Draft Annual Plan 20142015 Volume 1

VOLUME
2014/2015
OUR PLAN
FOR 2014/2015
THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1
HE MIHI
Tr t waka te hoea ake e koe i te moana o te Waitemat kia
mai r ki te kau i kahu.
Ki reira, ka mihi ake ai ki ng maunga here krero,
ki ng pari whakarongo tai,
ki ng awa tuku kiri o na manawhenua, na mana -iwi
taketake mai, tauiwi atu
E koro m, e kui m i te whi ngaro, ko Tmaki Makaurau t
koutou i whakarere iho ai,
ki ng reanga whakaheke, ki ng uri whakatupu ki t iti, ki t rahi.
Tmaki makau a te rau, murau a te tini, wenerau a te mano.
Khore t rite i te ao.
T ahureinga titi rawa ki ng pmanawa o mtou kua
whakakinga ki roto i a koe.
Kua noho mai koe hei toka herenga i mtou manako katoa.
Kua hia nei mtou e koe ki te korowai o t atawhai,
ki te huru o t awhi,
ki te kuku rawa o t manawa.
He mea tturu tonu whakairihia,
hei thuhu m te rangi e t iho nei,
hei whriki m te papa e takoto ake nei
Kia kpakina mtou e koe ki raro i te whakamarumaru o u
manaakitanga.
E te marae whakatut puehu o te mano whioio,
e rokohanga nei i ng muna, te huna tonu i whruarua
i ng hua e taea te hauhake i mra kai,
i ng rawa e hei te kekerihia i pkoro.
Te mihia nei koe e mtou.
Tmaki Makaurau, ko koe me t kotahi i te ao nei, nku te
mringanui kia mhio ki a koe,
kia miria e te kakara o te hau pangi e kawe nei i rongo.
Ka whtiki nei au i taku hope ki ng pepeh o onamata, ki ku
tmanako m pp
me ku whakaritenga kua tutuki m te r nei.
Tmaki Makaurau, tukuna t wairua kia rere.
PART I: HE MIHI
Let your canoe carry you across the waters of the Waitemat
until you make landfall at kahu.
There, to greet the mountains, repository of all that has been
said of this place,
there to greet the cliffs that have heard the ebb and flow of the tides
of time,
and the rivers that cleansed the forebears of all who came,
those born of this land and the newcomers among us all.
To all who have passed into realms unseen, Auckland is the
legacy you leave to those who follow,
your descendants the least, yet greatest, part of you all.
Auckland beloved of hundreds, famed among the multitude,
envy of thousands.
You are unique in the world.
Your beauty is infused in the hearts and minds of those of us
who call you home.
You remain the rock upon which our dreams are built.
You have cloaked us in your care,
taken us into the safety of your embrace,
to the very soul of your existence.
It is only right that you are held in high esteem,
the solid ground on which all can stand.
You bestow your benevolence on us all.
The hive of industry you have become
motivates many to delve the undiscovered secrets of your realm,
the fruits that can still be harvested from your food stores
and the resources that lie fallow in your fields.
We thank you.
Auckland you stand alone in the world, it is my privilege to know you,
to be brushed by the gentle breeze that carries the fragrance of
all that is you.
And so I gird myself with the promises of yesteryear, my hopes for
tomorrow and my plans for today.
Auckland, let your spirit soar.
ABOUT THIS PLAN

This is Auckland Councils draft plan for delivering
services and building infrastructure during the
2014/2015 financial year, the third year of the
councils Long-term Plan (LTP) 2012-2022.
Part II covers the activities and services of

Auckland Council.
It was adopted by the councils governing body on

19 December 2013 for public consultation from
23 January to 24 February 2014.
Part IV contains information on our councilcontrolled organisations (CCOs).
An annual plan is produced for each year in between

long-term plans, which are prepared every three
years. It provides an opportunity to refresh the
information for the coming year and consult with
the community on any changes that are proposed.
The council will begin work on its next long-term
plan in 2014 for adoption in June 2015.
Part VI sets out the changes the council proposes to

the health protection licensing fees and any changes
to our regulatory fees and charges.
Part III contains detailed financial information

for 2014/2015.
Part V contains our rates related policies.
Part VII is the appendices and presents the structure

and contact information for council, a glossary of
terms, key word index and a submission form.
HOW THIS PLAN IS ARRANGED
2014/2015
This plan has two separate volumes. To find

information on a particular area of councils work
or services, you will need to look in the appropriate
volume. This is volume 1.
V O LU M E
UPDATE AT END
2014/2015
V O LU M E
UPDATE AT END
OUR PLAN
FOR 2014/2015
VOLUME 1: OUR PLAN FOR 2014/2015

This volume is divided into seven parts:
Part I provides context and background to the plan
including a message from the Mayor of Auckland.
It outlines what we propose to do for the year to
work towards the goals of the Auckland Plan. It also
contains information on how to have your say on
key consultation topics.
LOCAL BOARD INFORMATION

AND DRAFT AGREEMENTS
VOLUME 2: LOCAL BOARD INFORMATION

AND DRAFT AGREEMENTS
This volume is divided into two parts:
Part I provides information on the decision-making
responsibilities of local boards, the development of
local board plans and agreements and a summary of
planned local board expenditure for 2014/2015. It
also contains information on how to have your say
on the key consultation areas for each local board.
Part II contains specific information for each of
the 21 local boards, including a draft local board
agreement that contains detailed information about
local activities and the corresponding budgets for
2014/2015, along with an introductory section that
provides context for the draft agreement.
To request a hard copy, Microsoft Word or large print version of this document,
email annual.plan@aucklandcouncil.govt.nz or call 09 301 0101.
2
CONTENTS
PART I: AN OVERVIEW OF THE ANNUAL PLAN 2014/2015
Message from the mayor
Our plan for 2014/2015
Have your say
14
Our strategic framework
20
PART II: OUR ACTIVITIES

Introduction to themes and groups of activities
23
Governance theme
26
Planning theme
30
Commercial and investment theme
34
Economic development theme
38
Built and natural environment theme
47
Solid waste theme
55
Stormwater and flood protection theme
58
Water supply and wastewater theme
62
Transport theme
66
Community theme
73
Lifestyle and culture theme
84
Corporate support theme
99
PART III: FINANCIAL INFORMATION

Financial overview
103
Prospective financial statements and notes
110
Prospective funding impact statements for 2014/2015
141
Significant forecasting assumptions
184
Capital projects list for 2014/2015
186
PART IV: COUNCIL-CONTROLLED ORGANISATIONS (CCOs)

Overview
197
The substantive CCOs
197
The non-substantive CCOs
200
PART V: RATES RELATED POLICIES

Rating policy
201
Early payment and rates transition policies
213
Sample properties
214
PART VI: CHANGES TO FEES AND CHARGES

Introduction
217
Health protection licensing
218
Schedule of changes to regulatory fees and charges
220
PART VII: APPENDICES

How the organisation is structured
261
How to contact the council
266
Glossary of terms
268
Key word index
272
Submission form
273
MESSAGE FROM THE MAYOR

is New Zealands first urban redevelopment
organisation driving Australasias largest community
regeneration programme.
Aucklanders have made it clear they want financial

prudence, which is why I am focused on the principles
of ongoing savings, a low average rate increase and
judicious investment for the Annual Plan 2014/2015.
Auckland is still playing catch-up with underinvestment in some areas and it is important we
continue to invest for future growth. This budget
continues the push to deliver key projects for the
region, including the City Rail Link, our new electric
trains and some of our major roading projects such
as the Albany Highway and the Auckland Manukau
Eastern Transport Initiative.
Auckland Council continues to realise the savings

and efficiencies of a unified Auckland, allowing us to
achieve a 2.4 per cent average rates increase. This is
down from the forecast increase for this year of 4.9
per cent in the Long-term Plan (LTP) 2012-2022.
This is the fourth consecutive year of falling rates
increases, down from 2.9 per cent last year. It is also
the third and final year of the transition period as we
move to a single rating system in which properties of
a similar value will pay similar rates wherever they are
in Auckland.
In addition, we will continue to invest in local

communities through projects such as new libraries
in Massey North, Te Atatu Peninsula, Devonport,
Flatbush, Takanini and thuhu; town centre
upgrades in New Lynn, Westgate, Devonport,
MtAlbert and Pukekohe; and ongoing investment
inparks and sports fields.
This draft annual plan is year three of our LTP, the

10-year work programme for Auckland Council and
its council-controlled organisations. Our first LTP
was constrained by the amalgamation the clarity
of financial information from eight former councils
and the challenges of fully understanding the costs of
running the newly consolidated services and projects.
We all know we need to invest in Aucklands future

and I know Aucklanders want us to do that in a
prudent and balanced way, keeping rates down while
continuing to realise the efficiencies promised by a
united Auckland.
In early 2014, the council will start an 18-month

review of the LTP to construct the next 10-year
programme and budget. This will be a much more
in-depth analysis of major costs and priorities than
was possible in the first LTP. It will also be a timely
opportunity for us to have a frank conversation about
our capital expenditure programme, alternative
revenues, infrastructure funding and sustainable debt
levels. Council debt is projected to grow to $7.4 billion
by June 2015. Compared to our asset base and our
prudential ratios this is still well within our limits,
yet I share concerns about the level of borrowing
and the time has come for us to have an informed
and robust discussion with our community through
the LTP process.
Len Brown
Mayor of Auckland
On that basis, the approach to this draft annual

plan is to steadily continue the work of the last three
years, seeking balance between further savings
and maintaining service levels, a fairer cost split
between ratepayers and service users, and ongoing
wise investment.
Further funding has been included in this draft
annual plan for the Tmaki Redevelopment
Company. Jointly created by the council and central
government, Tmaki Redevelopment Company
PART I: OUR PLAN FOR 2014/2015
OUR PLAN FOR

2014/2015
AUCKLAND NOW AND IN THE FUTURE
INVESTING IN TRANSFORMING
AUCKLAND
Our vision is to make Auckland the worlds most

liveable city and deliver Aucklanders great value
for money.
Since Auckland Council was created

in November 2010, a diverse range of
improvement projects have been completed that
have begun to change the face of Auckland.
Aucklands population is projected to reach two

million people by 2031 which will significantly
increase demand for housing and transport. To
meet these challenges, Auckland needs to invest.
These include:
opening

the new environmentally sustainable
Wellsford Library and beginning work on six
new libraries
The Auckland Plan sets out our strategic plan

to address these challenges and deliver our
vision. Our LTP 2012-2022 sets out our 10-year
investment plan and how we will continue to
deliver existing services.
upgrading Massey stadium and pool

rolling out an integrated public transport
fare system
reopening the refurbished ASB Theatre
opening North Wharf and Silo Park at
Wynyard Quarter
delivering the first electric trains, which will
start carrying passengers in 2014
improving water supply in Pukekohe
adding six new dedicated cycle routes
creating four new artificial pitches that
have increased playing capacity by 234
hours each year
Auckland Manukau Eastern Transport
Initiative (AMETI) $177m invested over
last three years
opening the Merchant Quarter and
McCrae Way shared space in New Lynn
refurbishing Tepid Baths.
CAPITAL EXPENDITURE
PROGRAMME FOR 2014/2015
In 2014/2015 we plan to maintain our momentum by investing $1.25 billion in new and improved assets.
Combined with $550 million to restore and replace existing assets, our total proposed capital expenditure
programme for 2014/2015 is $1.8 billion.
KEY PROJECTS FOR 2014/2015
$887M
INVESTMENT IN
TRANSPORT
$146m to purchase further electric trains

$193m to progress the City Rail Link
$68m of further investment in AMETI
$22m to progress the Albany Highway upgrade
$11m for the thuhu bus interchange
$345M
INVESTMENT IN WATER
SUPPLY AND SEWERAGE
$59m for the Hunua No 4 Water Supply Scheme

$43m to expand the treated water network
$63m to expand and improve the wastewater collection system
$24m to expand wastewater treatment
$264M
INVESTMENT IN LIFESTYLE
AND CULTURE
$106m to acquire new parks

$85m to invest in local and sports parks
$9.6m for the thuhu swimming pool
$7.5m for the Albany swimming pool
$11m to replace the Aotea Centre roof
$101M
INVESTMENT IN DEVELOPING
LOCAL COMMUNITIES
$25m to progress the development of new libraries at Massey
North, Te Atatu Peninsula, Devonport, Flatbush, Takanini and thuhu
$13m to purchase library books and other collection items

$37m to redevelop Wilshire Village
$91M
INVESTMENT IN DRAINAGE
AND FLOOD PROTECTION
$75m to invest in the stormwater management

programme, including new infrastructure to support
Special Housing Areas
$16m to invest in the flood alleviation programme
$95M
INVESTMENT IN DEVELOPING
THE AUCKLAND ECONOMY
$15m to upgrade public spaces in the CBD, including Fort Street,

Federal Street and Freyberg Square
$17m to develop public spaces at the Wynyard Quarter

$16m to re-develop Westhaven Marina
$19m to upgrade town centres, including New Lynn, Westgate,
Devonport, Mt Albert and Pukekohe
$175M
INVESTMENT TO PROTECT
AND SUPPORT THE REGION
$15m for environmental and heritage protection

$19m investment in refuse and recycling infrastructure
$20m capital investment by Ports of Auckland
Note: The sum of the capital investment projects included in this plan is about $167 million more than the total capital expenditure projected
in our financial statements. This is because we anticipate that a proportion of our planned projects will be delayed and the money will be
spent in subsequent years. Auckland Council staff are working hard to address this and better align our list of planned projects with our overall
financial projections.
PAYING FOR THIS INVESTMENT

The $550 million it will cost during 2014/2015
to restore and replace existing assets (such as
transport, water, wastewater and stormwater
assets) is primarily paid for by rates.
a long period of time. Without the ability to use

debt in this way, the council would have to choose
between significantly higher rates or a significant
reduction in new assets and services.
The $1.25 billion investment in new assets is

primarily paid for by borrowing, so that we can
spread this cost over time. We consider this to be
the fairest and most appropriate approach because
these assets will provide benefits for people over
To ensure that we are using debt wisely, we monitor

our borrowing levels relative to our income and
the value of our assets. By June 2015 the value of
council assets will grow to $40.4 billion and debt
will increase to $7.4 billion.
Asset movement 2014/2015

Opening assets
$billion
Debt movement 2014/2015
38.5
$billion
Opening net debt
6.5
Investment in new assets
1.2
New borrowing requirement
0.9
Revaluation and other

movements
0.7
Closing net debt
7.4
Closing assets
40.4
Some of the key things we do to ensure that our use of debt remains prudent and sustainable include:
Ensuring that higher interest
bills in the future are
affordable for ratepayers
We prepare audited ten-year financial plans that demonstrate that our debt
levelscan be managed without the need for unsustainable increases in rates or
usercharges.
We have also set prudential debt limits and we ensure that debt levels remain
within those limits over a ten-year period.
Protecting ourselves from

rising interest rates
In a similar way to how you might fix your mortgage, we protect the council
from rises in interest rates by using fixed interest rates and interest rate hedging
instruments. To a large extent, this locks in councils future borrowing cost.
Ensuring that we are not

too dependent on financial
markets
We ensure that we always have sufficient cash, liquid investments and committed
lines of credit available to allow us to pay our bills for at least six months.
We make sure that we borrow from a range of domestic and international lenders so
that a problem with any one source of borrowings does not have too large an impact.
Further information on the councils approach to financial management is included in the financial overview
in Part III.
OPERATING BUDGETS FOR

DELIVERING SERVICES IN 2014/2015
Auckland Council continues to deliver the diverse range of services provided by the former councils,
with a focus on providing these more efficiently and tailored to address Aucklands future growth.
Our road network covers
7200km laid out
end-to-end, would stretch

from Auckland toInvercargill
and back three times
Our 2800 local parks,

240 sports fields and
40 regional parks cover
100,000 hectares 10 times
the area of Waiheke Island
Every day, we pick up

more than
tonnes
of general waste and
500
350 tonnes of recyclables

9
SOME OF THE COUNCIL SERVICES YOUR RATES PAY FOR ON ANY GIVEN DAY
Call councils 24/7 call centre
regarding dumped rubbish
Report street lights
not working
Drive past the North West

development projects
Waitkere Ranges
Regional Park
Use free internet

at local library
Take kids to Auckland

Call noise control to
Zoo and MOTAT Call dog
Report a burst
report noisy party
water main Swimming pool fence
patrol
Apply for a liquor
Read Civil Defence booklet
inspector visits
licence for a function
Get Ready, Get Thru
Some key initiatives to enhance our service delivery

in 2014/2015 include:
rolling out electric trains, new bus timetables

and integrated ticketing.
public engagement and hearings to agree a single

planning rulebook for Auckland (the Auckland
Unitary Plan)
The operating cost to deliver these services in

2014/2015 is projected to be $3.3 billion.
identifying, assessing and managing heritage

properties and sites of special significance
to Mori
TABLE 1: 2014/2015 GROSS OPERATING EXPENDITURE

FOR GROUP BY THEME
Theme
implementing the alcohol licensing reform,

including establishing District Licensing
Committees to grant alcohol licenses under the
Sale and Supply of Alcohol Act 2012
Transport
$000
1,013,935
Lifestyle and culture
534,505
Water supply and sewerage
504,972
supporting the establishment of Special Housing

Areas to enable a substantial acceleration in the
pace of construction of new homes
Built and natural environment
253,706
Commercial and investment
196,003
continuing

to work with Tmaki Redevelopment
Company, a partnership with the crown, to
achieve improved community housing solutions
Community
194,433
Economic development
160,120
supporting marae development and Mori

housing initiatives
Solid waste
112,136
Corporate support
104,354
implementing a single set of region-wide bylaws

to replace the 158 former council bylaws
implementing the first stages of the councils

Waste Minimisation Plan, including a $500,000
grants scheme to seed fund community, business
waste minimisation initiatives and implementing
the Low Carbon Auckland Action Plan
progressing

the councils Economic Development
Strategy, including setting up an innovation
precinct at the waterfront
Stormwater and flood protection
99,891
Planning
54,792
Governance
54,697
Total operating expenditure
10
3,283,543
Enjoy a warm, insulated house as a result

of the Retro-fit Your Home scheme
Cycle with kids

along a cycle way
Walking school bus Repairing walkways

passes front gate
and planting trees
Road and footpath

improvements
Collection of business
Watch free
Check food grade
Ferries come and
waste and rubbish
event in the city
at local caf
go from terminal
Arrive by train or
Walk around
Visit Tepid
Street cleaning
bus at Britomart
the waterfront
Baths
PAYING FOR THESE SERVICES
TABLE 2: 2014/2015 RATES EXPENDITURE BY THEME
Rates provide approximately 43 per cent of the

councils operating revenue with the rest coming
from grants, subsidies, development and financial
contributions, user charges and fees.
Theme
We set rates at the level required to balance our

budgets after:
$000
Transport
449,695
386,317
Water supply and sewerage1
1. maximising efficiency savings
128,558
2. ensuring we recover a fair and appropriate

amount of our costs through user charges.
Commercial and investment2
-86,580
Community
160,106
128,978
YOUR RATES
The councils large investment programme
means that asset related costs such as interest,
maintenance and depreciation are rising faster
than the rate of inflation. We are also incurring
new costs due to new alcohol control legislation,
bylaw consolidation and the need to accelerate
the pace of construction of new homes. However,
we have been able to find enough efficiency
savings within council to cope with these rising
costs with only a 2.4 per cent average rates
increase for 2014/2015.
Solid waste
83,929
Corporate support
13,707
78,296
Planning
52,279
Governance
54,328
Total rates revenue
1,449,613
Notes:
1
Water supply and sewerage activities are funded through water charges rather than rates.
2
The commercial and investment activities generate commercial revenue and return on investments that offset the overall rates requirement. The rates revenue for this
theme is therefore shown as a negative number.
11
YOUR RATES CONTINUED

More information on how your rates are spent
is included in the Financial Overview section
in Part III of this plan. Full details of the
councils proposed rating policy for 2014/2015
including policies on discounts and penalties
are set out in Part V.
A central government subsidy is available
tosome low-income homeowners. You
may be eligible for a rebate on your rates
through the council-administered rates
rebate scheme.
Your eligibility depends on the amount of
rates you pay, your income and the number of
dependants you have.
The maximum rebate available in 2013/2014
was $595.
You also might be eligible for a reduction on
your rates.
RENTAL CHARGES FOR SOCIAL HOUSING

Rental charges and the level of services for
social housing for older people vary across the
region due to the different policies of the former
councils. For the 2014/2015 year, rental charges
are proposed to increase by a uniform five per
cent. This increase is more than the council
rate of inflation, due to the fact that rents have
The council has a remission and

postponement policy which:
provides

ratepayers with some financial
or other assistance where they might
otherwise have difficulty meeting
theirobligations
addresses

circumstances where the rating
system results in anomalies in how rates
are assessed
supports

organisations providing sporting
or other community services including
built, natural and cultural heritage.
For more information on rates rebates
orremission options please either contact
the council customer service centre on
09301 0101 or see the rates financial
assistance section on our website
www.aucklandcouncil.govt.nz/rates
not been adjusted for at least three years, and

in some cases, six years. For most tenants, the
increase (after government assistance is factored
in) would be no more than $4 a week. Differences
with service levels will be addressed as part of the
LTP 2015-2025, in consultation with tenants and
Auckland Councils Seniors Panel.
12
HEALTH PROTECTION LICENCE FEES
the benefits associated with the activity are

mainly private. The resultant changes to
licence fees for currently registered premises
will range between a decrease of $62 and an
increase of $76 per annum. Premises that are
not currently registered will face a new fee of
either $240 or $300 per annum in 2014/2015
depending on number of services provided onsite. The details of the proposed changes are
included in Part VI of this document.
Auckland Council has adopted a new

region-wide health and hygiene bylaw that
standardises the regulation of services such as
tattooing, body piercing, hair removal, indoor
tanning and nail services across the region.
With the introduction of the new bylaw
and regulation approach, the associated
fees and charges should now be set on a
region-wide basis.
The council proposes to recover 90 per cent
of the cost of licensing these premises as
13
HAVE YOUR SAY

Auckland Council adopted its first LTP in June 2012, following an extensive consultation process.
This annual plan represents year three of the LTP and we are consulting primarily on the
proposed changes from what was originally set in the LTP 2012-2022. The proposed changes
and amendments are minor adjustments aimed at reducing costs (and therefore rates) and to
put additional resource into areas that have a shortfall. These changes do not alter the overall
direction of the Auckland Plan and the LTP 2012-2022.
Every year, each local board agrees with Auckland Councils governing body on the funding for
local activities and the local service levels for the coming year. The draft local board agreements
and local consultation topics for 2014/2015 are included in Volume 2 of the draft annual plan.
KEY CONSULTATION TOPICS

We are interested in your views on the investments, services and activities we have planned for
2014/2015.
We would also like to hear what you think about:
Aucklands stadium strategy
making the Auckland Arts Festival an annual event
the projects and budget changes proposed by your local board in Volume 2.
14
PART I: HAVE YOUR SAY
AN ANNUAL AUCKLAND ARTS FESTIVAL

Auckland Arts Festival is a biennial event
operated by the Auckland Festival Trust (AFT).
The last festival was held in March 2013 and
the next is scheduled for 2015. AFT is one of
10 regional amenities that receives annual
operational funding through a statutory levy
from Auckland Council, under the Auckland
Regional Amenities Funding Act 2008.
The Auckland Regional Amenities Funding
Board (the funding board) administers the
provisions of the Act, including determining
the levy to be collected from Auckland Council,
and distributing the levy as a grant to
each amenity.
The AFT has approached the funding board
and Auckland Council to seek financial support
which would enable the festival to become
an annual event from 2016. Annualising the
event would require an additional $1 million
in council funding each year from 2015/2016,
taking Auckland Councils contribution
(through the Auckland Regional Amenities
levy) to $3.2 million per year.
AFT would also require additional external
funding of nearly $1 million per year from
other sources, such as sponsorship and grants
from Creative New Zealand and other trusts.
The funding from Auckland Council and
other sources supplements the income AFT
receives from ticket sales for festival events.
The funding board sets the annual levy under
the Auckland Regional Amenities Funding Act
2008. However it has asked Auckland Council,
as sole funder of the levy, to indicate whether
it supports the festivals goal of becoming an
annual event.
The council has chosen to ask the public for

their views at this time because:
the
funding board will make its decision on
the levy for 2015/2016 before consultation
could be undertaken through the LTP 20152025 process
AFT

requires certainty of its funding in
advance as planning for each festival
begins at least 18 months ahead of time
major events are often booked two years
in advance.
AFT proposes annualising the Auckland Arts
Festival because it supports the objectives
of the Auckland Plan by integrating arts and
culture into the everyday lives of Aucklanders
and by fostering and encouraging the
development of Aucklands creative sector.
The Auckland Arts Festival adds life and
activity to Aucklands city centre, which
supports both the Auckland Plan and the
Economic Development Strategys aspirations
for a creative, liveable city.
Internationally, annual festivals, rather than
biennial festivals, are now the norm. AFT
expects that annualising the event will
make the festival more financially viable
while delivering a wider range of benefits to
Aucklanders and the arts and culture sector.
Although total ratepayer investment in the
festival would increase, AFT expects that the
benefits will improve the return from
ratepayer investment.
This proposal will have no impact on the

Annual Plan 2014/2015. If additional funding is
provided, it would begin in 2015/2016.
15
To have your say on this, see question 2

in the submission form on page 273
of this document, or go online to
www.annualplan.aucklandcouncil.govt.nz
AUCKLANDS STADIUM STRATEGY

Auckland has four major stadiums at Eden
Park, Mount Smart, Western Springs and North
Harbour. Western Springs Stadium and Mount
Smart Stadiums are owned and operated by
Regional Facilities Auckland (RFA). Eden Park is
owned and operated by the Eden Park Trust and
North Harbour Stadium is owned and operated
by the North Shore Domain and North Harbour
Stadium Trust.
Eden Park has undergone a major refurbishment;
however, it will need ongoing investment
to maintain these improvements. The other
stadiums need significant investment to
meet future needs. In their current state, the
stadiums will not meet the future needs of event
organisers, spectators and sporting codes.
The owners of each stadium currently find it
challenging to fund their operating costs and
maintain assets. Under the current operating
model, stadium owners cannot afford the future
costs of operating, maintaining and developing

the stadiums to the required standards.
RFA has proposed a strategy that will re-allocate
current funding to improve stadium facilities and
their long-term financial security. The proposed
changes will help the stadiums to have a more
viable future and meet the future needs of event
organisers, spectators and sporting codes. It will
also ensure Auckland has the capacity to keep
and support professional sporting franchises and
deliver the range and quality of events required
to maintain Aucklands reputation as a major
sporting and entertainment destination.
The proposed strategy considers the current and
future use of each stadium to ensure each venue
is more productive, cost efficient and creates a
better experience for users. The strategy also
proposes managing all four stadiums under a
new structure, to help the stadium network
operate more effectively and consistently.
16
Where possible, the developments proposed

in the strategy align with the relevant
sporting codes national and regional
facility strategies. They also complement
the facilities and services provided at other
venues around Auckland.
The strategy has been discussed extensively

withmajor stakeholders who largely agree with
RFAs proposals.
There are three key parts of the proposed
strategy, which are:
integrating

the operations of the four
main stadiums wherever possible, to avoid
duplication and save costs, this could include
having a single provider for maintenance
andticketing
Further detail on the proposed strategy will

be available from 22 January 2014 at
www.aucklandlive.co.nz, along with details
of other opportunities for you to have your
say. This information will also be available in
hard copy at Auckland Council service centres,
libraries and local board offices.
developing

high performance sports training
centres at Mount Smart and North Harbour
stadiums, providing training facilities for
sporting codes and franchises
re-defining

the purpose of the four stadiums,
which would mean:
-- Eden Park becomes the main stadium
where major rugby, league and football
games are played
-- North Harbour Stadium becomes the venue
where smaller rugby, league and football
games are played
-- Mount Smart Arena No2 developed as
a smaller (5000 seat) venue for small
rugby, rugby league and football games,
incorporating the existing international
standard athletics track
-- Mount Smart becomes the main venue
for speedway events (these currently take
place at Western Springs)
The council recognises that some aspects of

the strategy are beyond the direct control
of Auckland Council, some are subject to
commercial negotiations between parties
other than council and many aspects of the
strategy are interdependent. However, the
stadium strategy is about enhancing the live
sport and entertainment experience, making
best use of Aucklands stadium network
and strengthening the long-term success
of all sporting and entertainment events.
Cost will be an important consideration for
making decisions on the implementation of
the strategy. The focus will be to reallocate
current funding to support better use of the
facilities in order to remain at, or near to,
current levels of funding.
Your feedback will help inform the direction
RFA takes with stadium owners, sporting
codes and stadium hirers.
-- Western Springs becomes the main

Auckland venue for cricket matches
including Twenty20, domestic and
international one-day games and
testmatches.
To have your say on this, see question 1a

and 1b in the submission form on page 273
of this document, or go online to
Existing community uses of these stadiums will

be retained and enhanced as far as possible.
17
HOW TO HAVE YOUR SAY

This is your opportunity to ensure Auckland
Council hears your views about the draft Annual
Plan 2014/2015, draft local board agreements and
proposed changes and amendments to the LTP 20122022. The consultation and submission process is part
of the special consultative procedure outlined within

the Local Government Act 2002.
Submissions are accepted between Thursday 23
January and 4pm on Monday 24 February 2014.
18
HOW TO HAVE YOUR SAY:

ONLINE
HEARINGS
Go to www.annualplan.aucklandcouncil.govt.nz
This year we have a dedicated online hub to make
it quicker and easier to make a submission.
Auckland Council provides opportunities for

residents to have their say on the council plans
that affect them, consistent with legislative
requirements. Making an oral submission
provides you with the opportunity to reinforce
what you have said in your written submission.
It also gives elected representatives (such as the
mayor, councillors and local board members) the
opportunity to clarify any points you have raised
in your submission.
If you dont have internet access at home,

you canuse the internet free of charge at any
AucklandCouncil library.
EMAIL
You can send us your submission form via email.
Simply complete the submission form, scan it and
send it to annual.plan@aucklandcouncil.govt.nz
The submission form is available to download from our
website, in the February 2014 edition of OurAuckland
or you can request a copy at any Auckland Council
library, service centre or local board office.
BY POST
Post your completed submission using the freepost
details on the back of your submission form to:
When you complete your submission form youll

need to indicate whether you wish to speak in
support of your submission. If you indicate that
you do wish to attend a hearing, you will be
contacted regarding a time and place for you to
speak in support of your submission. Notification
may be at short notice and hearings are generally
open to the public and the news media.
In order to help coordinate the hearings schedule,
we need you to provide as much information as
possible on your submission form, including:
Draft Annual Plan 2014/2015

Auckland Council, Freepost Authority 182382
Private Bag 92 300
Auckland 1142
Please note: you can attach additional pages to your
hardcopy submission if you run out of space for
your answers.
IN PERSON
You can deliver your submission form in person to
your nearest local library, council service centre or
local board office. A list of our service centres and
contact information can be found in Part VII of this
document, or is available on the councils website or
by calling us on 09 301 0101.
The closing date for submissions is 4pm on Monday
24 February 2014. Please ensure we have your
submission before this time, as we will not accept
late submissions.
Please note that all submissions will be public
documents. However, your contact details
will remain private.
19
an
indication of the most important topic
from your submission
your

local board area
an
indication of which submitter group and/or
organisation you are submitting on behalf of
clearly

legible contact details.
To obtain further information on
the draft Annual Plan 2014/2015, go to
To request an additional copy of this
document, a Microsoft Word or large
print version, or for any other queries, email
annual.plan@aucklandcouncil.govt.nz or call
09 301 0101.
OUR STRATEGIC
FRAMEWORK
This draft annual plan has been shaped by Auckland Councils vision for the future
outlined in our key strategic planning documents the Auckland Plan (adopted in
March 2012) and the LTP 2012-2022.
These plans set the goals and outcomes that the community wants us to achieve, and
together these provide the overarching strategic direction for our decisions, projects
and priorities. These also reflect our commitment to our Mori identity and advancing
the position of Mori in our community.
20
PART I: OUR STRATEGIC FRAMEWORK
IMPLEMENTING THE AUCKLAND PLAN

The Auckland Plan is the councils strategy to
make Auckland an even better place than it is
now, and create the worlds most liveable city.
It describes the kind of place Aucklanders have
told us they want, and outlines what is needed
to achieve this. We are implementing this vision
year-by-year by providing services and facilities
that will enable us to reach our desired outcomes.
These activities have shaped the development of
this draft annual plan and have been reflected in
the themes, activities and budgets of the councils
projects. Work is continuing to ensure stronger
alignments in future annual and long-term plans.
Seven community outcomes have been identified
that represent what we want Auckland to be in
2040, and they have guided our decision-making
for this draft annual plan. They are:
1. a fair, safe and healthy Auckland
For further information on these outcomes, see

Part II of this volume.
TRANSFORMING AUCKLAND COUNCIL

To deliver on our vision to make Auckland
the worlds most liveable city, the council
recognises that it must improve its performance
across a number of areas. To achieve this, the
council has a transformation programme in
place. This programme focuses on creating
better customer service experiences, improving
operational efficiency to control costs and
building a staff culture of continuous
improvement and performance.
Notable achievements in recent months include:
the
delivery of new digital customer services
including the first mobile apps
continued

merger and shutdown of former
councils technologies
better

processes and technologies in our
customer service centres and back-office
functions
2. a green Auckland
3. an Auckland of prosperity and opportunity
4. a well-connected and accessible Auckland
5. a beautiful Auckland that is loved by its people
6. a culturally rich and creative Auckland
7. Te Hau o Te Whenua, Te Hau o Te Tangata
a Mori identity that is Aucklands point of
difference in the world.
21
leadership

development programmes for
our people.
To deliver on its commitments to Auckland, the
transformation programme will continue for the
next three to five years to ensure Auckland Council
continues to improve performance.
OUR COMMITMENT TO MORI

The council is committed to enabling and
supporting mana whenua and mataawaka
aspirations and providing opportunities for
Mori to contribute to the future well-being
of Auckland.
These commitments are articulated in the
councils key strategic planning documents
the Auckland Plan and the LTP 2012-2022. The
overarching outcome being sought is a Mori
identity that is Aucklands point of difference
in the world. The councils strategic direction
is to enable Mori aspirations through
recognition of Te Tiriti o Waitangi/the Treaty
of Waitangi and customary rights.
The council is subject to a wide range of legal
obligations in relation to Te Tiriti o Waitangi/
the Treaty of Waitangi and/or to Mori. In
responding to the councils commitment
and legal obligations, we have developed a
framework focused on enhancing and guiding
Auckland Councils commitment to Mori.
The council works to ensure the integration
of Mori responsiveness goals as part of our
decision-making processes, policy thinking,
capability building and providing services.
Individual plans are being developed across
activities to assist the delivery of Mori
responsiveness through this annual plan cycle.
Te Waka Angamua (the councils Mori
Strategy and Relations department) is
supporting this process.
The council also recognises the important role
the Independent Mori Statutory Board (IMSB)
plays in advocating for issues of significance
for Mori and ensuring the council fulfils
its statutory obligations to Mori, including
statutory provisions related to Te Tiriti o
Waitangi/the Treaty of Waitangi. The council
is committed to working with the IMSB to
achieve its purpose.
As part of our commitment to Mori, the

following mayoral priority project areas
have been identified as a focus for making
contributions to Mori outcomes over the
course of this annual plan. The priority project
areas are:
events

complete consultation and
feasibility for a signature Mori event
and continue to provide funding to Mori
events through the contestable regional
events fund
Tmaki

Transformation project partner
with iwi to strengthen the role of marae,
work with iwi to protect cultural landmarks,
work with Nga Iwi Katoa to progress options
for affordable housing in Tmaki
The

Southern Initiative strengthen
governance through mataawaka
representation on the steering group and
deliver Mori outcomes through prioritised
action plans
transport

continue to engage mana
whenua on major projects using the
Te Aranga Mori urban design framework,
identify specific Te Reo signage and
Mori art projects in the cycle and
walking programme
stormwater

continue day-lighting
and restoration of streams with
Mori significance
Auckland

Unitary Plan give effect to
the Te Tiriti o Waitangi/the Treaty of
Waitangi provisions in the Resource
Management Act and identify and
protect sites of Mori significance.
22
Part II: Our activities


The information in this chapter will provide you with a good understanding of Auckland Councils anticipated
activities over the 2014/2015 year. The many services the council provides and the things it does are grouped
into themes, groups of activities and activities.
We have identified the following seven key community outcomes, which are the key goals of the Auckland Plan.
They are what we want Auckland to be in 2040, and they have guided our decision-making for this draft annual
plan.
Each group of activities contributes to one or more of those outcomes.
Symbols guide
A fair, safe and healthy Auckland
Auckland is a strong and equitable society
where social and economic disadvantage
is reduced, particularly for children and
young people. It has strong families and
cohesive communities. People value the
excellent services available to them and
participation in civic activities is
significantly higher than at present.
Aucklanders are healthier, more active
and live in higher quality housing than in
2013.
An Auckland of prosperity and

opportunity
Auckland is a global city with a strong and
vibrant economy providing ample
business growth and job opportunities. We
are technological innovators with strong
high tech business clusters that work with
our excellent tertiary institutes and making
use of innovation and ideas from their
research. The region is home to many
flourishing small and medium-sized
businesses. The city centre and waterfront
are vibrant, attractive and well developed.
We have many business areas in villages
and hubs across the city that provide local
employment. Auckland has strong
connections internationally.
A green Auckland
Our waterways and coastlines are
cleaner, healthier and full of life. We
protect the natural environment and are
recognised for our clean air, quality water
supplies and low greenhouse gas
emissions, Our urban development is
world-leading. Many Aucklanders prefer to
use public transport or telecommute, our
energy supply is resilient (and sustainably
sourced) and our households are energy
efficient. Our richly bio diverse city is well
endowed with tree-lined streets, networks
of parks and protected areas of native
bush and wetlands. We leverage existing
expertise and our clean and green
reputation to develop important industries
in leading edge clean tech and green
technology.
A well connected and accessible

Auckland
Aucklands infrastructure is well-planned,
built to last, has kept up with growth and
meets the needs of its communities and
the economy. There is an effective,
efficient and integrated transport system,
offering choices, including a completed
road network and public transport that is
preferred by the majority of commuters
The movement of people and freight
around greater Auckland is considerably
easier than it is today. Our sea and
airports continue to play a crucial role in
New Zealands export economy and we
have a world class telecommunications
network including high speed broadband.
23
Auckland Council Draft Annual Plan 2014/2015

A beautiful Auckland that is loved by

its people
Auckland remains one of the most
beautiful cities in the world, offering
superb lifestyle opportunities in a quality
environment, It has vibrant urban and
neighbourhood areas full of character,
stunning coastal areas with clean and
attractive beaches, many recreational
opportunities, and rural areas that are
easy to access and enjoy. Communities
take great pride in their surroundings and
work together with council to maintain and
improve those areas. Aucklanders love
exploring their diverse city in town and
country and visitors are drawn to explore
those attractions.
A culturally rich and creative

