash Equivalents Cash and cash equivalents comprise cash balances and call deposits, and other shortterm highly liquid investments with maturities of three months or less. Bank overdrafts that are repayable on demand and form an integral part of Taupo District Council and group s cash management, are included as a component of cash and cash equivalents for the purpose of the statement of cash flows, and in current liabilities on the balance sheet. 3.9 Financial Assets Taupo District Council classifies its investments in the following categories: (a) Financial assets or financial liabilities at fair value through profit or loss This category has two sub-categories: financial assets held for trading, and those designated at fair value through profit or loss at inception. A financial asset is classified in this category if acquired principally for the purpose of selling in the short term, or if so designated by management. Derivatives are also categorised as held for trading unless they are designated as hedges. Assets in this category are classified as current assets if they are either held for trading or are expected to be realised within 12 months of the balance sheet date. After initial recognition they are measured at their fair values. Gains or losses on remeasurement are recognised in the income statement. (b) Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments, which are not quoted in an active market. After initial recognition they are measured at amortised cost using the effective interest method. Gains and losses when the asset is impaired or derecognised are recognised in the income statement. (c) Held-to-maturity investments Held-to-maturity investments are nonderivative financial assets with fixed or determinable payments and fixed maturities, that management has the positive intention and ability to hold to maturity. After initial recognition they are measured at amortised cost using the effective interest method. Gains and losses when the asset is impaired FINANCES T O W A R D S F I N A N C E S 221

220 or derecognised are recognised in the income statement. (d) Available-for-sale financial assets Available-for-sale financial assets are nonderivatives that are either designated in this category, or not classified in any of the other categories. Investments in debt and equity securities Financial instruments held for trading are classified as financial assets at fair value through profit and loss and are stated at fair value, with any resultant gain or loss recognised in the income statement. Council s managed equity investments fall into this category. Fair value is determined as current market value based on the 30 June closing sale price recorded in the relevant stock exchange. The value of the foreign-listed managed equities is converted to New Zealand dollars at the 30 June closing rate of exchange Trade and Other Receivables Trade and other receivables are initially measured at fair value and subsequently valued at their amortised cost using the effective interest method, less impairment losses (see accounting policy 3.17). A provision for impairment of receivables is established when there is objective evidence that Council will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is the difference between the carrying amount and the present value of the estimated recovery of the debt Inventories Inventories are stated at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and selling expenses. Inventories (such as spare parts and other items) held for distribution or consumption in the provision of services that are not supplied on a commercial basis, are measured at the lower of cost, adjusted when applicable, for any loss of service potential. The cost of inventories is based on the firstin, first-out principle, and includes expenditure incurred in acquiring the inventories and bringing them to their existing location and condition Non-current assets (or disposal groups) held for sale Non current assets (or disposal groups) are classified as held for sale and stated at the lower of their carrying amount and fair value less costs to sell if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. An impairment loss is recognised for any initial or subsequent write down of the asset (or disposal group) to fair value less costs to sell. A gain is recognised for any subsequent increases in fair value less costs to sell of an asset (or disposal group), but not in excess of any cumulative impairment loss previously recognised. A gain or loss not previously recognised by the date of the sale of the non current asset (or disposal group) is recognised at the date of de-recognition. Non current assets (including those that are part of a disposal group) are not depreciated or amortised while they are classified as held for sale. Interest and other expenses attributable to the liabilities of a disposal group classified as held for sale continue to be recognised. Non current assets classified as held for sale and the assets of a disposal group classified as held for sale, are presented separately from the other assets in the balance sheet. The liabilities of a disposal group classified as held for sale are presented separately from other liabilities in the balance sheet Property, plant and equipment Property, plant and equipment consist of: Operational assets These include land, buildings, improvements, library books, plant and equipment, heritage assets and works of art, and motor vehicles. Restricted assets Restricted assets are parks and reserves owned by the Council, which provide a benefit or service to the community and cannot be disposed of because of legal or other restrictions. Infrastructure assets Infrastructure assets are the fixed utility systems owned by the Council. Each asset type includes all items that are required for the network to function, for example, wastewater reticulation includes reticulation piping and pump stations. 222

221 Property, plant and equipment are shown at cost or valuation, less accumulated depreciation and impairment losses Valuation Methodologies Those asset classes that are revalued are revalued on a three yearly valuation cycle. All other asset classes are carried at depreciated historical cost. The carrying values of all assets not revalued in any year are reviewed at each balance date to ensure that those values are not materially different to fair value. Any accumulated depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset, and the net amount is restated to the revalued amount of the asset. Valuations are performed with sufficient regularity to ensure revalued assets are carried at a value that is not materially different from fair value. Increases in the carrying amounts arising on revaluation of an asset class are credited to revaluation reserves in shareholders equity. To the extent that the increase reverses a decrease previously recognised in the income statement, the increase is first recognised in the income statement. Decreases that reverse previous increases of the same asset class are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the class; all other decreases are charged to the income statement Additions Additions between valuations are shown at cost, except vested assets. Certain infrastructural assets and land have been vested in Council as part of the sub-divisional consent process. The vested land reserve has been initially recognised at the most recent appropriately certified Government valuation. Vested infrastructural assets are valued based on the actual quantities of infrastructure components vested, and the current in the ground cost of providing identical services Depreciation Land is not depreciated. Depreciation on other assets is calculated using either the straight line or the diminishing value method to allocate their cost or revalued amounts, net of their residual values, over their estimated useful lives. The useful lives and associated depreciation rates of assets to be depreciated have been estimated as follows: Operational assets: Land Nil Nil Buildings 40-75yrs 1.3%-2.5%SL Site Value 13 yrs 7.69% SL Structure yrs 1.3% -5% SL Roof yrs 2.5%-5% SL Services yrs 2.5%-5% SL Internal fit out yrs 2.9%-6.7% SL Plant yrs 3.3% - 5% SL Machinery 4-10 yrs 10-25%DV Computer Equipment 4 yrs 25%SL Office Equipment 5-10 yrs 10-20%DV Furniture & Fittings 5-10 yrs 10%-20%DV Park Furniture 25-2 yrs 4%- 50% SL Vehicles 3-10yrs 10-20%DV Library Books 6.5 yrs 15.5%SL Infrastructural assets: Roads top surface 3-20 yrs 5%-33%SL pavement yrs 1.7%-2%SL formation not depreciated culverts yrs 1.3%-1.8%SL footpaths yrs 1.3%-2%SL kerbs 60 yrs 1.7%SL signs 15 yrs 6.7%SL street lights yrs 1.7%-4%SL Bridges yrs 1%-1.1%SL land under roads not depreciated Water Reticulation pipes yrs 1.25%-2.2%SL valves, hydrants 40 yrs 2.5%SL pump stations yrs 1.7%-10%SL tanks yrs 1.3%-4%SL Sewerage Reticulation pipes yrs 1.3%-6.7%SL manholes 80 yrs 1.3%SL Treatment Plant yrs 1.3%-10%SL Stormwater Systems pipes manholes, cesspits yrs 1%-1.3%SL yrs 1%-1.3%SL FINANCES T O W A R D S F I N A N C E S 223

