YOUR AUCKLAND. Auckland Council s Long-term Plan

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1 YOUR AUCKLAND Auckland Council s Long-term Plan Volume 1: Summary and context 1 November June 2019

2 FACTS ABOUT THE AUCKLAND council s area Auckland Council s Long-term Plan Age % of total pop. Age % of total pop. Work and labour force Employment status 15 years and over 3 15 years and over 3 Employed 51.1% full-time Employed 13.7% part-time Unemployed 3.8% Not in the 31.4% labour force Paid employee 79.3% Employer 6.6% Self-employed and without employees Unpaid family worker 12.7% 1.5% 14.4% PACIFIC PEOPLES 18.9% ASIAN 8.1 % OTHER ETHNICITIES 1.5 % MIDDLE EASTERN/ LATIN AMERICAN/AFRICAN 11.1% MAORI 56.5% EUROPEAN LIBRARIES 55 4 LIBRARIES MOBILE LIBRARIES 4,894 SQUARE KM OF LAND 101,505 HECTARES OF PUBLIC OPEN SPACES SCHOOLS 4 3, ,528 KM OF COASTLINE 1 PRIVATE OCCUPIED DWELLINGS 3 55 URBAN MARAE 1,436,500 POPULATION 2 1 Source: Auckland Regional Council land area statistics. 2 Exact population count for the new Auckland regional boundaries will not be known until Statistics New Zealand carries out the next census in Source: Statistics New Zealand 2006 Census. Area is based on best fit of current mesh blocks to the new regional boundary. 4 Source: Auckland Regional Council Geographical information system.

3 ABOUT this document Auckland Council s Long-term Plan This document was prepared on behalf of Auckland Council by the Auckland Transition Agency (ATA). The ATA was the governmentappointed body that oversaw the transition of Auckland s previous eight councils into Auckland Council. It was required by legislation to prepare the new council s first planning document. This document provides activity, financial and performance information for the period 1 November 2010 through to 30 June It serves as an annual plan for the first eight months of Auckland Council (1 November 2010 through to 30 June 2011) as well as its long-term plan for the period 1 November 2010 through to 30 June The plan is a core component of Auckland Council s performance management framework. Auckland Council will report progress against this plan in its first annual report in the second half of Audit Report The Local Government (Tamaki Makaurau) Reorganisation Act 2009 required this planning document to be audited: (1) by the Auditor-General or a person appointed by the Auditor-General; (2) on the extent to which the document complies with the requirements of this Act. The audit report is contained in volume five of this document. how this plan is arranged: The plan has six separate volumes as outlined below. This is volume one. VOLUME 1: Summary and context, provides an executive summary, an overview of the transition to a single council and information about the new governance arrangements and what s happening in your community. VOLUME 2: Strategies and activities, provides an overview of the consolidated strategies, activities and assets of AucklandCouncil. It then provides detailed activity statements including financial and performance information for each activity. VOLUME 3: Local boards, profiles each of Auckland s new local boards and supplements the information provided in volume two by providing more details on local board activities and local board budgets for 2011/2012. VOLUME 4: Council-controlled organisations (CCOs), profiles Watercare Services Limited and Auckland Council s six substantive CCOs. It also provides an overview of the council s other CCOs and lists the CCOs of the previous councils terminated on 1 November 2010 as part of the reorganisation. VOLUME 5: Financial overview, statements and interim policies, contains funding and financial statements for the new Auckland Council for each year from 2010/2011 to 2018/2019 along with key financial assumptions and associated policies, including the liability management, investment, and accounting policies of Auckland Council. VOLUME 6: Full policies of the previous Auckland councils, contains the detailed policies of the previous eight councils for those areas where Auckland Council will continue to use the separate policies within the geographical area of the previous council boundaries after 1 November This volume is split into five sub-volumes due to size. Basis of preparation The planning document has been prepared by the ATA in accordance with generally accepted accounting practice (GAAP) and other requirements contained in the Local Government (Tamaki Makaurau Reorganisation) Act As per legislative requirements, the planning document is based on a consolidation of the longterm plans and 2010 annual plans of the previous eight councils. Those plans were required to comply with GAAP and other requirements contained in the Local Government Act The long-term plans were subject to audit at the time of being finalised. The ATA has relied on these long-term plans and annual plans to represent the best estimates of the previous councils. The ATA has reorganised and amended this information to reflect the new governance and organisational arrangements for local government in Auckland and other relevant factors including, but not limited to, transition costs incurred by the ATA, new IT infrastructure, an efficiency savings target and revised estimates of inflation. The information contained in this plan represents the ATA s best estimates based on the information available to it at the time of preparation. Actual results may vary from these estimates. The ATA has included rates projections in this document based on the consolidation, reorganisation and adjustment of the plans of the previous councils. However, the previous councils set rates for 2010/2011 including the first eight months covered by this plan and the Auckland Council will set rates for 2011/2012 and beyond.

4 Contents FOReWorD 2 Overview 3 The new Auckland Council 4 A vision for Auckland 6 Strategies 6 Activities, projects and priorities 7 Financial overview 15 Summary of changes over the next few years 25 The creation of Auckland Council 27 Changes in the way Auckland is governed 28 Legislative framework 30 The Auckland Transition Agency 30 Transition costs and savings 31 Council structure 33 The governing body and wards systems 34 Map showing Auckland Council s wards 35 Local boards 36 Map showing Auckland Council s local boards 41 The Auckland Council organisation 42 Delivering services 43 Council-controlled organisations 44 The advisory boards 46 Changes over the next few years 49 CCOs 50 Financial strategy and policies 50 Rates 50 Water and wastewater 51 Other fees and charges 52 Local boards 52 Processes and systems 53 Other changes 53 What s happening in your community 55 GLOSSARY OF TERMS 65

5 FOREWORD By law the ATA was required to compile a planning document consolidating the various plans of the former regional, city and district councils being replaced by the Auckland Council. This is volume one of the planning document and summarises content outlined in more detail in the volumes that follow. Following its completion, the law requires the ATA to hand this document to the Auckland Council by 31 October 2010 as one of the final tasks of transition. lower regulatory fees and charges and lower water prices. All of these improvements have stemmed from transition. I anticipate that this planning document will be the starting point for much discussion, debate and ultimately decision-making by those individuals elected by Aucklanders to lead the governing body and its local boards from 1 November To this extent, the preparation of the document marks both an end and a beginning; the cessation of the old councils and the creation of a new one. The transition has delivered a consolidated organisation tasked with serving the people of Auckland. Mark Ford Executive Chairman, Auckland Transition Agency 29 October 2010 Among the many factors influencing the financial projections in this document are the commitments of the former councils, structural changes (including the establishment of new local boards) and efficiency gains achieved through transition. As this plan makes clear, the forecast rates requirement for 2011/2012 is reduced as a result of transition, compared with the average of the old councils. This result should be viewed in the context of operational changes which will deliver improved customer service levels, OVERVIEW PAGE 2 YOUR AUCKLAND PAGE 3

6 Overview The new Auckland Council OVERVIEW - THE new Auckland Council Following the report of the Royal Commission on Auckland Governance in March 2009, the government made changes to local government in Auckland with the objective of making Auckland greater. The biggest change was combining the previous eight councils into a single council Auckland Council established on 1 November This six-volume document serves as Auckland Council s annual plan for the first eight months of Auckland Council (1 November 2010 through to 30 June 2011) as well as its long-term plan for the period 1 November 2010 through to 30 June The document was developed by the ATA the government-appointed body that oversaw the transition of Auckland s previous eight councils into one. Auckland Council s next annual plan, due by 30 June 2011, will be the first developed and adopted by the new council. The first long-term plan it will develop and adopt is due by 30 June Establishing Auckland Council and producing this plan are key milestones in reforming Auckland s governance. However, further change is required to achieve full integration of the previous councils and to bed down the new governance arrangements. Consequently, this plan is transitional in nature, containing elements of the old and new governance arrangements. The Auckland Council is a new model of local government for New Zealand, designed to strengthen regional leadership while providing effective local and community democracy. While the way decisions are made will change, the role of local government in Auckland remains the same: to enable democratic local decision-making and action by, and on behalf of communities to promote the social, economic, environmental and cultural well-being of the Auckland region in the present and for the future. The new Auckland Council has two complementary and non-hierarchical decision-making parts: the governing body and local boards. Other core components of the new governance arrangements include the council organisation, council-controlled organisations (CCOs) and advisory boards. These components are summarised below. More detailed information on the structure of the new council is available later in this volume. The governing body The governing body is made up of the mayor and 20 councillors. The mayor is elected at large by voters across the region, while the councillors are elected from one of 13 wards which make up the Auckland region. Each councillor is elected by the voters who live in that ward. The governing body focuses on the big picture and on region-wide strategic decisions. It sets rates and oversees CCOs. Local boards There are 21 local boards and 149 local board members. Although separate from the governing body, the boards share geographic boundaries with the wards. Some wards contain more than one local board area. Local boards represent their local communities and make decisions on local issues, activities and facilities. The council organisation The decisions made by the governing body and local boards are carried out by the council organisation the staff headed by the interim chief executive. Staff are involved in administration, policy and planning, regulatory activities, service delivery and operations ccos A CCO is a company or organisation in which the council controls 50 per cent or more of the votes or the right to appoint 50 per cent or more of the directors (or trustees) of the company or organisation. CCOs work with the council to run activities such as transport and water. The governing body retains control over the CCOs and they are accountable to the council and the public. See volume four for detail on the CCOs that Auckland Council uses to manage some of its assets, services and infrastructure. Advisory boards To ensure effective engagement with all communities in Auckland, several specific advisory groups are to be established including an independent Maori Advisory Board for mana whenua and mataawaka. In addition, a Pacific People s advisory panel and an Ethnic People s advisory panel will be established. The role of these groups is to identify and communicate to the council the interests and preferences of their respective communities. They will also advise the council on the most appropriate ways to engage with Maori, Pacific and ethnic communities. PAGE 4 YOUR AUCKLAND PAGE 5