Auckland
Arts and culture are alive and well and
part of everyday life. We have a yearround arts and cultural programme that is
world class and offers something for
everyone. Our major arts and cultural
institutions are known internationally for
their excellence and innovation and are
major tourist draw cards. The many local
arts and cultural events are popular and
well attended and contribute to the export
earnings of our creative industries.
Te Hau o Te Whenua, Te Hau o Te

Tangata - A Mori identity that is
Auckland's point of difference in the
world
Mana whenua, who are the original
inhabitants of Tmaki Makaurau, and
other Mori originating from across
Aotearoa/New Zealand living in Auckland
have the opportunity to contribute to the
social, cultural, economic and
environmental success of Auckland. In
doing so, the Treaty of Waitangi is
appropriately recognised and provided for
through the statutory obligations of the
Auckland Council. The celebration of
Mori culture and identity highlights
Aucklands point of difference with the rest
of the world and opportunities that benefit
all.
Group of activities financial statements

The prospective group of activities statements have been prepared on a full group basis. They include the
activities and services provided by the Auckland Council, being the parent entity, and, where appropriate, the
activities and services provided by those entities that comprise the Auckland Council group entity (including all
subsidiaries, associates and joint venture arrangements). An outline of the Auckland Council group and the
basis for consolidation is set out in the notes to the prospective financial statements in Part III of this volume.
24

Expenditure and income by group of activity

Auckland Council group
Financial year ending 30 June 2015
$000
Theme
Group of activity
Governance
Operating expenditure
Capital
(including depreciation)
expenditure
Expenditure
Income
Net
Total
expenditure
Governance and democracy

services
23,249
23,249
Local governance
31,448
244
31,204
2,425
Planning
Planning and strategy
54,792
2,116
52,676
Commercial
56,399
70,292
(13,893)
12,380
Investment
145,771
239,880
(94,109)
19,901
Regional economic strategy and

initiatives
26,978
325
26,653
34,828
Local economic development
34,049
248
33,801
18,103
Tourism, major events and industry

development
53,221
6,701
46,520
Waterfront development
48,720
28,855
19,865
42,563
Environment and heritage protection
49,244
2,537
46,707
12,812
Local built and natural environment
3,243
3,243
1,143
Regulation
201,242
130,267
70,975
858
Solid waste
Waste and recycling services
112,136
27,648
84,488
19,227
Stormwater management
114,264
114,264
75,317
5,587
5,587
16,002
Water supply
186,944
176,578
10,366
175,861
Wastewater treatment
319,845
316,721
3,124
169,481
Public transport and travel demand

management
525,606
245,973
279,633
411,686
Roads and footpaths
427,378
56,698
370,680
458,635
65,402
91,147
(25,745)
7,054
Cemeteries and crematoria
6,655
7,554
(899)
2,115
Emergency management
7,118
187
6,931
1,091
Regional library services
52,551
2,986
49,565
17,461
Local libraries
57,999
842
57,157
29,444
Regional community services
38,424
8,270
30,154
38,178
Local community services
32,934
2,568
30,366
12,447
Regional arts, culture and events

services
20,193
1,148
19,045
3,076
Local arts, culture and events

services
21,131
1,336
19,795
3,795
Regional event facilities
63,298
31,909
31,389
18,908
Regional parks services
49,239
2,643
46,596
117,022
191,745
1,196
190,549
80,892
24,818
437
24,381
Flood protection and control

Water supply and wastewater
Transport
Parking and enforcement

Community
Local parks services

Regional recreation services
Local recreation services
Corporate support
62,925
30,739
32,186
36,202
Regional collections and amenities
104,349
15,732
88,617
4,391
Organisational support
111,752
31,611
80,139
Capital expenditure deferrals

Adjustments
Less internal rates elimination

Add rates, development
contributions and capital subsidies
included in operating revenue
Total
(47,105)
(47,105)
1,855,987 (1,855,987)
3,283,543 3,391,375
25
106,318
(167,786)
(107,832)
1,781,827

Governance theme
Governance theme
Through its governance activities the council enables decision-making and action to meet the current and future
needs of Aucklands communities.
The Auckland Council represents a unique model of local government in New Zealand comprising the governing
body (made up of the mayor and 20 ward councillors) and 21 local boards, the council-controlled organisations
(CCOs), the Independent Mori Statutory Board (IMSB) and a number of advisory panels and boards such as
the Pacific Peoples and Ethnic Peoples Advisory Panels.
The council is committed to enabling and supporting mana whenua and mataawaka aspirations and providing
opportunities for Mori to contribute to the future well-being of Auckland. Achieving this requires ensuring Mori
are fully engaged in decisions concerning matters of significance to them. These matters include decisions of
the governing body, local boards and CCOs.
Contribution to the Auckland Plan

The seven community outcomes are the key goals of the Auckland Plan. The groups of activities within this
theme are listed below showing how they contribute to delivering these outcomes.
Community
outcome
Group of
activities
Governance
and
democracy
Local
governance
Governance activities support the councils contribution to a strong, inclusive and equitable society that provides
opportunity for all Aucklanders by ensuring that:
the council's decision-making is well informed and robust
we are meeting our Treaty of Waitangi obligations and objectives in relation to Mori
decision-making processes consider the views of Auckland's diverse communities and meet all applicable
statutory obligations
council is ready as an organisation to help generate the transformational shifts identified in the Auckland
plan.
Key projects that contribute to Mori outcomes

Key projects planned for 2014/2015 that contribute to achieving Mori outcomes include:
The Mori Responsiveness Portfolio is focussed on transforming councils responsiveness to Mori

including co-ordinating a cross-organisational response to Treaty of Waitangi settlements, communication
and engagement with Mori, contributions to Mori well-being and Treaty of Waitangi Audit Response
Programme.
The Mori Land Programme contributes to lifting social and economic wellbeing for Mori through
recognition of customary rights.
The Treaty Settlement Programme effective Mori participation in councils governance processes.
Te Waka Angamua, Councils Mori Strategy and Relations Department, continues to drive and champion
Mori responsiveness to ensure specific objectives are integrated into the councils decision-making
process, policy thinking, capability building and service delivery.
26

Governance theme
Group of activities: Governance and democracy

The activities within this group lie at the heart of ensuring our governance is both effective and representative
through providing strong and efficient regional leadership.
The following activities are delivered:
Elections - conducting triennial elections and by-elections for the Mayor, councillors and local board
members.
Mayoral office - providing policy advice, strategic and logistical support to meet the statutory
responsibilities of the Mayor of Auckland.
Monitoring of council-controlled organisations (CCOs) - monitoring CCOs to ensure their activities

contribute to and align with the councils strategic direction.
Independent Mori Statutory Board (IMSB) support - providing support to the IMSB to fulfil its
responsibilities including identifying issues significant to Mana Whenua and Mataawaka and ensuring the
council responds appropriately to its Te Tiriti o Waitangi/The Treaty of Waitangi (Treaty) responsibilities.
Regional governance and democracy - supporting the decision-making process of the governing body
and its committees, administering remuneration and expenses of councillors, running hearings and
supporting advisory panels and boards, such as the Pacific Peoples and Ethnic Peoples Advisory Panels
and other panels established by the mayor.
Key priorities for 2014/2015

Over the next year, council has identified the following key priorities:
Establishing and running the new District Licensing Committees hearings to grant alcohol licences following
the enactment of the Sale and Supply of Alcohol Act 2012.
Reviewing the governance and operational model of our substantive CCOs.
Supporting the preparation of the Long-term Plan 2015-2025.
How we measure performance

Level of service statement
Performance measure
Annual Plan
target
2013/2014
40%
Annual Plan
target
2014/2015
40%
No elections
held
2.5
2.5
The number of candidates per

available seat for local board
elections
No elections
held
Number of complaints regarding

electoral processes upheld
No elections
held
Manage council elections and byPercentage of eligible residents who

elections through fair and transparent voted in the local elections
processes
The number of candidates per
available seat (excludes local board
elections)
27
Actual
2012/2013
No elections
held

Governance theme
Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
50%
Annual Plan
target
2014/2015
50%
Ensure the community can

participate and contribute to
governing body decision-making
Percentage of residents who feel

they can participate in governing
body decision-making
26%
Percentage of Mori residents who

feel they can participate in governing
body decision-making
30%
Maintain or
improve
50%
Percentage of formalised relationship

arrangements between council and
mana whenua
53%
100%
100%
Percentage compliance with

statutory requirements for publishing
agendas and minutes
99%
100%
100%
Number of complaints regarding

council democratic processes upheld
by the Auditor General or
Ombudsman
81%
90%
90%
100%
90%
90%
Ensure Auckland Council is able to Percentage of CCO related LTP

govern its CCOs effectively and hold measures that met targets
them to account
Percentage of CCO related
monitoring and accountability
requirements that met targets
Note to table:
Further explanation, where applicable, for the above measure and targets is included in the Long-term Plan 2012-2022.
Financial information
$000
Capital
expenditure
Expenditure
Income
Net expenditure
Total
450
450
Independent Mori Statutory Board support
2,957
2,957
Mayoral office
5,144
5,144
Elections
Monitoring of council-controlled organisations
1,288
1,288
Regional governance and democracy
13,410
13,410
Total
23,249
23,249
28

Governance theme
Group of activities: Local governance
Group of activities: Local governance

This group of activities involves the provision of advice and support to local boards so they can:
engage with their communities and ensure they have a voice in council decision making
make decisions on local matters
prepare a local board plan every three years
negotiate and monitor annual agreements with the governing body
provide input into Auckland-wide and CCOs strategies, policies, plans and bylaws
advocate for regional projects or programmes
perform local civic duties.

Over the next year, council has identified the following key projects:
Engagement with the community on the proposed Unitary Plan.
Engagement with the community on the local board plans 2014-2017.

Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
Maintain or
improve
Annual Plan
target
2014/2015
50%
Ensure the community can

participate and contribute to local
board decision-making
Percentage of residents who feel

they can participate in local board
decision-making
25%
Percentage of Mori residents who

feel they can participate in local
board decision-making
29%
Maintain or
improve
50%
Percentage compliance with statutory

requirements for publishing agendas
and minutes for local board meetings
100%
100%
100%
Note to table:
Further explanation, where applicable, for the above measure and targets is included in the Long-term Plan 2012-2022.
$000
Capital
expenditure
Expenditure
Income
Net expenditure
Total
Local planning, policy and governance
31,448
244
31,204
2,425
Total
31,448
244
31,204
2,425
29

Planning theme
Planning theme
Through its planning activities, the council plays a key role in achieving the vision of creating the worlds most
liveable city. The planning, strategy development and resource management functions are particularly important
in Auckland due to the scale and complexity of our area resulting from the recent amalgamation of former
councils into the Auckland Council.
This group is also involved in protecting and enhancing Aucklands character, history and environment, as well
as public health and safety, while ensuring Auckland remains an attractive and desirable city that is managing
the pressures of growth.

Community
outcome
Group of
activities
Planning and
strategy
Through the planning activities, the council led the development of the Auckland Plan and is responsible for
ensuring its implementation across council through the long-term and annual plans. This group monitors the
delivery of key projects and coordinates the council's strategy and policy forward work programme, which
prioritises the development of key strategies required to deliver the Auckland Plan.

The Southern Initiative (TSI) is one of the place based projects from the Auckland Plan. A number of our
initiatives involve Mori and will directly benefit Mori, including:
o
Implementing the cadetship programme (using a phased approach) between council and MIT, other
tertiary providers, CCOs and major employers in the TSI area.
Ensuring that the specific needs of south Auckland young people are represented and catered for,
working with central government agencies and NGO's to deliver on improvements in literacy and
numeracy to raise productivity in particular for Mori, Pacific and youth.
Supporting social and affordable housing projects of the Tmaki Makaurau Collective at Weymouth, the
Pukaki Marae and tara Papakainga developments.
Smokefree Policy implementation within the TSI area.
The Children and Young Peoples Strategic Action Plan (C&YSAP) supports Mori outcomes. The seventh
goal: Kia ora rawa atu e ng rangatahi katoa (all young people will thrive) and in doing so we acknowledge
Te Ao Mori. By 2014/2015, we expect to be implementing the plan. We are committed to achieving this
through working with rangatahi, mataawaka groups and iwi.
o
Action one: Create a Rangatahi Leadership Forum in accordance with the Mori Plan and the wishes of
young Mori who we worked with in the development of the action plan, a foundation leadership forum
will be developed by February 2014.
Action two: the development of a cross-council virtual team to help promote rangatahi voice across
council and to support the development of actions that will help to achieve the seventh goal.
30

Planning theme
Action three: The plan recognises that young Mori need to have ownership over actions that are
created and in doing so we are working with Rangatahi to create and implement those actions. While the
seventh goal has a specific focus on young Mori this goal also influence the actions created across the
rest of the plan.
Arts and Culture Strategic Action Plan - Ng Toi Mori aims to promote Mori culture and heritage as
Aucklands point of difference in the world the plan will be adopted in June 2014. The Arts and Culture
Strategic Action Plan (ACSAP) will take an integrated partnership approach consistent with the Treaty
Principles and Councils Mori Responsiveness Framework. After a draft of the ACSAP has been released
in February/March 2014, there will be widespread public consultation conducted with Mori and mataawaka
in the March June 2014. It is envisaged that this happens through Hui and Social Media/moving image.
Housing Action Plan prioritises papakainga and housing for Mori. Key packages of work are being
developed as part of Priority Area 9: Papakainga and housing for Mori with a focus on supporting Mori
housing providers through opportunities for development partnerships on Mori-owned and other land via
the Mori land programme.
Community development Strategic Action Plan - Actions in Thriving Communities of particular relevance to
Mori include: Mori wellbeing outcomes through procurement, including marae in councils Community
Facilities Network Plan, and the whnau ora community development approach.
The proposed unitary plan which was notified on 30 September 2013 contains a significant number of regulatory
tools that will advance the delivery of Mori outcomes, including:
provisions for overlays for Mori Land, Mori purposes zones and Mori housing (papakaianga)
inclusion of sites of significance and places of value to Mana Whenua
air and water quality and coastal provisions.
Through the development of plans, policies and bylaws we intend to ensure statutory obligations are met in
effectively communicating and consulting with Mori to ensure that significant matters affecting Mori are taken
into account.
31

Planning theme
Group of activities: Planning and strategy

The activities in this group help translate strategy into action for Auckland. We have a unique planning
framework supporting the mayor's vision, and are focused on tracking progress to ensure our plans remain
relevant, are focused on delivering the Auckland Plan and adapt to changing circumstances and community
preferences.
Spatial and infrastructure strategy - implementing the Auckland Plan and working closely with infrastructure
providers and developers to ensure growth is supported by appropriate infrastructure. Working with central
government and key stakeholders on strategic issues and challenges.
Long-term and annual planning delivery of the long-term plan (10-year) and annual plans to ensure
accountability, prudent financial management and that councils activities align with the Auckland Plan.
Unitary Plan and local area planning - progressing the Unitary Plan after its notification on 30 September
2013.
Research and monitoring - developing and implementing councils research strategy, maintaining an
evidence base and ensuring councils strategies and plans are empirically robust and stand up to critical
evaluation. Monitoring the state of the environment, the impact of development and change, the
performance of planning controls and modelling the effect of council strategy and policy.
Transport strategy - providing strategic transport advice to support the Unitary Plan, transport plans and the
development of Auckland's transport services and networks.

A key priority is the progression of the notified Unitary Plan, which will replace all of the district plans and
regional plans of the Auckland region. The Unitary Plan is one of the key tools for implementing the Auckland
Plan and sets out the rules for what people can do on their land.
Other activities include:
Leading the review of all 158 existing local bylaws in the Auckland region.
Implementing the Auckland Plan Development Strategy to ensure that, alongside the Unitary Plan, the right
infrastructure is delivered in the right places at the right time to support the quality compact growth Auckland
wants.
Implementing the Auckland Plan including the development of supporting strategies and action plans such
as the Children and Young Peoples, Community Development, Environment, Housing and Arts and Culture
Strategic Action Plans.
Progressing the area plans programme for each local board area, with Devonport /Takapuna and
tara/Papatoetoe to be completed in 2014.
Continue to implement actions and initiatives as part of our multi-sector action plan with respect to the
Southern Initiative.
Progressing the priorities for housing in the Auckland Plan through the new Housing Project Office, which is
responsible for overseeing the delivery of housing supply as required by the Housing Accords and Special
Housing Areas Act 2013.
Continuing to work with Tmaki Redevelopment Company, a partnership with the crown, to achieve
improved community housing solutions.
Finalise the capacity for growth study under the provisions of the Unitary Plan.
32

Planning theme

Performance measure
Actual
2012/2013
100%
Annual Plan
target
2013/2014
100%
Annual Plan
target
2014/2015
100%
Percentage of unitary and area plan

changes and Notices of Requirement
processed within statutory
timeframes
100%
100%
100%
Percentage of adopted core

strategies, policies and plans that
were developed with Mori
participation
80%
Maintain or
improve
85%
Percentage of adopted core

strategies, policies and plans that
include Mori outcomes and/or
indicators
80%
Maintain or
improve
85%
Percentage of area spatial plans and

initiatives that met agreed milestones
80%
90%
90%
100%
100%
100%
100%
100%
100%
Produce all plans and agreements in Percentage compliance with

accordance with legislative
legislative planning requirements
requirements
Implement area spatial planning

initiatives for town centres, rural
centres, precincts, corridors, and
new growth areas
Monitor and report on social,

Availability of Headline Indicators
economic, environmental, and
report
cultural well-being accurately and on
time
Percentage compliance with annual
quality rating for ISO9001:2008
accreditation
Note to table:
Further explanation, where applicable, for the above measures and targets is included in the Long-term Plan 2012-2022.
$000
Expenditure
Capital
expenditure
Income Net expenditure
Total
Long-term and annual planning
8,327
8,327
Research and monitoring
7,034
7,034
Spatial, strategic and infrastructure planning
7,675
7,675
Transport strategy
1,742
2,116
(374)
Unitary and area planning
30,014
30,014
Total
54,792
2,116
52,676
33


Through its commercial and investment activities, the council achieves the best financial returns from its
commercial interests and investments while supporting broader goals that help Auckland to become the worlds
most liveable city.
Primarily, we use CCOs Auckland Council Investments Limited (ACIL) and Auckland Council Property Limited
(ACPL) to deliver these activities.

Community
outcome
Group of
activities
Commercial
Investment
Through the commercial and investment activities, substantial funding is provided to support implementation of
the Auckland Plan. This includes:
Delivery of our commercial property activities by ACPL, who work with stakeholders to develop affordable
housing and upgrade town centres. These contribute to Auckland Plan strategic directions of create a
stunning city centre, with well-connected quality towns, villages and neighbourhoods, and house all
Aucklanders in secure, healthy homes they can afford. ACPL is also contributing to the Southern Initiative,
which will tackle high social need and develop the human and economic potential of south Auckland.
Management of our investment activities by ACIL which helps drive the productivity of the Auckland
economy, contributing to the outcomes of an Auckland of prosperity and opportunity, and a well-connected
and accessible Auckland.

Key activities/projects planned for 2014/2015 that contribute to achieving Mori outcomes include:
ACPL will be implementing a Mori Responsiveness Plan and monitoring its effectiveness. The Mori
Responsiveness Plan details how ACPL will give effect to Auckland Councils commitments to Mori as
outlined in the Mori Responsiveness Framework.
A key area of engagement will be increased input for Mori into ACPL development projects. Engagement
includes site visits and workshops with mana Whenua groups relevant to each area. Feedback areas
include incorporating Mori wellbeing outcomes into urban design, art and cultural expression, and
consideration of environmental concerns and potential uses for each development site.
ACPL will continue to progress discussions with Mori on potential commercial and housing opportunities.
Examples of development opportunities include a joint venture housing development where iwi hold land
adjacent to council owned land and a mixed tenure/ mixed use development opportunity in the central
suburbs.
ACIL will work with iwi where this involves or affects Mori, on a partnership basis, acting in accordance
with statutory provisions referring to the Treaty and Treaty settlement in Auckland.
These initiatives will contribute to the councils Mori Responsiveness Framework goals of capacity building and
enabling Mori participation in council decision making and outcomes related to the protection of Waahitapu and
fulfilment of Mana Whenua Kaitiaki roles.
34

Group of activities: Commercial

The activities within this group assist council deliver the best financial returns from its commercial interests while
supporting broader goals that help Auckland to become the worlds most liveable city.
Commercial property - through ACPL, Auckland Council non-service properties are managed and
maintained to be fit for purpose and achieves optimum net returns. This activity acquires and disposes
properties in a commercially robust manner, and facilitates affordable housing and place shaping
developments, often in partnership with other sector partners.
Parks Management Services - providing parks, open space and street environment development services.
Key service areas cover horticulture, sports fields, maintenance, landscaping, cleaning in the CBD,
Auckland International Airport grounds, sanitation and waste management services, and event clean-up
services.
Vehicle testing stations - providing warrant of fitness inspections, emissions testing, driver licensing and
road safety services.
Holiday parks - managing three holiday parks on reserve land including Martins Bay Holiday Park,
Whangateau Holiday Park and rewa Beach Top 10 Holiday Park.
Key projects for 2014/2015

Delivering housing developments with both the private sector and the not for profit sector to give effect to
Auckland Councils Housing Action Plan. ACPLs focus will be housing developments in the more affordable
spectrum of the market.
Developing 20 hectares at Hobsonville, 10 hectares as a world class marine industry precinct to boost job
creation and economic growth in the region and a further 10 hectares for residential housing. In the event of
presales not being achieved for the marine precinct, the whole 20 hectares will be a residential
development.
Overseeing the site bordering Ormiston Road which is being transformed into the 20 hectare Ormiston
Town Centre for this high-growth area. The first residential component will involve the construction of
approximately 80 housing units that will be developed in stages.
Ongoing revitalisation of the Papatoetoe Town Centre. The planned refurbishment of the existing mall will
improve public safety, parking layout and pedestrian access to the stadium reserve. The project will also
provide for a residential component in three stages and a revamp of the retail component of the site, with
two of the residential stages involving 60-100 housing units.
35


Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
Maintain or
Improve
Annual Plan
target
2014/2015
Greater than or
equal to 4%
Manage commercial property to Return on investment (ROI) on

optimise returns
commercial properties on a like for like
basis
3.94%
Net surplus from property portfolio on a

like for like basis
$21.1m
Maintain or
Improve
Greater than or
equal to $21.1m
99%
90%
90%
11.1%
8%
8%
Manage quality and financially

prudent City Parks Services
Percentage of service requests

completed on time
Net surplus from city park services
Note to table:
$000
Expenditure
Income
Net
expenditure
Total
29,119
42,130
(13,011)
9,062
Commercial property
Holiday parks
Parks management services
Vehicle testing stations
Total
Capital
expenditure
36
1,502
3,198
(1,696)
19
24,386
23,927
459
3,299
1,392
1,037
355
56,399
70,292
(13,893)
12,380

Group of activities: Investment
Group of activities: Investment

The activities in this group contribute to fulfilling the councils responsibility to be a good owner and manager of
its major shareholdings. Through ACIL, these activities deliver an efficient structure for managing major
investments including Ports of Auckland Limited (POAL), Auckland International Airport Limited (AIAL) and
Auckland Film Studios Limited (AFSL).
While these shareholdings are legally held by ACIL, these investments are ultimately owned by the public of
Auckland.
ACIL also manages the council's Diversified Financial Assets Portfolio.

Over the next year, ACIL has identified the following key projects:
Capital investment ($19.9 million) designed to maintain and improve POALs current revenue earning
capacity and provide higher returns.

Performance measure
Actual
2012/2013
Manage council investments to

optimise returns
Return on equity (ROE) for ACIL

group
11.2%
Rolling 10 year return on equity

(ROE) for diversified financial assets
portfolio
18.4%
Annual Plan
target
2013/2014
6.7%
Annual Plan
target
2014/2015
13.1%
Equal or
Equal or
exceed ROE on exceed ROE on
reference
reference
portfolio
portfolio
Note to table:
$000
Expenditure
Capital
expenditure
Total
Major shareholdings and investments
145,771
239,880
(94,109)
19,901
Total
145,771
239,880
(94,109)
19,901
37


The council is committed to driving economic growth and development for Auckland, not only for the city but for
New Zealands future prosperity. We have developed an Economic Development Strategy (EDS) to identify how
Auckland can improve its economic performance.
The council, through regional and local economic strategies and initiatives, works with Auckland Tourism Events
and Economic Development (ATEED) and Waterfront Auckland to provide an integrated approach to promoting
industry, tourism, major events and the waterfront.

Community
outcome
Group of
activities
Regional
economic
strategy and
initiatives
Local
economic
development
Tourism,
major events
and industry
development
Waterfront
development
Economic development activities contribute to achieving the goals of the Auckland Plan and the EDS by working
with our other CCOs, the business community and government to transform and grow our economy to deliver
opportunity and prosperity, jobs and growth.

The development of an Auckland Mori Economic Development Framework to align and inform the
implementation of the Auckland Plan, Economic Development Strategy and various CCO work plans, and to
identify priority investment opportunities for Mori.
Implementation of the Waterfront Auckland Mori Action Plan (2013) which identifies ways in which
Waterfront Auckland will contribute to Mori wellbeing, foster positive and productive relationships and
develop organisational ability to respond more effectively to Mori.
Incorporation of Mori design principles in development of private and public spaces in Wynyard Central.
Develop place-making initiatives to attract a diversity of visitors to the waterfront including Mori and Pacific
peoples.
Continuing to work with Auckland Council on the development of a signature Mori event for Auckland.
38

Waterfront Auckland invites iwi representatives to meet regularly to provide input to current and future projects.
The waterfront promenade and cycleway will include a cultural heritage component and will incorporate the
Tmaki Makaurau - Many Lovers of Auckland story-telling concept which will identify opportunities to tell cultural
and other stories.
ATEED will continue to support and promote Mori tourism ventures through assistance in trade marketing and
supporting the marketing and promotion of specific Mori tourism products, such as the Rangitoto and Motutapu
Haerenga multi-day walk experience. ATEED will also continue to promote Aucklands Mori identity, through
major events, such as the ITM500 (V8 Supercars), and by marketing the city as an exciting and culturally rich
destination for visitors, with Mori at the heart of its identity.
39

Group of activities: Regional economic strategy and initiatives
Group of activities: Regional economic strategy

and initiatives
Our goal is to develop Auckland as a vibrant, business-friendly world class city through enhancing both our
domestic and international connectedness, and becoming an innovation hub of the AsiaPacific Rim. The
activities in this group aim to support new transport, broadband and telecommunications infrastructure; deliver
transformational projects such as tertiary clustering; and foster and encourage entrepreneurship and innovation.
We seek to invest in people to grow skills and qualification levels of local workforces, through the Southern
Initiative and in conjunction with COMET Auckland.
City transformation projects - developing partnerships and networks between central government and the
private sector; planning and delivering major, place-based transformation projects across the region;
strategic input and guidance into the Unitary Plan.
Economic strategy and initiatives - providing economic analysis and advice to council, local boards and
CCOs, and economic development services for the community and businesses.

Continuing with the transformation of New Lynn into a vibrant and cosmopolitan metropolitan centre.
Continuing with the development of a new town centre at Westgate, working in agreement with the
developer. Such development to include infrastructure, retail, community facilities, Public open space
(POS), employment and large format retail.
Continuing to support Hobsonville Land Company with the redevelopment of Hobsonville Point for housing,
employment, retail, community facilities, POS and infrastructure.
Improvements to OConnell Street ($0.9 million) and Federal Street ($4.8 million) to make these areas a
people-friendly street, where people can shop, sit, relax, linger, dine and spend time.
FreyBerg square upgrade ($2.1 million), and redevelopment of Bledisloe Lane including new canopy ($2.1
million).
Continuing with the development of Flatbush for housing, POS, community facilities and retail, in agreement
with developers.
Development of the Mngere Gateway Visitors Centre at Otuatua.
Developing an integrated business precinct plan for the Industrial South.
Partnering with Auckland business to build capability, and to deliver initiatives to better match skills supply
and demand.
40

Group of activities: Regional economic strategy and initiatives

Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
69
Annual Plan
target
2014/2015
69
Support economic development of

the region and contribute to the
national economy
Auckland's OECD economic

performance rating
78%
Maintain or
improve
78%
Number of business opportunities

facilitated through international
relationships
50
60
60
Number of economic initiatives with

Mori
16
Maintain or
improve
16
Percentage of transformation and city

centre masterplan projects delivered
on time and within budget
88%
85%
90%
Percentage of city transformation

projects contributing to Mori
outcomes
100%
Maintain or
improve
100%
69
Percentage of Auckland Economic

Development Strategy KPIs that are
met or improving
Implement strategies for enhancing

the city centre and coordinate large
scale transformation projects
Note to table:
$000
Expenditure
City transformation projects

Economic strategy and initiatives
Total
41
Capital
expenditure
Total
19,531
325
19,206
34,678
7,447
7,447
150
26,978
325
26,653
34,828

Group of activities: Local economic development
Group of activities: Local economic development

Through its local economic development activities, we are building economic resilience, supporting employment
opportunities and creating a sense of local community through our Business Improvement District (BID)
partnership programmes and by creating attractive, well-maintained streets and town centres that are safe and
vibrant.
Local business area planning and development - encouraging local economic development and
delivering Business Improvement District (BID) partnership programmes; initiatives include local
improvement projects, business precinct plans and business development and capacity building.
Local street environment and town centres - upgrading and maintaining the street environment and town
centres including street cleaning, litter collection, public conveniences and greenery to encourage and
enable more intensive use of town centres and to enhance the quality of open space.

Supporting prospective business areas to work towards establishing a BID programme and/or expanding
existing BIDs.
Progressing expansion of the Devonport Wharf boardwalk connecting the wharf to the new Devonport
marine square ($3.9 million).
Renewing and upgrading our local town centres. Some examples are Mt Albert town centre ($3.4 million),
Highbury Mainstreet upgrade ($1.6 million) and Pukekohe town centre ($1.3 million).
For projects and priorities in your local area, please see Volume 2 of this document.

Performance measure
Actual
2012/2013
Develop local business precincts and Percentage of Business Associations

town centres as great places to do
meeting their Business Improvement
business
District (BID) Partnership Programme
obligations
100%
Annual Plan
target
2013/2014
75%
Annual Plan
target
2014/2015
85%
Develop and maintain safe, clean

Percentage of residents satisfied with
and vibrant commercial town centres the cleanliness of their local town
and street environments
centre
59%
65%
65%

the quality and maintenance of the
street environment
43%
65%
60%
Percentage of agreed street

environment upgrade programmes
and initiatives completed on time and
within budget
100%
80%
90%
Note to table:
$000
Expenditure
Capital
expenditure
Total
Local business area planning and development
18,713
18,713
Local street environment and town centres
15,336
248
15,088
18,103
Total
34,049
248
33,801
18,103
42

Group of activities: Tourism, major events and industry development
Group of activities: Tourism, major events and

industry development
The activities in this group help to promote and attract businesses and visitors to Auckland to help lift the
economic wellbeing, and support and enhance the ability of the region to compete internationally.
Business attraction and development - investment attraction and retention, promotion of relationships
and business support, film facilitation, skills programmes to foster entrepreneurship and innovation,
supporting linkages between research institutions, universities and businesses.
Major events - we attract, deliver and promote major events and advocate for Auckland as a major events
city, and leverage off those events to contribute economic growth.
Tourism and visitor centres - promoting Auckland as a destination through tourism management,
marketing and operation of visitor centres.

Supporting the delivery of major events such as the ITM 400 Auckland V8 Supercars, Ironman 70.3
Auckland-Asia Pacific Championship, UCI BMX World Championships Auckland and the Pasifika Festival.
Continuing to grow the visitor economy, including launching a major new walk experience in the Hauraki
Gulf, initiating a new major international marketing joint venture and continuation of the Auckland domestic
campaign.
Accelerating the establishment of the Wynyard Quarter Innovation Precinct, focusing on developing
technologies in the ICT and creative sectors.
Funding the New Zealand Health Innovation Hub, alongside central government and the district health
boards, to help grow New Zealand's health technology industry and support the commercial success and
widespread adoption of leading innovations developed within the public health sector.
Relocation of the Devonport and Princes Wharf i-SITE centres to provide an improved standard of visitor
information services in the CBD area including Queens Wharf to better capture the growing cruise market.

Performance measure
87%
Annual Plan
target
2013/2014
85%
Annual Plan
target
2014/2015
85%
Estimated number of attendees at

major events (million)
1.05
1.45
1.52
Return on Regional Investment

(RORI) from major events invested in
($million)
39.1
40
47
Attract, facilitate and fund delivery of Percentage of attendees satisfied

major events
with major events overall
Number of major international events
attracted or facilitated
43
Actual
2012/2013

Group of activities: Tourism, major events and industry development
Performance measure
Actual
2012/2013
94%
Annual Plan
target
2013/2014
90%
Annual Plan
target
2014/2015
90%
Number of visitors to Auckland

(million)
13.7
13.3
13.7
Number of visitor nights in Auckland

(million)
26.7
25.2
26.6
Spend by visitors in Auckland

($million)
3,447
3,628
3,898
Percentage of stakeholders satisfied

with provision of business advice,
start-up, training and mentoring
programmes
95%
85%
85%
GDP Global investment promotion

(4)
agency (IPA) benchmarking
Biannual
measure 55%
(2011/2012)
65%
65%
Total GDP in targeted sectors

(marine, transport and logistics, IT,
Food-beverage, film, bioscience,
creative/digital, export education)
compared with total Auckland GDP
30.7%
Improve
Improve
Promote and develop Auckland as a Percentage of customers satisfied

national and international tourist
with visitor information centres and
destination
services
Deliver information, advice and

programmes to attract and develop
businesses and a skilled workforce
Note to table:
$000
Expenditure
Capital
expenditure
Total
Business attraction and development
15,287
2,455
12,832
Major events
22,056
1,073
20,983
Tourism and visitor centres
15,878
3,173
12,705
Total
53,221
6,701
46,520
44

Group of activities: Waterfront development

Through the waterfront development activities, we will continue to deliver the waterfront key projects and
upgrades in accordance with the vision and goals of the Waterfront Plan.
Waterfront commercial initiatives - securing investment and facilitating private sector development of
Waterfront Auckland land, buildings and water space assets for commercial return. Coordinating private sector
with public projects, managing property and assets, including wharves and car parks.
Waterfront marina operations - managing marina facilities and upgrades, and providing moorings for a wide
variety of vessels at Westhaven, Viaduct Harbour, Hobson West, and Okahu Bay. Provide fishing industry
berths, and a public boat ramp at Westhaven.
Waterfront public initiatives - developing waterfront public infrastructure, including key projects: waterfrontwide promenade and cycleway, Daldy and Halsey Street upgrades. Place management, including
transformation of Wynyard Quarter. Managing clean-up of contaminated land under streets.

Attracting $1 billion of private sector investment and expertise for the residential and commercial
developments in the Wynyard Central Precinct.
Revitalisation of Daldy and Halsey streets in the Wynyard Quarter into pedestrian priority, slower-speed
streets with a high degree of connectivity through wider footpaths, street-side green spaces and street
furniture. These two public spaces border the central precinct and are key to the success of this project.
Expanding infrastructure and commercial opportunities, and increasing water depth to accommodate larger
vessels at Westhaven Marina.

Performance measure
Deliver initiatives to make the

waterfront dynamic, well-connected
and safe
Number of annual visitors to the

waterfront
Manage assets and services in a

way that attracts investment and
optimises financial returns
Actual
2012/2013
792,000
Annual Plan
target
2013/2014
Maintain or
improve
Annual Plan
target
2014/2015
874,000
Hectares of public open space on the

waterfront
17.2
18.0
18.0
Percentage of annual waterfront

public works programmes achieved
on time and within budget
93%
100%
100%
Number of employees working in

Wynyard Quarter area
4,660
5,020
6,120
Return on investment (ROI) on

commercial waterfront activities and
marinas
3.58%
8%
8%
Note to table:
45

$000
Expenditure
Capital
expenditure
Total
Waterfront commercial initiatives
18,077
11,492
6,585
903
Waterfront marina operations
14,238
16,277
(2,039)
16,607
Waterfront public initiatives
16,405
1,086
15,319
25,053
Total
48,720
28,855
19,865
42,563
46


Through its built and natural environment activities, the council aims to protect and enhance Aucklands natural
environment through monitoring our air, land and water quality, promoting urban design, conserving our historic
places and regulating a number of associated activities.

Community
outcome
Group of
activities
Environment
and heritage
protection
Local built and

natural
environment
Regulation
The council is committed to minimising adverse effects of development on the environment in delivering a green
and beautiful Auckland that is loved by its people. To deliver on these outcomes, the council is:
Identifying and protecting further historic heritage places and enabling communities to be better placed to
appreciate Aucklands heritage
Working with the community in educating responsible dog ownership and safety around animals, safe food
handling for food premise operators, strong visibility and monitoring around the sale and supply of alcohol
and ensuring Auckland's new buildings are safe and fit for purpose
Developing a Natural Hazards Risk Management Strategy for managing any natural hazards and resulting
impact on our communities.

The Auckland Design Manual (ADM) - work with mana whenua to further develop the ADM as a guide to
achieving quality design outcomes in all development. The first release includes draft Te Aranga Mori
design principles, which provide a clear process for positively engaging with mana whenua and shaping a
built environment that fully acknowledges the citys cultural identity. Further modules will be added to the
ADM over 2014/2015.
Sea Change - the Hauraki Gulf Marine Spatial Plan project which has been initiated to help secure healthy,
productive and sustainable use of resources. The project is led by a partnership between mana whenua and
government agencies and the plan will be developed through a collaborative stakeholder process.
Protecting and enhancing Aucklands water bodies is the key driver behind implementing the Governments
policy on freshwater.
Implementation of the Mori engagement framework for pollution response on foreshores supporting Mori
outcomes through Te Tiriti o Waitangi (Treaty).
Identifying and protecting waahi tapu places and sites of cultural significance, in collaboration with mana
whenua, ensures the council is well placed to support Mori outcomes.
47

Group of activities: Environment and heritage protection
Group of activities: Environment and heritage

protection
The activities in this group contribute to ensuring our unique natural and built environments are protected and
preserved for generations to come. Retaining character and protecting the natural environment are central both
to the region and to the identity of individual communities and contribute to our sense of belonging and wellbeing. Effective management and maintenance of these assets contribute to Aucklands economic prosperity
through activities such as tourism, and ensuring it is a great place to live and work.
We plan, guide, regulate and support the protection of our environment and heritage; and using urban design
principles, we help manage urban growth and ensure we have continuous improvements in Aucklands overall
liveability.
Air, land and water monitoring and management - reducing emissions from home heating, transport and
industry. Rehabilitating landfills and managing pervasive sediment problems. Providing strategic direction to
Watercare, covering water services, and development of a regional water strategy.
Urban design - promoting urban design to help achieve high-quality, well-planned and sustainable
environments. By providing specialist advice to transformational public and private developments, education
and advocacy to promote the value of high-quality urban design, and opportunities for engagement.
Cultural and built heritage protection - managing, protecting and conserving Auckland's historic heritage
through research, providing expert advice, supporting heritage policies and projects, incentivising best
practice, community involvement, and on-going conservation programmes at regional parks.
Natural heritage protection and biosecurity - minimising harm to indigenous biodiversity, water quality,
soil resources, recreation, human health, trade, primary production and Mori cultural values and protection
of geological unique features such as volcanic cones, and preservation of unique Gulf Islands ecosystem.
Environmental strategy, policies and programmes - protecting, restoring and enhancing Auckland's
physical and natural environment through use of non-regulatory tools, such as community partnerships,
resources, funding, advice and leadership.