222 Flood Control Systems yrs 5.6%-6.7%SL Restricted Assets: Land Nil Nil Other 0-40 yrs 0-2.5%SL The assets residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. An asset s carrying amount is written down immediately to its recoverable amount if the asset s carrying amount is greater than its estimated recoverable amount. Assets under construction Assets under construction are not depreciated. The total cost of a project is transferred to the relevant asset class on its completion and then depreciated. The current carrying amount of items under construction is separately disclosed Disposal Gains and losses on disposal are determined by comparing proceeds with carrying amount. These are included in the income statement. When revalued assets are sold, the amounts included in other reserves in respect of those assets are transferred to retained earnings Intangible Assets Software Acquired computer software licenses are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. These are valued at cost, and are amortised over the expected useful life of the license. The useful lives and associated amortisation rates of assets to be amortised have been estimated as follows: Software 4 years 25% Costs associated with maintaining computer software are recognised as an expense when incurred Biological assets and agricultural produce A biological asset is a living animal or plant. Biological assets that are the subject of agricultural activity (i.e., the management of the biological transformation of biological assets for sale, into agricultural produce, or into additional biological assets) are stated at fair value less estimated point-of-sale costs, determined on the basis of an annual revaluation, with any resultant gain or loss recognised in the income statement. Point-of-sale costs include all costs that would be necessary to sell the assets, excluding costs necessary to get the assets to market. All other biological assets are measured at the lower of cost and net realisable value. Agricultural produce is the harvested product of the entity s biological assets. Agricultural produce is measured at fair value less estimated point-ofsale costs at the point of harvest. Forest assets Forest assets are predominantly standing trees which are managed on a sustainable yield basis. These are shown in the balance sheet at fair value less estimated point of sale costs at harvest. The costs to establish and maintain the forest assets are included in the income statement, together with the change in fair value for each accounting period. The valuation of Taupo District Councils forests is based on discounted cash flow models where the fair value is calculated using cash flows from continued operations; that are, based on sustainable forest management plans taking into account growth potential. The yearly harvest from tree forecast tree growth is multiplied by expected wood prices and the costs associated with forest management, harvesting and distribution are then deducted to derive annual cash flows. The fair value of the forest assets is measured as the present value of cash flows from one growth cycle based on the productive forest land, taking into consideration environmental, operational and market restrictions. Forest assets are valued separately from the underlying freehold land Impairment The carrying amounts of Taupo District Councils assets, other than investment property (see Investments policy), inventories (see Inventories policy) and deferred tax assets (see Income Tax policy), are reviewed at each balance sheet date to determine whether there is any indication of impairment. An impairment loss is recognised for the amount 224

223 by which the asset s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset s fair value less costs to sell and value in use. Value in use is depreciated replacement cost for an asset where the future economic benefits or service potential of the asset are not primarily dependent on the assets ability to generate net cash inflows and where the entity would, if deprived of the asset, replace its remaining future economic benefits or service potential. The value in use for cash-generating assets is the present value of expected future cash flows. and the likelihood staff will reach the point of entitlement. These estimated amounts are discounted to their present value. Long-service leave for which there is already actual entitlement is accrued at actual entitlement using current rates of pay. In addition, there is an actuarial assessment of value for which entitlement has not yet been reached. This assessment uses current rates of pay taking into account years of service, years to entitlement and the likelihood staff will reach the point of entitlement. These estimated amounts are discounted to their present value. FINANCES If an asset s carrying amount exceeds its recoverable amount the asset is impaired and the carrying amount is written down to the recoverable amount. For revalued assets the impairment loss is recognised against the revaluation reserve for that class of asset. Where that results in a debit balance in the revaluation reserve, the balance is recognised in the income statement. For assets not carried at a revalued amount, the total impairment loss is recognised in the income statement. The reversal of an impairment loss on a revalued asset is credited to the revaluation reserve. However, to the extent that an impairment loss for that class of asset was previously recognised in the income statement, a reversal of the impairment loss is also recognised in the income statement. For assets not carried at a revalued amount (other than goodwill) the reversal of an impairment loss is recognised in the income statement. Liabilities for annual leave are accrued on an actual entitlement basis, using current rates of pay. Liabilities for accumulating short-term compensated absences (for example, sick leave) are measured as the amount of unused entitlement accumulated at balance date that the Council anticipates employees will use in future periods in excess of the days that they will be entitled to in each of those periods Provisions A provision is recognised in the balance sheet when the Council has a present legal or constructive obligation as a result of a past event, and it is probable that an outflow of economic benefits, the amount of which can be reliably estimated, will be required to settle the obligation. If the effect is material, provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability Financial Liabilities Financial liabilities (creditors, loans, bonds and deposits) are initially recognised at fair value. These are subsequently recognised at amortised cost Employee Entitlements Provision is made in respect of Taupo District Council s liability for annual leave, sick leave, long service leave, and gratuities. The retiring gratuity liability is assessed on an actuarial basis using current rates of pay taking into account years of service, years to entitlement Landfill post-closure costs The Council, as operator of the District landfill, has a legal obligation under the resource consent to provide ongoing maintenance and monitoring services at the landfill site after closure. A provision for post-closure costs is recognised as a liability when the obligation for post-closure arises. The provision is measured based on the present value of future cash flows expected to be incurred, taking into account future events including new legal requirements and known improvements in technology. The provision includes all costs associated with landfill post-closure. T O W A R D S F I N A N C E S 225