7 Overview A vision for Auckland auckland YOUR AUCKLAND PLANNING DOCUMENT Overview Activities, projects and priorities Auckland Council s Long-term Plan In announcing the changes to Auckland governance, the government outlined a vision to make Auckland the most exciting, vibrant metropolitan centre in Australasia, a region which: attracts people and investment has first class infrastructure and lifestyle will encourage our children and grandchildren to build their futures in Auckland. strategies The strategies outlined below represent a consolidation of those developed by the previous councils in consultation with their communities, and outlined in their long-term plans. Transport choices connecting the region s people and places, with easy and affordable access to a range of safe and sustainable transport options. Thriving economy contributing to a thriving economy that attracts people and investment, provides jobs and supports a good standard of living for all across the region. Outstanding natural environment protecting and enhancing Auckland s unique natural environment, including our world-class harbours, waterways, beaches, forests, open spaces, parks and air, for the benefit and enjoyment of current and future generations. Quality built environment planning our urban and rural areas to support vibrant town centres and neighbourhoods and a world-class central business district and waterfront while enhancing the region s diverse character and heritage. Strong communities contributing to safe, healthy, skilled and inclusive communities that embrace Auckland s cultural heritage and diversity and provide a range of housing options. Lifestyle choices providing access to a wide range of recreation, leisure and arts opportunities, with a network of regional facilities and a world-class programme of international, national, regional and local events. Strong governance providing effective and accountable local and regional governance that involves the community in decision-making, effective stewardship of CCOs and investments, and an efficient and capable council. For more detail on these strategies and how they are represented in the council s activities, projects and priorities refer to volume two of this document. The activities, projects and priorities outlined below represent a consolidation of those of the previous eight councils. See volume two for more detailed information including a full listing of activities, key projects and priorities, and performance measures. Community Through community activities, Auckland Council aims to help build strong communities so that Aucklanders feel a sense of belonging to their neighbourhoods and take pride in their region. Key community projects and priorities in this document include: developing the Manukau Memorial Gardens over the next nine years for approximately $6.5 million and developing the Waikumete Cemetery over the next nine years for about $13.5 million renewing and developing new community facilities to give the community places to meet and interact. For example the Wesley Youth Space will be completed in 2011 at a cost of $1.4 million and the Massey North Community Centre will be completed in 2012 for $6.7 million building the Wilsher Village housing development, in Waitakere, which will be completed in 2015 for about $38 million redeveloping and renewing library facilities. This includes upgrading Massey North Library by 2012 for $12.7 million, upgrading Wellsford Library by 2013 at an estimated cost of $3.7 million, and developing Te Atatu Peninsula Library by 2013 for about $7.8 million improving access and preservation by digitalising heritage collections and early New Zealand material at an estimated cost of $5.3 million over the next nine years. PAGE 6 YOUR AUCKLAND PAGE 7

8 Our Overview activities, projects Activities, and projects priorities and priorities Auckland Council s Long-term Plan Lifestyle and culture The Auckland Council is involved in the coordination of a wide range of lifestyle and culture activities. Through these activities, the council aims to ensure that Auckland is a dynamic, exciting and distinctive region in which to live, work, and visit. The Auckland Council has two CCOs to help do this. Regional Facilities Auckland manages and oversees key facilities with a focus on making better use and coordination of Auckland s major venues and attractions. Auckland Tourism, Events and Economic Development sponsors or attracts major events to Auckland and provides them with logistical and operational support for their duration. Key lifestyle and culture projects and priorities include: building Q-theatre, a new seat theatre in central Auckland, to support performing arts. The council will spend $4.6 million to complete Q Theatre in 2011 refurbishing and renewing the Auckland Town Hall and Aotea Centre over the next nine years to improve the quality of Auckland s event facilities at a cost of $84 million redeveloping a range of arts facilities to enable the community to access a wide range of arts and cultural experiences, for example Mangere Arts Centre will be redeveloped in 2011 for about $1.2 million, Lopdell House in Titirangi, will be redeveloped in 2011 for $5.4 million, and the Uxbridge Arts Centre in Howick, will be redeveloped by 2014 at an estimated cost of $5.2 million enhancing Auckland s natural environment and encouraging greater community use by upgrading beaches such as Judges Bay in Parnell, which will be upgraded by 2012 for $2.4 million. Onehunga foreshore will be upgraded by 2014 for $29 million, and Orewa beach access protection will be completed in 2012 for approximately $1.9 million preparing for and hosting Rugby World Cup 2011, which will involve a number of ancillary events for residents and bring thousands of visitors to the city completing the Auckland Art Gallery Toi o Tāmaki redevelopment by 2012 for $20.1 million to enable more key works to be displayed in innovative ways ensuring a greater number and range of recreation facilities, for example by developing the Flat Bush aquatic centre by 2016 at an estimated cost of $18.9 million and providing for a new Northern Recreational Aquatic Facility by 2017 for about $38.9 million completing the construction of Te Wao Nui At Auckland Zoo by 2012 for $12.3 million to provide a place where visitors will be able to have a unique experience of New Zealand s plants and animals. Economic development The Auckland region has 1.4 million people (33 per cent of New Zealand s population) and accounts for 37 per cent of GDP. Through its economic development activities Auckland Council contributes to developing Auckland as an internationally competitive region in which to live, work, visit, invest and do business. Auckland Tourism, Events and Economic Development plays a key role in delivering the council s economic development activities. This includes responsibility for attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, and delivering programmes to foster entrepreneurship and innovation. Key economic development projects and priorities include: working with central government, industry, universities and research institutions to establish the New Zealand Innovation Centre an internationally recognised national science and technology park adjacent to the University of Auckland s research-led campus in Tamaki facilitating improved broadband in the region and providing continued funding for Business Improvement Districts, which will revitalise business districts throughout the region redeveloping and upgrading town centres to attract people and business to local town centres, contributing to a thriving local economy, including Waiuku town centre in 2011 at an estimated cost of $1.3 million, Mt Albert town centre by 2014 at an estimated cost of $4.1 million, and Pukekohe town centre over the next five years at an estimated cost of $8 million. Planning and regulation Auckland Council is involved in a wide range of planning and regulation activities to protect and enhance Auckland s natural and built environment, protect public health and safety, and ensure that Auckland is an attractive and desirable city that copes well with pressures from development and growth. As part of its planning and regulation activities the council is responsible for the development and administration of statutory plans such as the spatial plan, the long-term plan, district plans, and local board plans. Other activities include bylaw development, building and resource consents, environmental health and licensing, animal control and marine safety. Key planning and regulation projects and priorities include: developing a new planning framework including developing the spatial plan the council s broad long-term strategies for growth and development in Auckland rationalising the regulatory and policy framework for Auckland Council. Consistent practices across all regulatory activities will be developed and the new food and health requirements of the proposed Food Act and Public Health Bill will be met through the Auckland Waterfront Development Agency developing and implementing plans to transform the Wynyard Quarter and Queens Wharf into areas Aucklanders can enjoy. PAGE 8 YOUR AUCKLAND PAGE 9

9 Our Overview activities, projects Activities, and projects priorities and priorities Auckland Council s Long-term Plan Water supply and wastewater Through its water supply and wastewater activities the council provides safe, healthy drinking water and high-quality wastewater services that are economic, environmentally sound and responsive to customer needs. The council does this through Watercare Services Limited. Safe drinking water, clean waterways and beaches are key measures of a region s liveability. Under the Local Government Act 2002, the council is required to make broad assessments of the needs of their community for water, wastewater and sanitary services. The act also requires the council to provide water services and Environmental management Through its environmental management activities Auckland Council aims to protect and enhance Auckland s harbours, coasts, beaches, and islands. The council does this by seeking to minimise the effects of development and pollution on the region s air, land and water resources. Auckland Council also contributes to protecting Auckland s geological features and landscapes, historic buildings and cultural heritage. Key environmental management projects and priorities include: planning for delivering emissions reductions; examining allocation constraints for surface water resources in the northwest and southern part of the region; and closed landfill remediation to minimise threat from pollutants implementing the Auckland Regional Pest Management Strategy to reduce the effects of pests on the economy and natural environment, with a greater emphasis on the Hauraki Gulf and high-value freshwater habitats in consultation with the local community, scoping and implementing activities in the Whangateau Harbour and catchment area to protect them from environmental degradation protecting waterways from pollution and sediment through increasing the fencing and planting of land running beside waterways through the Mahurangi, Waitakere River, and Wairoa River riparian margin projects implementing a regional ecological monitoring network, including monitoring native bird populations in the Waitakere and Hunua ranges and wetland and forest ecosystems continuing a wide-ranging habitat restoration and species management programme in parks, including management of the Australasian gannet colony at Muriwai, North Island brown kiwi and pateke at Tawharanui, North Island robin at Wenderholm, hihi in Ark in the Park, and the Hunua Ranges kokako population. Solid waste Through its solid waste and recycling activities the council aims to ensure that Auckland is a clean, safe and beautiful place by providing high quality refuse collection and disposal, and encouraging residents and businesses to take responsibility for their waste and reducing the amount of waste going to landfill. Key solid waste projects and priorities include: consulting on and adopting the draft waste management and minimisation plan extending kerbside recycling to businesses and other organisations such as schools across the region investigating organic (food) waste recycling. maintain the capacity to provide those services. Key water and wastewater projects and priorities include: completing the route design and obtaining designations and resource consents for the new Hunua No. 4 water main and associated works. Hunua No. 4 water main will provide additional capacity from the southern supply zone to meet growth in the north and reduce the risks associated with reliance on the existing water supply network water supply main replacement, rehabilitation and upgrading continuing with the planning and design stages for the central interceptor, a sewage conveyance and storage tunnel, which will address the need for additional trunk sewer capacity to central Auckland. The central interceptor will collect wastewater flows from parts of central Auckland and Waitakere and transfer them to the existing Mangere wastewater treatment plant. PAGE 10 YOUR AUCKLAND PAGE 11

10 Our Overview activities, projects Activities, and projects priorities and priorities Auckland Council s Long-term Plan Stormwater Through its stormwater activities the council aims to ensure that people, property, and the environment are protected from the adverse effects of flooding, erosion, stream degradation, and water pollution. The council manages and operates stormwater infrastructure (including treatment facilities) to minimise the impact of stormwater discharges on the region s streams, beaches, harbours, and surrounding habitats. Key stormwater projects and priorities include: designing and constructing stormwater infrastructure for the Northern Strategic Growth Area including stormwater reticulation, land purchase for drainage, ecological open spaces and low impact design elements. This project will be completed over the next six years for $29.7 million designing and constructing stormwater infrastructure for the Southern Strategic Growth Area. This project will be completed over five years for $27.9 million and will mitigate the effects of planned growth on the environment upgrading the stormwater reticulation and soakage system in the Meola catchment to reduce habitable floor flooding. This project will be completed over two years at a cost of $8.2 million the Kumeu river protection scheme floodway and related works in Kumeu and Huapai townships to reduce residential and commercial flooding. This project will be completed by 2018/2019 and cost $5 million integrating the stormwater programmes of the eight previous councils into a regional stormwater framework for completion by Transport Transport is one of Auckland s most significant issues and Auckland s transport network will come under increasing pressure as the region s population continues to grow. Through its transport activities the council aims to provide Auckland with a transport network that is safe and efficient to use, and that supports Auckland s social, economic, environmental, and cultural well-being. Auckland Council is responsible for preparing the regional land transport strategy, and provides funding to Auckland Transport to manage and develop Auckland s transport infrastructure and services in a manner consistent with this strategy. Key transport projects and priorities include: the Dominion Road upgrade project, which will improve bus speeds and reliability on this key link in the Quality Transit Network. Work will be completed by 2017 and cost $64.7 million further implementing the New Lynn Transport oriented development, including transport centre and interchange, by 2013 at a cost of $74.1 million completing a number of transport projects that will have long-term benefits while helping to ensure the success of Rugby World Cup 2011, for example the Sandringham Road realignment, which will be completed in 2011 at an estimated capital cost of $3.2 million working with KiwiRail to ensure the successful electrification of Auckland s rail network and developing an integrated ticketing system for use on all public transport services across the region AMETI (Auckland-Manukau Eastern Transport Initiative) a major project to develop integrated multi-modal infrastructure between Glen Innes and the Manukau city centre, which will be carried out over the next nine years and cost $403.4 million. PAGE 12 YOUR AUCKLAND PAGE 13