Pursuing the development of a marine spatial plan for the Hauraki Gulf Marine Park to find ways to address
existing problems to safeguard the Gulfs health and to sustainably manage activities.
Implementing the Auckland Biodiversity Strategy that was adopted in July 2012. This includes:
o
Managing threatened ecosystems, working with iwi to restore and enhance ecosystems and ongoing monitoring, reporting and reviewing of the Biodiversity Strategy.
Review of the Regional Pest Management Plan under the reformed provisions of the Biosecurity Act
to provide a strategic and statutory basis for pest management in Auckland through to 2024. The
review involves consultation with affected parties including iwi.
The Low Carbon Auckland Action Plan is planned to be adopted by the end of June 2014. In the 2014/2015
year the focus will be on implementation of the plan.
The Environmental Strategic Action Plan will provide a well governed, coordinated and strategically
prioritised set of actions to deliver improved environmental outcomes for the Auckland region. It will provide
a road map for work to be completed over the next five years, to deliver on one of the key transformational
shifts in the Auckland Plan which is a strong commitment to environmental action and green growth.
The Built Heritage Protection Fund will provide $8.7 million this year to buy properties that have significant
heritage value or features. The council will also be developing a policy to incentivise the protection and
restoration of natural and historic heritage.
Closed landfill remediation on priority sites ($1.4 million) and reactive closed landfill remediation ($0.7
million) to manage contaminated land.
48


Performance measure
Annual Plan
target
2013/2014
0
Annual Plan
target
2014/2015
0
100%
96%
97%
Monitor and protect freshwater

Proportion of stream samples that
ecosystems to maintain water quality exceed red alert level for stock
and biodiversity
watering
17%
Less than
12.5%
Less than
12.5%
Protect the natural character of the

coast from inappropriate
(4)
development
Perception of good balance between

built areas and natural environment
on the coastline
73%
70%
70%
Percentage of environmentally
significant catchments with
catchment management plans
(CMPs)
6%
10%
15%
93%
92%
92%
23,927
22,000
22,000
Number of schools registered for

Enviroschools programme
176
160
160
Reduction in emission of air pollutant

PM10 (Kg)
1610
1400
2100
Not reported
Maintain or
improve
5%
17.7%
Maintain or
improve
29%
73,300
60,000
62,000
Proportion of the region where

possum populations are maintained
under five per cent (residual trap
catch index)
47%
Maintain or
improve
50%
Percentage of Kauri dieback spread

on closed tracks in the Waitkere
Ranges
0%
Less than 10% Less than 10%

increase
increase
Percentage of Kauri dieback spread

on open tracks in the Waitkere
Ranges
25%
Establish target
Monitor and report on the quality and Number of sites exceeding regional
2
health of the regions air
air quality targets for NO
Number of sites exceeding regional
air quality targets for PM2.5 (particles
less than 2.5 microns in size)
Manage land use and development
to safeguard the region's
environment, productivity and
economic value of soil
Percentage of landfill aftercare

resource consents achieving
category 1 or 2 compliance
Provide safe access to beaches and Proportion of time bathing beaches

coastal areas for recreation
are suitable for contact recreation
Provide funding, support, and
environmental education to schools
and communities
Protect and enhance indigenous

biodiversity and natural heritage
resources
Number of students participating in

the Learning Through Experience
programme
Number of hectares of new habitat

established on regional parks
Percentage of indigenous
ecosystems under active
management
Percentage of threatened species
under active management
Reduce the impact of pest animals, Number of hectares under

plants, and pathogens on the natural community pest control
environment
49
Actual
2012/2013
Reduce

Performance measure
Actual
2012/2013
Provide support to protect and

conserve the region's historic
heritage
Number of historic heritage

resources formally protected in
council regional and district plans
and/or the unitary plan
2239
Annual Plan
target
2013/2014
2,240
Annual Plan
target
2014/2015
2600
Number of sites of Mori significance

including waahi tapu formally
protected or scheduled in council
regional and district plans or the
unitary plan
45
Maintain or
improve
61
Number of sites and places of value

to mana whenua formally protected
and scheduled in council regional
and district plans or the unitary plan
New measure
New measure
3600
Note to table:
$000
Air, land and water monitoring and management
Cultural and built heritage protection
Environmental strategy and policy
Natural heritage protection and biosecurity
Urban design management
Expenditure
Capital
expenditure
Total
13,683
1,974
11,709
4,085
8,269
8,264
8,727
1,330
1,330
21,512
537
20,975
4,450
21
4,429
Total
49,244
2,537
46,707
12,812
50

Group of activities: Local built and natural environment
Group of activities: Local built and natural

environment
The activities in this group contribute to ensuring our local natural and built environments are protected and
preserved for generations to come. This is achieved through wetland and habitat restoration, species
management, native planting, support for the appropriate use and re-use of heritage sites and items, funding to
help maintain a scheduled heritage site and providing free public information on heritage and related issues.
Local boards support a range of initiatives to restore significant environments and waterways through
participating in environmental programmes and partnering with trusts and volunteers; making decisions on local
stormwater quality projects and negotiating variations to region-wide service levels for services such as refuse
and recycling.

Continue working with communities to improve the health of five streams in Waitkere through Project Twin
Streams. This year $900,000 will be used to fund riparian restoration (using eco-sourced native plants),
creative arts projects, weed control and project co-ordination by community organisations. Plans for future
maintenance and enhancement will also be developed.
Continuing to work closely with Iwi and a range of agencies to improve the water quality and sustainable
management of the Manukau Harbour.
On-going ecological restoration projects.
Working closely with heritage groups to document, celebrate and preserve Aucklands cultural heritage.
Enhancing biosecurity and pest management programmes on Great Barrier Island.

Performance measure
Actual
2012/2013
Provide leadership and support to

protect and conserve the region's
natural environment and cultural
heritage
Number of environmental
programmes led or supported
69
Number of environmental
programmes with Mori participation
21
Annual Plan
target
2013/2014
Maintain or
improve
Annual Plan
target
2014/2015
69
Maintain or
improve
21
$000
Expenditure
Capital
expenditure
Total
Local environment and heritage protection
3,243
3,243
1,143
Total
3,243
3,243
1,143
51

Group of activities: Regulation

The activities in this group have a large impact on everyday life in communities across Auckland by providing
strong public health and safety guidelines for activities ranging from land use and subdivision consents to
environmental health, animal management and bylaw enforcement.
Building consents - processing building consent applications, compliance inspections and code
compliance certificates (CCCs), domestic swimming pool fence monitoring and implementation of the
earthquake-prone building policy.
Land and property information - providing Land Information Memorandum (LIM) reports and other
property-related information to ensure community access to high-quality land and property information to
enable people to make informed decisions about the land and property they purchase.
Resource consents - processing resource consents and engineering approvals, providing planning
information to the community, and monitoring and enforcing resource consents.
Environmental health and licensing - monitoring and enforcement of bylaws throughout the region.
Ensuring health, food and liquor standards are maintained by licensing for businesses in industries where
their activity has an impact on public health. Managing noise levels in the urban environment.
Animal management - informing, educating, monitoring and ensuring compliance to encourage responsible
dog ownership, which is essential for public safety and animal welfare.
Marine safety - patrolling harbours, responding to marine oil spills and developing regulations and bylaws,
for mooring.
Weathertightness - managing issues and claims relating to building weather tightness.

Continuing with the Integrated Bylaws Review and Implementation Programme that will rationalise the
number of bylaws, reduce duplication and provide greater consistency across the region. This programme is
supported by process and system changes to implement new standardised bylaws across the region.
Standardising the delivery of animal management (including dog control) services across the region through
direct council management and implementation of consistent dog policies and operational practices.
Operational delivery of the new alcohol licensing regime introduced with the passing of the Sale and Supply
of Alcohol Act 2012.
Meeting the consenting demands arising from the Special Housing Area applications and increase in
general housing development.
52


Performance measure
64%
Annual Plan
target
2013/2014
60%
Annual Plan
target
2014/2015
60%
96%
100%
100%
Achieve and maintain BCA

accreditation by meeting standards
under the Building Act 2004
Maintain
Maintain
Maintain
Percentage operating cost recovery

from user charges for building
consents activity
101%
90%
90%
48%
55%
50%
95.5%
100%
100%
Percentage of notified resource

consent applications processed
within 70 days
78%
100%
100%
Percentage of air, land, coastal and

water consents with category 1 (full
compliance) or 2 (minor noncompliance)
94%
90%
90%
Percentage of operating cost

recovery from user charges for
resource consents activity
61%
60%
60%
100%
100%
Deliver a customer focused building Percentage of customers satisfied

consents and compliance monitoring with the overall quality of building
service that meets statutory
control service delivery
requirements
Percentage of building consent
applications processed within 20
working days
Process and monitor resource

Percentage of customers satisfied
consents and engineering approvals with the overall quality of resource
across the region on time and within consents service delivery
statutory requirements
Percentage of non-notified resource
consent applications processed
within 20 days
Actual
2012/2013
New measure
Percentage of requests by iwi for
applications identified in the consents
received report that are relevant and
within their area of interest and are
responded to within three days
Provide effective response services Percentage of environmental
for environmental pollution incidents pollution incidents responded to
within 24 hours
100%
100%
100%
Respond effectively and fairly to

Percentage of noise complaints
excessive noise related incidents and responded to within 30 minutes of
complaints
first report
84%
80%
80%
Protect public health in the areas of

food premises and sale of liquor
licensing

with the food and liquor licensing
service
77%
83%
85%
Percentage of liquor licensed

premises inspected at least once
annually
97%
80%
90%
Percentage of registered food

premises that are grading inspected
at least once annually
123%
97%
98%
Percentage of all identified noncomplying (D or E Grade) food

premises re-inspected within one
month.
90%
80%
85%

from user charges for environmental
health and licensing activity
37%
45%
45%
53

Performance measure
Actual
2012/2013
60%
Annual Plan
target
2013/2014
70%
Annual Plan
target
2014/2015
Greater than
78%
Provide high quality dog and stock

control services to the people of the
region

with animal management service
Percentage of urgent animal
management complaints responded
to within one hour (dog attacks etc.)
99%
80%
80%

from user charges for animal
management activity
61%
60%
60%
47%
70%
70%
Percentage of significant risks

assessed and successfully mitigated
(no incidents)
100%
100%
100%
Ensure weathertightness claims are Percentage of settled

settled fairly, cost-effectively and are weathertightness claims that met
legally compliant
financial delegations and information
and legal requirements
100%
100%
100%
Maintain navigational safety, respond Percentage of harbour users and

to marine oil spills, and manage
stakeholders satisfied with harbour
moorings
management
Note to table:
$000
Expenditure
Capital
expenditure
Total
Animal management
15,167
9,405
5,762
92
Building consents
60,359
55,702
4,657
Environmental health and licensing
29,586
9,589
19,996
457
8,258
8,258
Land and property information

Marine safety
Resource consents
Weathertightness
Total
1,836
1,072
764
309
73,469
46,241
27,228
12,567
12,567
201,242
130,267
70,975
858
54

Solid waste theme
Solid waste theme

The council is on the first steps of a transformational journey towards a Zero Waste Auckland 2040. With the
support of the community, iwi/Maori and business the concept of waste will eventually become obsolete and
resource recovery and resource efficiency will be our key focus.

Community
outcome
Group of
activities
Waste and
recycling
services
Solid waste activities contribute to the Auckland Plan by:
Starting the development of model resource recovery facilities to engage and encourage communities to
recover more material and grow jobs.
Helping households to reduce their waste by new services, such as the new organic service, larger
recycling bins, and education in preparation for disposer pays for refuse.
Using creative means to engage communities in rethinking their waste practices.
Strengthening the connections between communities by starting to develop community recycling hubs
around reducing recycling and recovery.
Enabling Auckland to be more resilient and prosperous by wiser use of resources and reducing carbon
emissions from wasted material.
Advocating for manufacturers to take full responsibility for disposing of or recycling products at the end of
their lifecycle, and for industry to have the same obligation to minimise waste as local authorities.
Contributing to a quality environment and tackling climate change by improving resource efficiency and
reducing illegal dumping and litter.

The Waste Minimisation and Innovation Fund (WMIF) this fund is open to mana whenua and Iwi/Mori
organisations and supports projects that reduce and minimise the amount of waste going to landfill.
Planned initiatives in 2014/2015 to implement the Waste Management and Minimisation Plan are consistent
with Mori views - minimising environmental impact, providing low-impact solutions, promoting sustainable
management of natural resources and providing services that meet community needs.
We recognise mana whenua responsibilities as kaitiaki and aim to ensure concerns are addressed where
possible in the management of solid waste.
55

Solid waste theme
Group of activities: Waste and recycling services

The activities in this group aim to help communities start reducing their waste and prepare for the long-term
journey towards Zero Waste. This will be achieved by making it easier for households and businesses to reuse
and recycle through changes to services, education programmes and innovations before the introduction of
disposer pays across the region for their residual waste.
Recycling - providing kerbside recyclables collection services, drop-off points for recyclables in rural and
other areas, and some public place recycling bins. Promoting waste minimisation and recycling through
community engagement, composting advice and education to communities and schools.
Waste collection and disposal - providing refuse collection and disposal services, including inorganic
waste collection and hazardous waste drop-off and disposal services. Managing illegal dumping and
enforcement service. Operating a small number of transfer stations, a small landfill, processing abandoned
vehicles, and servicing of public place litter and recycling bins.

Operating grants scheme to seed fund community and business waste minimisation initiatives to reduce
waste and encourage effective waste management ($500,000).
Continuation of pilots and trials for new services which will be rolled out from 2015 onwards. These include
disposer pays charging for refuse and the introduction of kerbside organics collections.
Initiate the procurement process for delivery of the new services.
Community engagement to raise awareness of the upcoming changes.
56

Solid Waste theme

Performance measure
Actual
2012/2013
99.9%
Annual Plan
target
2013/2014
99.5%
Annual Plan
target
2014/2015
99.5%
Provide reliable household waste

collection and disposal services
Percentage of waste collections

completed on time
Provide reliable waste recycling

services
Percentage of waste recycling

collections completed on time
99.9%
99.0%
99.0%
Percentage of material (refuse and

recycling) collected in domestic
kerbside collections that is recycled
40%
40%
40%
Domestic kerbside refuse per capita

(kg)
149.9
Less than or
equal to 160
Less than or
equal to 150
Note to table:
$000
Recycling
Capital
expenditure
Expenditure
Total
25,016
0
25,016
14,642
Waste collection and disposal

Total
57
87,120
27,648
59,472
4,585
112,136
27,648
84,488
19,227
Part II: Our activities and financial information


Through its stormwater and flood protection activities the council manages and operates stormwater
infrastructure (including treatment facilities) to minimise the impact of stormwater going into our streams,
beaches, harbours and surrounding habitats. As Auckland grows, we want to protect, restore and enhance our
natural environment, including improving our biodiversity, air quality, land, waters and seas.

Community
outcome
Group of
activities
Stormwater
management
Flood
protection and
control
The key outcomes that these activities contribute to are a fair, safe and healthy Auckland, a green and beautiful
Auckland that is loved by its people, and a prosperous Auckland.
Improving Aucklands stormwater network is a part of our commitment to quality infrastructure needed to reach
the outcome of a green Auckland with waterways and coastline that are healthier and full of life. This is done by
ensuring that stormwater flows are managed cost-effectively, reducing any adverse impacts on public health
and safety, the environment, public and private property, and the economy and by minimising the potential for
damage to both our natural and built environments and disruption in basic services should flood events happen.

The Portland Road Daylighting/Wetland project and the Te Auaunga (Oakley Creek) restoration project.
These projects support Mori outcomes by incorporating Mori knowledge and ensuring that feedback
raised by iwi are addressed where possible in public storm water system management.
Working with mana whenua to deliver iwi based projects in priority catchments to improve water quality,
stormwater and stream restoration via the Sustainable Catchments Programme.
As kaitiaki, water holds special value and obligations for Mori. We recognise these responsibilities and want to
ensure concerns are addressed where possible in the management of the public stormwater system.
We will endeavour to use sustainable design principles and treat stormwater prior to discharge and manage
floodwaters so that what returns into the ecosystem is in a clean state does not damage Mori relationships
with, and use of, that resource.
58

Group of activities: Stormwater management

The activities in this group contribute to the management of stormwater throughout Auckland to minimise and
mitigate the adverse effects of heavy rainfall. This requires infrastructure including pipes, manholes and catch
pits, open channels, quality devices, inlets and outlets.
Stormwater operations and maintenance - operating and maintaining the public stormwater network to
provide a rapid response to stormwater problems, Civil Defence and Emergency Management stormwater
incident response, and manage public health and safety associated with the network.
Stormwater catchment - renewing and acquiring network discharge consents, providing guidelines and
standards for treatment devices, including removal of sediments and litter, together with the provision of
Regional Catchment Management Plans.
Network planning - managing the network from planning through to construction under the Stormwater
Asset Management Plan and ensures new developments have their stormwater impacts adequately
managed.

To mitigate the erosion of streams and foreshore areas and to improve the stormwater quality we are:
o
Undertaking Stage 2 of the Wattle Farm project in Manurewa
Commencing the Madills Farm project (Orkei), the Stanmore Road to Fife Street project
(Waitemat) and the Karaka/Dominion project (Devonport-Takapuna)
To support growth throughout the region council is further investing in:

o
Sheehan Avenue and Kelvin Road pipe works in Papakura, and Ranfurly Road project in tara
(stages 5 6)
Assisting the Housing Project Office to investigate and design stormwater infrastructure projects
within the Special Housing Areas. To achieve this, a Special Housing Design Group has been set
up that will focus on this key priority.
59


Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
Greater than
50%
Annual Plan
target
2014/2015
Greater than
50%
Mitigate the risks of flooding by

constructing and maintaining reliable,
effective, sustainable and future proofed
stormwater systems and networks and
manage the detrimental effects of
stormwater on the environment
Percentage of customers
satisfied with stormwater
management
55%
Percentage of mana whenua

satisfied with stormwater
management
0%
Maintain or
improve
10%
Number of blockages in the

stormwater network per 100km
6.96
Less than 20
Less than 20
Percentage of urgent
stormwater requests responded
to within two hours
93%
Greater than
85%
Greater than
90%
Percentage of non-urgent
stormwater service requests
responded to within three days
99%
Greater than
80%
Greater than
85%
Percentage of manhole popping

requests attended to and made
safe within two hours
93%
100%
100%
Percentage stormwater consent

conditions with no justified
abatement notices or
enforcement proceedings
100%
100%
100%
Note to table:
$000
Network planning
Stormwater catchment
Expenditure
Capital
expenditure
8,249
Total
8,249
35,542
8,771
8,771
17,445
97,244
97,244
22,330
Total
114,264
114,264
75,317
60
Stormwater operations and maintenance

Group of activities: Flood protection and control
Group of activities: Flood protection and control

Through this group of activities the council services and minimises flooding across the region by protecting
flood-prone buildings and environments, responding to flooding incidents, and improving the design of
stormwater infrastructure.

Addressing and managing flooding in areas of Auckland through the Flood Alleviation Programme including:
o
Continuing with the Mead Street project (Whau)
Installing the Fred Thomas Overland Flowpath and commencing the Takapuna Beach Outfalls
project (Devonport-Takapuna).

Performance measure
Actual
2012/2013
Plan and develop stormwater

Reduction of habitable floors that are
infrastructure and improve design to below the 100 year flood plain
help alleviate flooding
Percentage of catchments with
accurate flood hazard mapping
completed
53
Annual Plan
target
2013/2014
30
Annual Plan
target
2014/2015
30
22%
25%
30%
$000
Expenditure
Capital
expenditure
Total
Flood protection and control services
5,587
5,587
16,002
Total
5,587
5,587
16,002
61


Through its water supply and wastewater activities, the councils CCO, Watercare, provides Aucklanders with
high-quality drinking water and provides a network to collect and treat wastewater before being discharged into
the receiving environment.

Community
outcome
Group of
activities
Water supply
Wastewater
Access to safe and reliable drinking water and the collection, treatment and disposal of wastewater is an
essential part of a healthy, green and connected Auckland. Strict procedures are in place to check that the
highest-quality drinking water is maintained at every stage of its journey to the customers taps.
Effective treatment of wastewater is very important to safeguard human health and to protect our harbours and
waterways. Watercare maintains its infrastructure to improve wastewater collection, reduce overflows, and
ensure wastewater is treated to a standard that protects public health, and the local environment.
Key projects for Mori outcomes

Mana Whenua Kaitiaki Forum: Watercare has a statutory obligation to recognise and provide for the
relationship of Mori and their culture and traditions with their ancestral lands, water, sites Waahitapu and
other Taonga when building and maintaining its infrastructure.
To facilitate these obligations Watercare has engaged with Mana Whenua to establish the Mana Whenua
Forum. Through the Forum which comprises representatives from 13 of the 19 Mana Whenua from
throughout Tmaki Makaurau Watercare is able to seek iwi support and advice about important areas of
its business. The Forum meets quarterly and is currently chaired by Tame TeRangi.
62

Group of activities: Water supply

These activities supply Auckland with around 330 million litres of safe drinking water from 29 sources through a
distribution network of over 8900 kilometres of pipes.

Progressing the installation of the Hunua 4 bulk water main to increase the security of Aucklands water
supply ($58.6 million).
Water treatment plant improvement ($23.2 million) through

o
Upgrading the Huia water treatment plant
Planning and consenting for the North Harbour 2 watermain to support growth and security of supply
for the North Shore
Expansion of the Waikato Water Treatment Plant to 150 million litres per day to increase the security
of Aucklands water supply.

Level of service
statement
Performance measure
Actual
2012/2013
Annual Plan Annual Plan

target
target
2013/2014
2014/2015
80%
Greater than or
equal to 80%
Provide uninterrupted
access to safe, clean and
drinkable water
Percentage of customers surveyed satisfied

with Watercares delivery of water and
wastewater services
81.4%
Percentage compliance with MoH drinking

water standards for graded plants (excluding
minor or technical non-compliance)
100%
100%
100%
Number of unplanned water interruptions per

1,000 connected properties
7.7
Less than 10
Less than 10
Percentage of metropolitan water treatment

plants achieving Grade A
100%
100%
100%
Percentage of metropolitan water supply

reticulation achieving Grade a
100%
100%
100%
Percentage of non-metropolitan water

treatment plants achieving Grade A
100%
45%
50%
Percentage of non-metropolitan water supply

reticulation achieving Grade a
83%
25%
50%
Percentage of unplanned water shut downs

restored within five hours
96.7%
Number of water quality complaints (taste,

odour, appearance) per 1,000 water supply
connections
4.6
Less than 5
Less than 5
Percentage of complaints being resolved and

closed within 10 working days
97.2%
95%
95%
Percentage of annual potable water network

losses measured as total network volume
14.8%
14%
13%
Greater than or Greater than or

equal to 95% equal to 95%
Note to table:
63

$000
Expenditure
Capital
expenditure
Total
Water supply services
186,944
176,578
10,366
175,861
Total
186,944
176,578
10,366
175,861
64

Group of activities: Wastewater
Group of activities: Wastewater

These activities provide collection, treatment and disposal of wastewater for Aucklands homes and businesses
in a way that is safe, economical, sustainable and responsive to customer needs.

Detailed design of the Central Interceptor to cater for growth and reduce wastewater overflows to the
Waitemat Harbour.
Protecting the Manukau Harbour by upgrading the biological nutrient removal at Mngere Wastewater
Treatment Plant.
Upgrading the Army Bay outfall.
Planning and consenting for the Northern Interceptor, a project which will allow wastewater flows to be
diverted from the Northern Strategic Growth Area (NORSGA) and the Kumeu, Huapai and Riverhead areas
to the Rosedale Wastewater Treatment Plant.

Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
Less than 10
Annual Plan
target
2014/2015
Less than 10
Provide reliable wastewater services Number of sewer bursts and chokes

and manage discharges to maintain per 1,000 properties
or improve the health of the
environment
6.8
Number of dry weather sewer

overflows per 100 km of wastewater
pipe length per year
2.7
Less than or
equal to 5
Less than or
equal to 5
Percentage of wastewater
discharged that is compliant with
consent discharge requirements
(excluding minor or technical noncompliance) for metropolitan areas
100%
100%
100%
Percentage of wastewater
discharged that is compliant with
consent discharge requirements
(excluding minor or technical noncompliance) for non-metropolitan
areas
60%
35%
35%
$000
Expenditure
Capital
expenditure
Total
Wastewater treatment and disposal
319,845
316,721
3,124
169,481
Total
319,845
316,721
3,124
169,481
65

Transport theme
Transport theme
Through its transport activities the council, through its CCO, Auckland Transport, aims to provide an effective,
efficient and safe transport network by connecting people and places with easy, affordable access to safe and
sustainable transport choices.
Auckland Transport works closely with the New Zealand Transport Agency (NZTA), Kiwi Rail, Ports of Auckland
and Auckland Airport to provide an integrated transport system.

Community
outcome
Group of
activities
Public
transport and
travel demand
management
Roads and
footpaths
Parking and
enforcement
The Auckland Plan identifies the transport system as crucial to achieving the vision of Auckland as the worlds
most liveable city. It recognises the need for significant improvements to the transport system so that it works
well for business, residents and visitors, supports Aucklands development, and contributes to the health and
safety of its people and character of its places.
The transport activities respond to these challenges by adopting a One System approach, which provides for
an integrated programme of infrastructure and operations. This approach will contribute to the Auckland Plan
through the following:
better use of transport resources to maximise return on existing assets.
moving people and goods efficiently across Aucklands transport network.
increased access to a wider range of transport choices.
improved safety of Aucklands transport system.
reduced adverse environmental effects from Aucklands transport system.
Aucklands transport network effectively connecting communities and provides for Aucklands compact
urban form.
66

Transport theme
Key projects for Mori outcomes

Engagement with Mana Whenua (iwi) authorities and Mataawaka organisations in planning improvements in the
public transport system is expected to improve connectivity to services, culture, and wider places significant to
Mori.
Auckland Transports Mori Engagement Framework enables project level engagement and consultation from
the inception of projects, plans and programmes, through to completion. In developing its partnership with Mori
through engagement, Auckland Transport recognises and provides for Mori cultural values and aspirations.
Protocols for engagement with Mori will be captured in Auckland Transports project management practices,
including:
The establishment of direct relationships with the 19 iwi authorities with Mana Whenua status across the
Auckland region.
Maintaining a relationship with the Independent Mori Statutory Board.
Approaching engagement with Mori as a partnership, with an emphasis on building relationships beyond a
specific project or programme.
Contributing to Mori-focused outcomes identified in the Long-term Plan 2012-2022.
67

Transport theme
Group of activities: Public transport and travel demand management
Group of activities: Public transport and travel

demand management
The activities in this group contribute to providing a simpler, more frequent and more connected public transport
system of bus, rail and ferry services. This is being achieved through the introduction of integrated ticketing and
fares, new trains and buses, a redesign of the public transport route network, and the introduction of higher
frequency and more reliable services.
This group of activities also includes travel demand management to focus on travel choice and reduce
congestion by:
giving priority to walking, cycling and public transport
projects that make more efficient use of existing and future roading infrastructure projects that will increase
public transport use, therefore increasing return on investments
working with communities to deliver road safety education, travel planning, walking and cycling.
Rail - providing rail passenger services and supporting infrastructure that provide access to key centres.
Ferry - providing ferry passenger services and supporting infrastructure to provide access to harbour and
gulf island communities.
Bus - providing bus services and supporting infrastructure to provide accessibility.
Multi-modal (transport hub) - providing multi-modal (transport hub) services to support the public transport
network.
Travel demand management - working with communities to deliver road safety education, travel planning,
walking and cycling.

Rolling out of new electric trains. The council, through Auckland Transport, is funding the new trains ($146
million) and the upgrade of rail stations ($31 million) where necessary.
Progressing the City Rail Link project including protection of the route through designation and property
purchase. This will enable a doubling of passenger rail services by making Britomart a through station rather
than a terminating station ($193 million).
Implementing the first stage of implementation of the public transport network upgrade, providing for a
simpler, connected network with more frequent services throughout the day. The first stage involves
implementation of new bus services in south Auckland, and new bus-rail interchanges at thuhu and
Manukau.
Completing investigations to justify route protection for a future rapid transit link to the airport, as part of the
South-western Multi-modal Airport Rapid Transit (SMART) project.
Completion of the integrated fares system project, providing a new fare structure in Auckland, using the new
AT HOP smartcard.
New and improved school, community and business travel plans to provide greater transport choices to
more people.
68

Transport theme
Group of activities: Public transport and travel demand management

Performance measure
Actual
2012/2013
69,075
Annual Plan
target
2013/2014
79,090
Annual Plan
target
2014/2015
78,155
Aucklands public transport

services respond to demand and
result in increased patronage
Total passenger transport patronage

(1)
(000's)
Rapid Transit Network rail boardings
per annum (000's)
10,039
14,423
13,041
Rapid Transit Network busway

boardings per annum (000's)
2,279
2,618
2,588
Quality Transit Network and Local

Connector Network bus boardings per
annum (000's)
51,251
56,305
56,627
Ferry boardings per annum (000's)
5,506
5,744
5,899
Public transport subsidy per

passenger kilometre
$0.27
$0.27
$0.26
Public and customer safety and

security incidents across public
transport network per 100,000
passenger boardings
0.054
0.0925
0.090
Customers are satisfied with

public transport services
Percentage of public transport

passengers satisfied with their PT
service
85%
87%
87%
Effective infrastructure and

services for walking, cycling and
ride-sharing that help reduce the
number of single-occupancy car
trips
Morning peak (7-9 am) car trips

avoided through travel planning
initiatives
14,781
12,800
13,400
Number of walking trips into the CBD

in the morning peak
4,633
5,511
5,500
Number of cycling trips throughout the

(2)
region
122,201 (AM
peak)
835,446 (all
day)
97,200
142,200 (AM
peak) 958,000
(all day)
Notes:
1.
The targets have been reduced primarily in rail due to short term service disruptions from the rail electrification project.
2.
Measure and target changed to take account of new measurement approach. Total of morning peak cycle trips is recorded by
automatic counters at multiple locations in the region.
$000
Expenditure
Bus
159,665
101,535
Ferry
22,021
Management of travel demand
16,850
Multi-modal
Capital
expenditure
Total
58,130
21,489
12,703
9,318
8,387
4,891
11,959
69,209
19,699
49,510
4,677
Rail
257,861
107,145
150,716
377,133
Total
525,606
245,973
279,633
411,686
69

Transport theme
Group of activities: Roads and footpaths

The activities in this group contribute to our social and economic well-being by providing a properly connected
and well-maintained road and footpath network to ensure people and goods can move efficiently around
Auckland.
Roads - providing well maintained, safe and efficient roads and roading infrastructure including lighting and
road marking.
Footpaths - providing well maintained footpaths that encourage walking as an alternative transport choice and
enabling pedestrians to engage with, and experience, their environment.

Completing Phase 1 of AMETI (Auckland Manukau Eastern Transport Initiative), a major, multi-year project
for the Eastern Suburbs, which aims to give residents greater transport choices by improving public
transport, walking and cycling facilities, and reducing traffic congestion ($68 million).
Upgrade and widening of Albany Highway, with $22 million of investment planned during 2014/2015. This
includes the replacement and widening of Days Bridge, new peak hour transit lanes to reduce congestion,
off road cycle and pedestrian paths to promote walking and cycling, undergrounding power and
telecommunication lines, improvements to existing underground services, and landscaping, urban design
and stormwater treatments to enhance the road environment.
Upgrades to Dominion Road to improve bus speeds and reliability on this key transport network route.
Continuation of the major upgrade of Tiverton Road and Wolverton Streets. This will provide an improved
and safer experience for all users of this busy 2.2km stretch of arterial road between New Windsor and New
Lynn, while strengthening connectivity of the area and providing capacity for future transport demands.
Investigating an East-West link to enhance connectivity between SH1 and SH20 corridors in Manukau.
Subject to completion of land acquisition, commence widening of Te Atatu Road between Edmonton Road
and SH16.
Commence upgrade of the Quay St seawall to meet seismic design standards. The seawall is a critical
asset which supports Quay St and key underground services for the lower city centre.
70

Transport theme

Performance measure
Actual
2012/2013
Aucklands arterial road moves

people and goods effectively and
efficiently
Arterial road network productivity

(Percentage of road corridor
productivity maintained or improving
on key arterial routes)
(1)
55.40%

target
target
2013/2014
2014/2015
51% of the
52% of the
ideal achieved ideal achieved
Travel times along strategic freight

routes during the inter-peak (9am4pm)
Not achieved
on all routes
Maintain travel Maintain travel

times for 85th times for 85th
percentile on all percentile on all
nominated
nominated
freight routes freight routes
Percentage reduction in total fatal

and serious injuries on local road
(2)
network
7.30%
2.0% reduction 2.0% reduction
Customers are satisfied with the

quality of Aucklands roads

the quality of roads in the Auckland
region
46%
No less than
75%
No less than
75%
Customers are satisfied with the

quality of Aucklands footpaths

the quality of footpaths in their local
area
43%
No less than
75%
No less than
75%

the quality of footpaths in the
Auckland region
41%
No less than
75%
No less than
75%
Notes:
1.
Road Corridor Productivity is measured by # of vehicles X their average speed X average vehicle occupancy by lane. Based on
considerable research, Austroads (association of Australian and New Zealand road transport and traffic authorities) has issued
recommendations for measuring this, based on ideal arterial road conditions. Taking these recommendations into account, an AT
corridor productivity ideal has been set at: 38,000 person km, per hour, per lane (900 vehicles travelling at an average speed of 35kph
in one lane, with an average of 1.2 occupants).
2.
The figures for fatal and serious injuries on the local road network for each year are reported on a calendar year basis. The result is for
the previous calendar year.
$000
Expenditure
Footpaths
Capital
expenditure
Total
26,317
32
26,285
45,922
Roads
401,061
56,666
344,394
412,713
Total
427,378
56,698
370,680
458,635
71

Transport theme
Group of activities: Parking and enforcement
Group of activities: Parking and enforcement

The activities in this group contribute to the management of on-street parking and council-owned off-street
parking.
On-street parking and enforcement - balancing demand with the needs of road users, residents and
businesses using unrestricted, restricted and paid parking options.
Off-street parking business - providing and managing off-street parking facilities (including parking buildings).
Managing Park and Ride facilities which encourage the use of public transport.

Replacing current pay and display machines with on-street paid parking machines, parking sensor and
mobile applications.
Implementing demand responsive pricing.

Performance measure
Actual
2012/2013
Off-street car-parking meets

customer demand
Off-street parking occupancy rates
On-street parking facilities meet

customer demand
On street parking occupancy rates
(1)
(1)

target
target
2013/2014
2014/2015
57%
57%
66%
(all day)
(all day)
(all day)
78.1% (average New measure Within 80-90%
for July to
range
December
(4 hour peak)
2012)
(4 hour peak)
60%
60%
59%
(all day)
(all day)
(all day)
75.8% (average New measure Within 80-90%
for August and
range
November
(4 hour peak)
2012)
(4 hour peak)
Note:
1.
4-hour peak period is defined as the top 4 busiest hours of the day. These hours are not often coincidental and can vary depending on
contributing factors.
$000
Expenditure
Capital
expenditure
Total
Off-street parking business
25,993
28,672
(2,679)
3,071
On-street parking and enforcement
39,409
62,475
(23,066)
3,983
Total
65,402
91,147
(25,745)
7,054
72

Community theme
Community theme
Through its community activities the council leads and works in partnership with agencies and the community to
contribute to safe, healthy and inclusive communities by providing essential facilities and services such as
libraries, community services, cemeteries and emergency management. This assists people to get involved in
recreation, leisure, arts and cultural activities, heritage and supporting community volunteers and groups.

Community
outcome
Group of
activities
Cemeteries
and crematoria
Emergency
management
Regional
library services
Local library
services
Regional
community
services
Local
community
services
Community activities help to create a strong, inclusive and equitable society that ensures opportunity for all
Aucklanders. We contribute to quality of life by:
preserving our rich cultural heritage and ensuring that library information is easily accessible to all
partnering with community and ethnic groups to develop facilities, activities and events, and support
programmes to improve literacy and numeracy to help raise the regions skill levels and productivity and
prioritise children and young people
providing funding and grants to empower communities by building leadership, skills, capacity and resources
and provide opportunities for life-long learning
supporting community safety through our drug and alcohol harm, injury prevention and family violence
programmes, which is fundamental to a strong and inclusive Auckland
contributing to the Southern Initiative to help bring about transformational social, economic and physical
change that improves the quality of life and well-being of residents.
73

Community theme

Rangatahi Roopu - establish a rangatahi roopu who represents the voices of youth for iwi and mataawaka
as a way to foster whnau development.
National Marae - scoping is underway to build a national marae near Colin Dale Park in Manukau. This
marae will be fully accessible with an emphasis on meeting the needs of the disabled and vision-impaired
community.
Preserve and provide access to taonga and matauranga Mori (knowledge), including more digitised
content of interest for mana whenua and library programmes that support te reo Mori.
Formalise relationship and actively support Te Herenga Waka o Orewa Marae.
Support mana whenua and mataawaka aspirations to contribute to Aucklands future development through
initiatives including papakainga development for kaumatua (older people) and marae development.
Support iwi and other Mori social enterprise and social entrepreneurs through Haere Whakamua which will
focus on developing governance, financial control systems and business planning within a Mori and marae
based context. Haere Whakamua will support participant groups to unlock potential business opportunities
in both the public and private sector.
Develop and pilot a partnership approach to emergency management readiness and response with marae
in Auckland.
As kaitiaki (guardians) of taonga, libraries hold relationships with iwi, hap and whnau to support the
preservation and use of mtauranga Mori (knowledge), whakapapa (family history) and Mori research.
We work with a small number of kohanga reo and have Mori programmes that includes whakapapa
activities, wnanga(learning and specialist talks) and events to mark Matariki. Local libraries will look to
increase engagement with mana whenua and mataawaka.
74

Community theme
Group of activities: Cemeteries and crematoria
Group of activities: Cemeteries and crematoria

The activity of cemeteries and crematoria provides essential social and community services to maintain public
health and allow commemoration, cremation and burial of loved ones.

Upgrading and expanding regional cemeteries to provide burial facilities that meet Aucklanders needs
Waikumete cemetery new burial areas ($333,000).