224 Amounts provided for landfill post-closure are capitalised to the landfill asset where they give rise to future economic benefits to be obtained. Components of the capitalised landfill asset are depreciated over their useful lives. The discount rate used is a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the Council Interest-bearing Borrowings Borrowings are initially recognised at their fair value. After initial recognition, all borrowings are measured at amortised cost using the effective interest method Income Tax Income tax on the profit or loss for the year comprises current and deferred tax. Income tax is recognised in the income statement except to the extent that it relates to items recognised directly in equity, in which case it is recognised in equity. Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantively enacted at the balance sheet date, and any adjustment to tax payable in respect of previous years. Deferred tax is provided using the balance sheet liability method, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset can be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised Cost Allocation Taupo District Council has derived the net cost of service for each significant activity of the Council using the following cost allocation system: Direct costs (costs directly attributable to a significant activity) are charged directly to significant activities. Indirect costs (those costs which cannot be identified in an economically feasible manner, with a specific significant activity) are charged to significant activities based on cost drivers and related activity/usage information Third Party Transfer Payment Agencies Taupo District Council collects monies for many organisations. Where collections are processed through Taupo District Council s books, any monies held are shown as trade payables in the Balance Sheet. Amounts collected on behalf of third parties are not recognised as revenue, but commissions earned from acting as agent are recognised in revenue Critical Accounting Estimates and Assumptions In preparing these financial statements, Council has made estimates and assumptions concerning the future, refer to the schedule of forecasting assumptions on pages 267 to 277 These estimates and assumptions may differ from the subsequent actual results. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations or future events that are believed to be reasonable under the circumstances. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below: Infrastructural Assets There are a number of assumptions and estimates used when performing the depreciated replacement cost valuations over infrastructural assets. These include: The physical deterioration and condition of an asset, for example, the Council could be carrying an asset at an amount that does not reflect its actual condition. This is particularly so for those assets which are not visible, for example stormwater, wastewater and water supply pipes that are underground. This risk is minimised by Council performing a combination of physical inspections and condition modelling assessments of underground assets; Estimating any obsolescence or surplus capacity of an asset; and Estimates are made when determining the remaining useful lives over which the asset will be depreciated. These estimates can be impacted by the local conditions, for example, weather patterns and traffic growth. If useful lives do not reflect the actual consumption of the benefits of the 226

225 asset, then Council could be over or under estimating the annual depreciation charge recognised as an expense in the statement of financial performance. To minimise this risk, Council s infrastructural asset useful lives have been determined with reference to the NZ Infrastructural Asset Valuation and Depreciation Guidelines published by the National Asset Management Steering Group, and have been adjusted for local conditions based on past experience. Asset inspections, deterioration and condition modelling are also carried out regularly as part of Council s asset management planning activities, which provides Council with further assurance over its useful life estimates. Experienced independent valuers perform the Council s infrastructural asset revaluations. Classification of Property Council owns a number of properties, which are maintained primarily to provide housing to pensioners. Receipt of market-based rental from these properties is incidental to holding these properties. These properties are held for service delivery objectives as part of the Council s social housing policy. These properties are accounted for as property, plant and equipment. hedge accounting on it derivatives, any gains or losses in fair value and those resulting from re-measuring are recognised in the Statement of Financial Performance. The reason for the change is to better enable Council to take advantage of economic opportunities that may exist from time to time in the marketplace. The effect on the financial statements is a reduction in the opening balance for revaluation reserves of $237,000 and an increase in the opening balance for accumulated funds of $237,000. The current portion of derivative financial instruments opening balance of $131,000 has been combined with the current portion of other financial assets, and the non-current portion of derivative financial instruments opening balance of $222,000 has been combined with the non-current portion of other financial assets. Financing costs Net financing costs comprise interest payable on borrowings calculated using the effective interest rate method, foreign exchange losses, and losses on hedging instruments that are recognised in the income statement. The interest expense component of finance lease payments is recognised in the income statement using the effective interest rate method. FINANCES 3.26 Prospective Financial Information The financial information contained within this document is prospective financial information in terms of accounting standard FRS42. The purpose for which it has been prepared is to enable ratepayers, residents and any other interested parties to obtain information about the expected future financial performance, position and cashflow of Taupo District Council. The actual results achieved for any particular financial year are also likely to vary from the information presented and may vary materially depending on the circumstances that arise during the period. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Changes in Accounting Policy Hedge Accounting Council will no longer apply 3.6 Equity Equity is the community s interest in the Council as measured by the value of total assets less total liabilities. Public Equity is disaggregated and classified into a number of reserves to enable clearer identification of the specified uses Council makes of its accumulated surpluses. The public equity of Council is made up of the following components: Accumulated Funds Council Created Reserves Restricted Reserves Revaluation Reserves 3.7 Reserves Reserves are a component of Public Equity and represent a particular use to which parts of equity have been assigned. Reserves may be legally restricted or created by the Council. Council Created Reserves are reserves established by Council decision. The Council may alter them without reference to any third party or the Courts. Transfers to and from these reserves are at the T O W A R D S F I N A N C E S 227

226 228

227 Fees and Charges

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229 Fees and Charges 2009/10 fees and charges (including deposits) effective from 1 July All fees and charges are inclusive of GST. Changes to Fees and Charges The following schedule contains some increases to the fees and charges contained in the 2008/09 Annual Plan. The main changes are: Taupo Pensioner units (inflation adjustment to charges) Taupo Public Library (minor adjustment to membership cards) Taupo Public Cemetery (significant increase to family plot fee and Garden of Rest) Water Connections (increases to reflect full cost recovery) Wastewater Connections (increases to reflect full cost recovery) Transportation Overweight Vehicle Permits (inflationary increase) Solar hot water conversions (this is a new category and Council has made a decision that there will be no fee) FEES AND CHARGES Building Control Fees and Charges Taupo District Council to recover all costs where permitted for its regulatory functions. The following fees and charges are intended to ensure that the actual costs of the following regulatory functions are borne by those who use them and not ratepayers. All work is charged at a rate of $ per hour and the following are minimum deposits payable. Building Consent Administration Deposits Item Fees 09/10 Freestanding Fireplace $65.00 Residential $ Rural/Farm Buildings $ Industrial/Educational $ Commercial (Includes Motels/Hotels) $ Miscellaneous $ Certificates Of Title $20.00 Solar hot water conversions Free of charge Building Consent Plan Check Deposits The following are minimum non refundable deposits. Where external specialist services are required e.g. peer reviews, these will be charged as an additional cost to the applicant. T O W A R D S F E E S A N D C H A R G E S 231