11 Our Overview activities, projects Activities, and projects priorities and priorities Overview financial overview Auckland Council s Long-term Plan Governance Through its governance activities, the council enables local decision-making and action by, and on behalf of communities to promote the well-being of the Auckland region now and for the future. As part of this, the council ensures a clear vision and direction for the region, effective representation of local communities, and that the council and its CCOs remain responsive and accountable to the public. The council does this by providing a governance structure for Auckland including a governing body, local boards, advisory panels and advisory boards. It also ensures the community has information on, and the ability to be involved in, council meetings and decisions. Under its governance activities, the council Commercial and investment Through its commercial and investment activities the council ensures that these activities are managed in a way that optimises financial returns while supporting the achievement of the council s broader strategies. The council uses three CCOs: Auckland Council Property Limited, Auckland Waterfront Development Agency and Auckland Council Investments Limited, to assist in carrying out these activities. Key commercial and investment projects and priorities include: reviewing council investments such as the council s shareholdings in Auckland International Airport Limited and Ports of Auckland Limited to ensure they are well managed and optimise returns managing the council s forestry holdings to ensure they remain relevant and provide good value to the council. also works to develop effective relationships with Maori and other community groups, holds fair and democratic elections, and provides information on its performance and that of its CCOs. Key governance projects and priorities include: holding inaugural meetings of the governing body and each local board to swear in newly elected members setting up the governing body s committee structure to enable it to make decisions efficiently and effectively agreeing the statements of intent for Auckland Council s new CCOs and monitoring their performance building relationships between Auckland Council and Maori. This section provides an overview of the funding and financial policies under which this document was prepared, outlines how the ATA has consolidated and allocated the budgets of the previous councils and their CCOs, and summarises the initial allocation of assets and liabilities between the new council and its CCOs. It also highlights the expenditure, sources of funding, rates and borrowing projections for the council over the period of this plan. Upon establishment, Auckland Council does not have an integrated financial strategy. The ATA was legislatively required to base this planning document on a consolidation of the long-term plans and 2010 annual plans of the previous councils. The previous councils had differing financial policies and approaches to the funding of their activities sufficiently so to prevent harmonisation without political decision making involving public consultation. As a result, Auckland Council s interim funding and financial policies largely represent a mixture of the financial strategies and related policies that were in place for the previous eight councils at 1 July Where required, the ATA has consolidated, updated or amended the funding and financial policies of the previous councils to reflect changes resulting from the reorganisation and other relevant factors. In doing so, the principles of financial prudence, maintaining legislative compliance and intergenerational equity have been applied with a knowledge that the new council is required to determine a financial strategy and associated policies by 1 July PAGE 14 YOUR AUCKLAND PAGE 15

12 Overview financial overview FUNDING AND FINANCIAL POLICIES As required by legislation, the ATA has developed new liability management, investment and accounting policies for Auckland Council. The liability management policy and investment policy collectively form the council s treasury management policy. These policies replace the liability management, investment and accounting policies of the previous councils. Auckland Council s interim revenue and financing policy is based on the policies that were in place in the previous eight councils as at 1 July 2010, amended to reflect changes resulting from the reorganisation and other relevant factors including funding the mayoral office; funding local boards and local activities; funding transition costs; the transfer of assets, liabilities, expenditure and revenue from and to CCOs; and changes to rating mechanisms. The general funding principles for the changes to the policies of the previous councils contained in Auckland Council s interim revenue and financing policy include: transition-related operating expenditure incurred prior to 1 November 2010 and during the following eight-month period to 30 June 2011 will be funded by borrowing, to be repaid from 2011/2012 over a 30-year period, funded by general rates transition-related capital expenditure is mainly for computer systems to support the new council. This will initially be funded by borrowings and repaid over seven years. Interest costs and depreciation will be funded from rates from 2011/2012 over seven years CCO operating expenditure will generally be funded by CCO user charges, external grants and subsidies, then by funding from Auckland Council. Operational funding from the council to CCOs is included as operating expenditure in council financial and funding statements CCO capital expenditure will generally be funded by external grants and subsidies, other operating sources from the CCO, available funding from Auckland Council and then by borrowings Where there is a CCO capital expenditure requirement not funded from other sources, Auckland Council will borrow on behalf of the CCO, with the exception of Watercare and Auckland Council Investments Limited. Council borrowing on behalf of a CCO will be either on-loaned to the CCO or treated as an increase in equity investment by the council in the CCO Council funded CCO capital expenditure is shown as capital expenditure in council funding statements, but is capitalised by the CCO. Specific funding arrangements for each CCO are included in volume four. The rates remission and postponement policies, development and financial contributions policies, and public-private partnerships policies of the previous eight councils will continue to apply for each of the districts of the previous councils until the Auckland Council develops its own policies in these areas in accordance with legislative requirements. More details on the funding and financial policies of the council are contained in volumes five and six of this planning document. CONSOLIDATION AND ALLOCATION OF BUDGETS The information contained in this planning document is based on a consolidation of the long-term plans of the previous eight councils, updated for the impact of changes outlined in their 2010 annual plans. These changes generally relate to the timing of capital expenditure. The ATA has relied on this information to represent the best estimates of the previous councils. With the assistance of the previous councils and their CCOs, the ATA reorganised and amended this information to reflect the new governance and organisational arrangements for local government in Auckland and other relevant factors including, but not limited to: the eight month period from 1 November 2010 to 30 June 2011 termination of a number of CCOs of the previous councils the changes to the boundaries of Auckland including parts of the Franklin district moving to the Waikato and Hauraki districts Auckland Council s group of activities (see volume two) Auckland Council s group structure and its new staffing arrangements Auckland Council s shared governance between its governing body and its local boards (see volumes two and three) the standardisation of regulatory fees Auckland Council s accounting and other policies (see volumes five and six) Auckland Council s underlying assumptions including an assumption that there will be efficiency gains resulting in a permanent reduction in the total rates requirement of $47.7million from 2011/2012 (see volume five) the costs of transition pre and post 1 November 2010, including the cost of new information technology. The information contained in this plan represents the ATA s best estimates based on the information available to it at the time of preparation. Until the council develops its own integrated revenue and financing policy, it will continue to apply the rating policies and funding assumptions of each of the previous councils. These vary significantly. For example, some previous councils fully funded depreciation through rates, whereas others chose to fund renewal capital expenditure through varying proportions of rates and borrowing. Such variations have required a pragmatic approach to be taken to the allocation of costs and funding across the activities of Auckland Council presented in this planning document. These assumptions include: user charges and other direct activity related income fund the activity from which they are derived targeted rates fund individual activities specified in the rating policies of the previous councils general rates are used to fund the net operating requirement of council parent activities inclusive of depreciation, after applying user charges and targeted rates. Remaining rates are allocated across CCO activities to fund operating expenditure and then renewal capital expenditure, where available and consistent with the funding rationale for the CCO capital expenditure on new assets within each activity is generally funded by borrowing, except to the extent there is funding available from activity revenue as the concept of local versus regional activities did not exist in the funding policies of the previous councils, there will be no differentiation between funding sources until such a time as the local board funding policy is adopted and incorporated in local board agreements the overhead costs of supporting the new council to deliver on its activities are allocated across activities proportionately based on the staff resourcing used on each activity the forecast borrowings of the council at 1 November 2010 have been allocated across council activities based on the proportion of interest expense allocated to each activity by the previous councils where a previous council had budgeted for rates funded repayment of borrowings, this has been spread proportionately across activities that carry an allocation of debt. PAGE 16 YOUR AUCKLAND PAGE 17

13 Overview financial overview OPENING ASSETS AND LIABILITIES OF THE NEW COUNCIL AND ITS CCOs Accounting for the Auckland Council group structure was a key task for the ATA in developing this planning document. The split of assets and liabilities reflected in 1 November 2010 forecast statements of financial position for the new council and its CCOs represents the ATA s best estimates, consistent with the Order in Council that sets out the general allocation of assets and liabilities between the council and its CCOs. The Accounting Standards Review Board has provided an exemption to local authorities undergoing a reorganisation from the requirements of the New Zealand Equivalent to International Financial Reporting Standard 3 Business Combinations. The ATA has adopted The 1 November 2010 asset, liability and equity values summarised within the statement of financial position in volume five of this document are for the council parent entity only, based on the allocation of 31 October forecast assets and liabilities, carried in the 2010 annual plans of the previous eight councils, amended by best estimates including adjustments for: assets and liabilities allocated to each of the CCOs at 1 November 2010 weathertightness provisions assets and liabilities of the ATA transferred to the council on 1 November 2010 asset value changes due to revaluation redundancy provisions assets and liabilities of terminating CCOs folding back into the council AUCkland council group - total assets - 1 November % watercare services LTD 4% Auckland council investments ltd 34% auckland council EXPENDITURE PROJECTIONS The forecasts in this plan include $16.8 billion of operating expenditure ($14.8 billion excluding depreciation) to support service delivery over the period of the plan, of which $1.2 billion is budgeted for the eight months to 30 June 2011 and $1.8 billion for 2011/ / /2019 Forecast Operating Expenditure $000 s 3.373,935 $46,982 $435,616 $2,043,238 $4,058,761 this exemption on behalf of Auckland Council. This exemption allows Auckland Council to be treated as a newly created entity as at 1 November 2010, and therefore, no comparative figures will be provided in Auckland Council s first set of financial statements for the eight months ended 30 June Instead, budgeted information for Auckland Council will be presented together with explanations of significant variances to actual figures. The forecast carrying values of assets and liabilities of the previous councils at 31 October 2010 became the forecast opening book values of Auckland Council and its CCOs subject to adjustments to align accounting policies and the restructuring of council activities. Revaluation reserves of the local councils as at 31 October 2010 were not carried forward; instead, they other opening balance adjustments. Assets and liabilities allocated to each of the CCOs at 1 November are summarised in volume four of this planning document. From an overall group perspective the new Auckland Council (inclusive of CCOs) will have a total asset base of $32.4 billion and net assets of $26.7 billion split between the council parent and CCOs as summarised in the chart on the following page. 35% Auckland transport 3% regional facilities auckland 1% AUCKLAND WATERFRONT DEVELOPMENT AGENCY Notes to graph above: 1. The proportion of assets attributed to the Auckland Council parent excludes the value of its investment in its CCOs 2. The allocation of assets to Auckland Transport includes parking land and buildings, roads, and land under roads which will be legally owned by Auckland Council. However, from an accounting perspective, these assets are deemed to be controlled and managed by Auckland Transport, which means the assets, and future capital expenditure will be accounted for within this entity. $1,162,057 $436,765 $965,981 Community Lifestyle and culture Economic development Planning and regulation Environmental management Solid waste $468,275 $3,164,067 Water supply and wastewater Stormwater Transport Commercial activities Governance $614,002 formed part of the general equity of Auckland Council. PAGE 18 YOUR AUCKLAND PAGE 19