Performance measure
Actual
2012/2013
Maintain cemeteries, memorial

gardens and records for families,
with the cemeteries and memorial
friends and visitors to remember their gardens overall
loved ones
Percentage of visitor service
standards achieved
Capacity of cemeteries and
crematoria to meet current and
projected demand (years)
79%
Annual Plan
target
2013/2014
85%
Annual Plan
target
2014/2015
90%
92%
85%
85%
Not measured
$000
Expenditure
Capital
expenditure
Total
Cemeteries and crematoria management
6,655
7,554
(899)
2,115
Total
6,655
7,554
(899)
2,115
75

Community theme
Group of activities: Emergency management

The activities in this group contribute to delivering emergency management of unanticipated natural and manmade events through our emergency management service. We have responsibility for civil defence emergency
management and rural fire readiness and response, ensuring the safety of our residents, the preservation of
property and the natural environment.
Emergency management and preparedness - ensuring effective response to, and recovery from, civil
defence emergencies through sound relationships, planning and exercising with the community and
stakeholders.
Rural fire services - operating and managing rural fire services, including all islands of the Gulf.
Resourcing and training volunteer fire fighters to reduce the likelihood and consequence of a bush fire.

Undertaking initiatives to ensure Aucklanders are well-prepared to respond to an emergency, and to

enhance rural fire readiness, are a key focus for Emergency Management.
Refurbishing fire tankers.
Continuing the refurbishment of rural fire stations.
Relocating and recalibrating remote automatic weather stations.
Updating public alerting systems ($188,000).

Ensure readiness to respond

Overall score achieved using the
effectively to emergency civil defence CDEM capability assessment tool
situations and hazards
70%
Annual Plan
target
2013/2014
80%
Provide education, support, and

training to develop a resilient
community
Percentage of community fully

prepared for an emergency
12%
15%
18%
Percentage of community prepared

at home for an emergency
21%
24%
27%
Number of local community

emergency management projects
completed
57
14
14
Percentage of incidents requesting

attendance by New Zealand Fire
Services responded to within 10
minutes
87%
85%
85%
Percentage of rural fire fighters who

meet national training standards
85%
92%
90%
Provide emergency management

and rural fire capability to manage
fire and emergencies quickly and
effectively
Performance measure
Actual
2012/2013
Note to table:
76
Annual Plan
target
2014/2015
80%

Community theme
$000
Expenditure
Emergency management and preparedness
5,085
Rural fire services

Total
77
Capital
expenditure
Total
159
4,926
274
2,033
28
2,005
817
7,118
187
6,931
1,091

Community theme
Group of activities: Regional library services
Group of activities: Regional library services

The activities in this group provide for a range of needs in our community ranging from access to books and
other material, delivery of digital services and library systems, access to research and leisure resources; and
literacy and learning programmes.
Regional and corporate library management - developing strategies and policies, including the need for
and location of new libraries, collection and library digital service policy and practice, service standards, and
library exhibitions, programmes and events.
Library collection management - ensuring access to learning, information and leisure resources.
Development and management of the heritage collection to help build on Auckland's cultural heritage.
Our local library activities are contained in the following section.

Planning for new libraries and managing upgrades to existing libraries.
Completing the upgrading of the library management system. This includes improvements in Libraries
Technology ($1.3 million), and implementation of the Millennium Library Management System ($1.1 million).
Renewing the library collection material ($13.1 million).

Performance measure
Actual
2012/2013
87%
Annual Plan
target
2013/2014
85%
Annual Plan
target
2014/2015
85%
Provide access to a wide range of

information relevant to community
learning needs

with content and condition of
collections
The number of lending and reference
collection items available per capita
2.3
2.7
2.8

with the services available on library
computers, including databases and
catalogues
74%
75%
80%
Number of collection items borrowed/

issued per capita
10.9
12
12
Number of new collection items

purchased annually per capita
0.33
0.30
0.30
Number of people in reading and

information skill programmes per
capita
0.30
0.29
0.30
Note to table:
$000
Expenditure
Capital
expenditure
Total
Library collection management
35,656
2,645
33,011
16,797
Regional and corporate library management
16,895
341
16,554
664
Total
52,551
2,986
49,565
17,461
78

Community theme
Group of activities: Local library services
Group of activities: Local library services

The activity of local library facilities and services contributes to the management and operation of local libraries,
including the development of approved new libraries and major library upgrades, as well as programmes and
events within local libraries.

Completing the construction of the following libraries:

o
Devonport library ($4.5 million)
thuhu Library ($2.8 million)
Waiheke library ($0.4 million)
Te Atatu library ($4.6 million).
Completing planning and/or commencing the construction of the following libraries:

o
Massey Westgate ($8.1 million)
Ormiston ($2.6 million)
Takanini ($2.4 million).

Performance measure
Actual
2012/2013
90%
Annual Plan
target
2013/2014
90%
Annual Plan
target
2014/2015
90%
Average number of library visits per

capita
8.8
10
10
Total library building floor space per

1,000 residents (m2)
41.5
35.2
40.3
Provide safe, welcoming, and

accessible library facilities for
with overall services provided by
customers to access library services libraries
Note to table:
$000
Expenditure
Capital
expenditure
Total
Local library facilities and services
57,999
842
57,157
29,444
Total
57,999
842
57,157
29,444
79

Community theme
Group of activities: Regional community services

The activities in this group contribute to community development and safety, influencing people's sense of
security and quality of life by providing safe public places, events and accessible facilities to enable Aucklanders
to gather, learn, share and connect.
Our 1500 housing units enable eligible older persons to live independently within their communities in quality
accommodation.
Community development policy - developing policy related to community safety and wellbeing, including
alcohol control, the commercial sex industry, gambling venues, community safety, community funding and
assistance, leases, partnerships and facilities.
Regional community development initiatives - providing initiatives that support the development of a
strong, inclusive and equitable society and ensuring opportunity for all Aucklanders. This includes Aucklandwide community funding and grants, and providing projects and regional initiatives of benefit to local
communities.
Regional community safety programmes - tailoring graffiti reduction, crime prevention and community
safety programmes. This includes safety patrolling, environmental design and car crime reduction, drug and
alcohol harm reduction, injury prevention and family violence prevention programmes.
Regional social housing - providing housing for eligible older persons, supporting them to be active,
healthy, safe and independent while staying close to friends and family. Management of services and
support for tenants, maintenance and monitoring of properties.
Our local community services activities are contained in the following section.

Completing of a programme of social housing refurbishment and renewal works to support low-income older
people to be active and independent within their communities ($1.4 million).
Design and development of Wilsher village.
Continued implementation and development of the multi sector I am Auckland Children and Young
Persons Strategic action plan.
Providing community funding programmes including the Youth Connections Programme. The Youth
Connections Programme is a joint initiative between Auckland Council, the Tindall Foundation, the Hugh
Green Foundation and Auckland Airport Community Trust to link school leavers with further education,
training and employment.
Delivering programmes that strengthen and connect communities, with a focus on youth, migrants and
those most in need; and to prevent and reduce violence, crime and injury, in delivering safer environments.
We will do this through the implementation of Thriving Communities action areas.
Implementing the regional Graffiti Vandalism Prevention Plan.
Development of the Local Alcohol Policy.
80

Community theme

Performance measure
Actual
2012/2013
Annual Plan
target
2013/2014
75%
Annual Plan
target
2014/2015
60%
Provide equitable and sustainable

community development policies,
resources and programmes that
support community wellbeing

with community development
programmes
43%
Percentage of Mori customers

satisfied with community
development programmes
50%
Maintain or
improve
60%
25
26
26

Citizens Advice Bureau services
86%
76%
80%
Number of community development

programmes that specifically relate to
Mori
Maintain or
improve
Improve community safety through Number of volunteers actively

delivery of programmes and
involved in community patrolling
initiatives with partner organisations
and the community
989
500
500
Percentage of all assets that are

graffiti free across the city
90%
85%
85%
99.7%
90%
90%
76%
85%
80%
94.3%
90%
95%
Number of community development

programmes provided
Percentage of graffiti removal

requests completed within 24 hours
of reporting
Provide accessible and affordable
Percentage of tenants satisfied with
housing to eligible people within the provision and management of
community
housing facilities for the elderly
Percentage occupancy rate of
housing facilities for the elderly
$000

Community development policy
Capital
expenditure
Expenditure
Income
Net
expenditure
Total
9,332
9,332
Regional community development initiatives
12,978
308
12,670
Regional community safety initiatives
11,952
1,484
10,468
4,162
6,478
(2,316)
38,178
38,424
8,270
30,154
38,178
Regional social housing

Total
81

Community theme
Group of activities: Local community services

The activities in this group help to strengthen communities and contribute to residents well-being by providing
local programmes and facilities, enabling people to connect, learn, interact and participate in their community.
Local community development initiatives - supporting a wide range of community place-based projects
and goals through community funding and grants, specific programmes, advice and information services,
and initiatives.
Local community facilities ensuring everyone can access safe and affordable spaces to pursue their
interests locally. Community facilities include community centres and houses, venues for hire and leased
space.
Local community safety initiatives providing community safety programmes, including Auckland-wide
graffiti eradication, graffiti vandalism enforcement and provision of CCTV systems.

Streamline online application process for community funding and grants.
Deliver a Local Board summit /Thriving Neighbourhoods event.
Nurture community gardening and local food initiatives.
Planning of a multi-use community facility in Flatbush ($2.1 million).
Town hall upgrade in Warkworth ($1.4 million).
Redevelop the Pioneer Womens and Ellen Melville Hall ($1.7 million).
For local community services projects and priorities in your area, please see Volume 2 of this document.

Performance measure
Actual
2012/2013
58%
Annual Plan
target
2013/2014
75%
Annual Plan
target
2014/2015
75%
Provide local community

development resources, funds and
programmes that build community
wellbeing
Percentage of community funding

applicants satisfied with information,
assistance and advice provided
Percentage of community
funding/grant recipients meeting
grant obligations
80%
95%
90%
89%
75%
80%
43%
50%
45%
Improve community safety through Percentage of respondents who

delivery of programmes and
perceive that their neighbourhood is
initiatives with partner organisations reasonably safe in the day time
and the community
85%
85%
85%
Percentage of respondents who

perceive that their neighbourhood is
reasonably safe at night time
42%
55%
55%
Provide community halls, centres

Percentage of users satisfied with
and houses that meet the
community centres and community
recreational and social needs of the houses
local community
Percentage of available time
community centres and halls are
used (actual hours used compared to
hours available)
82

Community theme
$000
Expenditure
Capital
expenditure
Total
Local community development initiatives
10,493
10,493
Local community facilities
21,171
2,568
18,603
11,840
Local community safety initiatives

Total
83
1,270
1,270
607
32,934
2,568
30,366
12,447


Through its lifestyle and culture activities the council provides a wide variety of services and facilities that give
Aucklanders and visitors the opportunity to enjoy high quality arts, culture and recreation. This ranges from the
provision of arts programmes and events and parks across the region to art galleries, museums and local
community facilities, in venues large and small.
We also invest in facilities to attract world-class events here, and partner with organisations on arts and
recreation opportunities for cultural expression and enjoyment.
How the activities in this theme contribute to the Auckland Plan

Community
outcome
Group of
activities
Regional arts,
culture and
events
services
Local arts,
culture and
events
services
Regional
events
facilities
Regional parks
services
Local parks
services
Regional
recreation
services
Local
recreation
services
Regional
collections and
amenities
Lifestyle and culture activities contribute to the outcomes of the Auckland Plan by:
valuing and fostering Aucklands cultural diversity, supporting our artists, creative sectors and cultural
institutions, and building healthy communities through offering more sporting and lifestyle opportunities for
everyone
developing skills and knowledge, supporting key sectors, generating tourism, creating employment and
innovation as well as enhancing cultural well-being
recognising and promoting the contribution of our natural heritage to urban character, quality, amenity and
sense of place. Protecting, enhancing and increasing Aucklands parks and reserves helps tackle climate
change and increases energy resilience.
84


Auckland Zoo has established an iwi reference group meeting four times a year to provide advice with
regard to planning and the delivery of civic ceremonies. The zoo is continuing to enhance the Mori
component of Te Wao Nui, a major New Zealand natural environment exhibition, enhancing the cultural
experience of domestic and international visitors.
On-going work with the Auckland Art Gallery Mori advisory group assists with the implementation of those
aspects of the gallerys strategic plan, and advises and supports the gallerys management team. It
advocates strongly for increased Mori programming and representation within exhibitions and collections.
Negotiations are underway between the Crown and Auckland iwi collective entities to settle outstanding
Treaty of Waitangi claims on the Auckland isthmus. Mt Smart is included in these negotiations with the
Tmaki Collective.
The EDGE engages with the Matariki Festival annually through public programmes, and has an on-going
relationship with Ngti Whtua o Orkei with regard to ceremonial activities. Programmes for Mori
focussed public performance across the region are under development.
Auckland Conventions is working with Ngti Whtua and Auckland Museum to develop Mori
welcome/pwhiri experiences as added value to conventions and event packages.
All RFA business will introduce bi-lingual signage and Mori design elements as part of scheduled
renewals.
85

Group of activities: Regional arts, culture and events services
Group of activities: Regional arts, culture and

events services
The activities in this group promote arts, culture and events, by supporting this sector through a range of
regional programmes that include public art and regional events, and regional facilities. These include initiatives
for the preservation and expression of Mori, Pasifika and ethnic cultures.
Arts, culture and events policy - providing policies that guide the delivery of arts, culture and events.
Regional arts and culture initiatives - facilitating and running regional arts and culture programmes,
public art projects, arts funding and grants, marketing and promotion of arts and cultural services and
projects.
Regional events - delivering, supporting and sponsoring a regional events programme that is exciting,
successful and caters to the breadth of Aucklands communities.
Our local arts, culture and events services activities are contained in the following section.

Delivering on Councils contribution to the Arts and Culture Strategic action Plan (adopted June 2014);
including a diverse and high quality programme of regional arts and culture activities at an estimated cost of
$800,000.
Delivering an enhanced programme of regional events, such as Polyfest, Auckland Festival of photography,
Atamira Mori in the city, and Music in Parks.
86

Group of activities: Regional arts, culture and events services

Performance measure
Actual
2012/2013
87%
Annual Plan
target
2013/2014
80%
Annual Plan
target
2014/2015
85%
Deliver, facilitate and fund diverse

and high quality arts and cultural
programmes and activities
Percentage of participants satisfied

with regional arts activities
Number of regional arts and cultural
activities delivered or funded by
(1)
council
1,822
5,000
1,000
Number of participants in arts and

cultural activities provided by council
per 1,000 residents
143
51
100
Number of public art partnerships
19
10
12
90%
85%
85%
36
73
36
2100
776
2100
8%
Maintain or
improve
11%
Deliver and facilitate regional events Percentage of attendees satisfied

targeted to attract regional, national with council delivered regional events
and international attendees
overall
Number of attendees at council
delivered regional events per 1,000
(2)
residents
Number of events permitted in
Auckland
Percentage of Mori participating in
council delivered regional events
Notes:
1.
Previous target of 5000 included activities delivered, locally and regionally, and current year target is based on regional only.
2.
This measure was previously reported as the total number of attendees. The 2012/2013 results was 55,120 and the target was
110,000.
Further explanation for the above measures and targets, where applicable, is included in the Long-term Plan 2012-2022.
$000
Expenditure
Arts, culture and events policy

Regional arts and culture initiatives
Regional events
Total
Capital
expenditure
Total
350
350
16,293
1,025
15,268
2,992
3,550
123
3,427
84
20,193
1,148
19,045
3,076
87

Group of activities: Local arts, culture and events services
Group of activities: Local arts, culture and events

services
The activities in this group facilitate and deliver a wide range of local arts and cultural activities, and community
events, working with local communities and customising them to support diversity, reflect local needs and foster
local talents and skills.
Local arts and culture facilities - managing and supporting local art centres, galleries and theatres and
working with local communities on initiatives that enrich the cultural life and vibrancy of local areas.
Local arts and culture initiatives - providing programmes and grants to integrate art and culture into
everyday lives and creating opportunities for local people to participate in the arts, and develop creative
skills and knowledge.
Local events - facilitating, delivering and sponsoring local events.

The construction of the Glen Innes Music and Arts Centre for youth is scheduled to be completed in 2014.
Once completed, the Centre will provide tailored programmes and experiences for young people in Glen
Innes.
Completing the $2.5 million redevelopment of the Uxbridge Arts Centre and providing the Howick
community with an excellent purpose built facility for arts and leisure activities while preserving the
character and history of Uxbridge for the future.
Commencing the construction of the Uxbridge Creative Arts Centre in Ormiston.

Performance measure
Actual
2012/2013
89%
Annual Plan
target
2013/2014
85%
Annual Plan
target
2014/2015
85%
Number of visits to local arts facilities

per 1,000 residents
939
420
811
Number of participants in local arts

activities per 1,000 residents
131
104
104
Percentage of participants satisfied

with local arts activities
87%
80%
85%
Deliver, facilitate and fund diverse

and high quality arts and cultural
programmes
Number of local arts and culture

activities that contribute to Mori
(1)
outcomes
370
Maintain or
improve
107
Deliver and facilitate events that

meet local community needs
Percentage of attendees satisfied

with council provided local events
overall
81%
80%
85%
Estimated number of attendees at

council delivered and funded local
events per 1,000 residents
347
171
347
Provide opportunities and facilities

Percentage of visitors satisfied with
for the community to experience and council delivered or funded arts
enjoy the arts
facilities
Note:
1.
This measure has changed since 2012/2013 to refer to activities delivered at a local level.
88

Group of activities: Local arts, culture and events services
$000
Expenditure
Capital
expenditure
Total
Local arts and culture facilities
9,513
1,336
8,177
3,521
Local arts and culture initiatives
4,382
4,382
274
Local events
Total
89
7,236
7,236
21,131
1,336
19,795
3,795

Group of activities: Regional events facilities

The activities in this group are delivered through our CCO, Regional Facilities Auckland and contribute to
providing high-quality performing arts, cultural, heritage, leisure, entertainment, sporting and conference
facilities that reinforce Aucklands national and international reputation as an exciting events destination. These
activities add vibrancy by giving Aucklanders and visitors the opportunity to attend events at world class venues.
Regional event facility and stadium support - supporting existing facilities and planning new or
developed facilities including North Harbour Stadium, North Shore Events Centre, Vodafone Events Centre
(formerly named the TelstraClear Pacific Events Centre), Bruce Mason Centre and The Trusts Stadium.
Stadium management - managing and developing Mt Smart and Western Springs stadiums.
The Edge event facilities management - managing and developing The Civic Theatre, Auckland Town
Hall, Aotea Square and Aotea Centre.
Viaduct Events Centre management - managing and developing the Viaduct Events Centre.

Planning the upgrade and improvement of the acoustics of the Town Hall precinct to enable sound isolation
between Aotea Square, the Great Hall and the Concert Chamber so the Town Hall can host multiple events
at the same time without noise spilling into other rooms ($2 million).
Upgrading the Owens Foyer and the audio-visual system in the Aotea Centre in order to maintain levels of
service, as this building is now over 23 years old.
Renewals to The Civic Theatre parapet ($2.1 million) to maintain the structural integrity of the building.
Arena 2 renewal and capability enhancement and targeted health and safety works in Arena 1 ($2.8 million)
at Mt Smart Stadium.
Completing the process of the sale of the land adjacent to the Vodafone Event Centre, with the funds from
the sale being granted to the Counties Manukau Trust for the establishment of Wero at the Vodafone Event
Centre. Wero will be a world class tourism destination centred on a white water kayak and rafting facility.

Performance measure
Actual
2012/2013
Provide fit for purpose regional event Total number of attendances at

facilities
regional event facilities (North
Harbour Stadium, North Shore
Events Centre, Vodafone Events
Centre, Bruce Mason Centre, The
Trusts Stadium)
Total number of event days (or
days open) held at regional event
facilities (North Harbour Stadium,
North Shore Events Centre,
Vodafone Events Centre, Bruce
Mason Centre, The Trusts
Stadium)
Provide fit for purpose regional event Total number of attendances at
facilities
regional event facilities at RFA
facilities (includes The Civic,
Auckland Town Hall, Aotea
Square, Aotea Centre, Viaduct
Events Centre, Mt Smart, Western
Springs)
90
1,972,035
Annual Plan
target
2013/2014
1,500,000
Annual Plan
target
2014/2015
1,600,000
1,575
1,390
1,400
1,369,236
1,075,000
1,125,000

Performance measure
Actual
2012/2013
Total number of event days held

at RFA Facilities (includes The
Civic, Auckland Town Hall, Aotea
Square, Aotea Centre, Viaduct
Events Centre, Mt Smart, Western
Springs)
Annual Plan
target
2013/2014
1,500
2,650
Annual Plan
target
2014/2015
2,055
$000
Expenditure
Regional event facility and stadium support
13,611
Stadium management
The EDGE event facilities management
Viaduct Events Centre management
Total
91
Capital
expenditure

859
Total
12,752
15,700
8,205
3,747
4,458
3,056
41,087
27,303
13,785
395
395
152
63,298
31,909
31,389
18,908

Group of activities: Regional parks services

The activities in this group contribute to high quality local and regional parks, gardens and our volcanic cones,
which safeguard our natural environment while meeting our recreation and lifestyle needs and those of our
visitors.
Botanic Gardens - maintaining the Auckland Botanic Gardens, including creating opportunities for outdoor
recreation, accommodation and events.
Parks policy and acquisition - providing policy assistance around parks, street environments and related
maintenance services, and advising on acquisition of new local and regional parks.
Regional parks - managing and maintaining regional parks including ensuring natural environments are
protected and enhanced.
Farms - contributing to heritage, conservation and education, and promotion of environmentally sustainable
farming practices.
Volcanic cones - maintaining Aucklands volcanic cones, which incorporate the co-governance of sites of
particular significance and maunga with Mana Whenua.
As part of the Ng Mana Whenua o Tmaki Makaurau (Tmaki Collective) settlement, 12 maunga (volcanic
cones) will be governed by the Tpuna Maunga o Tmaki Makaurau Authority (Maunga Authority).
The Maunga Authority will be made up of representatives from both the Tmaki Collective and Auckland Council
and is expected to take effect in March 2014.
Maunga Authority draft Interim Operational Plan
An Interim Operational Plan for 2014/2015 will be established between the Maunga Authority and Auckland
Council and included in the final Annual Plan 2014/2015. This plan will set out the framework in which council
will carry out its functions in regards to the routine management of the maunga and administered lands.
The interim Operational Plan will outline funding requirements, capital and operational projects, maintenance
works, service level commitments and other cultural and educational activities and programmes planned for the
year.
In 2014/2015, we expect the key areas of focus to be:
Visitor experience Recreation use, development and events
Maintenance and infrastructure
Conservation and heritage
Community engagement and education
Policy and planning.

Acquiring open spaces across the region to provide our residents with quality open spaces for our growing
city. This includes continuing to acquire large scale regional open space to deliver on the ecological,
landscape protection and recreation goals of the Auckland Plan ($9.2 million).
Working to protect and enhance Aucklands natural environment and ecology through parks, and preserving
and protecting our volcanic landscape and the Hauraki Gulf islands.
Providing a number of improvements and enhancements to visitor facilities and services across regional
parks and Auckland Botanic Gardens ($1.3 million); and volcanic cones ($1.0 million).
92


Performance measure
83%
Annual Plan
target
2013/2014
75%
Annual Plan
target
2014/2015
75%
Develop a consistent and robust

approach to planning, managing and
developing Auckland's open space
network

the provision (location and
distribution) of regional parks
Number of hectares of regional park
per 1,000 residents
26.5
30
30
Number of arrangements with Mori

that provide for kaitiaki management
(1)
of ancestral lands
Maintain or
improve
Protect and conserve the values and Percentage of public satisfied with
features of Aucklands volcanic
the quality of care of the volcanic
heritage
features
64%
70%
75%
Percentage of mana whenua

satisfied with the quality of care of
the volcanic features
8%
Maintain or
improve
75%
Percentage of volcanic landscape

maintenance standards achieved
based on contract requirements
97%
Greater than
98%
Greater than
98%

the overall quality of their visit to the
Botanic Gardens
95%
95%
95%
Number of participants in Botanic

Gardens education programmes
8,188
Greater than
7,842
8,000
Number of New Zealand native

plants grown for revegetation
programmes in the Botanic Gardens
53,793
60,000
60,000
Percentage of visitor service

standards achieved
92%
95%
95%
Percentage of park visitors satisfied

with the overall quality of their visit
98%
90%
90%
Percentage of public who have used

a regional park in the last 12 months
79%
Maintain or
improve
80%
Number of volunteer hours worked in

regional parks each year
88,347
88,000
92,000
Manage the Auckland Botanic

Gardens as a place for recreation
and to sustain the botanical heritage
of Auckland
Maintain the natural and cultural

settings and representative range of
regional parks for the use and
enjoyment of the community
Actual
2012/2013
Notes:
1.
For the purpose of this measure Mori are defined as mana whenua organisations and Kaitiaki is the exercise of guardianship.
Arrangements are defined as all organisational arrangements from co-management arrangements through to service contracts.
$000
Expenditure
Botanic gardens
Farms
Capital
expenditure
4,549
70
4,479
Total
0
1,046
1,103
(57)
Parks policy and acquisition
13,157
13,157
102,350
Regional parks
28,492
1,470
27,022
14,241
Volcanic cones
1,995
1,995
431
49,239
2,643
46,596
117,022
Total
93

Group of activities: Local parks services
Group of activities: Local parks services

These activities includes provision and maintenance of local parks, reserves, sports parks and beaches
including sports fields, walkways and cycle ways, toilets, changing rooms, beaches, watercourses and wetlands.
Additionally, we manage programmes including volunteers, environmental education, conservation, and guided
walks.

Progressing with the upgrade of the Onehunga Bay foreshore, bringing back a natural coastal edge and
creating recreational opportunities for the Onehunga and wider community. The park development will
provide high-quality open space, beaches, a boat ramp and picnic areas. A new bridge will connect the new
parkland to the Onehunga lagoon ($3.4 million).
Improving walkways in several areas, for example, Westmere Park to Lemington reserve, Victoria Wharf at
Devonport ($2.3 million).
A number of improvement to playgrounds, parks and community facilities, for example, Barry Curtis Park in
Howick and Warkworth showgrounds ($0.8 million).
Begin construction of Colin Dale Park in Papatoetoe which will be Aucklands first dedicated motor sports
park.

Performance measure
Actual
2012/2013
72%
Annual Plan
target
2013/2014
75%
Annual Plan
target
2014/2015
75%
Develop and maintain local park

network to cater for community
needs

the provision (location and
distribution) of local parks and
reserves
the quality of parks, reserves, sports
fields and beaches
71%
85%
75%
Percentage of residents who visited

a local park or reserve in last 12
months
92%
80%
85%
The playing capacity of sports fields

(playing hours per week)
10,149
10,200
10,656
Percentage of local parks and

reserves maintenance standards
achieved as per contractual
requirements
94.9%
98%
98%
$000
Capital
expenditure
Expenditure
Income
Net expenditure
Total
Local parks
191,745
1,196
190,549
80,892
Total
191,745
1,196
190,549
80,892
94

Group of activities: Regional recreation services
Group of activities: Regional recreation services

The activities in this group provide funding and develop partnerships to ensure there is a network of facilities
and programmes to encourage people to participate in informal recreation through to promoting sporting
excellence. We support recreational and sporting programmes and events, facility development, jobs and the
sports innovation, science and health industries.
Recreation policy preparing strategies to provide a range of recreation opportunities and facilities, which
deliver the actions in Chapter 5 of the Auckland Plan as well as support key focus areas such as children
and young people and Mori. Planning for local facilities, grants and funding relationships.
Regional recreation facilities providing regional facilities that enhance opportunities for sport and
recreation to ensure access to world class facilities that raise the profile of sport and recreation in Auckland,
and promote health and well-being.
Regional recreation initiatives - supporting a range of Auckland-wide groups and regional initiatives to
increase opportunities for sport and recreation through partnerships, funding, services and advisory support.
Our local recreation services activities are contained in the following section.

Over the next year, council has identified the following key priority:
Delivering the Facility Partnerships Funding Programme, which enables the council to partner with
community groups and organisations to upgrade, or develop new recreation facilities ($3.24 million).
Implementation of the Sport and Recreation Strategic Action Plan priority actions, for example the Pools and
Recreation Centre provision planning, and scoping and delivering the Top 10 projects from the Youth Speak
Sport Young Peoples Summit.

Performance measure
Actual
2012/2013
Provide the community and other

Percentage of residents participating
agencies with advice and resources at least once per week in sport and
(1)
to assist in the development of sport recreation
and recreation initiatives and events
Annual Plan
target
2013/2014
Maintain or
improve
70%
Annual Plan
target
2014/2015
80%
Note:
1.
Data collection for this measure is from the Annual Residents Survey and only includes participants over 16 years of age.
$000

Recreation policy
Capital
expenditure
Expenditure
Income
Net
expenditure
Total
443
443
Regional recreation facilities
14,152
37
14,115
Regional recreation initiatives
10,223
400
9,823
Total
24,818
437
24,381
95

Group of activities: Regional collections and amenities
Group of activities: Local recreation services

The activities in this group promote local public participation in recreational and sporting events and
programmes and the use of local recreation facilities, enhancing opportunities for sport and recreation to
promote health and well-being.

Progressing the development of the thuhu swimming pool as part of the development of the thuhu
Recreation Precinct, which also involves a new library and open-space works. A new swimming pool in
thuhu will fill a gap in the regional aquatic network and contribute to the development of the precinct as a
hub of community activity and a focal point for thuhu ($9.7 million).
Construction of the northern recreation facility in Albany ($7.5 million), expected to be completed by 2015. It
will provide a community hub at North Harbour Stadium with aquatic and fitness facilities for the Upper
Harbour and Bays local board areas.

Performance measure
Actual
2012/2013
Provide safe and accessible facilities Percentage of customers satisfied

and programmes that support
with swimming pool facilities and
recreation and leisure activities at a programmes overall
local level
84%
Annual Plan
target
2013/2014
85%
Annual Plan
target
2014/2015
85%

with recreation centre facilities and
programmes overall (excluding
swimming pools)
85%
85%
85%
Average number of visits to

swimming pools per capita
6.97
3.15
Average number of visits to

recreation facilities per capita
(excluding swimming pools)
2.9
1.52
$000
Expenditure
Capital
expenditure
Total
Local recreation initiatives and facilities
62,925
30,739
32,186
36,202
Total
62,925
30,739
32,186
36,202
96

Group of activities: Regional collections and

amenities
The activities in this group manage our citys leading cultural and collection institutions which make a vital
contribution to advancing Aucklands social, cultural and economic well-being.
Auckland Zoo - managing the zoo and its collection of animals as an asset to be enjoyed by the public.
Running local and international breeding, conservation and education programmes to build understanding of
wildlife and conservation; supporting services for donor and volunteer programmes; managing retail and
other commercial services to raise revenue.
Regional amenities and museums under respective legislation, council allocates funding via rate levies
to Auckland Regional Amenities Funding Board (ARAFB), Auckland War Memorial Museum and Museum of
Transport and Technology (MOTAT). Auckland Regional Amenities Funding Board (ARAFB) subsequently
distributes funding to Stardome, Voyager Maritime Museum, Auckland Festival, Auckland Philharmonia, NZ
Opera, Auckland Theatre Company, Surf Lifesaving Northern Region, Coastguard Northern Region,
Watersafe Auckland, and Auckland Regional Rescue Helicopter.
The Auckland Art Gallery - managing the gallery and its art collections, including curating and
conservation, and its public exhibition programme; promoting public access, education and outreach
programmes and supporting services for donor and volunteer programmes; managing retail and other
commercial services to raise revenue.

Progressing with the art gallery community outreach project, a partnership programme involving community
stakeholders and schools to form sustainable and relevant partnerships.
Deliver an exemplary hand held technology information interface to enhance audience development at the
Auckland Art Gallery.
Upgrading infrastructure at the zoo, including planning for replacement exhibits for key south-east Asian
species: Orangutans and Sumatran tigers; launch new schools and visitor programmes for the Rotoroa
Island restoration project in the Hauraki Gulf; and develop a new rescue and rehabilitation programme for
New Zealand species.

Performance measure
Provide an opportunity to learn and

experience heritage and culture
through museums

their overall visit to museums
95%
Annual Plan
target
2013/2014
90%
Annual Plan
target
2014/2015
90%
1,308,700
1,400,000
1,340,000
92%
88%
88%
Number of visitors to the Auckland

Art Gallery Toi o Tmaki
440,942
455,000
465,000
Number of participants in education

and public programmes at Auckland
Art Gallery Toi o Tmaki
24,823
40,000
40,000
Number of visitors to museums

Provide the opportunity to access,
learn and experience visual arts

their visit overall to the Auckland Art
Gallery Toi o Tmaki
97
Actual
2012/2013

Performance measure
Actual
2012/2013
95%
Annual Plan
target
2013/2014
88%
Annual Plan
target
2014/2015
88%
Number of visitors to Auckland Zoo
716,327
680,000
680,000
Number of species at Auckland Zoo

in conservation programmes
49
49
50
95%
90%
90%
53,686
50,000
50,000
Provide memorable, inspirational,

leisure and learning experiences with their overall visit to Auckland Zoo
wildlife
Support wildlife conservation in the
Auckland region and in the wild
Deliver educational and interpretive Percentage of participants satisfied

programmes to increase
their learning outcomes were
understanding and encourage wildlife achieved at the Auckland Zoo
conservation
Number of participants in education
programmes at the Auckland Zoo
$000
Expenditure
Auckland Zoo
20,928
Regional amenities and museums

The Auckland Art Gallery
Total
Capital
expenditure
Total
11,661
9,267
64,518
64,518
18,903
4,071
14,832
1,857
104,349
15,732
88,617
4,391
98
2,534


Through its corporate support activities, the staff located in 17 local service centres across the city carries out
the duties and functions required to provide the services at the level expected. It is critical that we have an
efficient and effective corporate support service as this helps deliver best quality services to the community.

Community
outcome
Group of
activities
Organisational
support
Corporate support activities provide the policy and monitoring frameworks that ensure the organisation follows
the strategic direction set by the governing body, local boards and the Auckland Plan.
They also ensure the council is accessible and responsive to ratepayers, residents and stakeholders and
provide a variety of options for contact and interaction, including providing Aucklanders with appropriate
information and opportunities for consultation and engagement on our plans and policies.

Treaty of Waitangi Audit Response Programme this will facilitate embedding Mori responsiveness as a
core element of the organisations culture, operations and service delivery. This includes delivery of Ng
Kete Akoranga, a learning and development programme to up skill staff in their use of te reo Mori and
knowledge of the Treaty and related legislation.
Treaty settlements programme aims to co-ordinate a cross-organisational response to Treaty of Waitangi

Settlements in Auckland.
Mori outcomes programmes aims to drive Councils contribution to Mori well-being. This includes
strengthening the councils relationships with Mori through relationship agreements, coordinating councils
contribution to papakinga and marae development and Mori economic development and enabling mana
whenua in their role as kaitiaki (guardians) in a range of activities including resource management, heritage
and parks management.
The service delivery model for the Future Service Centre programme will incorporate elements that enable
improved Mori outcomes by engaging with our Mori customers to gain insights and access to community
support. The centres physical spaces will display signage in both Te Reo Mori and English. Spatial design
will integrate Mori arts and culture and provide education and information on Mori culture and history.
To lead and support positive outcomes relevant to Mori by ensuring there are initiatives within the
Customer Services training and development programme which support active participation with Ng Kete
Akoranga and related learning opportunities designed to deepen understanding and commitment.
To investigate the opportunity of the introduction of a web content management system allows for bilingual
translation.
To work with the Manukau Institute of Technology, as part of the Southern Initiative, to investigate
developing cadetships within Customer Services.
99

Group of activities: Organisational support

The activities in this group assist with the operational functioning of our day-to-day activities and operations
including administrative and back office support for both the governing body and local boards.
Communications and public affairs - managing council communication with Aucklanders including
through consultation, engagement and public information. Managing internal communication.
Mori strategy and relations - providing advice and support in managing effective relationships with Mori.
Customer service - managing customer contact centres, online services, service centre hubs and
community service centres.
Financial services - ensuring sound financial management and an efficient transaction management
structure for the council (including the governing body and local boards) and selected CCOs.
Human resources - managing the organisations human resources functions, including health and safety
advice and initiatives.
Information technology services - providing IT and communications services to support business

processes, and manages and stores information.
Executive leadership - providing executive leadership and administrative support to the CEO and senior
management team.
Management of council property - managing properties that accommodate council services so that they
are run efficiently, effectively and on a sustainable basis including the council's core property portfolio.
Management of legal issues - providing legal advice to help the council comply with relevant laws and
effectively manage legal risk.
Organisational improvement initiatives - leading continued improvements in project management skills

amongst management and staff to develop organisational capabilities.
Procurement - managing of purchasing to achieve best value in council expenditure.
Rating services - managing the councils rates and valuation function including efficient transaction
management systems.
Risk and assurance services - reviewing and auditing council activities to help manage risk, improve
decision-making and safeguard assets and reputation.
Funds management - managing of the councils trusts and reserves.
Shared services - providing a range of shared services to CCOs and other organisations, to reduce costs
and avoid duplication.

Progressing work programmes deriving from the Mori Responsiveness Framework for 2013/2014 including
Treaty Settlement Mori Capacity, Mori Land, Kaitiakitanga, Waahi Tapu and Mori Economic
Development.
Progressing delivery of the Newcore Programme, a programme designed to deliver consolidated,

standardized, and simplified systems and processes to enable delivery of world class service and value for
money ($18 million).
Auckland Council Workplace Strategy. This includes the CBD consolidation project, which involves reducing
our CBD properties from seven down to three, maximizing workplace interactions and synergies.
The way we work is a programme that focusses on continuous improvement to build a culture of high trust,
high performance and high engagement within the organisation.
100

Senior and People Leadership programmes, designed to for leaders develop, hone and improve their
leadership skills.
Customer experience programme is building a customer centric organisation. This focuses on taking an
outside in view when we design and re-design customer experiences and processes. Customer
experience will assist to deliver both improvements in reputation and deliver value for money. Digital service
is adding new functionality and content to deliver rich digital experiences for customers who prefer these
channels.
Progressing the Business Support Review, a transformational project focused on finding efficiencies in
business support activities across Council.