230 Residential Processing Deposits Value of Work Fees 09/10 Up to $10,000 value $ $10,000 - $20,000 $ $20,001 - $50,000 $ $50,001 - $100,000 $ $100,001 - $200,000 $ $200, $500,000 $ In Excess Of $500,001 $ Rural / Farm Processing Deposits Value of Work Fees 09/10 Up to $10,000 value $ $10,000 - $20,000 $ $20,001 - $50,000 $ $50,001 - $100,000 $ $100,001 - $200,000 $ $200, $500,000 $ In Excess Of $500,001 $ Industrial Processing Deposits Value of Work Fees 09/10 Up to $10,000 value $ $10,000 - $20,000 $ $20,001 - $50,000 $ $50,001 - $100,000 $ $100,001 - $200,000 $ $200, $500,000 $ In Excess Of $500,001 $

231 Commercial Processing Deposits Value of Work Fees 09/10 Up to $10,000 value $ $10,000 - $20,000 $ $20,001 - $50,000 $ $50,001 - $100,000 $ $100,001 - $200,000 $ $200, $500,000 $ In Excess Of $500,001 $ FEES AND CHARGES Site Inspections Charged at a rate of $ includes GST with minimum inspection charge based on 3 levels of complexity/time involved as follows. Inspection Type Fees 09/10 Small building/minor works $65.00 Medium building/standard works $95.00 Large building/complex works $ Inspections outside of normal working hours shall be charged twice the normal fee. The actual type and number of inspections required will be assessed during the processing of the building consent and payment for these inspections will be made when uplifting the building consent. All cancellations made within 12 hours of booked inspection and works not ready for inspections shall be charged at $65.00 each. Project Information Memorandums The following are minimum non refundable deposits. Where additional information is required to be supplied by the applicant any additional work required will be charged as an additional cost to the applicant. Fees 09/10 Minor Works e.g. Retaining Walls Decks etc $ Rural & Residential $ Commercial & Industrial $ Requests for Further Information per Request $35.00 T O W A R D S F E E S A N D C H A R G E S 233

232 Certificates & Notices Fees 09/10 Registration of certificates issued under section 73 of the 73 Building Act 2004 plus disbursements Certificate issued under section 77 of the Building Act 2004 plus disbursements Certificate issued under section 37 of the Building Act 2004 Notice to fix issued under section 164 of the Building Act 2004 New Zealand Fire Service commission notification as required by Section 46 of the Building Act 2004 $ $95.00 $65.00 $95.00 $65.00 Compliance Schedule and Annual Warrant of Fitness Charges Fees 09/10 Preparation and Issue of Compliance Schedules (additional charge is per system Payable at time of uplifting a consent or issue of a PIM.) Amendments to Compliance Schedules (additional charge is per amended system.) Building Warrant of Fitness annual (for the first system and) administration and audit charge (for each additional system) $95.00 plus $25.00 $65.00 plus $10.00 $65.00 $25.00 Audit inspections $95.00 First one is free and rechecks charged per inspection. Producer Statements / Engineers Designs /Specialist Services Fees 09/10 Peer reviews external specialist charges Audit charge (payable in all cases, however (where a peer review is completed this cost will be deducted off the amount) Cost plus 10% handling charge. $ per statement/ design 234

233 Certificates of Acceptance Certificates of Acceptance provided for in Sections of the Building Act 2004 shall be charged at the same rate as applications for a building consent. Total cost shall include the total of the Administration, Plan Check and Inspection charges. Additional charges may apply. PLANNING FEES (M=minimum charge, F = fixed fee) Resource Consents (Land Use) Fees 09/10 Notified Applications (M) $5, FEES AND CHARGES Notified Applications (limited) ( M) $2, Non Notified Applications (controlled activities) (F) Non Notified Applications (other activities) (M) Requirement for Designations and Heritage Protection Orders (M) $ $ $10, Plan changes (M) $20, Alteration to Designations and Heritage orders that do not require notification (M) $ Outline Plans (M) $ Waiver for a requirement for an outline plan (F) $ Extension of time (non notified) (M) $ Cancellation or variation of conditions (non notified) (M) $ Certificate of compliance (M) $ Existing Use Right Certificate (M) $ Compliance Certificates - Sale of Liquor Act (new or with changes) (F) Compliance Certificates - Sale of Liquor Act (renewal no changes) (F) Compliance Certificates - Overseas Investment Amendment Act (M) $ $ $ Removal of Building Line restrictions (F) $ T O W A R D S F E E S A N D C H A R G E S 235

234 Resource Consents (Subdivision) Fees 09/10 Notified Applications (M) $5, Notified Applications (limited) (M) $2, Non Notified Applications (controlled activity) (M) Non Notified Applications (other activities) (M) $ $ Cross lease (controlled activity) (M) $ Unit title approval for second and subsequent stages (M) $ ROW Application (F) $ Section 226 certificate (F) $ Cancellation or variation of conditions (non notified) (M) Plan approval certificates (e.g. Sections 221, 223,224,232,240,241,243,5(1)g,3 21,348) - deposit per certificate (M) Signing of miscellaneous documents deposit per certificate (M) Preparation of miscellaneous documents $ $ $ At cost Resource Consents (For combined Land Use and Subdivision) Fees 09/10 Notified (M) $8, Limited notified (M) $4, Non-Notified (M) $1,

235 Other Applications and Certificate Approvals Fees 09/10 Certified copies of resolutions (F) $ Requests for Information (HOURLY RATE) note that requests for information under the Local Govt Official Information Act are covered in Corporate Services section. Annual subscription for notified mailing list (F) See rates below $ Copy of Certificate of Title $20.00 FEES AND CHARGES Copy of Consent Notice $25.00 Monitoring Fees 09/10 Fee payable on each consent with conditions (on approval), further inspections/actions at cost (D) Recovery of Planning Staff Time per hour (where flat fee does not apply): Planning Manager Team Leaders and District Planner (HOURLY RATE) Environmental Planners, Development Planner & Compliance Officer (HOURLY RATE) $ $ $ Consent Admin officers (HOURLY RATE) $ Recovery of Members Fees for Hearings Committee: Chairperson per hour of hearing time (per hour) Members per hour of hearing time (per hour) $85.00 $68.00 Financial Contributions for information on these fees refer to Council s Proposed District Plan Refund Policy no refunds or recovery will be created for amount less than $100 either side of deposit amount In accordance with S36 of the RMA91, should the above fees and charges be deemed to be inadequate to recover Council s actual and reasonable costs, additional fees may be payable (including the full cost recovery of external expert advice). In order to begin processing of an application, all fixed and minimum fees shall be paid in full at the time of lodgment. T O W A R D S F E E S A N D C H A R G E S 237