14 Overview financial overview $11,573 It is forecast that the council will spend $6.3 billion of capital expenditure renewing and upgrading assets for Auckland over the period of this plan, of which $692 million is budgeted for the eight months to 30 June 2011 and $808 million for 2011/ / /2019 forecast capital expenditure (funded by parent) $000 s $434,597 $226,503 $514,835 Lifestyle and culture Economic development Planning and regulation Solid waste Environmental management Water supply and wastewater $2,582,026 $1,244,276 Stormwater Transport Commercial activities Governance Community Corporate $69,457 $464,445 $22,863 $708,409 $10,066 $7,300 Of the $6.3 billion of capital expenditure forecast to be funded by the council over the period of the plan, $3.1 billion is expected to be carried out by CCOs funded by rates or borrowings. In addition to the capital expenditure funded by the council, it is projected that Auckland Transport and Watercare will spend a further $4.6 billion of capital expenditure on behalf of the council funded either by revenue collected directly or through non-council raised debt (Watercare only) over the period of the plan. Forecast Auckland Council group capital expenditure $000 s $000 s $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 0 $315,335 $411,747 $280, /11 (8 months) $591,685 $403,100 $404, /12 $376,754 $479,003 $398, /13 $291,174 $463,753 $392, /14 Auckland Council CCO funded by Auckland Council CCO funded by CCOs $302,368 $497,922 $337, /15 $331,483 $512,678 $330, /16 $309,655 $554,157 $375, /17 $321,128 $610,846 $358, /18 $309,718 $608,563 $362, /19 SOURCE OF FUNDING OF COUNCIL ACTIVITIES The funding of Auckland Council activities is based on the revenue and financing policies that were in place in the previous eight councils at 1 July 2010, amended for the reorganisation and other relevant factors. The funding requirement is made up of the operating expenditure (less depreciation) and capital expenditure funded by the council parent entity in the preceding graphs, plus principal repayments identified in the plans of previous councils and the funding of the council s forecast share of weathertightness claims. The breakdown of funding sources for council activities is outlined in the chart below. 2010/ /2019 total funding sources - by percentage 3.1% 2.9% 6.8% 0.5% 3.8% 7.0% 50.4% For 2011/2012, all targeted rates with the exception of wastewater rates will be incorporated into a single general rate. For comparative purposes the chart on this page shows targeted rates as a funding source as forecast in the plans of previous councils With the exception of some changes in the regulatory area, the council will continue to apply all fees and charges that were applied by the previous eight councils as at 31 October 2010, in the corresponding geographical areas of the new council. The government, by an Order in Council, has standardised most of the fees and charges relating to resource and building consents, and animal control for the region. The impact of these changes and other aspects of the council s financial policies are detailed in volume five. 13.1% 12.4% General Rates Targeted Rates Activity user charges and fees Grants and subsidies Other revenue Asset sales Development and financial contributions Borrowing to fund Council s expenditure Borrowing to fund CCOs PAGE 20 YOUR AUCKLAND OVERVIEW PAGE 21 YOUR AUCKLAND PAGE 21

15 Overview financial overview RATES PROJECTIONS Rates for the period from 1 November 2010 to 30 June 2011 have been set by the previous eight councils. These include general rates, uniform charges and a range of targeted rates. For the purposes of splitting revenue between the four months of their own plans and the eight months of the new Auckland Council plan, an accrual based budgeting approach was used to ensure an appropriate distribution of forecast rates revenue, irrespective of when the rates revenue is collected throughout the year. Under the Auckland reform legislation, rates for 2011/2012 will only include two rate types: a transition rate, which includes a percentage change (the same for all ratepayers) based on the rates from 2010/2011 (including Auckland Regional Council rates) a wastewater rate for those properties that had a wastewater or sewage rate for 2010/2011. The rate will include a percentage change (the same for all ratepayers) based on the wastewater or sewage rates The average rates increases to the individual ratepayer forecast in the consolidated annual and long-term plans of the previous eight councils averaged 6 per cent for 2011/2012 after accounting for growth in the ratepayer base. After adjustments for transition and other relevant factors, an after growth average rates increase to the individual ratepayer of 3.9 per cent is forecast for 2011/2012 under the Auckland Council. Forecast rate Increases 2011/2012 Updated long-term plans of previous councils compared to forecast for Auckland Council PERCENTAGE % % 5.5% 6.0% 6.2% 5.9% 4.2% 4.2% 11.9% 6.0% 3.9% Changes in responsibilities for water and wastewater charging over the next few years (see the Changes over the next few years section later in this volume) result in lower rates requirements than projected in the consolidated plans of the previous councils. This contributes to a nominal rates increase of 0.4 per cent for 2011/2012 and a nominal rates decrease of 2.7 per cent for 2012/2013. This is because ratepayers who were previously rated for wastewater and water supply by their council will in future be charged directly by Watercare. Rates increases of between 2.5 per cent and 5 per cent after growth in the ratepayer base are forecast for the remaining years of this plan. This will be subject to change when the council sets its 2011/2012 plan and its long-term plan and associated revenue and financing policy. Forecast rates requirement 2010/2011 to 2018/2019 $000 s BORROWING AND INVESTMENT PROJECTIONS Auckland Council (parent) is forecasting approximately $3 billion of borrowing at 1 November Approximately $994 million of this borrowing will be on behalf of CCO subsidiaries. Offsetting this borrowing, the council will hold approximately $450 million of cash reserves which will be used to fund council and CCO capital expenditure during the eight months to 30 June Despite this reduction in cash reserves the council will continue to prudently manage its liquidity requirements and maintain policy compliance by retaining access to funding lines. Forecast Auckland Council (parent) borrowing 1 November including borrowing on behalf of CCOs $000 s from 2010/ $000 s $168,000 $42,600 0 auckland city council auckland regional council franklin district council manukau city council north shore city council papakura district council rodney distric council waitakere city council average auckland council forecast $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $90,000 $1,984,178 $200, / / / / / / / / /19 $693,600 Auckland Council Watercare Services Ltd Regional Facilities Auckland Auckland Council Investments Ltd Auckland Waterfront Development Agency PAGE 22 YOUR AUCKLAND OVERVIEW PAGE 23 YOUR AUCKLAND PAGE 23

16 Overview financial overview Overview Summary of changes over the next few years Significant levels of capital expenditure planned by previous councils through to 2014/2015 mean that borrowings are forecast to increase steadily in absolute terms for the next three years before slowing. Borrowings are forecast to reach about $3.6 billion by June At this level of borrowing, as the graphs below indicate the council will remain well within its prudential limits set out in its treasury management policy. NET INTEREST COMPARED to total rates and total revenue $000 s $000 s $600,000 NET Borrowing to total revenue $000 s $000 s $7,00,0000 $6,00,0000 $5,00,0000 $4,00,0000 $3,00,0000 $2,00,0000 $1,00, / / / / / / / / /19 While significant work has been carried out to ensure Auckland Council can function efficiently from 1 November 2010, further work will continue to be undertaken by the new council. Some of the key areas where further change will take place post 1 November include: agreeing statements of intent with CCOs and adopting the council s CCO accountability policy (see volume four for further information) developing an integrated financial strategy and policies to replace all of Auckland Council s interim financial policies by 30 June 2012, including a revenue and financing policy and a rating policy for the direct billing by Watercare for all water and wastewater charges preparing local board agreements every year from 30 June 2011 and preparing local board plans every three years from 31 October 2011 developing Auckland Council processes and systems including integration of legacy systems from the previous councils a range of planning related changes such as developing a spatial plan, standardising the Resource Management Act plans of the previous eight councils, and consolidating the asset management plans of the previous councils. For more details on these changes see the Changes over the next few years section later in this volume. $500,000 $400,000 Net debt Net debt to total revenue limit (less than 175%) following three years The revenue and financing policy will contain a local board funding policy. For more detail on this local $300,000 $200,000 $100,000 Notes to graphs on this page: 1. Ratios are shown in dollar terms, at a level equivalent to the prudential limits indicated in the councils treasury management policy board funding policy, see volume three developing new rating mechanisms and policies as well as integrating other fees and charges by 1 July / / / / / /16 Net interest expense Net interest to total rates limit (less than 25%) Net interest to total revenue limit (less than 15%) 2016/ / /19 2. Total revenue includes CCO revenue with the exception of Watercare 3. Net borrowing includes borrowing of CCOs with the exception of Watercare refer to Treasury Policy in volume five for further details. PAGE 24 YOUR AUCKLAND OVERVIEW PAGE 25

17 THE CREATION OF AUCKLAND COUNCIL In 2007, the government set up a Royal Commission to examine the Auckland region s system of local government and how it was working. The creation of Auckland Council Specifically the Commission was asked to: examine the existing political system and how decisions were being made make recommendations about a system of local government that would best suit Auckland for the next 50 to100 years, taking into account its growth and ethnic diversity. After extensive public consultation, the Royal Commission released its findings on Auckland s regional governance in March Based on these findings, the government introduced bold changes to local government to make Auckland the most exciting, vibrant metropolitan centre in Australasia. The changes included disestablishing the eight existing city and district councils and replacing them with a single local authority Auckland Council. Auckland Council came into effect on 1 November 2010 following local government elections on 9 October. It replaced the previous eight local authorities of the Auckland region including Auckland City Council, Auckland Regional Council, Franklin District Council, Manukau City Council, North Shore City Council, Papakura District Council, Rodney District Council and Waitakere City Council. PAGE 26 YOUR AUCKLAND PAGE 27