Performance measure
Provide communication related

support and improve brand
awareness of Auckland Council
Percentage of residents who

associate Auckland Council with the
Auckland Council logo (prompted)
78%
Annual Plan
target
2013/2014
64%
Annual Plan
target
2014/2015
79%
Percentage of residents who

associate Auckland Council with the
Auckland Council logo (unprompted)
40%
28%
45%
Develop and maintain relationships Percentage of Mori organisations

with iwi and Mori communities and who consider they have an
ensure their effective contribution to appropriate working relationship with
the decision-making processes of the council
council
23%
75%
75%
Provide efficient, effective and

convenient ways for customers and
stakeholders to contact and conduct
business with the Council
Percentage of calls that are

answered within 20 seconds
74%
80%
80%
Percentage of emails actioned and

responded to within 72 hours
70%
80%
80%
Ensure sound financial governance

and maintain an effective financial
transaction management centre for
account payables and receivables
Percentage net debt to total revenue
147.5%
187.2%
199.4%
Percentage net interest to total

revenue
9.2%
10.5%
11.5%
Percentage of receipts processed

within 24 hours from receipt
100%
97%
98%
Provide human resources and health Percentage employee engagement

and safety advice and initiatives to
Annual employee turnover
support Auckland Council and CCOs
Lost time injury frequency rate
66%
70%
75%
11%
10%
10%
4.88
5.00
5.00
Provide organisational leadership

and political support required for
council to function efficiently and
effectively
Percentage of LTP performance

measure targets met or exceeded
73%
90%
90%
Develop and maintain council

facilities and manage its core
property portfolio and tenants
Percentage of projects delivered

according to plan (time and cost)
67%
70%
70%
Create and maintain an efficient

transaction management centre to
manage the council rates and
valuation function
Percentage of rates revenue

collected
97.7%
97%
97%
Percentage of rates notices lodged

within legislative timetable for the first
instalment due date
99.4%
99%
99%
Maximum number of days to process

receipt
101
Actual
2012/2013

$000

Capital expenditure deferrals
Expenditure
Income
Net expenditure
Total
111,752
31,611
80,141
106,318
(1)
Total
Capital
expenditure
(167,786)
111,752
31,611
80,141
(61,468)
Note:
1.
This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the
financial year and carried forward into future years.
102
Part III: Financial information

Financial overview

Financial overview
Our financial strategy
The Long-term Plan (LTP) 2012-2022 set the first budget for delivery of the aspirations of the Auckland Plan. It
also set the councils first financial strategy that enables the significant investment required to deliver on the
Auckland Plan, while maintaining affordability for current and future ratepayers.
In 2014/2015 we plan to maintain this momentum by investing $1.25 billion in new and improved assets.
Combined with $550 million to restore and replace existing assets, our total proposed capital expenditure
programme for 2014/2015 is $1.8 billion.
Our financial strategy sets limits on the councils borrowing to maintain debt at a sustainable level and provide
1
flexibility to deal with unforeseen events. While net debt for the group is projected to increase from $6.5 billion
to $7.4 billion in 2014/2015, it will still be well within prudential limits. Council considers that borrowing to fund
the investment in new assets is the fairest and most appropriate approach, as these assets will provide benefits
over a long period of time.
To provide a degree of certainty to ratepayers, our financial strategy also sets a limit on the average general
rate increases of 4.9 per cent for the financial years 2013/2014 to 2021/2022. The 2.4 per cent average rates
increase for 2014/2015 is well below that limit. Together with other revenue sources such as user charges,
grants and subsidies, general rates will help fund the $550 million of asset renewals and the $3.3 billion
operational cost of delivering council services in 2014/2015.
The following tables show how the key financial parameters for the annual plan compares to the LTP and the
limits set in the financial strategy.
Key financial parameters for 2014/2015

Parameter ($ Millions)
Total capital expenditure
Total assets
Annual Plan
1,782
Long-term Plan
1,678
40,394
41,708
Net borrowing
7,433
7,472
Total equity
30,267
31,705
3,284
3,398
Rates revenue
1,450
1,527
Net debt represents total borrowing for the council group, less cash and cash equivalents
103

Financial overview
Capital expenditure and debt levels

Capital expenditure
Capital expenditure (capex) is for purchasing, building, replacing or developing the citys assets (for example
roads, libraries, parks and sportsfields).
The following table provides an overview of capital expenditure by activity theme for 2014/2015. The majority of
capital expenditure is forecast to be spent on transport, followed by water supply and wastewater, and lifestyle
and culture themes.
2014/2015 gross capital expenditure for group by theme
Theme
Transport
$000 Percentage of total capex

884,444
50%
Water supply and wastewater
345,342
19%
264,285
15%
Community
100,735
6%
Corporate support
99,248
6%
95,494
5%
91,319
5%
32,281
2%
Solid waste
19,227
1%
14,813
1%
Governance
Carried forward capital expenditure
(1)
Total capital expenditure
2,425
0%
(167,786)
-9%
1,781,827
100%
Note:
1.
This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the
financial year and carried forward into future years.
The capital programme is driven by:
service level improvements - $842 million (47 per cent) including $590 million for roading and public
transport
renewal of existing assets - $550 million (31 per cent) including $295 million to maintain existing service
levels associated with network infrastructure (transport, water, wastewater, and stormwater)
growth - $385 million (22 per cent) to cater for additional demand arising from changes in population and
land use.
104

Financial overview
Capital funding
The following table shows how we plan to fund our capital expenditure and other capital outflows in 2014/2015.
Capital expenditure
2014/2015
Growth
Funding sources
2014/2015
Subsidies
$ million
385
$ million
287
Service level improvement
842
Development contributions
Renewals
555
Asset sales
Weathertightness / community loans

Total
60
1,842
158
39
Operating surplus
440
Borrowings
918
Total
1,842
The $550 million cost of restoring and replacing existing assets is primarily paid for by the depreciation charge
included in your rates, along with New Zealand Transport Agency subsidies for transport renewals.
The $1.25 billion investment in new assets is primarily paid for by borrowing to spread this cost over time. We
consider this the fairest and most appropriate approach because these assets will provide benefits over a long
period of time. As the above table shows, grants and subsidies, development contributions and the sale of
surplus assets are also important sources of capital funding.
Prudent financial management

To ensure that we are using debt wisely, we monitor our borrowing levels relative to our income and the value of
our assets. By June 2015 the value of council assets will grow to $40.4 billion and debt will increase to $7.4
billion.
Asset movement
2014/2015
Opening assets
Debt movement
2014/2015
Opening net debt
$ billion
38.5
Investment in new assets
1.2
Revaluation and other movements

Closing assets
$ billion
6.5
New borrowing requirement
0.9
Closing net debt
7.4
0.7
40.4
At $7.4 billion, our net debt at the end of the 2014/2015 year will remain at a prudent level relative to our
income. This is reflected in councils very high credit rating (an independent evaluation of our ability to repay
debt and the likelihood of us defaulting on our obligations).
Entity
New Zealand Government
S&P credit rating

AA+
Auckland Council
Bank of New Zealand (BNZ)
AA
AA-
Fonterra
A+
Telecom
A-
The council is required to prepare audited 10-year financial plans that demonstrate that our debt levels can be
accommodated over the medium to long term without the need for unsustainable increases in rates and user
charges.
To ensure that debt levels continue to remain prudent and sustainable, the council has set the following
prudential debt limits in our long-term plan:
Measure
Annual Plan
Long-term Plan
Limit
Net debt as percentage of total revenue
203.90%
199.40%
< 275%
Net interest as percentage of total revenue
11.60%
11.50%
<15%
Net interest as percentage of rates revenue
19.80%
19.50%
< 25%
105

Financial overview
These limits are indicators of the ability of council to cover its borrowing costs from its different revenue sources.
We ensure that debt levels will remain within those limits over a 10-year horizon.
For 2014/2015 we forecast that net interest expense will be $421 million or approximately $1 million per day.
During this year the council is planning on spending $1.2 billion, or about $3 million per day, on new or improved
assets. We will borrow about $840 million to pay for a proportion of these new assets and will receive total
operating revenue of over $3 billion, or more than $8 million a day.
The council uses a combination of operating income sources to pay for interest including, rates, fees and
charges such as water and wastewater tariffs, and investment income such as commercial rental revenue and
ports revenue. One dollar in every eight dollars of revenue funds interest.
In a similar way to how you might fix your mortgage, we protect the council from rises in interest rates through
the use of fixed interest rates and the use of interest rate hedging instruments. To a large extend, this locks in
councils future borrowing cost and protects us from rising interest rates.
To ensure that we do not become too dependent on the state of global financial markets, we ensure that we
always have sufficient cash, liquid investments and committed lines of credit available to allow us to pay our bills
for at least the next six months. We also make sure that we borrow from a range of domestic and international
lenders so that a problem with any one source of borrowings does not have too large an impact.
Financial sustainability
The council is using borrowing to fund investment in assets to accommodate a growing city and seeks to ensure
that the value created from this investment exceeds the whole-of-life cost of the investment. Without the ability
to use debt in this way, the council would have to choose between significantly higher rates or a significant
reduction in planned assets and services. The councils situation is different to a typical household in that the
city is expected to continue grow for a very long time and not transition into a retirement phase.
If Auckland was not growing and needing to lift the standard of the citys infrastructure, existing budgets would
be sufficient to support paying down debt. Over the next eight years to 2022, the councils operating budgets will
generate surplus cash of close to $6 billion. With approximately 70 per cent of these funds earmarked for
renewing and replacing existing assets, about $1.6 billion would be available to repay debt.
However, because the city is growing strongly and community expectations continue to rise, the council is
planning to invest $12.3 billion in new and upgraded public infrastructure over this period. This investment will
support growth and the demand for better quality public assets and related services. Rather than applying the
$1.6 billion to repaying debt, it is more efficient to use this to offset our borrowing requirements in relation to the
investment in these assets. In other words, we currently plan to use our surplus cash to invest in the city rather
than paying down debt.
106

Financial overview
Operating expenditure and rates funding

Operating expenditure (opex) covers the councils day-to-day operations and services, from collecting rubbish to
maintaining parks and issuing building consents. It includes costs related to the capital expenditure programme
such as interest, maintenance and depreciation.
The following table provides an overview of capital expenditure by activity theme for 2014/2015. Transport is the
largest area of operating expenditure (31 per cent).
2014/2015 gross operating expenditure for group by theme
Theme
$000
1,013,935
Percentage of total
opex
31%
534,505
16%
504,972
15%
253,706
8%
196,003
6%
Community
194,433
6%
160,120
5%
Solid waste
112,136
3%
Corporate support
104,353
3%
99,891
3%
Planning
54,792
2%
Transport
Governance
54,697
2%
3,283,543
100%
The councils large investment programme means that asset related costs such as interest, maintenance and
depreciation are rising faster than the rate of inflation. For example interest expense rises by $55 million, or 15
per cent from 2013/2014 to 2014/2015.
We are also incurring new costs due to new alcohol control legislation, bylaw consolidation and the need to
accelerate the pace of construction of new homes.
We have, however, been able to find enough efficiency savings to cope with these rising costs with only a 2.4
per cent average rates increase for 2014/2015. These savings generally represent reduced costs relative to the
legacy councils, while delivering the same or greater service levels. These have been achieved through
improved procurement practices, process automation, system rationalisation, better budgeting, resource
optimisation, and enhanced commercial management.
107

Financial overview
Operational funding
Rates provide approximately 43 per cent of the councils operating revenue with the rest coming from grants,
subsidies, development and financial contributions, user charges and fees.
Operating revenue source
Rates
$000
1,449,613
Percentage of total
43%
Fees and user charges
1,006,926
30%
Subsidies and grants
510,450
15%
Development and financial contributions
157,957
5%
Other
262,060
7%
3,387,006
100%
Total operating revenue
We set rates at the level required to balance our budgets after:

1.
maximising efficiency savings, and
2.
ensuring we recover a fair and appropriate amount of our costs through user charges.
The following table shows how rates revenue is applied to activity theme for 2014/2015:
2014/2015 rates revenue by theme
Transport
$000
449,695
386,317
(1)
128,558
(2)
(86,580)
Community
160,106
128,978
Solid waste
83,929
Corporate support
13,707
78,296
Planning
52,279
Governance
54,328
Total rates revenue
1,449,613
Notes:
1.
Water supply and sewerage activities are funded through water charges rather than rates.
2.
The commercial and investment activities generate commercial revenue and return on investments that offset the overall rates
requirement. The rates revenue for this theme is therefore shown as a negative number.
User charges are the primary means of funding the water and wastewater services provided by Watercare.
Water and wastewater charges are maintained at minimum levels consistent with the effective conduct of
Watercares total business and the maintenance of the long-term integrity of its assets. For 2014/2015, water
and wastewater prices are projected to increase by around 3.5 per cent and 3.75 per cent as per the Long-term
Plan 2012-2022. This is under review with the intention to reduce the overall increase for 2014/2015. The total
revenue for water and wastewater in 2014/2015 is forecast to be $0.5 billion.
108

Financial overview
Accounting surplus / deficit

Under local government legislation, New Zealand councils are required to follow prevailing accounting
standards and practices. These standards require us to prepare financial reports that are structured differently
to the way in which we assess our rates requirement. Some key differences are:
Depreciation - this is a non-cash operating expenditure item that must be expensed in full in our accounting
statements, although for the purpose of setting rates our current policy is to only partially fund this item (based
on the proportion of depreciation funded by the legacy councils). The council considers it fair and prudent for
each generation of ratepayers to pay for the assets they consume and therefore we are gradually moving
towards fully funding depreciation by 2025.
Grants, subsidies and contribution revenue to the extent that these items fund capital expenditure, we ignore
these items when determining the rates required to balancing our operating budgets. However, accounting
standards require that we recognise the full amount of these items as revenue in our accounting statements.
Investment income when we set rates we take into account our share of income from Auckland Airport.
However, the accounting rules place some restrictions on us presenting this as revenue in our financial
statements.
The Auckland Council group is projecting a net operating surplus of $108 million in 2014/2015 (refer table
below). This improves to a $148 million operating surplus before tax once the councils share of income from
Auckland Airport and the projected returns on our portfolio of financial investments are taken into account.
2014/2015 group operating surplus / deficit
Total revenue
$000
3,387,006
Total expenses
2,858,587
Net finance costs
420,587
Net operating surplus

Other gains
107,832
40,631
Surplus / (deficit) before income tax
148,463
109

Prospective financial statements and

notes
Prospective statement of comprehensive income
Auckland Council group consolidated
$000
Budget 2014
Long-term
Plan 2015
Draft Annual
Plan 2015
Variance Notes
1,394,418
1,527,240
1,449,613
(77,627)
949,768
1,053,511
1,006,926
(46,585)
428,096
490,926
510,450
19,524
80,000
157,957
157,957
Financial year ending 30 June

Revenue
Rates

Vested assets (non-Crown)
Other revenue
252,907
269,833
262,060
(7,773)
Total revenue
3,105,189
3,499,467
3,387,006
(112,461)
Employee benefits
677,010
642,294
679,272
36,978
Depreciation and amortisation
695,690
744,042
733,477
(10,565)
Grants, contributions and sponsorship
107,785
98,730
111,695
12,965
Other operating expenses
1,298,354
1,434,788
1,334,143
(100,645)
Total expenses
2,778,839
2,919,854
2,858,587
(61,267)
Finance income
3,648
2,724
4,369
1,645
Finance expense
370,416
448,282
424,956
(23,326)
Net finance costs
366,768
445,558
420,587
(24,971)
Operating surplus/ (deficit)
(40,418)
134,055
107,832
(26,223)
Assets vested by the Crown
Net other gains/ (losses)
Share of surplus/(deficit) in associates and jointly

controlled entities
36,806
37,351
40,631
3,280
Surplus/(deficit) before income tax
(3,612)
171,406
148,463
(22,943)
Income tax expense
12,415
18,351
12,579
(5,772)
Surplus/(deficit) after income tax
(16,027)
153,055
135,884
(17,171)
Surplus/(deficit) after income tax is attributable

to:
Auckland Council
(16,027)
153,055
135,884
(17,171)
(16,027)
153,055
135,884
(17,171)
Expenditure
Non-controlling interest
110

$000
Budget 2014
Long-term
Plan 2015
Draft Annual
Plan 2015
Variance Notes
620,038
1,172,916
698,750
(474,166)
Income tax on revaluation of property, plant and

equipment
Revaluation of cash flow hedges
Share of associates' and jointly controlled entities'

reserves
Gain on revaluation of financial assets classified as

held for sale
Total other comprehensive income
620,038
1,172,916
698,750
(474,166)
Total comprehensive income
604,011
1,325,971
834,634
(491,337)
604,011
1,325,971
834,634
(491,337)
604,011
1,325,971
834,634
(491,337)

Other comprehensive income
Net gain on revaluation of property, plant and
equipment
Total comprehensive income is attributable to:

Auckland Council
Notes:
1.
Prospective rates for 2014/2015 are lower than originally forecast in the long-term plan. This is due to a range of specific savings
initiatives and lower inflation projections, resulting in a lower rates requirement. For the purposes of this statement, rates includes rates
penalties income and are shown net of rates charged on property owned by the council group. Refer to the sources of income note for
further detail.
2.
The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower
activity revenue in water supply and wastewater activities.
3.
The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from
prior years.
4.
The variance in personnel costs from the long-term plan is due mainly to a reallocation of consultant and external contract budgets
included within other operating expenditure, to personnel costs, as the council moves to improve utilisation of its internal staff resource.
5.
The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of
inflation than forecast in the long-term plan and the transfer of budgets to personnel (see note 4 above).
6.
The decrease in interest expense for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared
to that forecast in the long-term plan. This is partly offset by an amendment to the non-cash rediscounting of interest related to the
council's weathertightness provision.
7.
The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of
council assets and a decrease in the rate of inflation applied.
111

Prospective statement of changes in equity

$000
Equity at 1 July
Budget 2014
Long-term Draft Annual

Plan 2015
Plan 2015
Variance Notes
2015
28,827,788
30,378,947
29,431,799
(947,148)
604,011
1,325,971
834,634
(491,337)
29,431,799
31,704,918
30,266,433
(1,438,485)
604,011
1,325,971
834,634
(491,337)
604,011
1,325,971
834,634
(491,337)
Movements in non-controlling interest

Equity at 30 June
Auckland Council
Notes:
1.
The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was
anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and
other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.
2.
The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is the result of a decrease in
revaluation of some fixed assets due to timing differences, and lower activity revenue on certain activities, partially offset by a decrease
in other operating expenditure due to the combination of a range of specific savings initiatives and a lower average rate of inflation than
forecast in the long-term plan.
112

Prospective statement of financial position

$000
As at 30 June
Budget 2014

Plan 2015
Plan 2015
Variance
Notes
ASSETS
Current assets
Cash and cash equivalents
233,147
16,860
231,742
214,882
Receivables and prepayments
286,239
440,853
305,528
(135,325)
Other financial assets
331,391
283,000
331,391
48,391
3,645
1,000
3,645
2,645
Inventories
18,131
20,000
18,131
(1,869)
Non-current assets held for sale
38,581
39,931
64,931
25,000
911,134
801,644
955,368
153,724
101,333
31,400
108,161
76,761
95,602
96,600
101,452
4,852
Derivative financial instruments
74,702
33,000
74,702
41,702
35,721,733
39,461,403
37,550,030
(1,911,373)
414,429
331,670
426,643
94,973
Total current assets
Non-current assets
Property, plant and equipment

Intangible assets
Biological assets
1,722
5,000
1,722
(3,278)
Investment property
420,600
268,000
420,600
152,600
Investments in associates and joint ventures
753,648
679,382
755,220
75,838
Investments in subsidiaries
Deferred tax asset
Total non-current assets
37,583,769
40,906,455
39,438,530
(1,467,925)
TOTAL ASSETS
38,494,903
41,708,099
40,393,898
(1,314,201)
69,359
73,550
69,590
(3,960)
LIABILITIES
Current liabilities
Employee entitlements
Payables and accruals
594,360
633,084
612,348
(20,735)
1,164,071
1,479,682
1,217,341
(262,341)
12,987
11,000
12,986
1,986
Tax payable
10,499
1,000
10,499
9,499
Provisions
76,526
67,859
66,667
(1,192)
186
264
264
1,927,988
2,266,439
1,989,695
(276,743)
5,418
7,801
5,436
(2,365)
11,780
10,912
12,446
1,534
Borrowings
Other current liabilities

Total current liabilities
Non-current liabilities
Borrowings
5,579,434
6,009,041
6,447,648
438,607
213,698
162,365
213,698
51,333
10
Provisions
337,599
278,235
310,096
31,861
11
15,298
22,072
22,072
971,889
1,246,316
1,126,374
(119,942)
7,135,116
9,063,104
7,736,742
10,003,181
8,137,770
10,127,465
401,028
124,285
29,431,799
31,704,918
30,266,433
(1,438,486)
Other non-current liabilities

Deferred tax liabilities
Total non-current liabilities
TOTAL LIABILITIES
NET ASSETS
113
12

$000
As at 30 June
Budget 2014

Plan 2015
Plan 2015
Variance
Notes
Equity
Contributed equity
Accumulated funds
26,733,340
26,354,000
26,733,340
379,340
(77,803)
129,458
52,686
(76,772)
2,775,262
5,220,460
3,479,407
(1,741,053)
Total ratepayers equity

29,430,799
1,000
31,703,918
1,000
30,265,433
1,000
(1,438,485)
0
TOTAL EQUITY
29,431,799
31,704,918
30,266,433
(1,438,485)
Reserves
Notes:
1.
The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.
2.
Current and term receivables and payables have been updated to reflect balances in the audited 2012/2013 annual accounts.
3.
The variance in other financial assets is due to an increase in the value in the 2012/2013 annual accounts.
4.
The increase in non-current assets held for sale reflects council's decision to sell the land adjacent to the Vodafone Events Centre, with
proceeds to be distributed by Regional Facilities Auckland for the purposes of the Stage 2 development of this facility.
5.
The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014
budget than forecast when preparing the long-term plan. This results from deferred capital expenditure and decreased asset
revaluation impact.
6.
The variance in intangible assets is due to increased capitalisation of computer software in the 2012/2013 annual accounts.
7.
The variance in investment property value is due a higher closing balance in the 2012/2013 annual accounts than originally forecast,
primarily as a result of investment property revaluation in prior years.
8.
The variance in investment in associates relates to the increase in the fair value of the council's shareholding in Auckland International
Airport Limited, as recorded in the 2012/2013 annual accounts.
9.
The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash
holdings and lower development contribution revenue, offset by capital expenditure deferrals. Further increases in the 2014/2015 year
are due to additional capital spending on parks acquisitions and solid waste infrastructure.
10. The variance in derivative financial instruments is due to an increase in the value of interest rate swap liability recorded in the
2012/2013 annual accounts.
11. The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.
12. The decrease in deferred tax liability is related to an increase in revaluation of Watercare Services Limited property, plant and
equipment, a portion of which increases deferred tax liability.
114

Prospective statement of cash flow

$000
Budget
2014

Cash flows from operating activities
Long-term
Draft
Plan 2015 Annual Plan
2015
Variance Notes
Receipts from rates revenue
1,429,985
1,541,086
1,485,270
(55,816)
Receipts from customers and other services
1,679,799
1,926,700
1,896,269
(30,431)
3,648
2,724
4,369
1,645
35,158
32,696
39,059
6,363
(2,161,703) (2,238,408) (2,198,713)
Interest received
Dividends received
Payments to suppliers and employees
Interest paid
Income tax refund/(paid)
39,695
(352,263)
(448,017)
(410,063)
37,954
(16,383)
(18,351)
(16,436)
1,915
Goods and services tax paid (net)
Other
7,038
7,038
618,241
805,468
806,793
1,325
22,516
24,523
19,417
(5,106)
57,684
38,581
38,581
1,148
2,017
1,748
(269)
(1,631,322) (1,663,070) (1,761,068)
(97,998)
Net cash from operating activities

Cash flows from investing activities
Proceeds from medium term investments
Repayments of loans from subsidiaries
Proceeds from sale of property, plant and equipment
Proceeds from loan repayments
Proceeds from community loan repayments
Purchase of property, plant and equipment
Investment in subsidiaries
Purchase of intangible assets
Purchase of shares in subsidiary
Purchase of other investments
Community loans
Net cash from investing activities
(19,231)
(15,424)
(20,760)
(5,336)
(5,020)
(1,598)
(1,598)
(6,000)
(6,000)
(6,000)
(1,580,225) (1,620,971) (1,729,680)
(108,709)
Cash flows from financing activities

Proceeds from borrowings
1,263,295
Repayment of borrowings
(404,626) (1,370,496)
Payments of finance leases

Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents and
bank overdraft
Cash and cash equivalents and bank overdraft at beginning of
the year
Cash and cash equivalents and bank overdrafts at end of
the year
115
2,166,960
1,127,750 (1,039,210)
6
6
(206,268)
1,164,228
858,669
796,464
921,482
125,018
(103,315)
(19,039)
(1,405)
17,634
336,462
35,899
233,147
197,248
233,147
16,860
231,742
214,882

Notes to previous table:

1.
Receipts from rates revenue are shown net of rates charged on property owned by the council group and working capital movements.
The decrease in prospective rates for 2014/2015 is due to a range of specific savings initiatives and lower inflation projections,
resulting in a lower rates requirement than previously forecast.
2.
The decrease in receipts from customers and services for 2014/2015 compared to the long-term plan forecast is mainly due to lower
activity user charge revenue for a range of services.
3.
The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and a lower average rate of
inflation than forecast in the long-term plan.
4.
The increase in interest income is due to higher cash holdings. The decrease in interest paid for 2014/2015 is due to a lower average
interest rate being budgeted on council borrowing compared to that forecast in the long-term plan.
5.
The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and
solid waste infrastructure.
6.
For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The
movements in proceeds from and repayments of borrowing for 2014/2015 are indicative of the lower proportion of short-term (current)
borrowing in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.
7.
The variance from the long-term plan in 2013/2014 cash and cash equivalents is due to a planned increase in the level of cash being
held for liquidity purposes.
116

Notes to the financial statements

Note 1: General information
Auckland Council (the council) is a local authority domiciled in New Zealand and governed by the Local
Government Act 2002 (LGA 2002) and the Local Government (Auckland) Act 2009 (LGAA 2009).
The Auckland Council group (the group) consists of the ultimate parent, the council and its subsidiaries,
associates and jointly controlled entities including council-controlled organisations (CCOs). All subsidiaries and
associates are domiciled in New Zealand. The council considers that full group information enhances the
transparency of information about the cost of services provided to Auckland ratepayers and enables ratepayers
to make more informed decisions about the impact of delivering on the Auckland Plan.
This draft annual plan is based on the Auckland Councils Long-term Plan 2012-2022 (LTP), updated for new
information arising since the LTP was adopted.
The council is responsible for the prospective financial statements included in the Draft Annual Plan 2014/2015,
including the appropriateness of the significant financial assumptions these are based on, and the other
disclosures in the document.
The prospective financial information has been prepared for the purposes of meeting councils requirements
under the LGA 2002, the LGAA 2009, and the Local Government (Auckland Transitional Provisions) Act 2010.
This information may not be suitable for use in any other context.
Since these prospective financial statements are for the period 1 July 2014 to 30 June 2015, actual results are
not reflected. The actual results achieved for the period covered by this plan are likely to vary from the
information presented in this document, and these variances may be material. The council does not intend to
update the prospective financial statements after publication.
The primary objective of the group is to provide services to the Auckland community for social benefit rather
than making a financial return. Accordingly, the council has designated itself and the group as public benefit
entities for the purposes of the New Zealand equivalents to International Financial Reporting Standards (NZ
IFRS).
Basis of preparation
Statement of compliance
These prospective financial statements are prepared in accordance with New Zealand Generally Accepted
Accounting Practice (NZ GAAP), the LGA 2002 and the LGAA 2009. They comply with NZ IFRS and other
applicable financial reporting standards, as appropriate for public benefit entities. In particular, these prospective
statements have been prepared in accordance with FRS-42: Prospective Financial Statements.
Basis of measurement
The prospective financial statements have been prepared on a historical cost basis, with the exception of certain
items identified in specific accounting policies. They are presented in New Zealand dollars (NZD) which is the
groups functional currency and are rounded to the nearest thousand ($000), unless otherwise stated.
Comparative information
Comparator information in this draft annual plan includes 2013/2014 budget information and 2014/2015 Longterm Plan information,
The 2013/2014 budget information is based on the published Annual Plan 2013/2014 but has been updated to
reflect any new information arising since its adoption including opening balances and capital expenditure
deferrals.
The Long-term Plan comparator information has not been updated but has, in some cases, been reclassified to
achieve disclosure consistency.
117

Cost allocation
Cost of service for each significant activity is calculated as follows:
Direct costs are those costs directly attributable to a significant activity
Indirect costs are those costs that cannot be identified in an economically feasible manner with a specific
significant activity. Indirect costs are charged to significant activities using appropriate costs drivers.
Note 2: Summary of significant accounting policies

Basis of consolidation
The group financial statements include the council and its subsidiaries, together with the results of its
associates, accounted for using the equity method.
Transactions and balances between the council and its subsidiaries are eliminated on consolidation. Noncontrolling interests and their movements are shown separately.
The basis of consolidation for joint ventures depends on the form of the joint venture:
For jointly controlled operations, the group recognises the assets it controls, the liabilities and expenses it
incurs and the share of income that it earns from the joint venture.
For jointly controlled assets, the group recognises its share of the jointly controlled assets, its share of any
liabilities and expenses incurred jointly, any other liabilities and expenses it has incurred in respect of the
jointly controlled asset and any income from the sale or use of its share of the output of the joint venture.
For jointly controlled entities, the group recognises its share of the entities' net assets at cost and
subsequently adjusts the cost for changes in the net assets. The group's share of the entities' surplus or
deficit is recognised in the statement of comprehensive income as a component of surplus or deficit.
In the council's financial statements investment in subsidiaries and jointly controlled entities are carried at cost
less any accumulated impairment.
Where necessary, adjustments are made to the financial statements of subsidiaries, associates and jointly
controlled entities to bring their accounting policies in line with those of the council.
Foreign currency translation

Foreign currency transactions are translated into the NZD using exchange rates prevailing at the dates of the
transactions. Monetary assets and liabilities in foreign currencies at balance date covered by forward exchange
contracts are translated to NZD at the contracted rate. Where the balance is not covered by the forward
exchange contract it is translated at the rate of exchange at balance date. Foreign currency differences arising
on translation are recognised in surplus or deficit.
Revenue
Revenue is measured at the fair value of the consideration received or receivable. It is recognised when the
amount of revenue can be reliably measured and when it is probable that future economic benefits will flow to
the entity.
Rates
Rates are assessed in full at the start of each financial year. They can be paid in full or by instalments. Where
rates are paid in advance of instalment due dates, the revenue is recognised on receipt. Where rates are paid in
instalments, the revenue is recognised evenly throughout the year.
118


Significant items of fees and user charges revenue include:
Revenue item
Water and wastewater
Recognition criteria
Water and wastewater is recognised when services are invoices. Unbilled
amounts are accrued on an average usage basis.
Safe of goods and services
Revenue from the supply of services is recognised on a straight-line basis over

the specified period of the service unless an alternative method better
represents the stage of completion of the transaction.
Port operations
Revenue from port operations is recognised in the period the services are
rendered, by reference to the percentage of completion of the specific
transaction.
Consents, licences and permits
Revenue from consents is recognised by reference to the stage of completion

of the transaction at balance date based on the actual service provided as a
percentage of the total services to be provided. Revenue from licences and
permits is recognised on application.
Operating and capital grants

Operating and capital grants are recognised as revenue when conditions of the contract have been met. These
grants are predominately received from the government, New Zealand Transport Agency, which subsidises both
operational and capital expenditure for maintaining, renewal and construction of the local roading infrastructure
and improving public transport.
Operating grants are used to fund operating expenditure. Capital grants are used to fund the acquisition or
construction of long term assets.

Development contribution revenue is recognised when the council is capable of providing the service for which
the contribution was levied. Financial contributions received by the council are recognised as revenue when
they are expended on the activity for which the contribution was levied.

Assets vested to the group are recognised as revenue when control over the asset is obtained. Vested assets
included within other revenue exclude assets vested by the Crown.
Fair value through surplus or deficit financial assets

Realised and unrealised gains on investments designated as fair value through surplus or deficit are recognised
as revenue.
Grants, contributions and sponsorship expense

Where grants and subsidies are discretionary, the expense is recognised when the group has advised of its
decision to pay. Non-discretionary grants are recognised on receipt of application and when the specified
criteria have been met.
119

Net finance expense

Interest income and expense are recognised in surplus or deficit using the effective interest rate method.
Interest expense includes the amortisation of borrowing costs recognised over the borrowing term. Net finance
expense include unwinding of discounts on provisions and financial assets; and realised gains or losses on the
early close out of derivatives.

Assets vested by the Crown are recognised at fair value when control of the asset is transferred to the group.
Leases
Lessee
The group leases certain property, plant and equipment. Payments made under operating leases (net of any
incentives received from the lessor) are expensed on a straight-line basis over the lease term. Operating leases
do not transfer substantially all the risks and rewards incidental to the ownership of an asset.
Lessor
Assets leased to third parties under operating leases are included in investment property in the statement of
financial position. Rental income (net of any incentives given to lessees) is recognised as income on a straightline basis over the lease term.
Income tax
Income tax comprises current tax and deferred tax calculated using tax rates (and tax laws) that have been
enacted or substantively enacted by the reporting date. Income tax is charged or credited to the surplus or
deficit, except when it relates to items charged or credited directly to equity or to the statement of
comprehensive income as a component of other comprehensive income (other comprehensive income).
Current tax is the amount of income tax payable for the current period, plus any adjustments to income tax
payable in respect of prior periods.
Deferred tax is the amount of income tax payable or recoverable in future periods in respect of temporary
differences and unused tax losses.

Cash and cash equivalents include cash on hand, deposits held at call with banks and other short term highly
liquid investments with original maturities of three months or less.
Bank overdraft is included in borrowings in current liabilities within the statement of financial position and as a
component of cash and cash equivalents in the statement of cash flows.
Receivables
Receivables are initially measured at nominal or face value. Receivables are subsequently adjusted for
penalties and interest as they are charged and impairment losses. Non-current receivables are measured at the
present value of the expected future cash inflows.
Inventories
Inventories are recorded at the lower of cost using the first-in-first-out method (FIFO) or net realisable value
unless they are held for consumption in the provision of non-commercial services, which are recorded at cost
using FIFO, adjusted for any loss in service potential.
120

Biological assets
Biological assets are measured at fair value less estimated cost to sell with any realised and unrealised gains or
losses reported in surplus or deficit.

Initial recognition
Property, plant and equipment is initially recognised at cost or at fair value when an asset is acquired at no cost
or for a nominal cost.
Capital work in progress is recognised at cost less impairment and is not depreciated.
Transfers
When the use of a property changes from owner-occupied to investment property, the property is reclassified to
investment property at its fair value at the date of the transfer.
Transfers to group entities are done so at the carrying value at the time of transfer.
Subsequent costs
The cost of replacing or improving part of an item of property, plant and equipment is recognised in the carrying
amount of an item. The costs of day-to-day servicing of property, plant and equipment are recognised in surplus
or deficit as incurred.
Subsequent measurement
Subsequent to initial recognition, classes of property, plant and equipment are accounted for as set out in the
table on the following page. Depreciation is charged on a straight-line basis at rates calculated to allocate the
cost or valuation of an item of property, plant and equipment less any estimated residual value over its
remaining useful life.
Class of property, plant
and equipment
Infrastructural
Description and subsequent measurement policy
Estimated useful life
Includes systems and networks integral to the Auckland infrastructure

and intended to be maintained indefinitely, even if individual assets or
components are replaced or upgraded.
Indefinite
Land
Held at cost. It includes land under roads, land intended for roads and
associated roading infrastructure.
Roads
Held at fair value less depreciation and impairment losses accumulated

since last revalued.
6-120 years
Water and wastewater

2-389 years
Stormwater

10-200 years
Machinery

1-175 years
Restricted
Includes property, plant and equipment where the use or transfer of title
outside of the Group is legally restricted.
Parks and reserves
Held at fair value less impairment losses, accumulated since last

revalued.
Improvements
Held at cost less accumulated depreciation.
Buildings

Operational
Includes property, plant and equipment used to provide core council

services, either for administration, as a community service or as a
business activity (but not infrastructural or restricted property, plant and
Land
Held at fair value less impairment losses accumulated since last

revalued.
121
Indefinite
3-100 years
5-90 years
Indefinite

Class of property, plant

and equipment
Buildings
Description and subsequent measurement policy

1-101 years
Marina structures

40-100 years
Works of art

revalued.
Indefinite
Specified cultural and

heritage assets
Held at deemed cost less any accumulated impairment losses. These

are not reported with a financial value in cases where they are not
realistically able to be reproduced or replaced, when they do not
generate cash flows and where no active market exists to provide a
valuation.
Indefinite
Wharves

revalued.
2-100 years
Rolling stock

revalued.
2-50 years
Other operational
Includes landfills, motor vehicles, office equipment, library books and

furniture and fittings and held at cost less accumulated depreciation and
impairment losses.
1-100 years
Revaluation
Property, plant and equipment is revalued on a class of asset basis. Net revaluation results are credited or
debited to other comprehensive income and are accumulated to the asset revaluation reserve in equity for that
class of asset. Where this would result in a debit balance in the asset revaluation reserve, the debit balance is
recognised in surplus or deficit. Any subsequent increase on revaluation is recognised first in the surplus or
deficit up to the amount previously expensed and then recognised in other comprehensive income.
Disposals
Realised gains and losses on disposal of property, plant and equipment are recognised in surplus or deficit. Any
amount included in the asset revaluation reserve in respect of the disposed item is transferred from the reserve
to accumulated funds.
Intangible assets
Initial recognition
Intangible assets are initially recognised at cost. The cost of an internally generated intangible asset represents
expenses incurred in the development phase of the asset only. Intangible assets acquired at no cost are initially
recognised at fair value where that is reliably measurable.
Subsequent measurement
Subsequent to initial recognition, intangible assets are accounted for as set out below. Amortisation is charged
on a straight-line basis at rates calculated to allocate the cost of the intangible asset to estimated residual value
over its useful life. Intangible assets with indefinite useful lives are not amortised but are tested at least annually
for impairment and carried at cost less accumulated impairment.
Class of intangible asset
Computer software
Subsequent measurement policy

Held at cost less accumulated amortisation and impairment losses. 1-10 years
Rights to acquire
Held at cost and tested annually for impairment.

Contracts for rights to acquire range from 4 to 40 years before the
asset passes to the group.
Intellectual property
Rights to occupy
Indefinite
Goodwill
Indefinite
Other Intangible assets
122
Not applicable

Disposals
Realised gains and losses from the disposal of intangible assets are recognised in surplus or deficit.
Investment property
Investment property is initially recognised at cost. After initial recognition, investment property is carried at fair
value. Gains or losses arising from fair value changes are included in surplus or deficit.
Impairment
Impairment of non-financial assets
Non-financial assets are assessed at each reporting period for impairment. Impairment is first recognised as a
reversal of previously recorded revaluation reserves for that class of asset. Where no reserve is available, the
impairment is recognised in surplus or deficit.
Impairment of financial assets
Financial assets are assessed for impairment at each reporting period for impairment. Impairment is recognised
in surplus or deficit.
Pension liabilities
Contributions to defined contribution retirement plans are recognised in surplus or deficit as they fall due.
Contributions to the Defined Benefit Contributors Scheme, a multi-employer defined benefit scheme, are treated
in the same way as contributions to defined contribution retirement plans. This is because it is not possible to
determine the extent to which the surplus or deficit of the plan will affect future contributions by individual
employers as there is no prescribed basis for allocation.
Other employee entitlements
Employee entitlements for salaries and wages, annual leave, long service leave and other similar benefits are
recognised in surplus or deficit when they accrue to employees. Employee entitlements to be settled within 12
months are reported at the amount expected to be paid. The liability for long term employee entitlements is
reported at the present value of estimated future cash outflows.