236 Engineering Services Fees 09/10 Recovery of Engineering Staff Time per hour (where flat fee does not apply): Development Engineering, Deeds of Arrangement management Other staff involved with development engineering and development contributions $ $ Dogs and Animal Control Fees 09/10 Dog Registration Fees Working Dogs (fee payable for first 5 dogs, any additional dogs nil fee) $39.00 Special Owners Policy Dogs $46.00 All Other Dogs $ Guide Dogs/Hearing Ear Dogs Nil - Dangerous dog plus 50% of normal fee +50% - Replacement Tag Fee $ Hunting dogs (may be registered as working dogs first 3 dogs only) Penalty for all dogs due 1st July registered after 1 August Additional 50% Impounding fees Dogs - In any 12 months 1st impounding $ nd or more impounding and as well may be issued an Infringement Fee with a $ fine $ Out of hours Impounding fee $80.00 (4.30 pm to 7 am) Additional fee for unregistered dog impounded $20.00 Daily Sustenance $10.00 Microchip fee per dog $15.00 Sale of Dog $75.00 Destruction Fee Single $50.00 Destruction Fee Multiple $70.00 Destruction Fee Court Ordered $60.00 Permit Fee $50.00 Recovery of cost charge $75 per hr (minimum chg of $30) 238

237 Impounding fees other Animals Fees 09/10 - Horse, donkey, cattle beast, deer $ Sheep, goat, pig $10.00 Sustenance fee - Horse, donkey, cattle beast, deer $ Sheep, goat, pig $5.00 Call out fees other Animals Minimum call out charges FEES AND CHARGES - 7 am to 4.30pm $ pm to 10pm $ pm to 7am plus holidays and weekends $50.00 Trespass Trespass on any paddock of grass or stubble - Horse, donkey, cattle beast, deer, pig $ Sheep, goat $5.00 Trespass on any land bearing any crop or from which the crop has not been removed, or in any reserve, cemetery or burial ground - Horse, donkey, cattle beast, deer, pig $ Sheep, goat $10.00 T O W A R D S F E E S A N D C H A R G E S 239

238 Inspection Services Fees 09/10 District Liquor Licensing Fees License Holders $ Special Licenses $63.00 Managers Licenses $ Temporary Authority $ Dangerous Goods Licenses Storage of Dangerous Goods class 2(d) and/or class 3 (dependent on volume) Storage of Dangerous Goods other than class 2(d) and/or class 3 $ $1, $ Transfer of licence $56.30 Callouts and special inspections per hour or inspection $ Certificates of Registration charged per inspection Food Premises (per hour) $ Hairdressers (per hour) $ Undertakers (per hour) $ Camping Grounds (per hour) $ Offensive Trades (per hour) $ Mobile Shops Licence Half year $60.00 Per annum $ Building Warrant of Fitness Fire Hazard Inspection No charge No charge Swimming Pool Inspection $50.00 Gaming and TAB Venue Application Fee (non refundable processing in excess of 5 hours charged out at consent processing rate) $

239 Housing for the Elderly Fees 09/10 Mangakino Single Units (per week) $60.00 Double Units (per week) $85.00 Turangi Retirement Housing Single Units (per week) $90.00 Double Units (per week) $ Taupo FEES AND CHARGES Single Units (per week) $85.00 Double Units (per week) $ Venture Centre Fees 09/10 Per Unit (per month plus share of electricity and cleaning costs). This is currently under review and will be reflected next year. $ Swimming Pools Fees 09/10 Genesis Energy Turangi Aquatic Centre Adult $3.00 Child (5 to 14) $2.00 Under 5 Spectators Free Free Family (2 Adults and 4 Children) $ Swim Adult concession $ Swim Child concession $30.00 Schools (per hour) $22.50 Turangi Amateur Swim Club (per hour) $20.00 Hire Learners Pool (as venue or private hire - per hour) $35.00 T O W A R D S F E E S A N D C H A R G E S 241

240 Private Hire of complex (per day) $ Mangakino Swimming Pool Casual Entry - Adult $ Senior $ Child up to 13 years $ Child 14 to 18 years $ Spectators Free - Private Hire (2hrs includes lifeguard) $ Bond $ AC Baths Casual Entry - Adult (Pool, Sauna or Steam room) $ Senior (+60) $ Child (5-15 years) $ Family Day Pass $ Month Memberships (Standard) - Adult $ Senior $ Child (5-15 years) $ Family Price Cap $ month membership (Standard) Adult $90.00 Senior $50.00 Child (over 5) $50.00 Family Price Cap $ month membership (Standard) Adult $ Senior $75.00 Child (over 5) $75.00 Family Price Cap $ Slide Casual $4.00 Taupo District schools (per child) $1.50 Out of district schools (per child) $2.00 Private Pools individual (45 minutes) $7.00 Private Pools concession (12) $

241 Combination (private pool and main pool) $12.00 Competition Pool daily rate $ Spectators* Free Competition Spectators $1.00 Lane hire indoor 25m pool $7.00 Lane hire outdoor 25m pool $5.00 * This includes Cafe patrons, pick up s and drop off s, and swim school lessons Events Centre Fees 09/10 FEES AND CHARGES Fitness Suite Casual Adult $10.00 Casual Community rate (inc students seniors, Taupo Visitors card, Active Life) $7.00 Group Fitness Classes Casual Adult $8.00 Casual Community rate $6.00 Adult $ Community rate (includes Seniors) $ Fitness Memberships 6 Months Adult $ Casual community rate (includes Seniors) $ Months Adult $ Community rate (includes Seniors) $ Combined memberships (fitness suite and pool) 3 Months Adult $ Community rate (includes Seniors) $ Months Adult $ Community rate (includes Seniors) $ Months Adult $ T O W A R D S F E E S A N D C H A R G E S 243

242 Community rate (includes Seniors) $ Stadium and Associated Rooms Stadium - Hourly Rate (Community Only) $ Full Day (Commercial) $ Full Day (Community) $ Full Court - Hourly Rate Community Only $ Commercial - Full day $ Community Full day $ Clubroom - Hourly Rate Community Only $ Commercial - Full day $ Community Full day $ Function Room - Hourly Rate (Community Only) $ Full Day (Commercial) $ Full Day (Community) $ TEC Entire Venue - Full Day (Commercial) $1, Full Day (Community) $ Climbing Wall-Group Bookings Public Hours - Adults $ Children and Seniors $ Harness Hire $ Concessions (x10) Adult $80.00 Child $ Climbing shoes for hire $ Chalk bag hire $ Harness hire $3.00 Non Public Hours Hire of Wall Hire of Wall per hour $ Instructor per hour $