18 THE CREATION OF AUCKLAND COUNCIL CHANGES IN THE WAY AUCKLAND IS GOVERNED Auckland Council s Long-term Plan Previously city 4councils 3district councils 1regional Council community 30boards Previously Limited alignment between central and local government on improving social well-being NOW Government to find better ways of aligning central and local government action on social well-being NOW 1Auckland Council Governing 1body local 21boards Previously community board 145members NOW local board 149members Previously 1chairperson elected by regional council 7mayors elected at large, within cities and districts NOW 11 regional mayor elected at large Previously district 7planS NOW district 1plan Previously rates bills 2Per property NOW rates 1bill Previously territorial authority 96councillors 13regional councillors councillors NOW 20 Previously -yearly terms for 3elections NOW -yearly terms for 3elections Previously Local Electoral Act provides for Maori representation if there is community support NOW Local Electoral Act provides for Maori representation if there is community support - independent maori advisory board established Previously Long-term Council Community Plans 8(known as LTCCP or long-term plans) NOW Long-term 1plan Previously rating 8systems NOW rating 1system Previously Councils and two ccos with plans governing the 2waterfront and CBD now Waterfront Development Agency and 1one council Previously IT data 8system NOW IT data 1system Previously 8local transport entities NOW 1statutory council-controlled organisation responsible for Auckland s transport system: Auckland Transport Previously 8water and wastewater providers NOW water and wastewater providers: Watercare Services Limited and 2united water PAGE 28 YOUR AUCKLAND PAGE 29

19 THE CREATION OF AUCKLAND COUNCIL Legislative framework The government introduced and passed three bills to create a single council for the Auckland region and to allow for a smooth transition to a single council. The resulting acts set out the formal governance structure and responsibilities of the new Auckland Council, its governing body and 21 local boards. The legislative framework consists of three main acts: Mark Ford, executive chairman Chief executive of Watercare Services Ltd from 1994 to 2009 and chairman of the Auckland Regional Transport Authority (ARTA) from 2007 to Previous roles included chief executive of the Auckland Regional Services Trust and the chief executive of NZ Forestry Corporation. the Local Government (Tamaki Makaurau Reorganisation) Act 2009 (amended in June 2010) Miriam Dean QC the Local Government (Auckland Council) Act 2009 (amended in June 2010) the Local Government (Auckland Transitional Provisions) Act See for further details on Auckland Council legislation. The Auckland Transition Agency The ATA was established through the Local Government (Tamaki Makaurau Reorganisation) Act Its role was to manage the transition process and amalgamate the eight local authorities that existed in the Auckland region into Auckland Council by 1 November The ATA board consisted of: Extensive legal experience, appointed Queen s Counsel in An experienced mediator and arbitrator with strong governance experience. John Law Extensive Auckland region local government experience, including seven years as mayor of Rodney District Council ( ). Wayne Walden Experienced company director and manager, with extensive governance experience. Former chairman of Maori Television ( ). Affiliated to Ngati Kahu and Tai Tokerau. John Waller Chartered accountant with change management expertise. Experienced company director and adviser on many successful restructurings. TRANSITION COSTS AND SAVINGS The government approved a budget of $94 million for transition to the new Auckland Council. This was split into $34 million for the ATA s costs and managing the local elections; and $60 million for the computer systems necessary for the new Auckland Council to operate from its first day of operation. The expenditure incurred by the ATA against the approved budget was funded by crown loan, repayable by the Auckland Council on 1 November In addition to these costs, the previous councils incurred transition related redundancy costs. Auckland Council will fund any additional restructuring or capital project costs from 1 November This plan includes a net budget for these further transition costs of approximately $100 million for the period to 30 June The bulk of these costs relate to computer systems and software (net cost of $73.8 million). These costs will be funded by borrowings repaid over seven years for capital expenditure and 30 years for operating expenditure. In establishing the new council, the ATA has leveraged some efficiency savings and cost reductions particularly in relation to staff costs. However, there are substantial further opportunities for savings by, for example, improving processes, removing duplication, driving better value from expenditure on goods and services from external suppliers, and reviewing the projected timing of capital expenditure. The ATA has assumed in this planning document that the total general rates requirement will be reduced by $47.7 million from 2011/2012 onwards through realisation of efficiency gains from the reorganisation and other cost reductions not already identified in this plan. Auckland Council will have an opportunity to identify these, and any further, savings as part of the processes associated with preparing its 2011/2012 annual plan and its long-term plan. Overall, the forecast rates requirement for 2011/2012 is reduced as a result of transition, compared with the average of the old councils. PAGE 30 YOUR AUCKLAND PAGE 31

20 Council structure Auckland Council has a structure unlike any previous council in New Zealand. While the way decisions are made will change, the role of local government in Auckland remains the same. Auckland Council has two complimentary and nonhierarchical decision-making parts, which are divided between two elected bodies the governing body (a mayor and 20 councillors) and 21 local boards. This section explains how the governing body, local boards, council organisation and council-controlled organisations work together to govern Auckland. The diagram below shows how the different parts of the governance structure are designed to interact and the relationships between them. Auckland Council governance Local boards Local input Governing body (mayor and 20 councilors) Region-wide framework Implement decisions Support and advice Implement decisions Council structure Auckland Council organisation (through the chief executive) Engagement on plans and service delivery Council-controlled organisations Accountability Policy, planning and service delivery PAGE 32 YOUR AUCKLAND PAGE 33 A MESSAGE FROM MARK FORD PAGE 33

21 COUNCIL STRUCTURE the governing body and wards system MAP SHOWING AUCKLAND COUNCIL S WARDS The governing body and wards system The governing body of Auckland Council consists of the mayor and 20 councillors elected on a ward basis. The governing body will focus on the big picture and on region-wide strategic decisions and is responsible for: preparing and adopting the long-term plan, annual plan and annual report setting rates and making bylaws decision making on regulatory matters and on regionwide non-regulatory matters setting regional strategies, policies and plans, including the spatial plan and the district plan to guide the development of Auckland and its growth financial and asset management for appointing the deputy mayor, establishing the committees of the governing body of Auckland Council and appointing the chairperson of each of these committees. The mayor can appoint him or herself to chair a committee and is automatically a member of every committee. The ward system and councillors Auckland has been split into 13 areas called wards, which are used for council elections. Because population size varies in each ward, the number of councillors who will represent the people within a ward varies: Albany with a population of 125,703 has two councillors while Franklin with 58,569 has one. RODNEY GREAT BARRIER island ALBANY NORTH SHORE the governance of CCOs consulting with and considering the views of local boards before making a decision which affects the communities in the local board area, or the responsibilities or operations of the local board Together with the mayor, the councillors form the governing body of the council, which will make decisions important to the Auckland region as a whole. Waitakere WAITEMATA & GULF ORAKEI negotiating a local board agreement with each local board monitoring and reviewing the performance of the organisation and managing its staff and resources. Ward Population * Councillors per ward Albany 125,703 2 Albert-Eden-Roskill 144,045 2 WHAU MAUNGAKIEKIE/TAMAKI HOWICK The mayor Franklin 58,569 1 Howick 113,535 2 ALBERT-EDEN-ROSKILL MANUREWA-PAPAKURA The Auckland region has one mayor, elected by residents from across the Auckland region. The mayor is part of Auckland Council s governing body. Manukau 142,044 2 Manurewa-Papakura 117,795 2 Maungakiekie-Tamaki 66,969 1 MANUKAU Auckland s mayor leads the Auckland Council and has North Shore 133,176 2 enhanced responsibilities including promoting a vision Orakei 74,655 1 for Auckland, providing leadership to achieve the vision, leading the development of council plans, policies and budgets and ensuring effective engagement between Auckland Council and the people of Auckland. Rodney 49,596 1 Waitakere 144,114 2 Waitemata and Gulf 82,878 1 Whau 69,591 1 FRANKLIN The mayor of Auckland Council is also responsible * Based on the 2006 Census night population count PAGE 34 YOUR AUCKLAND PAGE 35

22 COUNCIL STRUCTURE Local boards Local boards will enable local representatives to make decisions for the community at the local level. There are 21 local boards. Between them, they have 149 representatives elected by Auckland s voters. The areas for local boards were established on the same principles as those used for the wards, with communities of interest, local service delivery and the ratio of elected members to population taken into account. The 21 local board boundaries follow those of the 13 ward boundaries, except there are several local boards (e.g. Upper Harbour and Hibiscus and Bays) covering the same area as some of the larger wards (e.g. Albany). Some local board areas are further divided into subdivisions for electoral purposes to ensure fair geographical representation on the local board as The responsibilities of local boards Local boards have a significant and wide-ranging role: making decisions on local matters; providing local leadership; and representing and building strong local communities. Local boards are responsible for: working with their communities to prepare a local board plan every three years, outlining the community s aspirations and priorities, desired projects and potential funding. These local board plans will feed into the council s long-term plan which is also produced every three years non-regulatory decision-making on local matters, including negotiating the standards of services delivered locally providing early input into formulation of regional strategies and policies, including input to CCO plans and initiatives Delegation of decisionmaking responsibilities There are three ways that legislation gives decision-making responsibilities to local boards. Responsibilities can be: set directly by legislation such as community engagement, preparing local board plans, monitoring local board agreements and proposing local bylaws allocated in line with principles set in legislation local boards are generally responsible for making decisions on non-regulatory activities (such as local parks, libraries, events, recreational facilities, and cultural activities) except where decision making on a region-wide basis will better promote the well being of communities across Auckland delegated by the governing body the governing body of Auckland Council is responsible for decision making and oversight of regulatory activities (such as bylaws) but can choose to delegate this to local Allocation of non-regulatory responsibilities The legislation requires the governing body of Auckland Council to allocate non-regulatory responsibilities to local boards in line with principles in the legislation. This means that local boards will make decisions on and have oversight of a broad range of local projects, programmes and activities and assets such as local parks, libraries, events, recreational facilities and cultural activities. Under the principles in the legislation, local boards are generally responsible for making decisions on non-regulatory activities, except where decision-making on a region-wide basis will better promote the well-being of communities across Auckland. The ATA was required by legislation to make the initial allocation of non-regulatory activities to local boards, in accordance with the principles set out in the legislation. These are fixed as a minimum allocation until Auckland Council develops and adopts its next long-term plan by 30 June shown in the table below. identifying and developing regional bylaws for boards, with some exceptions. For more information on the decision-making Local boards have been established to: the local board area and proposing them to the responsibilities, the services for which the local boards enable democratic decision-making by, and on behalf of, communities within the local board area promote the social, economic, environmental, and cultural well-being of communities within the local board area. governing body monitoring and reporting on the implementation of annual local board agreements any additional responsibilities delegated by the governing body. will be responsible, and information on the key priorities and budgets allocated to each local board see volume three. PAGE 36 YOUR AUCKLAND PAGE 37