Payables and accruals are stated at cost. Non-current payables and accruals are measured at the present value
of the expected future cash outflows.
Provisions
Provisions are measured at the present value of the expected future cash outflows required to settle the
obligation. The increase in the provision due to the passage of time is recognised as finance costs in surplus or
deficit.
Financial guarantee contracts

Where the group enters into contracts to guarantee the indebtedness of other entities, the contract is initially
recognised at its fair value based on actuarial assumptions. Assumptions are reviewed annually with any
change of the fair value recognised in surplus or deficit as other gains or losses.
123

Non-derivative financial instruments

Non-derivative financial instruments include cash and cash equivalents, receivables (net of prepayments),
community loans, unit trusts, other interest-bearing assets, investments in listed and unlisted shares, payables
and accruals, certain employee entitlements, tax payable and borrowings. These are recognised initially at fair
value plus or minus any directly attributable transaction costs.
Community loans made at below market interest rates or interest free are initially recognised at the present
value of their expected future cash flows. The difference between the face value and present value of expected
future cash flows of the loan is recognised as a grant in surplus or deficit.
Subsequent to initial recognition, non-derivative financial instruments are recognised as described below.
Financial assets
Cash and cash equivalents and receivables are described above earlier in this section.
Unit trusts and listed shares
Unit trusts and listed shares are subsequently measured at fair value. Changes in the fair value are recognised
through surplus or deficit.
Unlisted shares
Unlisted shares are subsequently measured at fair value. Unrealised gains and losses are recognised through
other comprehensive income. Cumulative gains or losses held in other comprehensive income are recycled
through surplus or deficit as realised.
Other interest-bearing assets
Other interest-bearing assets include bonds, loans to related parties and community loans. They are
subsequently measured at amortised cost using the effective interest method less any impairment losses, which
are recognised in surplus or deficit as incurred.
Financial liabilities
Payables and accruals, employee entitlements and tax payable are described earlier in this section.
Borrowings
Borrowings are subsequently measured at amortised cost using the effective interest rate method. Borrowings
are classified as current liabilities unless the group has an unconditional right to defer settlement of the liability
for more than 12 months after the balance date.

The group uses derivative financial instruments to hedge exchange rate and interest rate risks. The group does
not hold or issue derivative financial instruments for trading purposes.
Derivatives are initially recognised at cost and subsequently measured at fair value. Any resulting gains or
losses are recognised in surplus or deficit unless the derivative has been designated into a hedge relationship
that qualifies for hedge accounting.
Cash flow hedges
The group recognises the effective portion of changes in the fair value of derivatives that qualify as cash flow
hedges in other comprehensive income. Gains or losses relating to the ineffective portion are recognised in
surplus or deficit.
On de-recognition, cumulative gains or losses held in other comprehensive income are transferred from
reserves to surplus or deficit.
124

When a hedge of a forecast transaction subsequently results in the recognition of a non-financial asset or a nonfinancial liability then the associated gains and losses that were recognised in other comprehensive income are
transferred to the initial cost or carrying amount of the asset or liability.
Fair value hedges
The gain or loss from remeasuring hedging instruments at fair value, along with the changes in the fair value on
the hedged item attributable to the hedged risk, is recognised in surplus or deficit.
If the hedge relationship no longer meets the criteria for hedge accounting, the adjustment to the carrying
amount of a hedged item for which the effective interest method is used is amortised to the surplus or deficit
over the period to maturity.
Offsetting financial instruments

Financial assets and liabilities are offset and the net amount reported in the statements of financial position
when it is legally enforceable and there is an intention to settle on a net basis. Income and expenses arising as
a result of financial instrument earnings or fair value adjustments are recognised as a net result for like items.
Commitments
Commitments are classified as:
Capital commitments, which include capital expenditure contracted for but not recognised as paid or
provided for at balance date, and
Operating lease commitments.
Cancellable commitments that have penalty or exit costs explicit in the agreement are reported at the value of
that penalty or exit cost if such costs are less than the commitment.
Ratepayer equity
Ratepayer equity is the Auckland communitys interest in the group. Ratepayer equity has been classified into
various components to identify those portions of equity held for specific purposes.
Components of equity include:
Contributed equity
Contributed equity is the net asset and liability position excluding restricted reserves at the time the council
was formed.
Accumulated funds.
Accumulated funds are the groups accumulated surplus or deficit since formation, adjusted for transfers
to/from specific reserves.
Reserves
Revaluation reserves are for the revaluation of certain assets to fair value.
Cash flow hedge reserves comprise the effective portion of the cumulative net change in the fair value of
derivatives designated as cash flow hedges.
Restricted equity includes targeted rates and reserves, where use of the funds is specified by statute, trust
deed or contract.
Related parties
Related parties include key management personnel, the elected representatives of the council and their close
family members and entities controlled by them. Key management personnel are the chief executive and
executive leadership team. The elected representatives of the council are the Mayor and councillors. Close
family members are spouses or domestic partners, children and dependants.
125

Related party transactions do not include income from rates, water supply and wastewater, the supply of
services and consents, licences and permits.
Subsidiaries, associates and jointly controlled entities are also related parties. This is due to the council's
influence over these entities.
Future changes to financial reporting standards

The External Reporting Board (XRB) has introduced a revised Accounting Standards Framework. The revised
framework introduces Public Benefit Entity Accounting Standards comprising International Public Sector
Accounting Standards (IPSAS), modified as appropriate for New Zealand circumstances. These standards will
apply for years beginning on or after 1 July 2014. Council is in the process of transitioning to the revised
standards. To date no significant implications have been identified. Any changes as a result of the transition to
the new standards will be reflected in the final Annual Plan 2014/2015.
Financial reporting requirements for public benefit entities are frozen in the short term and all new NZ IFRS and
amendments to existing NZ IFRS with a mandatory effective date for annual reporting periods commencing on
or after 1 January 2012 are not applicable to public benefit entities. Accordingly, no disclosure has been made
about new or amended NZ IFRS that exclude public benefit entities from their scope.
New and amended standards adopted

No new or amended standards have been adopted by the group and council.
Standards, amendments and interpretations to existing

standards that are not yet effective
Certain new standards, amendments and interpretations to existing standards have been published that are
mandatory for the group and the councils accounting periods beginning on or after 1 July 2013 or later periods
but which the council and the group has not early adopted:
NZ IFRS9, Financial Instruments - This standard will eventually replace NZ IAS39 Financial Instruments Recognition and Measurement and is expected to be adopted by the group in the consolidated financial
statements for the year ending 30 June 2016. However, as the revised Accounting Standards Framework will
apply before this date, there is no certainty when an equivalent standard to NZ IFRS9 will be applied by public
benefit entities.
126

Note 3: Sources of income

$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes
2015
Rates revenue
Rates
General Rates
1,317,521
1,424,758
1,366,075
(58,683)
98,178
110,156
108,284
(1,872)
Targeted Rates
Rates penalties and postponements
Total rates revenue after remissions
21,484
22,612
22,359
(253)
1,437,183
1,557,526
1,496,718
(60,808)
Less:
42,765
30,286
47,105
16,819
1,394,418
1,527,240
1,449,613
(77,627)
Internal rates on Council Group properties

Total rates revenue after remissions & internal
rates
127

Note 4: Reconciliation between prospective statement of

comprehensive income and prospective consolidated activities
statement
This annual plan is prepared on a group basis. Under section 4(2) of the Local Government (Financial
Reporting) Regulations 2011 the Council is required to provide information outlining differences between its
statement of comprehensive income and funding impact statement. To meet this requirement this statement
should be read in conjunction with the Prospective Funding Impact Statement (group consolidated).
$000
Budget
2014
Operating surplus/(deficit) after income tax per

Prospective Statement of Comprehensive Income
(16,027)
153,055
135,884
(17,171)
(190,757)
(264,601)
(287,477)
(22,876)
(80,000)
(157,957)
(157,957)
695,690
744,042
733,477
(10,565)
17,911
10,847
14,628
3,782
(186)
(186)
(186)
247
265
265
(1,648)
(4,655)
(1,572)
3,083
7,038
7,038
(3,968)
(11,415)
(3,857)
7,558
421,262
476,433
440,243
(36,189)
Items recognised as income in Statement of

Comprehensive Income and as capital expenditure
funding sources in Funding Impact Statement:
Capital subsidies
Recognition of revenue from vested assets
Non-cash items recognised in Statement of
Comprehensive Income and not included in Funding
Impact Statement:
Depreciation
Discounting of weathertightness provision
Amortisation of prepaid leases
Local government funding agency guarantee
Fair value movement in derivatives
Long-term Annual Plan

Plan 2015
2015
Variance Notes
2015
Other reconciling items:

Share of equity accounted surplus from associates not
distributed by way of dividends to Auckland Council
Prepaid lease revenue recognised in funding impact statement
Income tax credit recognised in statement of comprehensive
income not included in the funding impact statement
Operating funding surplus/(deficit) per Prospective
Funding Impact Statement
128

Note 5: Prospective prudential financial ratios

This annual plan is prepared on a group basis. For the purposes of calculating the ratios under its Treasury
Management Policy, Auckland Council removes Watercare from the group financial information. The information
below summarises how each of these prudential ratios is calculated based on the prospective financial
information contained in this plan and provides a year by year comparison against the ratio limits.
Borrowing
$000
Auckland Council group borrowing
Budget
2014
6,743,505

Plan 2015
Plan 2015
Variance
2015
Notes
7,488,723
7,664,986
176,263
(1,481,248)
(1,684,695)
(1,630,310)
54,385
Liquid assets (Diversified Assets Portfolio)
(331,391)
(283,000)
(331,391)
(48,391)
Electric Motor Units (trains) borrowing (NZTA share)
(163,406)
(236,603)
(236,603)
(0)
(233,147)
(16,860)
(231,742)
(214,882)
Net borrowing
Net borrowing to total revenue limit (less than 275%)
4,534,312
6,801,358
5,267,565
7,265,424
5,234,939
7,063,548
(32,626)
378,811

Plan 2015
Plan 2015
Variance
2015
Less Watercare Services Limited

Other adjustments:
Revenue
$000
Total rates per statement of comprehensive income
Budget
2014
1,394,418
Add back internal rates elimination
1,527,239
1,449,613
Notes
(77,626)
42,765
30,287
47,105
16,818
Gross rates
1,437,183
1,557,526
1,496,718
(60,808)
Total revenue per statement of comprehensive income
3,105,189
3,499,467
3,387,006
(112,461)
Adjustments:
Add finance income shown separately
3,648
2,724
4,369
1,645
Add back internal rates elimination
42,765
30,287
47,105
16,818
Add back dividend elimination reflected in share of

associate's surplus
35,158
32,696
39,059
6,363
(43,317)
(121,186)
(114,108)
7,078
Less development contributions to fund capital

expenditure
Less subsidies and grants to fund capital expenditure
(190,757)
(264,601)
(287,477)
22,876
Gross Group Operating Revenue
2,952,686
3,179,387
3,075,954
(103,433)
(467,868)
(528,895)
(493,299)
(35,596 )
(11,597)
(15,371)
(15,371)
2,473,221
2,635,121
2,567,284
(139,029)
Other adjustments:
Electric Motor Units (trains) Revenue (NZTA payments)
Adjusted revenue for ratio calculation
129

Interest
$000
Budget 2014

Plan 2015
Plan 2015
431,682
410,064
(2,724)
(4,369)
Variance
2015
(21,618)
(1,645)
Notes
Auckland Council group interest expense

Auckland Council group interest income
352,263
(3,648)
(86,404)
(110,790)
(95,475)
15,315
(13,673)
(13,673)
262,211
370,983
359,296
304,495
396,296
389,382
296,547
385,093
374,179
(7,948)
(11,203)
(15,203)

Plan 2015
Plan 2015
199.4%
203.9%
Variance
2015
4.5%
Other adjustments:
Electric Motor Units (trains) Interest (NZTA funded)
Net interest expense
Net interest to total revenue limit (less than 15%)
Net interest to total rates limit (less than 25%)
Ratios
Measure
Net debt as a percentage of total revenue
Budget 2014
183.3%
Net interest as a percentage of total revenue
10.6%
11.5%
11.6%
0.1%
Net interest as a percentage of annual rates income

(debt secured under debenture)
18.2%
19.5%
19.8%
0.3%
Notes
Notes:
1.
2.
Watercare is excluded from the calculation of prudential ratios as it is not reliant on Auckland Council to fund its operation.
The Diversified Financial Assets Portfolio is a portfolio of liquid assets that can be converted to cash if required in an emergency. For
the purposes of the prudential ratios the value of this portfolio is offset against borrowings.
3.
Borrowing, revenue and interest have been adjusted for the purchase of Electric Motor Units for Auckland Transport for which there is
a dedicated loan from central government.
4.
Development Contributions (DC) are recognised as operating revenue where they are charged to fund interest costs on DC-related
borrowing.
130

Note 6: Reserve funds

The Local Government Act 2002 requires the annual plan to identify each reserve set aside by the council, the
purpose of each fund and funding flows through the period of the plan.
$000
Draft Annual
Plan 2015
Purpose
As at 30 June
Reserves
Asset revaluation reserve
Accumulated gains from asset revaluation
3,357,941
Restricted equity
22,775
See detail below
Targeted rates reserves
21,187
See detail below
Cash flow hedge reserve
(27,525)
Available-for-sale investment
revaluation reserve
Share of associates' reserves
Losses recognised as balance date revaluation of hedged funds
8,512
Gains from revaluation of the Diversified Financial Assets portfolio
96,517
Recognition in group accounts of associates' reserves
Other reserves
121,466
Total reserves
3,479,407
The funding flow reserves are:

$000
Annual
report
2013
IncomeExpenditure Transfers
Budget
2014
IncomeExpenditure Transfers
Draft
Annual
Plan 2015
As at 30 June
Reserves
Asset revaluation reserve
Restricted equity
Targeted rates reserves
Cash flow hedge reserve
Available-for-sale investment
revaluation reserve
Share of associates' reserves
Other reserves
Total reserves
2,039,153 620,038
0 2,659,191 698,750
0 3,357,941
27,449
282
(5,084)
22,647
289
(162)
22,775
9,092
80,987
(74,159)
15,920
88,806
(83,538)
21,187
(27,525)
0 (27,525)
0 (27,525)
8,512
8,512
8,512
96,517
96,517
96,517
114,045
81,269
(79,243)
0 116,071
89,095
(83,700)
0 121,466
2,153,198 701,307
(79,243)
0 2,775,262 787,845
(83,700)
0 3,479,407
131

Further details of restricted equity and targeted rates are shown below:
$000
Draft Annual
Plan 2015
Purpose
10,334
Funds accumulated under legislation (primarily related to subdivisions or

off-street parking).
879
These trusts are primarily related to assets held by council. The trust
deeds restrict council's action in relation to these assets.
Other restricted equity
11,562
Reserve funds related to particular projects or assets whereby council is

restricted in its decision-making ability.
Total restricted equity
22,775
As at 30 June
Restricted equity
Statutory funds
Trust and bequests
Targeted rates
City Centre targeted rate reserve
9,842
Targeted rate collected for enhancement of central business district as a

place to work, live, visit and do business
Glorit Flood Gate Restoration

targeted rate reserve
(131)
Targeted rate being collected to recover the costs of the restoration of the
Glorit flood gate
Riverhaven Drive targeted rate

reserve
(1,061)
Targeted rate being collected to recover the costs of the construction of a

road
Jackson Crescent wastewater

(3)
Targeted rate collected to recover the cost of the council providing

financial assistance to connect to a wastewater scheme
(125)
Targeted rate collected to recover the cost of the council providing

financial assistance to connect to a wastewater scheme
Targeted Rate - Refuse
11,410
Targeted rate collected for delivery of refuse collection and disposal

services, refuse recycling and waste transfer stations (ACC)
Harbourview Orangihina Park

1,255
Targeted rate collected for development of Harbourview Orangihina Park
Point Wells wastewater targeted

rate reserve
Total targeted rates
21,187
132

The funding flows for these reserves are:

$000
Annual Income ExpenditureTransfers

report
2013
Budget Income ExpenditureTransfers

2014
Draft
Annual
Plan
2015
As at 30 June
Restricted equity
Statutory funds
Trust and bequests
9,809
259
10,068
266
10,334
873
23
(20)
876
23
(20)
879
Other restricted equity
16,767
(5,064)
11,703
(142)
11,562
Total restricted equity
27,449
282
(5,084)
22,647
289
(162)
22,775
(2,069)
20,211
(13,472)
4,670
20,383
(15,211)
9,843
(189)
38
(10)
(161)
38
(8)
(131)
(1,170)
117
(64)
(1,117)
117
(61)
(1,061)
(5)
(0)
(5)
(0)
(3)
(140)
15
(8)
(133)
15
(7)
(125)
Targeted rates
City Centre targeted rate
reserve
Glorit Flood Gate Restoration
reserve
Jackson Crescent wastewater
Point Wells wastewater targeted
rate reserve
Targeted Rate - Refuse
11,410
60,605
(60,605)
11,410
68,251
(68,251)
11,410
Harbourview Orangihina Park

1,255
1,255
1,255
Total targeted rates
9,092
80,987
(74,159)
15,920
88,806
(83,538)
21,187
133

Note 7: Auckland Council (parent) financial statements

Prospective statement of comprehensive income
Auckland Council parent
$000
Revenue
Rates
Budget 2014

Plan 2015
Plan 2015
1,405,804
1,531,416
1,461,556
Variance
Notes
(69,859)
194,343
202,074
203,814
1,740
26,159
39,372
75,768
36,396
80,000
157,957
157,957
Other revenue
173,918
210,060
175,017
(35,043)
Total revenue
1,880,224
2,140,879
2,074,112
(66,766)
Employee benefits
443,379
424,007
442,607
18,600
Depreciation and amortisation
195,650
222,613
206,239
(16,374)
Grants, contributions and sponsorship
570,796
617,237
580,685
(36,552)
5
6
Expenditure
Other operating expenses

Total expenses
515,819
574,690
542,042
(32,648)
1,725,644
1,838,547
1,771,573
(66,974)
Finance income
82,017
61,343
97,593
36,250
Finance expense
313,072
327,492
363,860
36,368
Net finance costs
231,055
266,149
266,267
118
Operating surplus/ (deficit)
(76,475)
36,183
36,272
89
Net other gains/ (losses)
Share of surplus/(deficit) in associates and jointly

controlled entities
(76,475)
36,183
36,272
89
(76,475)
36,183
36,272
89
(76,475)
36,183
36,272
89
(76,475)
36,183
36,272
89
Surplus/(deficit) before income tax

Income tax expense
Surplus/(deficit) after income tax
Surplus/(deficit) after income tax is attributable to:
Auckland Council
134

$000
Budget 2014
Other comprehensive income
Net gain on revaluation of property, plant and equipment
223,003

Plan 2015
Plan 2015
Variance
Notes
356,454
248,613
(107,841)
Income tax on revaluation of property, plant and

equipment
Revaluation of cash flow hedges
Share of associates' and jointly controlled entities'

reserves
Gain on revaluation of financial assets classified as held

for sale
Total other comprehensive income
223,003
356,454
248,613
(107,841)
146,528
392,637
284,885
(107,752)
146,528
392,637
284,885
(107,752)
146,528
392,637
284,885
(107,752)

Auckland Council
Notes:
1.
penalties income and are shown net of rates charged on property owned by the council. Refer to the sources of income note for further
detail.
2.
The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from
prior years.
3.
The variance in other revenue is due to the reclassification of inter-entity parking revenue, included in other revenue in the long-term
plan but reclassified as reduced grants paid in the annual plan (see note 5 below).
4.
The variance in personnel costs from the long-term plan is due mainly to a reallocation from consultant and external contract budgets
included within 'Other operating expenditure' in the long-term plan, to personnel costs, as the council moves to improve utilisation of its
internal staff resource (see note 6 below).
5.
The decrease in grants, contributions and sponsorship expenditure is due mainly to a reduction in the funding by the council parent to
fund CCOs' operating expenditure and a reclassification of inter-entity parking revenue (see note 3 above).
6.
The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of
inflation than forecast in the long-term plan and the transfer of budgets to personnel costs (see note 4 above).
7.
The increase in both interest expense and interest income for 2013/2014 is mainly due to a combination of forecasting for a higher
cash holding for liquidity purposes and an increase in the proportion of debt requirements for Watercare Services Limited being
sourced through the council parent.
8.
The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of
council assets and a decrease in the rate of inflation applied.
135

Prospective statement of changes in equity

$000
Equity at 1 July
Budget 2014
Variance Notes
2015
26,466,365
27,630,386
26,612,893
(1,017,493)
146,528
392,637
284,885
(107,752)
26,612,893
28,023,023
26,897,778
(1,125,245)
146,528
392,637
284,885
(107,752)

Movements in non-controlling interest
Equity at 30 June

Plan 2015
Plan 2015

Auckland Council
146,528
392,637
284,885
(107,752)
Notes:
1.
The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was
anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and
other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.
2.
The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is mainly due an increase in
revaluation of some fixed assets due to timing differences.
136

Prospective statement of financial position

$000
Budget 2014

Plan 2015
Plan 2015
Variance
Notes
As at 30 June
ASSETS
Current assets
235,390
47,001
236,449
189,448
116,502
276,853
128,515
(148,338)
415,808
275,000
415,808
140,808
8,524
8,524
8,524

Inventories
Non-current assets held for sale
Total current assets
Non-current assets
4,231
2,000
4,231
2,231
38,581
39,931
39,931
819,036
640,785
833,458
192,673
67,281
31,400
74,219
42,819
1,707,956
1,126,264
2,263,719
1,137,455
91,979
21,000
91,979
70,979
10,182,295
11,881,377
10,640,911
(1,240,466)
Intangible assets
204,232
155,617
209,326
53,709
Biological assets
1,722
3,000
1,722
(1,278)
77,915
68,000
77,915
9,915
3,178
3,178
3,178
20,383,618
20,748,142
20,548,128
(200,014)
Total non-current assets
32,720,176
34,034,800
33,911,097
(123,703)
TOTAL ASSETS
33,539,212
34,675,585
34,744,555
68,970
Investment property
Investments in associates and joint ventures
Investments in subsidiaries
Deferred tax asset
LIABILITIES
Current liabilities
42,980
51,550
42,905
(8,645)
457,359
530,084
477,116
(52,968)
Borrowings
986,567
936,106
977,481
41,375
12,082
4,000
12,082
8,082

Tax payable
Provisions
Other current liabilities
4,000
(4,000)
72,934
66,859
63,435
(3,424)
1,571,922
1,592,599
1,573,024
(19,575)
Non-current liabilities
1,951
3,801
1,948
(1,853)
53,613
1,912
55,929
54,017
Total current liabilities
Borrowings
4,831,846
4,720,015
5,777,017
1,057,002
130,776
58,000
130,776
72,776
Provisions
336,211
276,235
308,083
31,848
0
0
0
0
0
0
0
0
5,354,397
6,926,319
5,059,963
6,652,562
6,273,753
7,846,777
1,213,790
1,194,215
Other non-current liabilities

Deferred tax liabilities
Total non-current liabilities
TOTAL LIABILITIES
137

$000
Budget 2014

Plan 2015
Plan 2015
Variance
Notes
As at 30 June
NET ASSETS
26,612,893
28,023,023
26,897,778
(1,125,245)
Equity
Contributed equity
26,569,092
26,150,000
26,569,092
419,092
(559,037)
160,137
(528,160)
(688,297)
602,838
1,712,886
856,846
(856,040)
Total ratepayers equity

26,612,893
0
28,023,023
0
26,897,778
0
(1,125,245)
0
TOTAL EQUITY
26,612,893
28,023,023
26,897,778
(1,125,245)
Accumulated funds
Reserves
Notes:
1.
The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.
2.
Current and term receivables and payables have been updated to reflect relative balances in the audited 2012/2013 annual accounts.
3.
The variance in other financial assets is due to opening values being updated to reflect the actual balances recorded in the 2012/2013
annual accounts and an increase in the proportion of Watercare Services Limited debt sourced through the council parent entity, partly
offset by the reduction in the internal loan from the council parent entity to Regional Facilities Auckland to provide for the conversion of
debt to equity within the CCO.
4.
This variance is due to the increased value of interest rate swap assets recorded in the 2012/2013 annual accounts.
5.
The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014
budget than forecast when preparing the long-term plan. This mainly results from a decrease in the impact of asset revaluation.
6.
The variance in investment in subsidiaries is due to the decreased investment in CCOs by the council parent and the conversion of
loans to Regional Facilities Auckland to equity recorded in the 2012/2013 annual accounts, carried through to the 2014/2015 year.
7.
The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash
holdings, an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent entity and lower
development contribution revenue. Further increases in the 2014/205 year are due to additional borrowings by Watercare Services
Limited sourced through the council parent entity and additional capital spending by council on parks acquisitions and solid waste
infrastructure.
8.
The variance in derivative financial instruments is due to the increased value of interest rate swap liabilities recorded in the 2012/2013
annual accounts.
9.
The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.
138

Prospective statement of cash flow

$000
Budget Long-term Draft Annual

2014 Plan 2015
Plan 2015
Variance
Notes

Cash flows from operating activities
Receipts from rates revenue
Receipts from customers and other services
Interest received
Dividends received
Payments to suppliers and employees
Interest paid
1,437,984
1,530,747
1,483,145
(47,602)
452,156
574,461
587,759
13,298
82,017
61,343
97,593
36,250
(1,580,697) (1,674,354)
(1,630,755)
43,599
2
3
(295,167)
(327,227)
(349,232)
(22,005)
Income tax refund/(paid)
Goods and services tax paid (net)
Other
96,293
164,970
188,510
23,540
22,516
24,523
19,417
(5,106)
140,940
(140,940)
42,684
38,581
38,581
Net cash from operating activities
Cash flows from investing activities

Proceeds from medium term investments
Repayments of loans from subsidiaries
Proceeds from sale of property, plant and equipment
Proceeds from loan repayments
Proceeds from community loan repayments
1,148
2,017
1,748
(269)
Purchase of property, plant and equipment
(346,814)
(435,135)
(452,054)
(16,919)
Investment in subsidiaries
(150,021)
(327,506)
(164,510)
162,996
Loans to subsidiaries
(825,506)
(158,664)
(549,912)
(391,248)
(7,068)
(6,363)
(9,213)
(2,850)
Purchase of other investments
(5,020)
(1,598)
(1,598)
Community loans
(6,000)
(6,000)
(6,000)
(1,274,081)
(729,205)
(1,123,541)
(394,336)
Proceeds from borrowings
1,317,557
1,537,706
1,177,594
(360,112)
Repayment of borrowings
(201,612)
(994,402)
(241,509)
752,893
Purchase of intangible assets

Purchase of shares in subsidiary
Net cash from investing activities
5
4
Cash flows from financing activities
Payments of finance leases

Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
and bank overdraft
Cash and cash equivalents and bank overdraft at beginning
of the year
Cash and cash equivalents and bank overdrafts at end
of the year
1,115,945
543,304
936,090
392,786
(61,843)
(20,931)
1,059
21,990
297,233
67,932
235,390
167,458
235,390
47,001
236,449
189,448
Notes:
1.
The decrease in prospective cash flows from rates in 2013/2014 is mainly due to a range of specific savings initiatives and lower
inflation projections, resulting in a lower rates requirement than previously forecast. Receipts from rates revenue are shown net of rates
charged on property owned by the council parent entity and working capital movements.
2.
The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and lower average rate of
inflation than forecast in the long-term plan.
139

3.
The increase in interest expense and interest income is due to a combination of a higher cash holdings, offset by higher borrowings,
and an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent. The increase in
interest expense is partially offset by a lower average interest rate being budgeted on council borrowing compared to that forecast in
the long-term plan.
4.
The increase in loans to subsidiaries and reduction in repayment of loans from subsidiaries are mainly due to an increase in the
proportion of Watercare Services Limited borrowings sourced through the council parent entity where as a repayment was budgeted for
in the long-term plan.
5.
The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and
solid waste infrastructure.
6.
For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The
movements in proceeds from and repayments of borrowing for 2013/2014, are indicative of the lower proportion of short-term (current)
borrowing reflected in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.
7.
The variance from the long-term plan in 2014/2015 cash and cash equivalents is due to a planned increase in the level of cash being
held for liquidity purposes.
140

Prospective funding impact statements

for 2014/2015
This section includes:
Auckland Council group consolidated funding impact statement
Rating mechanism
Funding impact statements for each group of activities.
The council has prepared these prospective funding impact statements to meet the requirements of Clause 5 of
the Local Government (Financial Reporting) Regulations 2011 (LG (FR) R 2011). They cover the year from 1
July 2013 to 30 June 2014 and outline the council's sources of funding and our plan to apply them. The
statements proposed are for the whole council (group) and one for each group of activity.
The Prospective Group of Activities Funding Impact Statements have been prepared on a full group basis. They
include the activities and services provided by the Auckland Council, being the Parent entity, and, where
appropriate, the activities and services provided by those entities that comprise the Auckland Council group
(including all subsidiaries, associates and joint venture arrangements). A full outline of the Auckland Council
group and the basis for consolidation is set out in the prospective financial statements.
141


$000
Budget 2014
Long-term
Plan 2015
Draft Annual
Plan 2015
Variance
Notes
1,296,243
1,417,085
1,341,328
(75,757)
98,179
110,157
108,285
(1,872)

Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes
Fees, charges and targeted rates for water supply
Interest and dividends from investments
237,339
226,322
222,972
(3,350)
1,034,333
1,141,591
1,094,525
(47,066)
45,722
38,816
49,811
10,995
161,240
185,207
174,933
(10,274)
Total operating funding
2,873,056
3,119,178
2,991,854
(127,324)
Applications of operating funding:

Payment to staff and suppliers
2,083,147
2,175,811
2,125,112
(50,699)
352,264
437,170
410,063
(27,107)
Local authorities fuel tax, fines, infringement fees

and other receipts
Finance costs
Other operating funding applications
16,383
29,764
16,436
(13,328)
2,451,794
2,642,745
2,551,611
(91,134)
Surplus (deficit) of operating funding
421,262
476,433
440,243
(36,190)
Sources of capital funding:

Subsidies and grants for capital expenditure
190,756
264,600
287,478
22,878
80,000
157,956
157,956
858,665
806,472
921,480
115,008
57,683
38,581
38,581
Total applications of operating funding

Increase (decrease) in debt
Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows
5
6
1,187,104
1,267,609
1,405,495
137,886
409,992
342,718
384,816
42,098
Application of capital funding:

Capital expenditure:
- to meet additional demand
- to improve the level of service
674,787
842,719
842,152
(567)
- to replace existing assets
565,771
493,061
554,859
61,798
Increase (decrease) in reserves
91,054
57,946
52,519
(5,427)
Increase (decrease) in investments
(133,238)
7,598
11,392
3,794
Total applications of capital funding
1,608,366
1,744,042
1,845,738
101,696
Surplus (deficit) of capital funding
(421,262)
(476,433)
(440,243)
36,190
Funding balance
Notes:
1.
penalties income and are shown net of rates charged on property owned by the council group.
2.
The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower
activity revenue on water and wastewater activities.
3.
The decrease in payments to staff and suppliers is due to the combination of a range of specific savings initiatives and a lower average
rate of inflation than forecast in the long-term plan.
142

4.
The decrease in finance cost for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared to
that forecast in the long-term plan.
5.
The increase in capital subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were
deferred from prior years.
6.
The increase in debt is mainly due to increased cash holding and additional capital expenditure (see note 7 below).
7.
The increase in capital expenditure is mainly due to increased spending planned on parks acquisitions and solid waste infrastructure.
143

Rating mechanism
The following table sets out the revenue and financing mechanisms that the council intends to use, including
information about the different rates the council will levy for 2014/2015. More details on how each rate is applied
and the councils definition of a separately used or inhabited part of a property are outlined in the Rating Policy
in Part V of this volume.
Rate
Differential
Factor
Total value/
number of
charges
Rate/charge
($ including
GST)
Rates yield
($ excluding
GST)
Uniform annual
general charge
Not applicable
Separately used and inhabited part
570,963
373.35
185,363,138
Value based
general rates
Urban business
Franklin urban business
Capital value
56,329,315,954
0.00783172
383,613,908
Capital value
668,123,685
0.00718713
4,175,566
Urban residential
Capital value
231,975,915,030
0.00322293
650,124,101
Rural business
Capital value
8,542,282,918
0.00705822
52,428,945
Franklin rural business
Capital value
465,678,535
0.00647809
2,623,228
Rural residential
Capital value
14,564,026,170
0.00290064
36,734,843
Farm and lifestyle
Capital value
28,845,123,262
0.00257834
64,671,920
Sea only access
Capital value
524,051,628
0.00080573
367,172
Uninhabited island
Capital value
78,8000
Total value based general rates
1,194,739,682
Waste management Waste management - full service Number of available services

targeted rate (Solid
for properties in the district of the
waste services)
161,255
241.57
33,873,400
1,954
79.29
134,732
Number of available services

Waste management - waste
service where opt out of recycling
applies for properties in the
district of the former Auckland
City Council
43
182.63
6,829

Waste management waste
service where opt out of refuse
and recycling services applies for
properties in the district of the
former Auckland City Council
21,969
20.35
388,761
Waste management - additional Number of available services

recycling collection for properties
in the district of the former
Auckland City Council
720
58.94
36,904
Waste management - recycling Separately used and inhabited

collection for properties in the
part
district of the former Franklin
District Council (Rate applies to
rating units in the Pukekohe,
Waiuku and Clarks Beach/Waiau
Pa collection areas)
12,278
70.44
752,045
Waste management - refuse

Separately used and inhabited
collection for properties in the
part
district of the former Franklin
District Council (the rate applies
to rating units in the Pukekohe,
Waiuku and Clarks Beach/Waiau
Pa collection areas)
19,656
58.02
991,689
Waste management for properties Separately used and inhabited part
105,587
220.84
20,275,983
former Auckland City Council
Waste management - waste

service where opt out of refuse
applies for properties in the
district of the former Auckland
City Council
in the district of the former Manukau
144

Rate
Differential
Factor
Total value/
number of
charges
Rate/charge
($ including
GST)
Rates yield
($ excluding
GST)

part
92,232
64.09
5,139,838
Waste management for

part
former Papakura District Council
18,306
111.15
1,769,332

former Rodney District Council

part
44,718
86.96
3,381,646

former Waitkere City Council

part
73,753
23.39
1,499,762
11,061,913,852
0.00211921
City Council

former North Shore City Council
Total Waste Management targeted rates
68,250,922
City centre
upgrade targeted
rate
Urban businesses in the city

centre area
Capital value
Business
Improvement
District targeted
rates
Urban businesses in the

Avondale BID area
Per property
108
0.00
Capital value
83,003,356
0.00160023
115,500

Birkenhead BID area
Per property
137
0.00
Capital value
147,187,957
0.00137511
176,000

Blockhouse Bay BID area
Per property
31
0.00
Capital value
30,224,468
0.00181157
47,612
85
0.00
159,084,933
0.00087469
121,000
Urban businesses in the Browns Per property

Bay BID area
Capital value
20,384,813

Devonport BID area
Per property
N/A
N/A
Capital value
N/A
N/A
120,000

Dominion Road BID area
Per property
70
0.00
Capital value
112,639,110
0.00131959
129,250
Urban businesses in the Ellerslie Per property

BID area
Capital value
52
0.00
53,035,579
0.00292938
135,097
Urban businesses in the Glen

Eden BID area
Per property
47
0.00
Capital value
37,892,996
0.00150226
49,500
Urban businesses in the Glen

Innes BID area
Per property
108
0.00
Capital value
94,105,811
0.00223476
182,873
Urban businesses in the Greater Per property

East Tmaki BID area
Capital value
1,938
195.00
328,627
3,663,302,002
0.00006949
221,373
Urban businesses in the Heart of Per property

the City BID area
Capital value
4,117
0.00
7,210,321,434
0.00071196
4,463,910
Urban businesses in the Howick Per property

BID area
Capital value
105
0.00
124,581,020
0.00136071
147,408
Urban businesses in the Hunters Per property

Corner BID area
Capital value
152
0.00
128,506,384
0.00116185
129,830

Karangahape Road BID area
Per property
371
0.00
Capital value
590,415,541
0.00073227
375,953

Kingsland BID area
Per property
229
0.00
Capital value
320,181,630
0.00079018
220,000
50
0.00
128,248,137
0.00070686
78,829
Urban businesses in the Mahunga Per property

Drive BID area
Capital value
145

Rate
Differential
Factor
Total value/
number of
charges
Urban businesses in the Mairangi Per property

Bay BID area
Capital value
22
Rate/charge
($ including
GST)
250.00
33,172,947
0.00143581
Urban businesses in the Mngere Per property

Bridge BID area
Capital value
20
0.00
11,875,021
0.00271962
28,083

East Village BID area
Capital value
0.00
8,355,013
0.00092385
6,712

Town BID area
Capital value
52
0.00
58,449,965
0.00587332
298,518

Manukau Central BID area
Per property
389
0.00
Capital value
424,081,138
0.00058791
216,803

Manurewa BID area
Per property
118
0.00
Capital value
122,164,049
0.00130472
138,600
Urban businesses in the Milford

BID area
Per property
82
0.00
Capital value
143,194,984
0.00106009
132,000
N/A
N/A
N/A
N/A
151,254
Urban businesses in the Mission Per property

Bay BID area
Capital value
Rates yield
($ excluding
GST)
4,783
41,417
Urban businesses in the Mt Eden Per property

Village BID area
Capital value
70
0.00
91,770,690
0.00111013
88,589
Urban businesses in the New

Lynn BID area
Per property
226
0.00
Capital value
215,587,640
0.00070413
132,000

Newmarket BID area
Per property
1,039
0.00
Capital value
1,671,774,908
0.00110335
1,603,951
Urban businesses in the North

Harbour BID area
Per property
2,261
150.00
294,902
Capital value
2,405,608,871
0.00013405
280,398

Northcote BID area
Per property
34
0.00
Capital value
34,945,504
0.00434391
132,000
Urban businesses in the Old

Papatoetoe BID area
Per property
65
0.00
Capital value
58,010,816
0.00141618
71,438

Onehunga BID area
Per property
156
0.00
Capital value
232,260,907
0.00210106
424,343
Urban businesses in the rewa

BID area
Per property
171
0.00
Capital value
196,479,531
0.00110738
189,198
Urban businesses in the thuhu Per property

BID area
Capital value
209
0.00
197,278,221
0.00249116
427,350
Urban businesses in the tara

BID area
Per property
55
0.00
Capital value
46,169,957
0.00190528
76,493

Panmure BID area
Per property
178
0.00
Capital value
181,838,586
0.00294101
465,034