243 - Limited Climbing Shoes for hire $ Chalk bag hire $2.00 Adult Programmes Aqua Jogging - casual aqua jogging hire belt (does not include pool entry) School Programmes Tailored to meet school needs Climbing Programmes Tailored to meet school needs $3.00 Negotiable FEES AND CHARGES Libraries Taupo Public Library Books Adult Talking books free for visually impaired Extended Renewal (first one free) per item Fees 09/10 No charge $3.00 $2.00 New Releases/Hot Picks per week $5.00 DVD per week $3.00 Compact Disks (per item for 2 weeks) $3.00 Reserves (per item) $1.50 Interloans (per item) $5.00 Postage for interloan return $3.00 B&W Photocopying ($0.20 per page/$0.10 per page for 50 pages or more) Colour Photocopying ($1.50 per A4 page/$2.00 per A3 page) $0.20/0.10 $1.50/$2.00 Book Covering (per item) $5.00 Membership Card (covers cost of card production and postage) $1.00 Replacement membership card $2.00 Library Subscription (per month - $10.00 refundable on return of all items) $20.00 T O W A R D S F E E S A N D C H A R G E S 245

244 Overseas visitors/temporary residents 1 month subscription (plus a $40.00 refundable deposit when all material is returned undamaged) $20.00 Meeting Rooms Hourly rate (Community) $25.00 Meeting Rooms Daily Rate (Community) $ Meeting Rooms Hourly Rate (Commercial) $25.00 Meeting Rooms Daily Rate (Commercial) $ Overdue Charges - Adult ($1.00 per item for the first week then $0.10 per day to a maximum of $5.00) - Children (50c per item for the first week then $0.05 per day to a maximum of $5.00) - CDs, (automatically renewed with charge) - DVDs and videos (automatically renewed with charge) Damaged/Lost Books (Replacement) $1.00 $0.50 $3.00 $3.00 Repl. Cost plus $5 admin Mangakino Library Paperback Books No charge - Large Books No charge - Jig Saws $1.00/$ Videos $ Photocopying (blk & white) $ Photocopying (colour) $ Interloans Postage Dependent on Weight - Membership Card $1.00 Overdue Charges $ CDs, DVDs and videos (automatically renewed with charge) $ Damaged/Lost Books (Replacement) Rep Cost Turangi Public Library Books popular fiction (per item) $0.50 Magazines No charge Donated Popular Fiction (per item) $0.30 Video Rental (per video per week) $

245 DVD (per DVD per week) $3.00 Compact Disks (per disk for 4 weeks) $0.50 Reserves (per item) $1.50 Interloan Requests (per item) $5.00 Return Postage (per item) Depends on weight Photocopying A4 (per copy) $0.20 Photocopying A3 (per copy) $0.50 Photocopying A4 Colour (per copy) $0.50 Postage (per letter) $0.50 Membership Card (per Adult) $1.50 Membership Card - Temporary members (per Adult) $1.00 FEES AND CHARGES Replacement Membership Card $1.00 Overdue charges - 1 to 13 days $ to 27 days $ days and over $3.00 Lost Books (Replacement) Replacement cost Public Conveniences Proposed Fees 09/10 Superloo Entry fee $0.40 Shower $2.00 Locker $2.00 Towels $2.00 All other Taupo District Council public Toilets No charge T O W A R D S F E E S A N D C H A R G E S 247

246 Great Lake Centre Fees 09/10 Entire Venue Full Day (Commercial) $ Full Day (Community) $ Theatre Full Day (Commercial) $ Full Day (Community) $ Hourly (community- with technical support) $ Hourly (community no technical support) $55.00 Hall Full Day (Commercial) $ Full Day (Community) $ Hall/Eastwing Full Day (Commercial) $ Full Day (Community) $ Eastwing/Conservatory Full Day $ Short hire rate (community) (booked for minimum of 2 $50 per hour) $55.00 Rimu Room Full Day $ Short hire rate for Community Groups only (booked for minimum of 2 $30 per hour) $35.00 Green Room Full Day $ Short hire rates for Community Groups only (booked for minimum of 2 $25 per hour) $30.00 Upper Foyer Full Day $ Lower Foyer Full Day $ Kitchen Full Day $ Hourly rate $25.00 Hourly rate (penalty rate for running over time) $

247 Parks and Reserves Fees 09/10 Tongariro Domain Hireage (profit making event) - Setting up (per day), minimum charge $ Operational (per day), minimum charge $ Bond $ Riverside Park (new) Hireage (Community) - 0 to 1000 pax $ FEES AND CHARGES to 5000 pax $ to 10,000 pax $ ,000 to 15,000 pax $ ,000 to 20,000 pax $ Hireage (Commercial) - 0 to 1000 pax $ to 5000 pax $ to 10,000 pax $ ,000 to 15,000 pax $ ,000 to 20,000 pax $ Commercial Concert One off $ Hickling Park - rugby league (per field) $ hockey Lease Crown Park - Senior soccer (per field per season) $ Touch $ Kaimanawa Park - cricket club $ Owen Delany Park - rugby union Lease - cricket Lease Corporate Lounge 1 - Hourly Rate for Community Groups only $ Full Day $ Corporate Lounge 2 - Hourly Rate for Community Groups only $17.50 T O W A R D S F E E S A N D C H A R G E S 249

248 - Full Day $ Downstairs Lounge - Hourly Rate for Community Groups only $ Full Day $ Upstairs and Downstairs - Full Day $ Nukuhau Boat Trailer Park Bays 1-6, 8-13 and (11m) $ Bays 7, 14 and (9.5m) (per annum) $ Reserve Applications Bond for processing commercial use of reserve (per hour) $90.00 Turangi Tennis Court (per half year) $ Turangi Park (per half year per field) $ McLaren Park (i) Hireage profit making event Setting up (per day) $ Operational (per day) $ Bond $ (ii) Hireage- Turangi Labour (per hour) $45.00 Truck or tractor (per hour) $45.00 Materials Cost Mangakino/Whakamaru Reserves Hireage (profit making event) - Setting up (per day), minimum charge $ Operational (per day) minimum charge $ Bond $ Mangakino Rugby Grounds - per field per season $ Mobile Shop Permit (Taupo Venture Centre, Turangi Ohuanga Rd, Mangakino, Rangatira Dr) Annual fee $1, months $45.00 Casual $13.30 No permit penalty $