23 COUNCIL STRUCTURE Local boards How local board budgets have been prepared The local board budgets for 2011/2012 outlined in this plan are based on reallocation of planned expenditure in the long-term and annual plans of the previous eight councils, with adjustments made for transitional issues such as operating budgets spanning multiple board areas, unallocated capital expenditure, and transition funding of certain region-wide community groups and environmental management activities. Budgets have generally been assigned to individual board areas based on the area or location covered by the budget. However, the previous councils held some operating budgets for services covering multiple board areas, such as parks and streetscapes maintenance. Where possible, these budgets have been apportioned across their respective local board areas using calculations taking into account key cost drivers such as hectares of parks, or frequency of litter bin collection. A table in volume three sets out the methodology for how these budgets were assigned or apportioned. Budgets that could not be readily allocated in this way are held in a general pool for local activities pending further analysis and re-budgeting by the Auckland Council as part of the preparation of the 2011/2012 local board agreements and Auckland Council s 2011/2012 annual plan. The local board budgets presented in this planning document may be reforecast before 1 July 2011, to reflect: additional information collected by board area after 1 November 2010 to refine allocation methodologies further work between 1 November and 30 June 2011 to allocate amounts currently held in the general pool for local activities any further changes negotiated between the governing body and each local board as part of the local board agreement process. The total forecast operating expenditure for local board activities for 2011/2012 is $306.6 million (excluding depreciation). The total forecast capital expenditure for local board activities for 2011/2012 is $122.9 million. Further detail on budgets for each local board area is provided in volume three and in the table that follows. Expenditure and funding for all local board areas for 2011/2012 $000 Total Expenditure Depreciation Expenditure* Direct revenue Net Funding Requirement Operating Expenditure Local Boards Albert-Eden 11,877 1,472 10,404 1,277 9,128 Devonport-Takapuna 16,098 1,984 14,114 2,116 11,998 Franklin 12,716 2,469 10, ,630 Great Barrier 1, , ,414 Henderson-Massey 28,595 5,776 22,819 7,961 14,859 Hibiscus and Bays 17,585 2,561 15,024 3,836 11,188 Howick 32,131 5,348 26,782 6,160 20,622 Kaipatiki 21,976 3,074 18,902 5,259 13,643 Mangere-Otahuhu 20,437 3,907 16,530 2,223 14,307 Manurewa 23,231 4,007 19,224 4,908 14,316 Maungakiekie-Tamaki 15,114 2,057 13,058 1,091 11,966 Orakei 13,386 2,020 11, ,524 Otara-Papatoetoe 23,232 3,680 19,552 6,047 13,505 Papakura 10, , ,923 Puketapapa 8,877 1,400 7, ,768 Rodney 11,408 1,312 10, ,383 Upper Harbour 8,726 1,856 6, ,605 Waiheke 3, , ,328 Waitakere Ranges 9,406 1,909 7, ,852 Waitemata 35,364 3,959 31,405 2,485 28,921 Whau 12,242 2,132 10,110 1,118 8,992 Total operating expenditure allocated 338,186 to a specific local board 52, ,063 49, ,873 Total operating expenditure not allocated to a specific local board 27,147 6,607 20,540 7,382 13,158 Total operating expenditure allocated 365,333 to local boards 58, ,602 56, ,031 Capital Expenditure Activities Albert-Eden Devonport-Takapuna 1, , ,769 Franklin 2, , ,371 Great Barrier Henderson-Massey 14, , ,526 Hibiscus and Bays 10, , ,073 Howick Kaipatiki Mangere-Otahuhu Manurewa Maungakiekie-Tamaki 5, ,846 3,591 2,256 Orakei 6, , ,699 Otara-Papatoetoe Papakura 4, ,177 (0) 4,177 Puketapapa 2, , ,045 Rodney 7, , ,949 Upper Harbour 1, , ,538 Waiheke Waitakere Ranges Waitemata 10, , ,463 Whau Total capital expenditure allocated to a specific local board 72, ,683 3,591 69,092 Total capital expenditure not allocated to a specific local board 50, , ,880 Total capital expenditure allocated to local boards 122, ,910 3, ,972 Total local board funding requirement 488,243 58, ,512 60, ,003 * excluding depreciation PAGE 38 YOUR AUCKLAND PAGE 39

24 COUNCIL STRUCTURE local boards MAP SHOWING AUCKLAND COUNCIL S LOCAL BOARDS The relationship between wards, councillors and local boards GREAT BARRIER island The table below shows the relationship between the 13 new wards, 21 local boards and related subdivisions. Some wards have two local boards within their boundaries. Ward No. of Councillors Local Boards (21) Subdivision Local Board members Albany 2 Hibiscus and Bays Hibiscus Coasts 4 East Coast Bays 4 Upper Harbour None 6 Albert-Eden-Roskill 2 Albert-Eden Owairaka 4 Maungawhau 4 Puketapapa None 6 Franklin 1 Franklin Wairoa 4 Pukekohe 3 Waiuku 2 Howick 2 Howick Howick 3 Pakuranga 3 Botany 3 Manukau 2 Mangere-Otahuhu None 7 Otara-Papatoetoe Otara 3 Papatoetoe 4 Manurewa-Papakura 2 Manurewa None 8 Papakura None 6 Maungakiekie-Tamaki 1 Maungakiekie-Tamaki Maungakiekie 3 Tamaki 4 North Shore 2 Kaipatiki None 8 Devonport-Takapuna None 6 Orakei 1 Orakei None 7 Rodney 1 Rodney Wellsford 1 Warkworth 3 Dairy Flat 1 Kumeu 4 Waitakere 2 Henderson-Massey None 8 Waitakere Ranges None 6 Waitemata and Gulf 1 Waitemata None 7 Waiheke None 5 Great Barrier None 5 Whau 1 Whau None 7 RODNEY UPPER HARBOUR KAIPATIKI HENDERSON/MASSEY WAITAKERE RANGES HIBISCUS AND BAYS DEVONPORT/TAKAPUNA WAITEMATA ORAKEI WAIHEKE MAUNGAKIEKIE/TAMAKI HOWICK WHAU WARDS RODNEY ALBANY ALBERT-EDEN PUKETAPAPA OTARA/PAPATOETOE MANUREWA NORTH SHORE PAPAKURA WAITAKERE WAITEMATA AND GULF MANGERE/OTAHUHU ALBERT-EDEN-ROSKILL WHAU ORAKEI MAUNGAKIEKIE-TAMAKI FRANKLIN HOWICK MANUKAU MANUREWA-PAPAKURA FRANKLIN PAGE 40 YOUR AUCKLAND PAGE 41

25 COUNCIL STRUCTURE The Auckland Council organisation council structure Delivering services Auckland Council s executive team The policies and plans decided on by the governing body and local boards are carried out by the council organisation the staff, headed by the interim chief executive Doug McKay, and his executive team which is pictured below. From left to right: Natalie Verdouw, Risk and Assurance Manager; Dr Roger Blakeley, Chief Planning Officer; Patricia Reade, Chief Operating Officer; Clive Manley, Civil Defence Emergency Management Manager; Doug McKay, Interim Chief Executive; Andrew McKenzie, Chief Finance Officer; Wendy Brandon, General Counsel; Alan Brookbanks, Human Resources Manager; Shelley Watson, Communications and Public Affairs Manager; Trish Langridge, Establishment Director. Whether it s complying with regulations such as renewing a dog licence or applying for a resource consent, or taking advantage of services such as libraries and swimming pools, nearly everyone deals with the council at some point. The move to a single council has provided the opportunity to rethink the way these sorts of services are delivered to the community with the focus on lowering fees and costs and simplifying the paperwork. A network of service centres across the region will allow customers direct access to the new council and some of its CCOs. Listed below are the four types of service centres where people can access different types of council services. Full service centres Full service centres will deliver all Auckland Council services and some council-controlled organisation services. The four full service centres will be located in: North the former North Shore City building in Takapuna West Waitakere City Council s former offices in Henderson Valley Road, Henderson Central/East the head office of Auckland Council is located in the former Auckland City Council building in Greys Avenue, central city South the former Manukau City Council building. Local service centres These offices will generally provide the services that are currently delivered out of them and will be located at: Orewa Waiheke Papakura Pukekohe. Neighbourhood service centres Neighbourhood service centres will be at the existing locations of Warkworth, Huapai, Helensville, Browns Bay, Great Barrier Island and Waiuku. The services currently provided at these locations will continue. There is at least one service centre in each local board area, which may include the office of the local board. Other services provided may include appointments with specialist staff, service requests (e.g. abandoned vehicles or graffiti) and rate rebate applications. Specialist service centres Other specialist service centres will operate as required. These include locations in the Auckland CBD (resource and building consents), Botany (building consents), Newmarket (Watercare) and Waitakere (Auckland Transport). Transactions Customers will be able to complete certain transactions such as bill payments at branches of the Bank of New Zealand and New Zealand Post PostShops. PAGE 42 YOUR AUCKLAND PAGE 43

26 COUNCIL STRUCTURE Council-controlled organisations (ccos) A CCO is a company or organisation in which the council controls 50 per cent or more of the votes; or has the right to appoint 50 per cent or more of the directors or trustees. CCOs provide advantages for some functions. For example, they enable councils to make use of commercial disciplines and specialist expertise that may not be available within the council itself. Auckland Council has six substantive CCOs. A substantive CCO is one that either is responsible for the delivery of a significant service or activity on behalf of Auckland Council, or owns or manages assets with a value of more than $10 million. Auckland Council also owns Watercare Services Limited, a council organisation which meets those criteria*. It will become a substantive CCO after 1 July The council also has a number of smaller CCOs. The Auckland Council will be assisted in the governance of its CCOs by the CCO governance and monitoring department and a CCO advisory board. The CCO advisory board will consist of three or four independent members appointed by the council for their particular expertise and experience. While the advisory board will not have decision-making powers it will recommend the appointment of CCO board members and provide advice as requested by the council. The council s long-term plan sets the overall direction for CCOs. The council agrees statements of intent with each of its CCOs (or statement of corporate intent in the case of Watercare), including performance measures**. Local Boards can represent the interests of their communities by providing input into the development of the SOIs through the governing body of Auckland Council. Auckland Council can apply additional accountability requirements to its substantive CCOs. CCO governance structure for Auckland Council Governance and monitoring department Auckland Council CCO Advisory Board CCOs are directly accountable to the governing body (the mayor and 20 elected councillors), which sets their objectives and monitors their performance. The governing body in turn is accountable to its ratepayers and residents for the actions and performance of the CCOs. Auckland Transport Watercare Services Limited Auckland Council Investments Limited (ACIL) Auckland Council Property Limited (ACPL) Auckland Tourism, Events and Economic Development Limited (ATEED) Auckland Waterfront Development Agency Limited (AWDA) Regional Facilities Auckland (RFA) Other CCOs * Watercare will remain a council organisation until 30 June 2012 when it will become a CCO. Watercare has its own specific accountability requirements set out in legislation, which are similar to the statutory requirements of a CCO. For ease of reference it is referred to as a CCO in this plan. ** Aside from Watercare, which already has an agreed statement of intent, the initial statements of intent will be agreed between each CCO and Auckland Council. The first opportunity for public input will come at the first meeting of the CCO that must be held in public before 30 June For detailed information on each of the CCOs, see volume four. For detailed information on each of the CCOs, see volume four. PAGE 44 YOUR AUCKLAND PAGE 45