Papakura BID area
Per property
250
0.00
Capital value
245,044,166
0.00089572
190,860
Urban businesses in the Parnell

BID area
Per property
274
0.00
Capital value
419,123,874
0.00093430
340,513

Ponsonby BID area
Per property
250
0.00
Capital value
483,876,395
0.00076552
322,102
Franklin urban businesses in the
Per property
545
0.00
Pukekohe BID area
Capital value
628,300,639
0.00078263
422,290

Remuera BID area
Per property
55
0.00
Capital value
163,215,621
0.00187999
266,820

Rosebank
Per property
472
0.00
Capital value
775,013,865
0.00055985
377,300
Urban businesses in the St

Heliers BID area
Per property
34
0.00
Capital value
96,304,164
0.00181905
152,332
146

Rate
Differential
Factor
Total value/
number of
charges
N/A
Rate/charge
($ including
GST)
N/A
Rates yield
($ excluding
GST)
0
Urban businesses in the State

Highway 16 BID area
Per property
Capital value
N/A
N/A
180,000

Takapuna BID area
Per property
395
0.00
Capital value
743,496,413
0.00056744
366,856
Urban businesses in the Te Atatu Per property

BID area
Capital value
47
0.00
41,053,930
0.00252667
90,200
Urban businesses in the Torbay

BID area
Per property
11
0.00
Capital value
12,900,026
0.00124048
13,915
Urban businesses in the Uptown Per property

BID area
Capital value
704
0.00
772,616,595
0.00024560
165,000
Franklin rural businesses in the

Waiuku BID area
Per property
173
0.00
Capital value
98,354,793
0.00141477
121,000
Urban businesses in the Wiri BID Per property

area
Capital value
333
0.00
448,208,149
0.00046851
181,500
Ratepayers in first year of

Extent of financial assistance
repayment through targeted rate service provided
4,344,394
0.17083531
645,370
Ratepayers in second year of

9,449,527
0.18652616
1,532,682
Ratepayers in third year of

2,877,189
0.20681689
517,436
Total BID targeted rates

Retro-fit targeted
rate
15,437,316
Kumeu Huapai
Not applicable
Riverhead targeted
rate

service provided
2,663,958
0.12686375
293,878
Pt. Wells
wastewater
targeted rate
Properties in service area

service provided
24
Not Applicable fixed amount

based on level
of assistance
provided
15,288
Jackson Crescent Properties in service area

wastewater
targeted rate

service provided
608.88
529
Riverhaven Drive
targeted rate
Per rating unit
12
10,317.02
107,656
Glorit flood gate

targeted rate
Per hectare protected
Not Applicable fixed amount

based on land
area protected
38,198
Extent of septic tank pump out

service provided (per tank)
4,595
181.50
725,229
Mngere Residential properties in the

thuhu swimming Mngere - thuhu Local Board part
pool targeted rate
18,123
13.78
217,150
tara - Papatoetoe Residential properties in the

swimming pool
tara - Papatoetoe Local Board
targeted rate
20,572
31.34
560,550
Waitkere rural
sewerage targeted
rate

part
Total rates
1,488,829,837
Note to table:
1.
The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas are considering becoming
BIDs. Businesses in Mission Bay have also been invited to join the BID programme in order to fund the Mission Bay streetscape
upgrade. They will need to undertake ballots with the business ratepayers and owners and determine the budgets for these areas. The
Dominion Rd, Manukau Central, and thuhu BIDs are investigating possible extensions to their existing BID boundaries. Ballots will
also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs may subsequently adjust their
budgets. In these cases the council will assess the appropriate targeted rates to fund the budgets.
147

The total rates yield of $1.489 billion in the previous table is the value of the prospective gross rates. The table
below outlines the reconciling adjustments for the net rates revenue shown in the Prospective Consolidated
Activities Statement and the Prospective Funding Impact Statement in this part III of this volume.
Total rates assessed (from Rating Mechanism table on the previous page)
Add on rates penalty revenue
22,359,000
Less for remissions
(14,027,817)
Less indicative new BID funding requirements not included in budget and other targeted rates adjustments
Less internal rates on council properties
(443,144)
(47,104,847)
Total rates revenue
Amount of rates
(excluding GST)
($)
1,488,829,837
1,449,613,029
148

Governance and democracy

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

26,704
22,162
23,235
1,073
Targeted rates
Fees, charges and rates for water supply
Internal charges and overheads recovered
1,240
27,944
22,162
23,235
1,073
21,776
17,081
18,084
1,003
(44)
(11)
(43)
(32)
6,185
5,062
5,170
108
27,917
22,132
23,211
0
1,079
27
30
24
(6)
24
(30)
(24)
Local authorities fuel tax, fines, infringement fees and

other receipts
Finance costs
Internal charges and overheads applied

outflows
24
(30)
(24)

51

Funding balance
51
(27)
(30)
(24)
Note:
1.
Application of operating funding - increase due to the cost of additional support resources provided to elected members.
149

Local governance
$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

Targeted rates
30,862
32,725
31,093
(1,632)
244
50
244
194

other receipts
38
(38)
31,106
32,813
31,337
(1,476)
23,785
25,441
24,316
(1,125)
622
525
904
379
6,545
6,647
5,926
(721)
30,952
32,613
31,146
(1,467)
154
200
191
(9)
6,713
412
2,234
1,822

Finance costs

outflows
6,713
412
2,234
1,822

3,126
386
1,942
1,556
3,741
226
483
257

6,867
612
2,425
1,813
(154)
(200)
(191)
Funding balance
Note:
1.
Application of capital funding - increase is mainly due to the inclusion of some small northern local improvement projects.
150

Planning and strategy

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

49,570
Targeted rates
43,187
52,279
9,092
1,677
1,913
1,913
201
209
203
(6)
51,448
45,309
54,395
9,086
36,142
30,312
39,489
9,177

other receipts
Finance costs
918
788
1,114
326
13,957
13,090
13,119
29
51,017
44,190
53,722
9,532
431
1,119
673
(446)
6,132
(1,119)
(673)
446


6,132
(1,119)
(673)
446
4,594
1,969
6,563
(431)
(1,119)
(673)
446
Total capital expenditure and other funding outflows

Funding balance
Note:
1.
Application of operating funding - increase is primarily due to additional funding for the Unitary Plan.
151

Commercial
$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

(18,704)
(21,803)
(19,199)
2,604
Targeted rates
46,241
41,760
46,150
4,390

other receipts
23,385
23,742
24,142
400
50,922
43,699
51,093
7,394

38,644
35,805
39,976
4,171
Finance costs
(1,185)
(3,537)
(1,876)
1,661
10,437
10,721
10,045
(676)
47,896
42,989
48,145
5,156
3,026
710
2,948
2,238
6,030
13,633
23,305
9,672
(6,530)
(15,584)
(24,896)
(9,312)
16,006
11,023
11,023


15,506
9,072
9,432
360
5,584
1,609
2,698
1,089
4,576
1,488
2,604
1,116
8,372
6,685
7,078
393

outflows

18,532
9,782
12,380
2,598
(3,026)
(710)
(2,948)
(2,238)
Funding balance
Notes:
1.
Operating funding sources - increase in revenue is primarily due to a rise in the number of properties under management and the
outcome of rental reviews.
2.
Application of operating funding - increase is primarily due to the increase in costs to manage additional commercial rental properties,
which is offset by increased rental revenue.
3.
Application of capital funding - increase is primarily due to the deferral of capital projects from 2013/2014, in particular - Marine Precinct
Development Yard 37 (Hobsonville).
152

Investment
Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

(59,048)
(44,648)
(67,381)
(22,733)
Targeted rates
195,115
197,396
197,414
18
38,621
36,103
42,466
6,363
174,688
188,851
172,499
(16,352)
93,750
102,243
90,367
(11,876)
Finance costs
29,259
33,102
32,620
(482)
(1,624)
271
(1,461)
(1,732)

other receipts

16,383
29,766
16,436
(13,330)
137,768
165,382
137,962
(27,420)
36,920
23,469
34,537
11,068
(12,632)
(3,587)
(14,636)
(11,049)


(12,632)
(3,587)
(14,636)
(11,049)
4,317
8,677
8,685
1,800
1,846
1,848
18,171
9,359
9,368

outflows

Funding balance
24,288
19,882
19,901
19
(36,920)
(23,469)
(34,537)
(11,068)
Notes:
1.
Operating funding sources - increase is primarily due to a change in dividend policy from AIAL from 90 per cent to 100 per cent and
also an increase in AIALs underlying profit.
2.
Application of operating funding - decrease is primarily due to benefits gained from efficiencies associated with managing Auckland
Councils investments and changes to the group debt funding application.
153

Regional economic strategy and initiatives

$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

18,844
21,195
19,454
(1,741)
Targeted rates
20,053
20,226
20,226

other receipts
765
325
(440)
38,897
42,186
40,005
(2,181)
11,382
10,518
11,327
809
Finance costs
10,396
14,779
11,514
(3,265)
3,450
3,478
3,591
113
(1)
25,228
28,774
26,432
(2,342)
13,669
13,412
13,573
161
3,281
(3,281)
305
629
629
21,213
24,524
20,627
(3,897)



outflows
21,518
28,434
21,256
(7,178)
29,447
15,368
18,847
3,479
5,413
26,312
15,832
(10,480)
327
166
150
(16)

35,187
41,846
34,829
(7,017)
(13,669)
(13,412)
(13,573)
(161)

Funding balance
Notes:
1.
2.
3.
Application of operating funding - decrease is primarily due to lower finance costs through the reallocation of opening debt between
activities and lower debt levels achieved from reduced capital expenditure.
Sources of capital funding - decrease is due to the expectation that the revenue from strategic property development will not come on
stream until 2016/2017.
Application of capital expenditure - decrease is due to the cancellation of the Tmaki Innovation Precinct project, the deferral of the
Strategic Property Development budget and changes in timing for the Northern Strategic Growth Area (NORSGA) and the Fort Street
Area Upgrade projects.
154


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

18,653
20,595
17,051
(3,545)
Targeted rates
13,624
15,439
14,986
(453)
233
248
248

other receipts
32,510
36,282
32,285
(3,998)
25,188
27,394
24,240
(3,155)
Finance costs
1,598
2,879
2,483
(396)
4,662
4,368
4,308
(60)


31,448
34,641
31,031
(3,611)
1,062
1,641
1,254
(387)

110
234
234
15,320
12,795
16,615
3,820
15,430
13,029
16,849
3,820
939
1,917
734
(1,183)
10,973
6,742
8,823
2,081
4,580
6,011
8,546
2,535
16,492
14,670
18,103
3,433
(1,062)
(1,641)
(1,254)
387

outflows
Funding balance
Notes:
1.
Application of operating funding - decrease is primarily due to operational savings.
2.
Application of capital funding - increase is primarily due to deferral of the Devonport Board Walk and Marine Square project to
2014/2015 offset by the deferral of the balance of the Highbury Main Street project to 2015/2016.
155

Tourism, major events and industry development

$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

43,491
Targeted rates
49,176
46,394
(2,782)
2,243
1,306
1,248
(58)
4,149
11,141
4,289
(6,852)
1,153
1,007
1,165
158
51,036
62,630
53,096
(9,534)
40,426
51,512
43,648
(7,864)

other receipts

Finance costs
55
58
151
93
10,491
10,955
9,084
(1,871)
50,972
62,525
52,883
(9,642)
64
105
213
108

291
(105)
(213)
(108)
291
(105)
(213)
(108)
150
205
355
(64)
(105)
(213)
(108)

outflows
Funding balance
Note:
1.
Sources and Application of operating funding - decrease is primarily due to the decision to close loss-making i-SITE centres and
implementation of organisational efficiencies.
156

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

8,315
9,256
10,867
1,611
Targeted rates
26,833
28,607
27,193
(1,414)
1,213
8,436
8,515
79
36,361
46,299
46,575
276
26,767
21,871
27,335
5,464
6,523
7,346
9,028
1,682
7,807
(7,807)

other receipts
Finance costs
33,290
37,024
36,363
(661)
3,071
9,275
10,212
937

3,410
7,038
7,038
45,332
1,611
25,312
23,701
48,742
8,649
32,350
23,701
30,351
12,486
28,053
15,567
16,588
4,938
14,014
9,076
4,874
500
495
(5)
51,813
17,924
42,562
24,638
(3,071)
(9,275)
(10,212)
(937)

outflows
Funding balance
Notes:
1.
Application of capital funding - increase is primarily due to the bring forward of funding from outer years for the Wynyard Quarter
Central Precinct project, the 2013-2014 deferral of the Tram Extensions, and the Westhaven Marina Development projects.
157


$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

Targeted rates
47,069
48,813
44,418
(4,395)
2,504
3,850
3,421
(429)
140
476
141
(335)
872
562
2,396
1,834
50,585
53,701
50,376
(3,325)
35,398
36,907
34,925
(1,982)
2,489
4,075
3,563
(512)
11,463
10,528
10,159
(369)
49,350
51,510
48,647
(2,863)
1,235
2,191
1,729
(462)
20,606
10,895
17,083
6,188

other receipts
Finance costs

outflows
20,606
10,895
17,083
6,188

14,454
6,089
11,773
5,684
1,387
997
1,039
42
6,000
6,000
6,000
21,841
13,086
18,812
5,726
(1,235)
(2,191)
(1,729)
462
Funding balance
Notes:
1.
Application of operating funding - decrease is primarily due to lower staff and corporate overhead costs.
2.
Application of capital funding - increase is primarily due to the deferral of expenditure for the 2012/2013 Built Heritage Protection Fund
and additional remediation works for landfills.
158


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

3,362
2,199
3,183
984
Targeted rates

other receipts
3,362
2,199
3,183
984
2,802
1,619
2,411
792
Finance costs
141
262
306
44
413
253
365
112


3,356
2,134
3,082
948
65
101
36

4,074
1,462
1,042
(420)
4,074
1,462
1,042
(420)
2,250
1,089
1,107
18
1,830
438
36
(402)
4,080
1,527
1,143
(384)
(6)
(65)
(101)
(36)

outflows

Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to the reallocation of cost from regional to local activities.
2.
Application of capital funding - decrease is due to the deferral of the Restoration and Improving Christmas Beach project to a minor
works programme out to 2018-2019.
159

Regulation
$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

76,017
75,768
77,537
1,769
Targeted rates
118,521
120,732
126,318
5,586
4,420
2,954
3,949
995
198,958
199,454
207,804
8,350
129,594
124,854
134,778
9,924
8,565
13,330
12,555
(775)
56,355
53,947
52,800
(1,147)

other receipts
Finance costs
194,514
192,131
200,133
8,002
4,444
7,323
7,671
348

88,922
51,067
45,706
(5,361)
88,922
51,067
45,706
(5,361)
1,808
446
446
504
444
412
(32)
91,054
57,946
52,519
(5,427)
93,366
58,390
53,377
(5,013)
(4,444)
(7,323)
(7,671)
(348)

outflows
Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to additional set up costs for both the new liquor licensing legislation and the
Integrated Bylaw Review and Implementation Project.
2.
Application of capital funding - decrease is due to the lower cost for weathertightness claims.
160


Budget
2014
$000

Plan 2015
Plan 2015
Variance
Note

14,052
10,414
15,678
5,264
Targeted rates
60,606
69,963
68,251
(1,712)
4,396
4,585
4,541
(44)
20,188
20,828
20,287
(541)
2,819
2,819
2,819
102,061
108,609
111,576
2,967
86,658
96,422
86,198
(10,224)
(438)
144
(35)
(179)
14,892
10,961
24,462
13,501
101,112
107,527
110,625
3,098
949
1,082
951
(131)

other receipts
Finance costs
239
4,021
18,276
14,255
239
4,021
18,276
14,255
289
4,411
18,704
14,293
899
692
523
(169)
1,188
5,103
19,227
14,124
(949)
(1,082)
(951)
131

outflows
Funding balance
Note:
1.
Application of capital funding - increase is primarily due to the Waste Minimisation Project.
161

$000
Budget
2014

Plan 2015
Plan 2015
Variance
Note

77,415
83,964
73,248
(10,716)
Targeted rates

other receipts
77,415
83,964
73,248
(10,716)
27,475
37,336
25,353
(11,983)

Finance costs
8,044
8,878
9,050
172
16,608
10,623
15,055
4,432
52,127
56,837
49,458
(7,379)
25,288
27,127
23,790
(3,337)
15,604
29,792
29,792
16,968
16,966
21,735
4,769
32,572
46,758
51,527
4,769
21,497
34,478
34,920
442
22,421
29,437
27,939
(1,498)
13,942
9,970
12,458
2,488
57,860
73,885
75,317
1,432
(25,288)
(27,127)
(23,790)
3,337


outflows

Funding balance
Note:
1.
Application of operating funding - decrease is primarily due to savings in operating costs offset by the reallocation of corporate
overhead costs.
162


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

Targeted rates
4,339
5,256
5,010
(246)
38
42
38
(4)

other receipts
4,377
5,298
5,048
(250)
1,199
2,687
1,228
(1,459)
Finance costs
2,903
4,209
3,664
(545)
532
(1,279)
472
1,751


4,634
5,617
5,364
(253)
(257)
(319)
(316)

1,597
3,050
3,050
14,129
14,130
13,268
(862)
15,726
17,180
16,318
(862)
2,320
2,529
2,400
(129)

outflows
13,149
14,332
13,602
(730)
15,469
16,861
16,002
(859)
257
319
316
(3)

Funding balance
163

Water supply
$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

(1,599)
(1,817)
(1,817)
Targeted rates
161,048
193,375
176,087
(17,288)
471
982
491
(491)
159,920
194,357
174,761
(19,596)
75,675
85,152
76,745
(8,407)
Finance costs
11,730
22,930
17,125
(5,805)
87,405
108,082
93,870
(14,212)
72,515
86,275
80,891
(5,384)
119,466
91,819
94,970
3,151

other receipts

119,466
91,819
94,970
3,151
83,452
72,993
69,909
(3,084)
64,731
61,887
59,619
(2,268)
43,798
43,214
46,333
3,119

outflows

191,981
178,094
175,861
(2,233)
(72,515)
(86,275)
(80,891)
5,384
Funding balance
Notes:
1.
Source of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relating to
lower projections for new connections.
2.
Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result of
reduced borrowing requirements.
164

Wastewater
Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

Targeted rates
other receipts
(419)
(283)
(283)
304,984
332,562
315,453
(17,109)
1,365
1,977
1,269
(708)
305,930
334,539
316,439
(18,100)
118,260
129,384
122,698
(6,686)
74,674
87,860
78,350
(9,510)

Finance costs
192,934
217,244
201,048
(16,196)
112,996
117,295
115,391
(1,904)
13,840
46,020
54,090
8,070

13,840
46,020
54,090
8,070
40,369
62,571
56,483
(6,088)
48,069
53,025
71,390
18,365
38,398
47,719
41,608
(6,111)

outflows

126,836
163,315
169,481
6,166
(112,996)
(117,295)
(115,391)
1,904

Funding balance
Notes:
1.
Sources of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relating
to lower projections for new connections.
2.
Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result of
reduced borrowing requirements.
Application of capital funding - increase is due primarily due to a review in the timing in delivery of the capital programme.
3.
165

Public transport and travel demand management

$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

231,318
238,209
216,304
(21,905)
185,555
174,815
172,314
(2,501)
54,875
76,364
70,694
(5,670)
Targeted rates
other receipts
4,039
1,674
2,964
1,290
475,787
491,062
462,276
(28,786)
395,221
380,970
372,323
(8,647)
75,124
102,462
94,970
(7,492)

Finance costs
(1)
470,345
483,431
467,293
(16,138)
5,442
7,631
(5,017)
(12,648)
18,392
99,740
109,315
9,575
6,637
12,570
12,570
381,698
265,014
294,818
29,804


406,727
377,324
416,703
39,379
17,869
19,399
32,803
13,404
382,580
352,846
369,673
16,827
11,720
12,710
9,210
(3,500)
412,169
384,955
411,686
26,731
(5,442)
(7,631)
5,017
12,648

outflows

Funding balance
Notes:
1.
Sources of operating funding - decrease is primarily due to the delay in the CRL project related property acquisitions which will result in
a shortfall in rental revenue.
2.
Application of operating funding - decrease primarily relates to savings and efficiency targets within Auckland Transport and lower
finance costs due to a decrease in forecast debt.
Application of capital funding - increase is primarily the result of timing changes in the City Rail Link project.
3.
166

Roads and footpaths

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

239,490
Targeted rates
other receipts
288,910
263,235
(25,675)
117
164
117
(47)
35,489
35,565
35,565
2,449
8,366
8,957
591
11,472
12,355
12,176
(179)
289,017
345,360
320,050
(25,310)
135,013
173,877
154,626
(19,251)
59,535
78,693
69,741
(8,952)

Finance costs
194,548
252,570
224,367
(28,203)
94,469
92,790
95,683
2,893
159,247
138,971
115,515
(23,456)

16,070
30,381
30,381
170,533
186,045
217,056
31,011
15,000
360,850
355,397
362,952
7,555
38,741
36,795
34,024
(2,771)
228,377
221,705
217,002
(4,703)
188,201
189,687
207,609
17,922
455,319
448,187
458,635
10,448
(94,469)
(92,790)
(95,683)
(2,893)

outflows
Funding balance
Notes:
1.
Application of operating funding - decrease is due to the removal of berm mowing services, and savings and efficiency targets within
Auckland Transport.
2.
Application of capital funding - increase is primarily driven by changes in the timing and cost of roading projects.
167


$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

(30,804)
(26,456)
(29,961)
(3,505)
Targeted rates
287
922
262
262

other receipts
77,327
92,008
90,886
(1,122)
47,732
65,552
61,187
(4,365)
41,829
57,949
55,182
(2,767)
429
1,654
666
(988)

Finance costs
42,258
59,603
55,848
(3,755)
5,474
5,949
5,339
(610)

4,807
(2,750)
1,715
4,465
4,807
(2,750)
1,715
4,465

outflows
4,056
787
4,185
3,398
6,225
2,412
2,869
457
10,281
3,199
7,054
3,855
(5,474)
(5,949)
(5,339)
610
Funding balance
Notes:
1.
Application of operating funding - decrease primarily relate to savings and efficiency targets within Auckland Transport.
2.
Application of capital funding - increase is primarily due to an increase in renewals expenditure on-street parking machines.
168


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

(1,723)
Targeted rates
other receipts
(1,814)
(1,129)
685
34
35
34
(1)
7,918
8,400
8,151
(249)
138
138
(632)
(770)
6,367
6,759
6,424
(335)
4,453
4,650
4,483
(167)

Finance costs
529
746
717
(29)
1,238
1,260
1,106
(154)
6,220
6,656
6,306
(350)
147
103
118
15

4,241
2,155
1,996
(159)
4,241
2,155
1,996
(159)
2,126
1,130
953
(177)
2,262
1,128
1,161
33
4,388
2,258
2,114
(144)
(147)
(103)
(118)
(15)
(0)

outflows
Funding balance
169

$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

6,659
Targeted rates
6,915
6,713
(202)
157
187
187

other receipts
6,816
7,102
6,900
(202)
4,636
4,849
4,759
(90)

Finance costs
120
159
179
20
1,769
1,720
1,604
(116)
6,525
6,728
6,542
(186)
291
374
358
(16)

1,255
678
733
55
1,255
678
733
55
579
280
274
(6)
967
772
817
45
1,546
1,052
1,091
39
(291)
(374)
(358)
16

outflows
Funding balance
170


Budget
2014
$000

Plan 2015
Plan 2015
Variance
Note

41,121
34,564
42,093
7,529
Targeted rates
3,290
3,567
2,957
(610)
361
317
29
(288)
44,772
38,448
45,079
6,631
23,507
21,808
21,679
(129)
925
1,517
1,356
(161)
10,695
6,690
9,767
3,077

other receipts
Finance costs
35,127
30,015
32,802
2,787
9,645
8,433
12,277
3,844

85
175
175
9,377
9,372
5,009
(4,363)
9,462
9,547
5,184
(4,363)
187
300
294
(6)

outflows
427
373
365
(8)
18,493
17,307
16,802
(505)
19,107
17,980
17,461
(519)
(9,645)
(8,433)
(12,277)
(3,844)
Funding balance
Note:
1.
Application of operating funding - increase is primarily due to a reallocation of efficiency targets and corporate overhead costs.
171

Local libraries
$000
Budget
2014

Plan 2015
Plan 2015
Variance
Note

55,005
Targeted rates
55,579
54,664
(915)
109
106
110
718
693
750
57
217
201
(18)
(219)
56,049
56,579
55,506
(1,073)
39,541
39,710
39,645
(65)

other receipts
Finance costs
2,509
4,430
4,117
(313)
15,204
13,307
13,451
144
57,254
57,447
57,213
(234)
(1,205)
(868)
(1,707)
(839)

1,156
2,373
2,373
28,629
17,344
28,779
11,435
29,785
19,717
31,152
11,435
10,800
6,539
17,331
10,792

outflows
6,573
2,200
2,200
11,207
12,310
9,914
(2,396)
28,580
18,849
29,445
10,596
1,205
868
1,707
839

Funding balance
Note:
1.
Application of capital funding - increase is due to the deferral of the Te Atatu Peninsula, Waiheke and Massey North Library projects
from 2013/2014.
172


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

29,697
Targeted rates
40,666
28,981
(11,685)
1,975
2,271
1,647
(624)
6,413
5,079
6,478
1,399
306
2,105
145
(1,960)
38,391
50,121
37,251
(12,870)
29,556
39,359
28,841
(10,518)

other receipts
Finance costs
42
913
220
(693)
8,257
9,564
7,531
(2,033)
37,855
49,836
36,592
(13,244)
536
285
659
374
8,975
32,757
23,782

2,156
7,599
4,762
(2,837)
2,156
16,574
37,519
20,945

outflows
66
(66)
2,692
16,793
38,178
21,385
2,692
16,859
38,178
21,319
(536)
(285)
(659)
(374)
Funding balance
Notes:
1.
Application of operating funding - decrease is primarily due to the reallocation of efficiency targets, staff costs and corporate overhead
costs, as well as the reallocation of cost from regional activities to local activities.
2.
Source of capital funding - increase is primarily due to the Wiltshire Village Redevelopment project 2013/2014 deferral crystallising in
2014/2015.
173


$000
Budget
2014

Plan 2015
Plan 2015
Variance Notes

27,207
15,958
28,784
12,826
Targeted rates
233
(233)
2,275
2,494
2,396
(98)
505
33
172
139
29,987
18,718
31,352
12,634
23,126
14,782
24,275
9,493
Finance costs
1,220
1,988
2,212
224
5,921
2,466
5,529
3,063

other receipts

30,267
19,236
32,016
12,780
(280)
(518)
(664)
(146)
660

673
1,411
1,411
21,343
8,988
11,700
2,712
22,676
10,399
13,111
2,712
1,744
4,686
2,624
(2,062)

outflows
8,218
1,493
1,866
373
12,434
3,702
7,957
4,255
22,396
9,881
12,447
2,566
280
518
664
146

Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to the reallocation of staff costs and corporate overhead costs, as well as
the reallocation of cost from regional activities to local activities.
2.
Application of capital funding - increase is due to the addition of the Warkworth Town Hall and the Pioneer Women's and Ellen Melville
Hall projects.
174

Regional arts, culture and events services

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

13,227
Targeted rates
15,738
13,823
(1,915)
1,025
920
1,025
105
121
163
122
(41)

other receipts
330
(330)
14,373
17,151
14,970
(2,181)
16,351
17,077
15,902
(1,175)

Finance costs
347
904
737
(167)
2,288
2,454
2,278
(176)
18,986
20,435
18,917
(1,518)
(4,613)
(3,284)
(3,947)
(663)

6,855
5,395
7,023
1,628
6,855
5,395
7,023
1,628

outflows
53
(53)
2,242
2,058
3,076
1,018
2,242
2,111
3,076
965
4,613
3,284
3,947
663
Funding balance
Notes:
1.
Application of operating funding - decrease is primarily due to the reallocation of staff and supplier costs from regional to local activities.
2.
Application of capital funding - increase is due to the addition of new Regional Public Art and Art Renewals projects.
175

Local arts, culture and events services

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

19,095
14,213
18,814
4,600
158
159
159
77
77
77
1,088
1,200
1,101
(99)
151
119
158
39
20,569
15,768
20,309
4,540
14,913
12,244
15,110
2,865
Finance costs
1,053
1,856
1,790
(66)
4,239
2,053
3,709
1,656
Targeted rates
other receipts

20,205
16,153
20,609
4,455
364
(385)
(300)
85

18,584
5,241
4,094
(1,147)
18,584
5,241
4,094
(1,147)
10,247
4,353
3,325
(1,028)
8,701
503
469
(34)
18,948
4,856
3,794
(1,062)
(364)
385
300
(85)

outflows

Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to the re-allocation of staff and supplier costs from regional to local activities.
2.
Application of capital funding - decrease is primarily due to a delay in the final delivery of the Glen Innes Music and Arts Centre for
Youth project to 2015/2016.
176

Regional events facilities

Budget
2014
$000

Plan 2015
Plan 2015
Variance
Note

26,286
23,699
25,137
1,438
Targeted rates
30,052
35,057
30,766
(4,291)
554
836
1,143
307
56,892
59,592
57,046
(2,546)
36,664
39,859
36,915
(2,944)
Finance costs
7,002
5,759
7,364
1,605
5,854
8,705
5,457
(3,248)

other receipts

49,520
54,323
49,736
(4,587)
7,372
5,269
7,310
2,041

4,629
6,819
11,597
4,778
4,629
6,819
11,597
4,778

outflows
538
1,990
1,990
11,463
12,088
16,917
4,829
12,001
12,088
18,907
6,819
(7,372)
(5,269)
(7,310)
(2,041)
(0)
(0)
Funding balance
Note:
1.
Application of capital funding - increase is primarily made up of the 2013/2014 deferral of both the Town Hall Acoustic Improvements
project and Aotea Centre renewals.
177


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

27,053
24,255
30,340
6,085
Targeted rates
2,459
4,730
2,555
(2,175)
207
247
88
(159)
29,719
29,232
32,983
3,751
23,042
19,609
24,334
4,725
Finance costs
9,887
10,530
13,300
2,770
7,134
6,176
6,518
342

other receipts
40,063
36,315
44,152
7,837
(10,344)
(7,083)
(11,169)
(4,086)
6,000
6,000


24,697
50,586
50,586
55,308
(8,423)
71,604
80,027
80,005
42,163
128,190
86,027
51,564
22,143
25,260
3,117
10,351
9,061
86,398
77,337
7,746
3,876
5,363
1,487
69,661
35,080
117,021
81,941
10,344
7,083
11,169
4,086

outflows
Funding balance
Notes:
1.
Application of operating funding - increase is primarily driven by the reallocation of staff and occupancy costs and an increase in
finance costs due to increase in funding requirements.
2.
Application of capital funding - increase is due to the inclusion of an increase in budget to acquire additional land for parks.
178


Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

157,458
Targeted rates
170,486
168,480
(2,007)
12
13
13
1,048
1,158
1,061
(97)
724
317
122
(195)
159,242
171,974
169,676
(2,299)
101,439
111,862
109,073
(2,790)
Finance costs
10,702
14,255
15,217
962
25,874
21,481
24,750
3,269

other receipts

138,015
147,598
149,040
1,441
21,227
24,376
20,636
(3,740)
6,427
586
586

7,535
15,368
15,369
103,401
32,559
44,301
11,742
117,363
47,927
60,256
12,329
57,706
23,091
35,063
11,972
36,680
19,441
15,150
(4,291)
44,204
29,771
30,679
908

outflows

138,590
72,303
80,892
8,589
(21,227)
(24,376)
(20,636)
3,740
Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to the reallocation of corporate overhead costs, partially offset by the
reallocation of staff, occupancy and utility cost from local activities to regional activities.
2.
Application of capital funding - increase is primarily due to 2013/2014 deferrals for Devonport's Victoria Wharf project, Onehunga Bay
Foreshore Upgrade, Waiuku Sports Park and stage one of the Metropark Sports Field as well as an acceleration in the delivery of
additional sports field capacity.
179

Regional recreation services

Budget
2014
$000

Plan 2015
Plan 2015
Variance Notes

12,985
Targeted rates
other receipts
12,481
15,323
2,842
400
400
400
36
194
37
(157)
485
485
(485)
13,906
13,560
15,760
2,200
13,992
10,469
17,619
7,150

Finance costs
399
484
700
216
3,878
3,460
4,465
1,005
18,269
14,413
22,784
8,371
(4,363)
(853)
(7,024)
(6,171)

4,363
3,408
7,024
3,616
4,363
3,408
7,024
3,616
2,555
(2,555)
2,555
(2,555)
4,363
853
7,024
6,171

outflows

Funding balance
Notes:
1.
Application of operating funding - increase is primarily due to the reclassification of the Facility Partnership Funding Program from
capital to operating funding and the addition of a grant to support the establishment of the National Ocean Water Sports Centre.
2.
Application of capital funding - decrease is due to the reclassification of the Facility Partnership Funding Program to operating funding
as described above.
180


Budget
2014
$000

Plan 2015
Plan 2015
Variance
Note

21,819
Targeted rates
other receipts
25,408
27,586
2,178
770
778
778
2,701
2,442
2,681
239
27,825
32,021
29,119
(2,902)
1,135
50
(1,061)
(1,111)
54,250
59,921
59,103
(818)
38,760
41,662
42,774
1,112

Finance costs
3,292
5,597
5,087
(510)
11,830
12,740
11,697
(1,043)
53,882
59,999
59,558
(441)
368
(78)
(455)
(377)

2,119
4,349
4,349
31,925
35,143
32,308
(2,835)
34,044
39,492
36,657
(2,835)
10,500
14,892
11,542
(3,350)
13,824
18,551
19,116
565
10,088
5,971
5,544
(427)
34,412
39,414
36,202
(3,212)
(368)
78
455
377
(0)

outflows

Funding balance
Note:
1.
Application of capital funding - decrease is mainly due to the deferral of the Whau Recreation Centre project to 2015/2016 offset by the
Mt Albert Aquatic Centre project 2013/2014 deferral.
181


Budget
2014
$000

Plan 2015
Plan 2015
Variance
Note

79,997
Targeted rates
other receipts
77,935
85,876
7,941
725
1,156
725
(431)
12,804
15,521
12,932
(2,589)
1,852
1,724
2,076
352
95,378
96,336
101,609
5,273
81,780
83,369
81,615
(1,754)
3,406
2,527
3,601
1,074
10,905
8,162
13,725
5,563

Finance costs
96,091
94,058
98,941
4,883
(713)
2,278
2,668
390

5,142
1,687
1,723
36
5,142
1,687
1,723
36
339

outflows
526
523
512
(11)
3,564
3,442
3,879
437
4,429
3,965
4,391
426
713
(2,278)
(2,668)
(390)

Funding balance
Note:
1.
Application of operating funding - increase is driven by a reallocation of corporate overhead.
182

$000
Budget
2014

Targeted rates

Plan 2015
Plan 2015
Variance Notes
1,389
42,080
15,717
(25,084)
309
314
309
(5)
2,821
(293)
2,855
3,148
269,451
247,670
264,680
17,010
31,729
31,489
28,756
(2,733)
305,699
321,260
312,317
(7,664)

264,393
265,168
273,096
9,207
19,493
5,079
7,616
2,537
283,886
270,247
280,712
11,744
21,813
51,013
31,605
(19,408)

(349,654)
(25,098)
(115,239)
(90,141)
26,677
27,558
27,558

other receipts
Finance costs


outflows
(322,977)
2,460
(87,681)
(90,141)

2,266
2,245
3,146
901
(244,757)
75
(130,500)
(130,575)
80,565
49,555
65,886
16,331
(139,238)
1,598
5,392
3,794
(301,164)
53,473
(56,076)
(109,549)
(21,813)
(51,013)
(31,605)
19,408


Funding balance
Notes:
1.
Application of operating funding - Increase is primarily due to the reallocation of efficiency targets which have been identified within
other activities.
2.
Application of capital funding - decrease is due to council providing for the expected carry forward of undelivered capital expenditure. It
is unlikely that the full capital expenditure programme will be completed due to changes in the timing of delivery, reprioritisation and
constraints in councils overall capacity to deliver.
183


Auckland Councils significant forecasting assumptions and the risks associated with those assumptions are set
out in Part IV of Volume Three of our Long-term Plan 2012-2022.
Where relevant, these assumptions have been reviewed and updated for this draft annual plan. The key
assumptions for 2014/2015 underlying the financial statements included in this plan are set out in the following
table.
Auckland Council's key forecasting assumptions for 2014/2015

Assumption
Inflation
Inflation rates for capital expenditure assumed for the draft annual plan are based on the inflation forecasts
prepared by Business and Economic Research Limited (BERL) and range from 2.2 per cent to 3.3 percent
depending on the type of capital expenditure (e.g. roading, water or property).
The council has used 2.3 per cent inflator for staff costs and 1.0 per cent inflation for all other operating
expenditure and revenue. However, for the purposes of this draft annual plan operating grants and subsidies
budgets are not subject to the inflators.
Interest rates
In preparing this plan it is assumed that the council will maintain its AA credit rating. The councils Treasury
department has then projected an average interest rate based on an assessment of market yields and
anticipated borrowing requirements. For the 2014/2015 year the forecast average interest rate on council
borrowing is 5.65 per cent, and on cash holdings is 3 per cent.
Growth assumptions
The growth figures are based on the growth projections published in the councils 2012-2022 Long-term Plan,
apart from the economic growth projection for Auckland region which is based on updated BERL projections.
Population growth population will increase by around 23,250 people (1.49 per cent) to 1,579,846 in
2014/2015
Economic growth 2.5 per cent annual change in the Auckland regions GDP adjusted for inflation
Development growth dwellings are projected to increase by around 7,480 (1.4 per cent) to 525,070 in
2014/2015
Growth in the rating base 1.28 per cent increase in capital values from property development.
Expected return on investments (i.e. dividends, return on shareholdings)

Dividends are forecast to be received from councils investments held by Auckland Council Investments Limited
(ACIL). Forecast ACIL dividends from its 22.35 per cent shareholding in Auckland International Airport Limited
(AIAL) are based on market analyst forecasts. Dividends from ACILs 100 per cent shareholding in Ports of
Auckland are based on a 75 per cent distribution of forecast after tax profit. AIAL has announced a proposal to
buy back 1 in 10 shares from its shareholders. If approved this would equate to a $102 million return to
Auckland. This would replace the $18 million interim dividend planned in 2013/2014.
184