249 Cemeteries Fees 09/10 Taupo Public Cemetery Purchase of Plot - Over 12 Years $ Years $ Years and Under $80.00 Internment on days other than those mentioned hereunder (where more than 1.5m in depth $15 per 450mm extra) FEES AND CHARGES - Over 12 Years Single (1.35m) $ Double (1.8m) $ Years $ Years and Under $44.00 Saturdays, Sundays and Statutory Holidays (where more than 1.5m in depth $15 per 450mm extra) - Over 12 Years Single (1.35m) $ Double (1.8m) $ Years $ Years and Under $62.00 Purchase and Permit for Internment of Ashes - Garden of Rest (Riverbank) $ Cremation Berm (Opepe Lawn) 228 x 150mm $ Ashes in Existing Grave - Over 12 Years $ Years $ Years and Under $33.80 Permit for Erection of Headstone or Plaque Disinterment Reinterment Family Plots (Prices to be determined by no. of plots required) No Charge No Charge No Charge $7, T O W A R D S F E E S A N D C H A R G E S 251

250 Mangakino Urupa Maintenance Only $ Burial Mangakino residents, incl Plot and Maintenance $ Weekends: additional $ Extra Depth (2 persons plot) $ Second Burial $ Burial Wairarapa Maori, Maintenance Only $ Weekends: additional $ Extra Depth (2 persons plot) $ Second Burial $ Burial Others $ Weekends: additional $ Extra Depth (2 persons plot) $ Second Burial $ Burial Children $ Ashes $55.00 RSA Burials and Ashes No charge Turangi Public Cemetery Internment on days other than those mentioned hereunder (where more than 1.5m in depth $10 per 300mm extra) - Over 12 Years Single $ Double $ Years $ Years and Under $ Saturdays, Sundays and Statutory Holidays (where more than 1.5m in depth $20 per 300mm extra) - Over 12 Years Single (1.35m) $ Double (1.8m) $ Years $ Years and Under $ Purchase of right-of burial in one plot - Over 12 Years $

251 Years $ Years and Under $ Infant Cemetery Only $35.00 Permit Fee for Erection of Kerb, Tombstone or Cemetery Other Monument - Public Lawn Cemetery No Charge - Garden of Rest No Charge Permit Fee for Plot No Charge Disinterment $ Reinterment $ Family Plots (Prices to be determined by no. of plots required) FEES AND CHARGES Community Halls Fees 09/10 Tongariro Senior Citizens Hall Lounge (per hour) $12.00 Hall (per hour) $22.50 Kitchen (per hour) $5.00 Venue (24 hours) $ Bond $ Turangi Gymnasium Gymnasium $10.00 Conference Room (per hour) $15.00 Conference Room (per day) $70.00 Boardroom (per hour) $30.00 Kitchen (per hour) $10.00 Bonds $ Mangakino Sports Hall Per day $ Half day $ School Groups (per hour) $ Sporting/Community Groups (per booking) $20.00 Changing Rooms only (no showers) $10.00 Changing Rooms (including showers) $20.00 T O W A R D S F E E S A N D C H A R G E S 253

252 Kitchen $5.00 Bond (all users) $ Bond (cleaning) $50.00 Acacia Bay Hall Day $ Half Day $ Hourly Rate if under 4 hours $15.00 Hourly Rate for Church Groups as long term booking No Charge Bond (alcohol) $ Bond (cleaning) $50.00 Mangakino Community Centre Tactic Room (per day) $50.00 Local groups (per booking) $20.00 Office rental (per booking) $22.50 Kitchen (per hour) $5.00 Kinloch Hall Day $ Half Day $75.00 Hourly Rate $10.00 Hourly Rate for Community Groups who regularly hire the hall $5.00 Bond (alcohol) $ Bond (cleaning) $50.00 River Road Community Hall Day $ Half Day $60.00 Hourly Rate $5.00 Hourly Rate for Community Groups $2.50 Bond (alcohol) $ Bond (cleaning) $50.00 Tirohanga Hall Local Organisation Daytime - Without Bar Facilities $ With Bar Facilities $45.00 Local Organisation Night time - Without Bar Facilities $

253 - With Bar Facilities $45.00 Non Local Organisation Daytime - Without Bar Facilities $ With Bar Facilities $45.00 Non Local Organisation Night Time - Without Bar Facilities $ With Bar Facilities $56.30 Weddings and/or Private Functions - Local Without Bar Facilities $ Local With Bar Facilities $ Non Local Without Bar Facilities $ FEES AND CHARGES - Non Local With Bar Facilities $ Annual Charges - Sporting Clubs $ Tirohanga School $ Taupo Hunt Club $ Special Rate for 2 hour sessions with no facilities $16.90 Waipahihi Hall Entire Complex - Day No Charge - Half Day No Charge - Hourly Rate for Community Groups No Charge Gymnasium - Day No Charge - Half Day No Charge No Charge Lounge - Day No Charge - Half Day No Charge Bond (alcohol) Bond (cleaning) No Charge No Charge Wairakei Hall Hourly Rate $5.00 Hourly Rate for Community Groups $2.50 Evening Function $ Bond (alcohol) $ T O W A R D S F E E S A N D C H A R G E S 255

254 Bond (cleaning) $50.00 Bond (evening function) $ Waitahanui Community Centre Entire Complex - Day $ Half Day $ Hourly Rate for Community Groups $15.00 Lounge - Day $ Half Day $ Hourly Rate for Community Groups $15.00 Changing Rooms - Day $ Half Day $ Hourly Rate for Community Groups $15.00 Bond (alcohol) $ Bond (cleaning) $50.00 Whakamaru Settlers Hall Evening Function $ Evening Function (less Playcentre area) $ Day (non local organisation) $ Day (Local organisation) $60.00 Local school groups (per hour) $5.00 Local community groups (per booking) $20.00 Bond (evening function) $ Bond (alcohol) $ Bond (cleaning) $