27 council structure The advisory boards To ensure effective engagement with all communities in Auckland, specific advisory groups are to be established. Maori representation and participation A Maori Advisory Board with up to nine members will be established and will represent mana whenua and mataawaka of Tamaki Makaurau. The board members will be appointed by a selection body made up of representatives of manu whenua groups. The board will promote and provide advice to Auckland Council on issues of significance for mana whenua and mataawaka of Tamaki Makaurau. The board will also help the council act in accordance with the Treaty of Waitangi. It will be independent of the council and will appoint a maximum of two people as members to sit on Auckland Council committees that deal with the management and stewardship of natural and physical resources. The council can also invite the board to appoint a person or persons to other committees. The board will meet with Auckland Council at least four times a year, to discuss the board s performance of its functions. Pacific People s Advisory Panel and Ethnic People s Advisory Panel By 31 March 2011 the mayor of Auckland Council must establish and appoint members to a Pacific People s Advisory Panel and Ethnic People s Advisory Panel, both of which will exist until 1 November The role of the panels is to identify and communicate to the council the interests and preferences of their respective communities regarding the council s strategies, policies, plans and bylaws, and on any other matters the panels consider to be of interest to their respective communities. The panels will also advise the council on the most appropriate ways to engage with Pacific and ethnic communities. The chief executive of the Ministry of Pacific Island Affairs has developed, in consultation with the ATA, proposals for establishing the Pacific People s Advisory Panel. The ATA has developed, in consultation with the Secretary of Internal Affairs, proposals relating to the Ethnic People s Advisory Panel. Both proposals are available for the mayor s consideration. PAGE 46 YOUR AUCKLAND PAGE 47

28 CHANGES OVER THE NEXT FEW YEARS To deliver on a united and greater Auckland, local government has undergone a transformation of unprecedented size and scale, which will shape Auckland for many decades ahead. While significant work has been undertaken to ensure Auckland Council can function efficiently from 1 November 2010, further work will continue to be undertaken by the new council. Some of the key changes over the next few years are discussed ON THE FOLLOWING PAGES. changes over the next few years PAGE 48 YOUR AUCKLAND PAGE 49

29 CHANGES OVER THE NEXT FEW YEARS Ccos Rates All of the council s CCOs will need to agree their The previous eight councils set their rates for the full statement of intent, which outline how the CCO will financial year starting on 1 July 2010 and ending on 30 provide its activities to meet the council s objectives, June Auckland Council will issue the remaining including those in the council s long-term plan and rates notices and then set its first rate on 1 July 2011 other strategic plans. The council will also implement a for the 2011/2012 year. CCO accountability policy following consultation with the public. The Auckland Council will determine its rates revenue requirement for 2011/2012 through the annual plan Financial strategy and policies process, although it can only apply it through two rates: a transition rate, which includes a percentage change, (the same for all ratepayers) based on the The council must review and develop its own financial strategy and policies to replace all of the council s rates from 2010/2011 (including the Auckland Regional Council rates) interim financial policies noted in the Financial overview section earlier in this volume, by 30 June The council will consult the public and ratepayers on any proposed changes to these policies. a wastewater rate for those properties that had a wastewater or sewage rate for 2010/2011. The rate will include a percentage change (the same for all ratepayers) based on the wastewater or sewage rates from 2010/2011. The rates remission and postponement polices of the previous councils will continue for 2010/2011, but will only apply in the district of the previous council that originally adopted the policy. Auckland Council must consult and adopt its own rates remission and postponement policies to apply from 1 July The council may standardise some rating aspects for 1 July 2011, such as number of instalments, discount and penalty rates so there is consistent treatment across the region. The council will consult ratepayers and the public on the proposed changes as part of the draft 2011/2012 annual plan. The Auckland Council must develop its own rating policies and mechanisms, as part of its long-term plan. The new policies and mechanisms will apply from 1 July Water and wastewater From 1 November 2010 until 30 June 2011, Watercare (on behalf of Auckland Council) will invoice ratepayers who were previously rated for their volumetric water supply by their local council. Water users previously invoiced by Metrowater and Manukau Water for water services will be invoiced directly by Watercare from 1 November From 1 July 2011, Watercare will directly bill all water users for all water charges, apart from water users in the Papakura area who will be billed by United Water. From 1 November 2010, Watercare will directly invoice for wastewater services for those ratepayers who were previously invoiced by Rodney District Council for their wastewater services, as part of their water account. Customers previously invoiced by Metrowater and Manukau Water for wastewater services will also be invoiced directly by Watercare from 1 November From 1 November 2010 to 30 June 2012, Auckland From 1 July 2012, Watercare will directly bill for all wastewater charges, apart from: properties in the Papakura area which will be billed by United Water those related to a wastewater service contract that Waitakere City Council had with the Royal New Zealand Air Force (RNZAF) which will be billed by the council until Watercare negotiates a new contract with the RNZAF. Auckland Council will assess development and financial contributions from 1 November to 30 June 2011 for water supply and wastewater related infrastructure in accordance with its interim development and financial contributions policies. The council will transfer all the water supply and wastewater related development contribution and financial contribution revenues it receives for this period to Watercare. Council will invoice all other ratepayers that were previously rated by their local council for wastewater services and transfer the revenue to Watercare. PAGE 50 YOUR AUCKLAND PAGE 51

30 CHANGES OVER THE NEXT FEW YEARS Local boards Other changes Like all local authorities, Auckland Council is required There are a number of other changes that need to be to produce a long-term plan every three years, and implemented post 1 November. Many of these relate to an annual plan in the other two years. The Local planning and include: Government (Auckland Council) Act 2009 puts in place two key additional planning documents: the local board plan and the local board agreement. developing a spatial plan, which will outline the council s broad long-term strategy for growth and development in Auckland. The spatial plan will help The local board plans, prepared every three years, will inform the council s priorities and objectives for the be used to inform the development of the long-term long-term plan Other fees and charges Auckland Council will continue to apply all fees and charges that were in place on 31 October 2010 for the previous eight councils, apart from the fees and charges relating to resource consents, building consents, and animal control that the government standardised for the region by an Order in Council. The new standardised fees and charges will replace the fees and charges that the previous councils had for these activities. The council must review and implement its own fees and charges by 1 July plan. They will also form the basis of developing local board agreements with the governing body. The agreements, prepared each year, indicate the service levels and budgets the local board and governing body have agreed to and form part of the council s long-term plan and annual plans. Each local board will monitor and report on performance against its local board agreement. Local board plans describe the local communities interests, preferences and priorities and may also include longer-term aspirations. The local board plans include financial and non-financial information, including the service levels to be provided, an explanation of any variation from standard service levels and an estimate of the costs or savings of varying these. The plan needs to consider the governing body s estimated budget for the local board area, and what, if any, costs will be met by local funding sources such as admission fees and targeted rates. Local boards must adopt their first local board plan by 31 October 2011 Processes and systems The ATA has already made significant investment in processes and systems to ensure continuity of service delivery following the transition to a single council for Auckland. However there is still more work to do. Over the next few years, the council will continue to integrate and streamline core systems in areas such as finance and regulation to improve the efficiency and effectiveness of the processes and systems the council has in place. From 1 November, Auckland Council will still be reliant on a number of legacy systems from the previous councils work will be undertaken to integrate and decommission these over the medium-term. preparing an annual plan by 30 June 2011 and a long-term plan by 30 June 2012 the first annual and long-term plans to be prepared and adopted by Auckland Council following public consultation standardising the Resource Management Act plans of the previous councils, which include the regional and district plans that currently exist across the region. This process will happen over a number of years, due to the legislative requirements consolidating the asset management plans of the previous councils to inform the development of the long-term plan and ensure appropriate maintenance and renewals of community assets, as well as developing new assets to cater for growth or improve service levels. to cover at least the three years from 1 July 2012 to 30 June PAGE 52 YOUR AUCKLAND PAGE 53

31 This section groups projects by Ward, to make it easy to see what is happening in your local community. Some projects are the responsibility of the local board and some are the responsibility of the governing body or relevant council-controlled organisation. Most projects will be completed by 30 June 2012, by which time Auckland Council will have adopted its next longterm plan. See volume three for more detail on each local board and the projects underway in local board areas. WHAT S HAPPENING IN YOUR COMMUNITY RODNEY RODNEY LOCAL BOARD ALBANY UPPER HARBOUR LOCAL BOARD HIBISCUS AND BAYS LOCAL BOARD NORTH SHORE DEVONPORT-TAKAPUNA LOCAL BOARD KAIPATIKI LOCAL BOARD Waitemata and Gulf WAITEMATA LOCAL BOARD WAIHEKE LOCAL BOARD GREAT BARRIER LOCAL BOARD WAITAKERE HENDERSON-MASSEY LOCAL BOARD WAITAKERE RANGES LOCAL BOARD WHAT S HAPPENING IN YOUR COMMUNITY Whau WHAU LOCAL BOARD Manukau MANGERE-OTAHUHU LOCAL BOARD OTARA-PAPATOETOE LOCAL BOARD PUKETAPAPA LOCAL BOARD ALBERT-EDEN LOCAL BOARD Orakei ORAKEI LOCAL BOARD Albert-Eden- Roskill Maungakiekie- Tamaki MAUNGAKIEKIE-TAMAKI LOCAL BOARD Howick HOWICK LOCAL BOARD Manurewa- Papakura MANUREWA LOCAL BOARD PAPAKURA LOCAL BOARD Franklin FRANKLIN LOCAL BOARD PAGE 54 YOUR AUCKLAND PAGE 55