255 Taupo Museum Fees 09/10 Entry Fee Ratepayers and residents No charge Adults $5.00 Students under 18 No charge Students over 18 $3.00 Senior Citizens $3.00 Large groups (8 or more) $3.00 FEES AND CHARGES Exhibition Booking Fee (fees will vary according to length of exhibition) Single artist $ Two artists $ Three or more artists $ Ora Garden Booking Fee (community group eligibility at discretion of management) Community group $ Corporate group $ Education Fee Children $1.00 Solid Waste Management Broadlands Road Landfill [1] Fees 09/10 Residential refuse collection (per bag up to 60L) Refuse (per tonne) ($9.00 minimum charge) Green waste (per tonne) ($2 minimum charge) $1.50 $90.00 $20.00 Clean Fill (per tonne) $10.00 Tyre disposal charges $ $11.50 Concrete Disposal (per tonne) $10.00 Crushed Concrete Sale (per tonne) $11.30 Special waste immediate burial (per tonne) $ T O W A R D S F E E S A N D C H A R G E S 257

256 District Transfer Stations Residential refuse collection (per bag up to 60L) Small loads (<100kgs) (e.g. Cars) (per load) minimum charge Medium loads (<250kgs) (e.g. small vans, utilities, trailers) (per load) Large loads (<400kgs) (e.g. large vans, utilities, trailers) (per load) $1.50 $9.00 $22.50 $36.00 All loads (>400kgs) (per tonne) $90.00 Tyre disposal charges $ $11.50 Concrete Disposal (per tonne) $10.00 Green waste loads less than 100 kg nett (e.g. Cars) (per load) minimum charge Green waste loads less than 250 kg nett (e.g. small vans, utilities, trailers) (per load) Green waste loads less than 400 kg nett (e.g. large vans, utilities, trailers) (per load) Green waste rate for loads over 400 kg nett (per tonne) $2.00 $5.00 $8.00 $20.00 (1) A weighbridge has been installed at the Broadlands Road Resource Recover and Transfer Station. The Weighbridge will allow measurement of the amount of refuse taken to the station and will allow charging based on weight. At other transfer stations around the district the fees will continue to be determined based on the size of the load as they have in the past. Water Supply Water Connections To Main (Urban Areas) New Connections Fees 09/10-15mm Un-metered (Domestic only) $ mm Metered $ mm Un-metered $ mm Metered $ mm Un-metered $

257 New Connections Extraordinary - 25mm Metered $1, mm Metered $1, mm Metered $2, mm Metered $3, Turn on fee $70.00 Convert un-metered to metered connections - 15mm Metered $ mm Metered $ All other At cost FEES AND CHARGES Disconnection fee, Toby location, final meter reading Meter Checking Deposit (refunded if in error) Hydrant use permit per week (up to 60 m3) $70.00 $70.00 $85.00 Water Connections to Main (Rural areas) New Connections - Std 15mm rural metered, restricted water connection with twin non-return valves and test cocks $1, Approved alteration to restrictors $85.00 Rural, commercial, industrial, extraordinary, rural-residential connections, alteration and services Labour (per hour) $60.00 Material Cost + 10% Vehicle (current IRD rates) Wastewater Sewer Connections to Main (Urban areas) New Connections Fees 09/10-100mm/150mm (provision of materials) $ Inspection fee $ Private owners faults, new connections, extensions, alterations and services Labour (per hour) $60.00 Material Cost + % 10% Vehicle (current IRD rates) T O W A R D S F E E S A N D C H A R G E S 259

258 Transportation Fees 09/10 Vehicle Crossing Bond- All areas Urban residential crossing $ Urban commercial or industrial crossing $ Rural crossing $ Inspection fee $62.00 Overweight Vehicle Permit Single, Multiple trip or linked permit $30.00 New continuous or area permit $80.00 Reissue of continuous or area permit $15.00 Additional charge for each permit where less than 3 working days are available for processing Route approval and bridge crossing instructions for transit New Zealand applications $15.00 $35.00 Miscellaneous Street name plate At Cost plus 10% Access way sign At Cost plus 10% Second coat seal At Cost plus 10% Airports Turangi Aerodrome Fees 09/10 - Turangi Aero Club members (per landing) Free - Private Operators (per landing) $ Commercial Operators (per landing) $ Turangi Aero Club Annual fee $ Additional Fee if invoiced $

259 Corporate Services Fees 09/10 Request for information under the Local Govt Official Information and Meetings Act Information > than half hour to collate (per half hour) - Photocopying (per page in excess of 20 pages) $38.00 $ All other charges At cost Land Information Memorandum (LIM) FEES AND CHARGES Residential/Rural property $ Residential/Rural property urgent Service $ Commercial/Industrial property $ Commercial/Industrial property urgent Service $ Rates and Valuation Property Information Disk containing complete district rating roll, updated monthly (per annum) $1, Printout of individual rating area rolls Taupo/Kaingaroa $ Taupo $ Kaingaroa $ Turangi/Tongariro $ Turangi $ Tongariro $ Mangakino/Pouakani $ Mangakino $ Pouakani $ Individual property printout $5.00 Annual Rates Financial Hardship Postponement Fee $50.00 Interest Rate (per annum) 6.96% Property Information (Central Information) Search fee $8.00 T O W A R D S F E E S A N D C H A R G E S 261

260 Microfilm prints - A4 $ A3 $5.00 Photocopying -A4 $0.50 -A3 $1.00 Land Information Fees 09/10 Plan Photocopying A1 $6.00 Geographical Information Services Standard Map (no photography) A1 $ A2 $ A3 $9.00 -A4 $5.50 Standard Map (photography) - A0 $40.00 A1 $ A2 $ A3 $ A4 $6.00 Specialised Maps Standard map charges plus staff charge out - Officer (per hour) $ Technician (per hour) $60.00 Road Naming Service - Road Naming Notification (annual subscription) $ Digital Ortho Photography - Urban (per tile, 500x700m) $ Rural (per tile, 20km x 15 km) $

261 Taupo CBD Rental Spaces Charges A limited number of spaces adjacent to C.B.D. footpaths have been set aside for Retailer s use by Licence to Occupy. A typical use is for café tables and chairs. The policy for use of the Taupo C.B.D. rental spaces is under review and charges will be amended in terms of the new policy. Existing Licence fee is $520 per 12 sq m site + $10 per additional sq m per annum. Taupo CBD Airspace Leases C.B.D (Veranda or similar) airspace may be available for lease on individual application at Council s sole discretion. Conditions of lease including rental are on a commercial fair market value basis. FEES AND CHARGES T O W A R D S F E E S A N D C H A R G E S 263

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263 Appendices Forecasting Assumptions District Statistical Information State of the District Indicators