32 WHAT S HAPPENING IN YOUR COMMUNITY RODNEY RODNEY LOCAL BOARD Albany HIBISCUS AND BAYS LOCAL BOARD UPPER HARBOUR LOCAL BOARD NORTH SHORE DEVONPORT-TAKAPUNA LOCAL BOARD KAIPATIKI LOCAL BOARD Waitemata and Gulf WAITEMATA LOCAL BOARD WAIHEKE LOCAL BOARD GREAT BARRIER LOCAL BOARD Rodney Planning is generally a regional activity, but local boards will have input into plans that affect their areas. Planning projects of significance to Rodney include progressing and implementing the Warkworth, Wellsford, Kumeu-Huapai, Waimauku, Riverhead, Matakana/Pt Wells/Omaha Flats and Puhoi structure plans. Transport projects are a regional activity, but local boards will have input into changes in their areas. One significant transport project in Rodney is the Warkworth State Highway 1 intersection improvements, which will reduce congestion and improve travel time, trip reliability, and safety. Water supply and wastewater are regional activities, but local boards and their communities have an active interest. Significant water supply and wastewater projects in Rodney include the Kumeu/ Huapai/Riverhead future water supply scheme, which will construct main pipelines over next three years to cope with growth, and connecting a number of rural townships to the Watercare regional wastewater collection system. Hibiscus and Bays Protecting Orewa beach access, including improving the central Orewa waterfront will reconnect the town centre to the beach. Delivering the Browns Bay Centre Plan will upgrade streets and develop Phoenix Plaza. Transport projects are a regional activity, but local boards will have input into changes in their areas. One significant transport project in Hibiscus and Bays is the continued development of Penlink an integrated transport project that will provide a second access route from the Northern motorway to the Whangaparaoa Peninsula. Upper Harbour Developing Albany town centre is a local activity that ensures the town centre is an attractive and inviting place for residents and ratepayers to visit, shop, and carry out business in. Developing the former Hobsonville airbase into Hobsonville Point and improvements to Hobsonville Village and Corridor the area between Hobsonville Road and the new realignment of State Highway 18 to the north. These are areas of potential urban growth, and developments will focus on improving local amenities. Devonport-Takapuna Upgrading the Devonport Library is a local project that will ensure residents have access to a facility that enables community interaction, recreation, skill development, and information. Upgrading the Devonport-Victoria Wharf is a local project that will improve the quality and amenity of the wharf. Upgrading the Takapuna Aquatic Centre is a local project that will enhance lifestyle choices for residents and visitors. Kaipatiki A range of town centre upgrades and redevelopments will take place in Kaipatiki, including the Birkenhead- Highbury main street project, Highbury square development, Highbury Centre project and the Beachhaven gateway project. Town centre upgrades are a local activity that ensure town centres are attractive and inviting places for residents and ratepayers to visit, shop, and do business. Progressing the Northcote Central project, a partnership project between Housing New Zealand, the Northcote Central Development Group Trust, and the local community, to make the Northcote area a more enjoyable place to live, work and play. Waitemata The Auckland Art Gallery Toi o Tāmaki redevelopment is a regional project that will ensure that residents and visitors to Auckland can see more of New Zealand s biggest art collection. Shared-space street improvements will make streets safer and easier for pedestrians to use. Shared-space streets will be developed in Elliott, Fort and Lorne streets and will have paving spread across the full width of the street. Q-theatre is a new inner-city performing arts venue that will help revitalise the CBD. The Wynyard Quarter redevelopment is a regional project that will open up the waterfront for the enjoyment of residents and visitors. Wynyard Quarter will feature a mix of public spaces, access to the water s edge, bars, cafes, promenades, and entertainment facilities. PAGE 56 YOUR AUCKLAND PAGE 57

33 WHAT S HAPPENING IN YOUR COMMUNITY WAITAKERE HENDERSON-MASSEY LOCAL BOARD WAITAKERE RANGES LOCAL BOARD WHAU WHAU LOCAL BOARD Albert- Eden- Roskill PUKETAPAPA LOCAL BOARD ALBERT-EDEN LOCAL BOARD Waiheke Constructing a new Oneroa library and service centre that has improved facilities and more space is a local project that will contribute to the recreation opportunities on Waiheke Island. Implementing the Matiatia Transport Plan, which includes developing areas adjacent to the Matiatia ferry terminal will provide for integrated transport and future proofing. Great Barrier Improving Great Barrier Island walkways and restoring Kaitoke beach are local activities that will enhance the lifestyle choices for residents and visitors to Great Barrier Island. Developing the Great Barrier heritage and arts village will improve the leisure opportunities available to residents and visitors. Constructing the new Claris Airfield terminal will improve accessibility to Great Barrier Island. HENDERSON-MASSEY The Massey Matters suburban development is a local renewal and development project in the Massey area, alongside the development of the Westgate (Massey North) town centre. The Westgate community centre is a local project that will provide opportunities for groups and individuals to come together for a range of social and recreation events. The Te Atatu Library and community centre will be redeveloped into a multi-purpose facility. This local activity will enable community interaction, recreation, skill development, and information. WAITAKERE RANGES Redeveloping Glen Eden town centre will improve the local area. Town centre upgrades are a local activity that ensures town centres are attractive and inviting places for residents and ratepayers to visit, shop, and do business. Renewals to Waikumete Cemetery is a regional project that will improve the cemetery. Redeveloping Lopdell House is a local project that will ensure residents and visitors can enjoy and participate in the arts. Whau Regenerating the New Lynn town centre is a local project that includes developing the Crown Lynn residential precinct, the Merchants Quarter, the Mainstreet Quarter, the Portage Business Quarter and the Axis Retail Quarter. Implementing the Rosebank 2030 business precinct plan is a local project that will retain and grow business and provide more employment opportunities. PUKETAPAPA Developing the Wesley community hub is a local project that will result in a new safe space for local youth to meet, participate in programmes and access a range of services in the Wesley/Mt Roskill area. Expanding and improving access to Monte Cecilia Park will provide more open space for residents. Developing Three Kings and Stoddard Road town centres is a local activity that will ensure the two town centres are attractive and inviting places for residents and ratepayers to visit, shop, and carry out business in. ALBERT-EDEN A range of regional Rugby World Cup 2011 projects will be completed in the Albert-Eden local board area including transport improvements in the Eden Park precinct. Mt Albert town centre renewal is a local activity that will ensure the town centre is attractive and inviting for residents and ratepayers to visit, shop, and carry out business in. Transport projects are a regional activity, but local boards will have input into changes in their areas. One significant transport project In the Albert-Eden local board is the development of a transport corridor along Dominion Road to enhance accessibility and help revitalise the Eden Valley and Balmoral shops. PAGE 58 YOUR AUCKLAND PAGE 59

34 WHAT S HAPPENING IN YOUR COMMUNITY Orakei ORAKEI LOCAL BOARD Maungakiekie- Tamaki MAUNGAKIEKIE-TAMAKI LOCAL BOARD MANUKAU Mangere-Otahuhu LOCAL BOARD Otara-Papatoetoe LOCAL BOARD Orakei Redeveloping the Stonefields open space and developing the Orakei Basin walkway for pedestrians and cyclists are local projects that will provide improved outdoor recreation opportunities. The Orakei Point Development is a partnership with the private sector that will enhance the Orakei Point area, by developing a public transport hub, open spaces, and a mix of residential and commercial facilities. The Tamaki Innovation Precinct is a regional project that will help ensure that the Tamaki business area will evolve into a technologyfocused business cluster. MAUNGAKIEKIE-TAMAKI The Onehunga Bay foreshore upgrade is a local project that will create new beaches, parklands, and access. Renewal of the Onehunga pools and improving Lagoon Leisure and Fitness Centre are local projects that will provide improved facilities to encourage more active lifestyles. Tamaki Transformation Programme is a regional project led by the council and central government that will provide better housing, infrastructure, social services, employment prospects, and economic growth in Tamaki. Mangere-Otahuhu Redeveloping the Otahuhu library building and updating the library collection is a local project that will ensure residents have improved access to information and better interaction, recreation, and skill development opportunities Upgrading the Otahuhu rail station with park-and-ride facilities will provide improved transport choices. Upgrading the Moana Nui a Kiwi (Mangere Swimming Pool complex), including a new heated pool and extension of the recreation centre will provide improved opportunities for recreation and physical activity. Developing the Mangere Waterfront Reserve, including reclaiming land for sports fields and providing toilet facilities at old Mangere Bridge, will improve the quality natural environment and provide recreation opportunities. Otara-Papatoetoe Developing the Otara central business district, including developing the Otara town centre and Otara Market and upgrading the St George Street Business area. Town centre upgrades are local projects that will ensure that they are attractive and inviting places for residents and ratepayers to visit, shop, and do business. Completion of the multisport facility in Papatoetoe and a feasibility study for a similar facility in Otara, to improve opportunities for recreation and physical activity. PAGE 60 YOUR AUCKLAND PAGE 61

35 WHAT S HAPPENING IN YOUR COMMUNITY Howick Howick LOCAL BOARD Manurewa Papakura MANUREWA LOCAL BOARD PAPAKURA LOCAL BOARD Franklin FRANKLIN LOCAL BOARD Howick Developing the Flat Bush town centre will provide a range of amenities for the increasing local population Implementing the Auckland-Manukau Eastern Transport Initiative (AMETI) will continue. AMETI is a regional project that will help support business and residential growth planned for Glen Innes, Panmure, Mt Wellington and Sylvia Park, by improving roads, bus lanes, walking and cycling facilities and enabling freight and business vehicles to move more easily with good connections to ports, airports and motorways. Developing the Uxbridge Creative Centre Precinct, including Howick Library will provide the local community with leisure and recreation opportunities. MANUREWA Upgrading the Manurewa town centre and surrounds and completing the Manurewa town centre throughway, will provide a link between the town centre and the Manurewa Library. Town centre upgrades are a local activity that ensure town centres are attractive and inviting places for residents and ratepayers to visit, shop, and do business. Improving Randwick Park and Wiri sportsfields will provide opportunities for outdoor physical activity. Developing construction and site options for a multisport facility that includes rugby league and soccer will provide the local community with improved recreation opportunities. Papakura Upgrading Massey Park Aquatic Centre will meet demand for aquatic recreation facilities and make a positive contribution to the community s wellbeing. Ongoing implementation of the Pahurehure Inlet management plan including removing mangroves and improving the quality of the natural environment, will improve the amenity and lifestyle of the local community. Developing sportsfields and recreational facilities in McLennan Park, Hingaia and Drury will provide opportunities for indoor and outdoor physical activity. Franklin Continued redevelopment of the Waiuku and Pukekohe town centres are local activities that will ensure the town centres are attractive and inviting places for residents and ratepayers to visit, shop, and carry out business in. Developing sports parks and recreational facilities in Waiuku, Pukekohe and Karaka is a local activity that enhances the lifestyle choices for residents and visitors. Roading projects, including the upgrade of the eastern arterial bypass will take pressure off Manukau Road, Pukekohe in the future and will enable people to move around more efficiently. PAGE 62 YOUR AUCKLAND PAGE 63