Assumption
Timing of capital expenditure

This plan has been developed on the basis of the best available information of the likely timing of specific capital
projects and programmes. These timing estimates are reflected in the activity statements presented in the plan
and the consequential impact of this is reflected in operating expenditure figures for the projects relevant
activity.
In addition, Auckland Council has assumed that $168 million of capital expenditure will not be delivered within
2014/2015 due to constraints on its overall capacity for capex delivery; this expenditure has been re-phased
over future years.
As Auckland Council does not yet know the projects that will comprise these amounts, they are shown
separately from the activity-specific information in this plan. Savings in interest and depreciation costs
associated with these assumed timing changes are however incorporated into the overall funding information.
Weathertightness claims
The council has considered the financial impact of weathertightness claims, including those already lodged and
potential claims which may arise under the governments Weathertight Homes Financial Assistance Package.
On the basis of an actuarial assessment, a provision was established for future weathertightness claims. Based
on an updated assessment, the council is forecasting net claim payments of $53 million in 2014/2015.
The cost of funding these settlements should not fall unfairly on ratepayers in the year of settlement. Rather
than penalising current ratepayers with the full impact of these settlements, it is assumed they will be funded
from borrowings and the repayment of these borrowings spread over 30 years.
185


Project description
Organisation
Location
Inflated 2014/2015
($000)
GOVERNANCE
Local governance
Community response fund
AC
tara-Papatoetoe
Other Projects < $250k
AC
Various
615
Small local improvement projects (North)
AC
Various
1,432
378
Total Local governance
2,425
Total Governance
2,425
COMMERCIAL AND INVESTMENT

Commercial
Commercial property renewals
AC
Regional
322
Commercial renewals
AC
Regional
1,623
Marine precinct development Yard 37 (Hobsonville)
AC
Regional
4,986
AC
Regional
126
Residential renewals
AC
Regional
1,707
Small plant replacement (City parks)
AC
Regional
333
Town centre development (Ormiston)
AC
Regional
316
Vehicle replacement (City parks)
AC
Regional
Total Commercial
2,966
12,380
Investment
Ports of Auckland LTD (growth)
ACIL
Regional
8,685
Ports of Auckland LTD (level of service)
ACIL
Regional
1,848
Ports of Auckland LTD (renewals)
ACIL
Regional
9,368
Total Investment
19,901
Total Commercial and investment
32,281
ECONOMIC DEVELOPMENT
Board walk extension and marine square upgrade
(Devonport)
AC
Devonport-Takapuna
Central area upgrade (Northcote)
AC
Kaiptiki
Mt Albert town centre renewal
AC
Albert-Eden
3,390
AC
Various
1,529
Renewal of village centres
AC
Albert-Eden
2,523
Street upgrade (Highbury Mainstreet)
AC
Kaiptiki
1,582
Town centre (Devonport-Barclay-Clarence)
AC
Devonport-Takapuna
Town centre revitalisation
AC
Other (Unallocated)
1,163
Town centre upgrade (Pukekohe)
AC
Franklin
1,266
Upgrade (Upper Onehunga Mall)
AC
Maungakiekie-Tmaki
480
Viewing deck and development (Highbury)
AC
Kaiptiki
934
Village Square development (Ponsonby)
AC
Waitemat
483
Total Local economic development
3,892
492
370
18,103
Regional economic strategy and initiatives

Area upgrade (Fort Street)
AC
Regional
3,244
Federal Street (Victoria Street - Fanshawe Street)
AC
Regional
4,793
FreyBerg Square Upgrade
AC
Regional
2,087
Main Street upgrades (Westgate Town Centre)
AC
Regional
524
Mngere Gateway Avenue Route
AC
Regional
586
Mngere Gateway Experience
AC
Regional
1,048
New canopy and redevelopment (Bledisloe Lane)
AC
Regional
2,070
186

Project description
Organisation
Location
AC
Regional
Inflated 2014/2015
($000)
150
Playground and park upgrade (Myers Park)
AC
Regional
550
Public space upgrade (Beach Road)
AC
Regional
833
Public space upgrade (Emily Place)
AC
Regional
1,042
Quay Street Boulevard
AC
Regional
2,098
Regeneration project (New Lynn)
AC
Regional
260
Stage two upgrade (Lorne Street)
AC
Regional
1,472
Strategic property developments
AC
Regional
6,907
Street upgrade (Upper Queen Street)
AC
Regional
521
Town square PC15 (Massey North)
AC
Regional
786
Upgrade (Elliot-Darby Street)
AC
Regional
746
Upgrade (O'Connell Street)
AC
Regional
922
Victoria Street Green Link
AC
Regional
4,190
Total Regional economic strategy and initiatives
34,828
Commercial property asset renewal
WDA
Regional
324
Marina development
WDA
Regional
16,435
Operations asset renewals (Westhaven Marina)
WDA
Regional
172
Private works (Wynyard quarter central area)
WDA
Regional
579
Public works (Teal Park)
WDA
Regional
658
Public works (Wynyard quarter Central precinct)
WDA
Regional
10,339
Public works (Wynyard quarter development sites)
WDA
Regional
2,499
Public works (Wynyard quarter Headland precinct)
WDA
Regional
2,908
Public works (Wynyard quarter Jellicoe precinct)
WDA
Regional
568
Tram extensions
WDA
Regional
7,369
Waitemat Plaza
WDA
Regional
713
Total Waterfront development
42,563
Total Economic development
95,494
BUILT AND NATURAL ENVIRONMENT

Built heritage protection fund
AC
Regional
8,728
Closed landfill asset management plan
AC
Regional
325
Closed landfill remediation - priority sites
AC
Regional
1,393
Landfill site improvements (Claris)
AC
Regional
366
AC
Regional
172
Reactive closed landfill remediation
AC
Regional
731
Reactive urban soils remediation
AC
Regional
553
Research and monitoring equipment replacement
AC
Regional
543
Total Environment and heritage protection
12,812

AC
Various
481
Project Twin Streams
AC
Henderson-Massey
394
Project Twin Streams - further development
AC
Waitkere Ranges
268
Total Local built and natural environment
1,143
187

Project description
Organisation
Location
Inflated 2014/2015
($000)
Regulation
Integrated Bylaw Review Programme
AC
Regional
446
AC
Regional
412
Total Regulation
858
Total Built and natural environment
14,813
SOLID WASTE
Kerbside recycling bins - new
AC
Regional
AC
Regional
631
Waste minimisation project (WMP)
AC
Regional
14,000
Radio frequency enabled wheelie bin collection (RFID)
AC
Regional
508
4,088
Total Waste and recycling services
19,227
Total Solid waste
19,227
STORMWATER AND FLOOD PROTECTION

SWFA Flood alleviation - Other
AC
Regional
Total Flood protection and control
16,002
16,002
Stormwater PC14 (Waiarohia ponds)
AC
Regional
4,371
Stormwater PC15 (Totara ponds)
AC
Regional
2,519
Stormwater pond (Crown Lynn precinct)
AC
Regional
3,657
SW Best practice guides
AC
Regional
1,302
SW Catchment plans - Other
AC
Regional
10,728
SW Forward design - Other
AC
Regional
7,291
SW Network consents and compliance
AC
Regional
989
SWAR Asset renewals - Other
AC
Regional
3,854
SWAR Pond desilting
AC
Regional
2,916
SWEI Environmental improvements - Other
AC
Regional
16,143
SWEI Flat bush water quality ponds
AC
Regional
5,013
SWG Network growth - Other
AC
Regional
16,534
Total Stormwater management
75,317
Total Stormwater and flood protection
91,319
WATER SUPPLY AND WASTEWATER

Wastewater
Central Interceptor
WSL
Regional
900
Collection System Expansion
WSL
Regional
38,000
Collection System Improvement
WSL
Regional
25,100
Collection System Replacement
WSL
Regional
24,800
Northern Interceptor
WSL
Regional
2,700
Other projects < $250k
WSL
Regional
281
Shared Services Plant and Equip Replacement
WSL
Regional
12,400
Shared Services Process Improvement
WSL
Regional
15,200
Wastewater Demolition
WSL
Regional
1,000
Wastewater Treatment Expansion
WSL
Regional
24,200
Wastewater Treatment Improvement
WSL
Regional
16,900
Wastewater Treatment Rehab/Replacement
WSL
Regional
6,700
Waterfront Interceptor
WSL
Regional
1,000
WWTP Regulatory Compliance
WSL
Regional
300
Total Wastewater
169,481
Water supply
188

Project description
Organisation
Location
Dam Rehabilitation
WSL
Regional
Inflated 2014/2015
($000)
7,000
Hunua No. 4 Water Supply Scheme
WSL
Regional
58,600
WSL
Regional
61
Raw Water Network Rehab/Replacement
WSL
Regional
3,400
Treated Water Network Expansion
WSL
Regional
43,000
Treated Water Network Improvement
WSL
Regional
8,700
Treated Water Network Rehab/Replacement
WSL
Regional
24,700
Water Shared ECS Improvement
WSL
Regional
500
Water Shared ECS Rehab/Replacement
WSL
Regional
500
Water Treatment Plant Expansion
WSL
Regional
1,100
Water Treatment Plant Improvement
WSL
Regional
23,200
Water Treatment Plant Regulatory Compliance
WSL
Regional
600
Water Treatment Plant Rehab/Replacement
WSL
Regional
4,500
Total Water supply
175,861
Total Water supply and wastewater
345,342
TRANSPORT
ACC parking enforcement projects
AT
Regional
381
Capark building renewals (existing)
AT
Regional
1,851
On street parking machines
AT
Regional
2,299
On street parking machines (new areas)
AT
Regional
339
AT
Regional
1,484
Parking ITS - P and E Wilson Parkings
AT
Regional
700
Total Parking and enforcement
7,054

Botany town centre interchange environment
AT
Regional
Britomart asset renewals
AT
Regional
600
Bus lane priorities
AT
Regional
1,435
Bus shelter renewals
AT
Regional
900
Bus stop improvements
AT
Regional
5,879
Capex renewals (rolling stock)
AT
Regional
3,000
CBD Bus infrastructure requirement Albert St
AT
Regional
785
CBD Bus infrastructure requirement Fanshawe St
AT
Regional
1,500
CBD Bus infrastructure requirement Wellesley
AT
Regional
750
Chapel Rd / Ormiston Rd FTN crossing point
AT
Regional
500
City Rail Link (CRL)
AT
Regional
192,900
Devonport ferry terminal
AT
Regional
500
Electric multiple unit (EMU) procurement
AT
Regional
146,076
Ferry terminal renewals
AT
Regional
3,000
Glen Eden park n ride
AT
Regional
1,078
Half Moon Bay ferry terminal upgrade
AT
Regional
4,187
Homai station / bus connections
AT
Regional
1,500
Mngere town centre interchange - Iand
AT
Regional
1,750
Manukau city rail link
AT
Regional
5,166
Newmarket station
AT
Regional
1,050
On street information and retail capex
AT
Regional
1,600
thuhu bus interchange
AT
Regional
10,900
thuhu town centre stops
AT
Regional
1,200
AT
Regional
640
Papatoetoe station / bus connections
AT
Regional
1,000
189
500

Project description
Organisation
Location
Parnell train station
AT
Regional
Inflated 2014/2015
($000)
6,009
Princes St East burn turnaround facility
AT
Regional
800
Pukekohe station upgrade
AT
Regional
4,500
Rail crossing separation
AT
Regional
534
Rail station renewals
AT
Regional
1,570
Real time passenger information system
AT
Regional
2,827
SMART (formerly as SWAMMCP)
AT
Regional
2,050
Station amenity improvements
AT
Regional
1,000
Swanson station upgrade
AT
Regional
500
Takanini station bus turnaround facility
AT
Regional
800
Te Atatu motorway bus interchange
AT
Regional
500
Triangle road/Lincoln Road bus interchange
AT
Regional
1,500
Wharves minor capex
AT
Regional
700
Total Public transport and travel demand management
411,686
Roads and footpaths

09-12 W and C - Browns Road bridge
AT
Regional
1,250
09-12 W and C - Station Road Manurewa
AT
Regional
1,250
09-12 Walking and cycling - St. Georges St
AT
Regional
500
Albany Highway (Sunset to SH18)
AT
Regional
596
Albany Highway upgrade
AT
Regional
21,278
AMETI Package 1 - Panmure Phase 1
AT
Regional
317
AT
Regional
5,000
AT
Regional
3,167
AMETI Package 2 Sylvia Park bus lanes
AT
Regional
7,530
AMETI Package 4 Pakuranga Ti Rakau-Reeves Rd
AT
Regional
52,435
Beach Road cycle route
AT
Regional
1,900
Brigham Creek road corridor improvements
AT
Regional
1,050
CCTV - route optimisation, incident management,

intersection analytics
AT
Regional
1,450
CCTV New
AT
Regional
571
Central - Associated improvements (road)
AT
Regional
632
Central - Bridge structures renewals
AT
Regional
4,587
Central - Catchpit and lead renewals
AT
Regional
1,820
Central - Culvert renewals non-reticulated
AT
Regional
305
Central - External TSS contracts
AT
Regional
3,810
Central - Footpath renewals
AT
Regional
22,517
Central - Kerb and channel renewals
AT
Regional
6,306
Central - Pavement rehabilitation
AT
Regional
10,905
Central - Pavement resurfacing
AT
Regional
16,310
Central - Pre-seal repair
AT
Regional
3,109
Central - Road marking renewals
AT
Regional
941
Chapel Road realignment and new bridge
AT
Regional
375
Crash reduction implementation
AT
Regional
467
Dominion road corridor upgrade
AT
Regional
16,124
Flat bush School Road upgrade - stage 4
AT
Regional
2,485
Glen Innes to Tmaki drive scheme c/way
AT
Regional
800
Great south Road - Park estate to Slippery
AT
Regional
303
Hingaia Peninsula Road improvement
AT
Regional
1,100
Improvements complementing development
AT
Regional
1,000
Jenny's Road construction
AT
Regional
451
190

Project description
Organisation
Location
JTOC - Traffic signals renewals
AT
Regional
Inflated 2014/2015
($000)
3,080
JTOC CCTV renewals
AT
Regional
484
Lincoln road corridor improvements
AT
Regional
4,568
Links to key destinations
AT
Regional
1,000
Linwood Road route improvements (Franklin)
AT
Regional
474
Local board initiatives
AT
Regional
10,805
Long Bay Glenvar Ridge Road
AT
Regional
520
Mngere safe routes scheme
AT
Regional
800
Mill road improvements
AT
Regional
1,900
MMEWS
AT
Regional
12,000
Mount Roskill safe routes scheme
AT
Regional
1,300
Murphys Road bridge improvements
AT
Regional
2,000
Network performance
AT
Regional
2,955
New footpaths (CT)
AT
Regional
1,500
Newmarket crossing
AT
Regional
5,207
NORSGA PC 15 Massey North T/C
AT
Regional
11,377
NORSGA PC14 Hobsonville Village
AT
Regional
3,787
North - Bridge structures cpt replacement
AT
Regional
2,146
North - Culvert renewals non-reticulated
AT
Regional
314
North - External TSS contracts
AT
Regional
3,197
North - Footpath renewals
AT
Regional
3,868
North - Kerb and channel renewals
AT
Regional
493
North - Pavement rehabilitation sealed
AT
Regional
15,769
North - Pavement resurfacing
AT
Regional
12,166
North - Preventive maintenance (slips)
AT
Regional
1,585
North - State Highway revocation renewal
AT
Regional
2,161
North - Unsealed Road metal (periodic)
AT
Regional
1,488
North - Urban fixtures renewals
AT
Regional
543
North area bus improvement programme - Onewa
AT
Regional
702
Ormiston road widening (Ti-rakau Dr and Chapel Road)
AT
Regional
1,561
AT
Regional
4,555
Overhead electronic signs - arterial roads
AT
Regional
500
Penlink toll road
AT
Regional
2,620
Point England to Panmure
AT
Regional
280
Regional road reconstruction
AT
Regional
9,260
Regional safety programme
AT
Regional
1,478
Regional Transport Asset - Video Data
AT
Regional
948
Region wide RTN and corridor land purchase
AT
Regional
1,000
Safety and minor improvement
AT
Regional
13,388
Safety around schools
AT
Regional
8,003
Safety project opportunities
AT
Regional
450
Safety speed management
AT
Regional
550
Seal extensions and local transport improvements - North
AT
Regional
1,000
Seal extensions and local transport improvements
AT
Regional
400
South - Associated improvements
AT
Regional
876
South - Bridge structures cap replacement
AT
Regional
601
South - External TSS contracts
AT
Regional
2,263
South - Footpath renewals
AT
Regional
3,810
South - Kerb and channel renewals
AT
Regional
1,723
191

Project description
Organisation
Location
South - Pavement rehabilitation
AT
Regional
Inflated 2014/2015
($000)
13,271
South - Pavement resurfacing
AT
Regional
16,158
South - Preventive maintenance (slips)
AT
Regional
664
South - Road marking renewals
AT
Regional
359
Special lanes - T3, bus and special vehicles
AT
Regional
2,500
Streetlight renewals - Central
AT
Regional
4,073
Streetlight renewals - North
AT
Regional
446
Streetlight renewals - Ohug - south
AT
Regional
258
Streetlight renewals - South
AT
Regional
2,245
Streetlight renewals - West
AT
Regional
1,093
Tmaki Dr and Ngapipi intersection safety improvements
AT
Regional
1,767
Tmaki Dr Takaparawha Pt. - Millennium Bridge
AT
Regional
563
Te Atatu road corridor improvements
AT
Regional
10,000
Tiverton - Wolverton stage 2
AT
Regional
8,000
Traffic operations corridor and intersection improvements
AT
Regional
985
Warkworth SH1 intersection improvements
AT
Regional
3,360
Waterview C/W connection
AT
Regional
600
WCC Great North Rd - Titirangi to McLeod
AT
Regional
525
West - Bridge structure cap replacement
AT
Regional
1,043
West - External TSS contracts
AT
Regional
4,497
West - Footpaths renewals
AT
Regional
2,439
West - Kerb and channel renewals
AT
Regional
1,248
West - Pavement rehabilitation sealed
AT
Regional
7,750
West - Pre-seal repairs
AT
Regional
2,445
West - Preventive maintenance (slips)
AT
Regional
990
West - Road furniture renewals
AT
Regional
667
West - Road resurfacing
AT
Regional
8,618
Whangapraoa Road four laning
AT
Regional
5,388
Whitford Maraetai Road - RT pocket
AT
Regional
315
Whitford Park Road - RT pocket
AT
Regional
270
Total Roads and footpaths
458,635
Total Transport
877,374
COMMUNITY
Cemeteries and crematoria renewals - regional
AC
Regional
971
Development of burial areas (Waikumete Cemetery)
AC
Regional
333
AC
Regional
289
Stormwater installation (Waikumete Cemetery)
AC
Regional
Total Cemeteries and crematoria
521
2,115
AC
Regional
293
Protective clothing and technical equipment
AC
Regional
499
Replace, refurbish regional fire appliances
AC
Regional
Total Emergency management
299
1,091

Community facilities cluster
AC
Maungakiekie-Tmaki
537
Community facilities upgrades and renewals
AC
tara-Papatoetoe
537
Community facility (North)
AC
Upper Harbour
596
Community facility growth
AC
Papakura
270
Community facility renewals
AC
Various
192
2,129

Project description
Organisation
Location
Multi-use community facility (Flatbush)
AC
Howick
Inflated 2014/2015
($000)
2,147
AC
Various
2,820
Redevelopment (Pioneer Womens and Ellen Melville Hall )
AC
Waitemat
1,652
Sports park pavilion extensions (Onetangi)
AC
Waiheke
376
Town Hall Upgrade (Warkworth)
AC
Rodney
1,383
Total Local community services
12,447
Local libraries
Library build (Massey North)
AC
Henderson-Massey
8,119
Library build (Te Atatu Peninsula)
AC
Henderson-Massey
4,563
Library build (Waiheke)
AC
Waiheke
Library development (Devonport)
AC
Devonport-Takapuna
4,516
Library development (Flatbush)
AC
Howick
2,577
Library development (Takanini)
AC
Papakura
2,428
Library furniture and fitting renewals
AC
Henderson-Massey
Library furniture and fittings (Flatbush)
AC
Howick
1,403
Library redevelopment (thuhu)
AC
Mngere-thuhu
2,839
Local library renewals
AC
Other (Unallocated)
AC
Various
Total Local libraries
440
257
704
1,598
29,444

Redevelopment (Wilsher Village)
AC
Regional
Social housing renewals
AC
Regional
Total Regional community services
36,808
1,370
38,178

Heritage material digitisation
AC
Regional
365
Libraries technology
AC
Regional
1,264
Library collection renewals (Central)
AC
Regional
13,107
Library collections (new builds)
AC
Regional
294
Library security radio frequency identification (RFID)
AC
Regional
412
Millennium Library Management System (LMS)
AC
Regional
1,096
AC
Regional
260
Regional library renewals
AC
Regional
664
Total Regional library services
17,461
Total Community
100,735
LIFESTYLE AND CULTURE

Local arts, culture and events services
Art centre redevelopment (Uxbridge)
AC
Howick
Glen Innes Music and Arts Centre for Youth
AC
Maungakiekie-Tmaki
524
AC
Various
801
Total Local arts, culture and events services
2,470
3,795

Artificial sportsfields (Upper Harbour)
AC
Upper Harbour
Bridge (Wairau Stream)
AC
Devonport-Takapuna
Carpark (Ashley Reserve)
AC
Hibiscus and Bays
411
Changing rooms (Blockhouse Bay Rec Reserve)
AC
Whau
304
Coastal walkway (Takapuna-Milford)
AC
Devonport-Takapuna
487
Coastal walkway (Waitemat)
AC
Waitemat
416
Coastline erosion control
AC
Howick
644
Courts and improvements (Brains Park)
AC
Whau
267
Croquet club (Cranwell Park)
AC
Henderson-Massey
270
193
607
2,150

Project description
Organisation
Location
Cycle and walking track (Greenway)
AC
Kaiptiki
Development (Crown Lynn Park)
AC
Whau
Development (Premier Park)
AC
Various
2,094
Development (Royal Reserve)
AC
Henderson-Massey
1,218
Development of open space (Orkei Basin)
AC
Orkei
322
Development stage two playground (Royal Reserve)
AC
Henderson-Massey
397
Esplanade development
AC
Various
Foreshore upgrade (Onehunga Bay)
AC
Maungakiekie-Tmaki
3,352
Foundation infrastructure
AC
Various
1,695
Linkage improvements (Fearon Park - Harold Long

Reserve)
AC
Puketpapa
Local improvement projects (LIPS)
AC
Various
Local park car park renewals
AC
Henderson-Massey
Local park coastal structures renewals
AC
Various
2,240
Local park furniture and fixture renewals
AC
Various
2,524
Local park playspace renewals
AC
Various
1,382
Local park public convenience renewals
AC
Various
2,608
Natural outdoor sportsurface (Greville Reserve)
AC
Devonport-Takapuna
472
New sand field
AC
Rodney
389
Open space redevelopment (Stonefields)
AC
Orkei
832
Open spaces (Massey North)
AC
Henderson-Massey
2,786
AC
Various
22,202
Outdoor sport surfaces (Albany domain)
AC
Upper Harbour
Park improvements (general)
AC
Various
Park improvements (Harold Moody Park)
AC
Waitkere Ranges
Parks and reserves (Keith Hay Park)
AC
Puketpapa
Public convenience (Ashley Reserve)
AC
Hibiscus and Bays
370
Recreational boat ramps
AC
Waiheke
268
Reserve restoration Waterview Connection (SH16/20)
AC
Henderson-Massey
Reserve upgrades
AC
Papakura
Reserves one, two and three PC14 (Hobsonville corridor)
AC
Upper Harbour
Sand carpet installation
AC
Orkei
Showgrounds (Warkworth)
AC
Rodney
802
Sports park (Waiuku)
AC
Franklin
2,484
Sports park car park renewals
AC
Manurewa
331
Sports park utility renewals
AC
Howick
462
Sports parks
AC
Various
2,649
Sports playing surfaces and facility upgrades
AC
Kaiptiki
537
Sportsfield (Metropark)
AC
Hibiscus and Bays
320
Sportsfield development (Michaels Ave Reserve)
AC
Orkei
473
Sportsfield renewals
AC
Various
3,560
Stage one development (Sir Woolf Fisher Park)
AC
Maungakiekie-Tmaki
1,939
Upgrade (Mountfort Park)
AC
Manurewa
Victoria Wharf (Devonport)
AC
Devonport-Takapuna
Walkway (Manukau foreshore)
AC
Puketpapa
Total Local parks services
827
864
429
3,349
285
262
2,525
339
1,074
265
1,074
644
1,074
537
2,290
268
80,892

Aquatic centre (Mt Albert)
AC
Aquatic facility equipment renewals
AC
Various
HBC leisure centre extension
AC
Hibiscus and Bays
Inflated 2014/2015
($000)
521
194
Albert-Eden
3,723
735
1,074

Project description
Organisation
Location
Multi-sport facility (Ngati tara Park)
AC
tara-Papatoetoe
Netball complex, community and events centre (Manurewa)
AC
Manurewa
AC
Various
2,524
Outdoor pool upgrade (Moana-nui-a-kiwa leisure centre)
AC
Mngere-thuhu
1,074
Recreation centre (Whau)
AC
Whau
1,048
Recreation precinct (thuhu)
AC
Mngere-thuhu
5,369
Recreational facilities building renewals
AC
Other (Unallocated)
868
Recreational facilities equipment renewals
AC
Other (Unallocated)
301
Stadium Pool (Albany)
AC
Upper Harbour
7,525
Swimming pool development (thuhu)
AC
Mngere-thuhu
9,664
Total Local recreation services
Inflated 2014/2015
($000)
1,396
903
36,202
Regional arts, culture and events services

AC
Regional
516
Public art renewals
AC
Regional
459
Regional public artwork
AC
Regional
2,101
Total Regional arts, culture and events services
3,076

Art gallery collection development
RFA
Regional
307
Building renewals (Auckland Zoo)
RFA
Regional
187
Equipment and public furniture
RFA
Regional
205
Exhibits and enclosure renewals (Auckland Zoo)
RFA
Regional
1,768
Feature renewals (Auckland Zoo)
RFA
Regional
266
Framing
RFA
Regional
102
Renewals (Art Gallery)
RFA
Regional
1,242
Services renewals (Auckland Zoo)
RFA
Regional
313
Total Regional collections and amenities
4,391
Regional event facilities

Acoustic improvements (Town hall)
RFA
Regional
Minor capital equipment budget (RFA)
RFA
Regional
52
Renewals (Aotea Centre)
RFA
Regional
10,951
Renewals (Bruce Mason Centre)
RFA
Regional
386
Renewals (Mt Smart)
RFA
Regional
2,836
Renewals (The Civic)
RFA
Regional
2,104
Renewals (Town Hall)
RFA
Regional
215
Renewals (Viaduct Events Centre)
RFA
Regional
152
Renewals (Western Springs)
RFA
Regional
220
Total Regional event facilities
1,990
18,908

Bastion point Whenua Rangatira
AC
Regional
Caf (Long Bay)
AC
Regional
303
Land acquisition (North Shore)
AC
Regional
5,655
Land acquisitions
AC
Regional
1,327
Land purchase and development (Franklin)
AC
Regional
362
Neighbourhood park land acquisition (Franklin)
AC
Regional
543
New regional parks developments
AC
Regional
1,389
AC
Regional
10
Regional park renewals
AC
Regional
4,015
Regional parks developments - land
AC
Regional
7,827
Replacement sportsfield land acquisition (Hobsonville Pt.)
AC
Regional
11,726
Reserve acquisition (Rodney)
AC
Regional
1,621
195
697

Project description
Organisation
Location
Reserve open space strategy land acquisition
AC
Regional
Inflated 2014/2015
($000)
9,166
Runway replacement land acquisition (Hobsonville point)
AC
Regional
3,666
Sportsfield capacity
AC
Regional
3,566
Volcanic cones and landscape
AC
Regional
431
World War One memorials and heritage trail
AC
Regional
367
Parks acquisition (Central)
AC
Regional
64,350
Total Regional parks services
117,022
Total Lifestyle and culture
264,285
CORPORATE SUPPORT
Admin building renewals (Bledisloe House)
AC
Regional
Admin building renewals (Graham St)
AC
Regional
3,814
Administration renewals (135 Albert Street)
AC
Regional
19,517
Aquatic facility building renewals - regional
AC
Regional
1,047
Auckland Council Workplace Strategy
AC
Regional
711
Auckland plan enablement
AC
Regional
7,326
Business enablement
AC
Regional
6,803
Chillers upgrade (Aotea Square)
AC
Regional
804
Enterprise processes and systems
AC
Regional
2,706
IS operations stability and lifecycle
AC
Regional
22,355
Local Board office renewals
AC
Regional
712
NewCore
AC
Regional
18,279
Office fixtures, fittings and equipment
AC
Regional
1,053
AC
Regional
1,368
Service Centre renewals (Three Kings)
AC
Regional
1,713
Town hall Auckland Council renewals
AC
Regional
314
Town hall RFA renewals
AC
Regional
753
Vehicle replacement
AC
Regional
4,169
Business systems programme
AT
Regional
8,700
Fleet vehicle replacement
791
AT
Regional
2,250
ATEED
Regional
79
RFA information technology renewals
RFA
Regional
105
RFA IT transition set-up
RFA
Regional
948
Minor capital purchases
Total Organisational support
106,317
Total Corporate support
106,317
Inflated gross capex (before carry forwards)
1,949,613
Capital project deferrals
AC
Auckland Council capital expenditure funding

requirement
Regional
(167,786)
1,781,827
196
Part IV: Council-controlled organisations
Part IV: Council-controlled

organisations
Overview
A council-controlled organisation (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. Auckland Council
has seven substantive CCOs and nine non-substantive CCOs.
The primary role of Auckland Council is to develop policies, strategies, plans and regulations that drive the city
forward and help to achieve our goal of transforming Auckland into the worlds most liveable city. Councilcontrolled organisations (CCOs) are a way to manage council assets and services efficiently, using commercial
disciplines and specialist expertise, while allowing the council to focus on its core role.
Each CCO has its own specific objectives, but the Local Government Act 2002 identifies the principal objective
of all CCOs. In summary, this is to:
achieve the objectives of its shareholders
be a good employer
exhibit a sense of social and environmental responsibility
conduct its affairs in accordance with sound business practice.
Auckland Council was set up under the Local Government (Auckland Council) Act 2009. The Act makes it clear
that decision-making is shared between the governing body and local boards. CCOs therefore need to
recognise the unique nature of decision-making by council, including local boards, and carry out their business
accordingly.
CCOs are accountable to the council, which agrees the objectives and targets for each CCO and also monitors
their performance via the CCO Governance and Monitoring Committee. The council, in turn, is accountable to
ratepayers and residents for the performance of the CCOs.
Work is proceeding through the Statement of Intent process to improve the ways in which CCOs demonstrate
their contribution to Mori outcomes.
The council's accountability policy for CCOs is described in Volume Five of the Long-term Plan 2012-2022.
To find out more about each of the CCOs, refer to their Statements of Intent, which can found on the councils
website. Go to Home>About council> Representatives and bodies>Council-controlled organisations.
The substantive CCOs

A substantive CCO is either responsible for the delivery of significant service or activity on behalf of the council
or owns or manages assets with a value of more than $10 million. The council has seven substantive CCOs:
Auckland Transport (AT) - responsible for managing the regions transport system. It provides all of
Aucklands transport requirements (except state highways and Auckland motorways) ranging from roads
and footpaths to traffic signals, and managing bus and train services and street parking.
Auckland Council Property Limited (ACPL) - manages the non-service properties (properties that are
not immediately required for service delivery or infrastructure purposes), as well as commercial properties
(operated to generate revenue for the council) on behalf of Auckland Transport and the council. Also works
with stakeholders in the housing and development sectors to develop affordable housing projects, and
develop or initiate urban centre upgrades.
Auckland Council Investments Limited (ACIL) manages investments in Ports of Auckland Limited
(POAL), Auckland Film Studios Limited (AFSL), a large shareholding in Auckland International Airport
Limited (AIAL), and manages the Diversified Financial Assets Portfolio. ACILs role is to support the
councils vision of a robust, growing economy by bringing a strong commercial focus to the ownership and
management of the councils investments, securing a good economic return for the benefit of ratepayers.
197
Auckland Waterfront Development Agency Limited (Waterfront Auckland) - works in partnership with
the private sector and other stakeholders, including other CCOs to achieve the vision and goals for
Aucklands central city waterfront as outlined in the Waterfront Plan. It owns and manages a large portion of
the Auckland waterfront, from Harbour Bridge Park to Teal Park (excluding Ports of Auckland). Its area of
influence also extends inland to Fanshawe and Customs Streets, Beach Road and The Strand.
Auckland Tourism, Events and Economic Development Limited (ATEED) - promotes economic
performance and growth in the region, including managing tourism and major events that are exciting,
successful and which attract visitors and revenue. In doing so, it helps towards the goal of transforming
Auckland into the worlds most liveable city.
Regional Facilities Auckland (RFA) - supports the councils vision for Auckland as a vibrant and dynamic
international destination city by managing arts, culture and heritage, leisure, sport and entertainment
venues. These venues include: Auckland Art Gallery Toi o Tmaki, Viaduct Events Centre, Auckland Zoo,
Mt Smart Stadium, Western Springs Stadium and The Edge (including The Aotea Centre, The Civic,
Auckland Town Hall and Aotea Square).
Watercare Services Limited (Watercare) - provides high quality drinking water supply and wastewater
treatment and disposal for the Auckland region.
Contribution to council strategies and activities

As this plan is prepared on a group basis, each of the substantive CCOs financial and performance information
is embedded with the council parent information in the activity and financial statements contained in this plan.
The groups of activities that each CCO contributes to is listed below. For more information specific to each CCO
refer to its Statement of Intent on the councils web site; Home > About council > Representatives and bodies >
Council-controlled organisations.
CCO
Group of activities
AT

Roads and footpaths
ACPL
Commercial (Commercial property)
ACIL
Investment
Waterfront Auckland
ATEED
RFA
Regional events facilities

Watercare
Water supply
Wastewater treatment and disposal
198
Substantive CCO financial information for 2014/2015

In 2014/2015 the seven substantive CCOs will deliver $1.3 billion of capital investment, representing 74 per cent
of the groups total investment. They will also spend $1.8 billion of operational expenditure, or 58 per cent of the
group total. Excluding the funding of interest on debt held by the council parent, the activities delivered by the
CCOs drive 32 per cent of the councils overall rates funding requirement.
The following tables summarise the gross operating and capital expenditure for each CCO for 2014/2015,
together with the forecast funding provided by the Auckland Council parent.
Summary of gross operating expenditure and funding from Auckland Council
$000
CCO
Auckland Transport
ACPL
Gross operating expenditure

Budget Long-term
2014 Plan 2015
855,255
Draft
Annual
Plan 2015
902,674
884,316
Operating funding from Council
Variance
Budget Long-term
2014 Plan 2015
(18,358)
230,138
Draft
Annual
Plan 2015
236,921
225,357
Variance
Notes
(11,564)
1
2
9,822
8,206
9,966
1,760
7,379
6,609
7,523
914
Waterfront
Auckland
40,082
43,619
43,561
(58)
8,290
9,058
8,537
(521)
ATEED
51,353
63,037
53,364
(9,673)
43,240
49,023
46,029
(2,994)
RFA
95,594
106,838
92,953
(13,885)
32,255
39,546
28,009
(11,537)
ACIL
173,451
175,522
174,960
(562)
(45,190)
(44,333)
(53,537)
(9,204)
481,619
533,819
502,932
(30,887)
1,707,176 1,833,715 1,762,052
(71,663)
276,112
296,824
261,918
(34,906)
Watercare
Total CCO
Notes:
1.
The reduction in gross operating expenditure, and operating funding from Auckland Council results from changes to the underlying
inflation assumptions, inter-company transfers and rates reduction initiatives.
2.
The ACPL financial information shown here is for the operations of ACPL, as a separate independent CCO. The increase in gross
operating expenditure and operating funding reflects increased personnel costs, which is offset by an increase in revenue in the
commercial property portfolio operations within the council parent. Financial information in respect of the commercial advisory and
property management services that ACPL provides to the group is included in the financial information for the council parent and
individual CCOs.
3.
The reduction in gross operating expenditure and operating funding from council results from changes to the underlying inflation
assumptions and rates reduction initiatives.
4.
Operating funding includes loans from Auckland Council to RFA ($0.7 million in 2014/2015) for the acquisition of elephants for the
Auckland Zoo. The reduction in gross operating expenditure and operating funding is primarily driven by a reduction in interest costs as
a result of the transfer of RFAs debt to the council parent. The transfer of the debt to the council parent has no impact to the council
group financials. Other reductions result from changes to the underlying inflation assumptions and rates reduction initiatives.
5.
ACIL requires no operating funding from Auckland Council as it generates operating surpluses which is returned to Auckland Council
by way of dividend. An increase in the dividend payable is due to a higher projected dividend pay-out from Auckland International
Airport Limited (AIAL) as a result of a change in the dividend distribution policy from 90 per cent to 100 per cent and an increase in
AIALs underlying profit. A higher dividend pay-out from Ports of Auckland Limited is also projected.
6.
The reduction in gross operating expenditure results from lower borrowing costs, and improved business efficiencies. Watercare
receives no operating funding from Auckland Council. Watercare receives the funding required for its operations through fees and
charges for services invoiced directly by Watercare to its customers.
199
Summary of gross capital expenditure and funding from Auckland Council

$000
Gross capital expenditure
CCO
Budget Long-term
2014 Plan 2015
Auckland Transport
883,789
ACPL
Draft
Annual
Plan 2015
841,729
888,324
Capital funding from Council

Variance
46,595
Budget Long-term
2014 Plan 2015
706,150
Draft
Annual
Plan 2015
603,018
663,495
Variance
Notes
60,477
51,813
17,924
42,563
24,639
46,527
17,924
39,384
21,460
423
79
79
423
79
79
RFA
17,540
16,053
24,351
8,298
17,540
16,053
24,351
8,298
ACIL
24,287
19,881
19,901
20
318,817
341,408
345,342
3,934
1,296,669 1,236,995 1,320,560
83,565
770,640
636,995
727,309
90,314
Waterfront Auckland
ATEED
Watercare
Total CCO
3
4
Notes:
1.
Capital funding from Auckland Council includes capital expenditure grant funding, increased equity investment and/or loans from
Auckland Council parent to a CCO.
2.
The increase in Auckland Transports capital expenditure is primarily due to deferred budgeted capital expenditure on the City Rail Link
from prior years now being included in 2014/2015. The timing of the City Rail Link capital expenditure is currently being reviewed, and
any subsequent changes will be updated as part of the final annual plan.
3.
The increase in Waterfront Aucklands capital expenditure is due to the deferred budgeted capital expenditure for the Westhaven
Marina development and tram extension project from prior years.
4.
The increase in RFAs capital expenditure and capital funding is primarily due to additional renewals expenditure or the Aotea Centre
and the inclusion of the deferred 2013/2014 budgeted capital expenditure from the acoustics upgrade project at the Town Hall.
The non-substantive CCOs

The council also has nine non-substantive CCOs. These are smaller scale CCOs in terms of what they do, and
their budgets. Unless exempt, they are still required to meet CCO governance and monitoring activities such as
half-year and annual reports and Statements of Intent. The following three CCOs are required to complete the
above requirements:
City of Manukau Educational Trust Auckland (COMET) - promotes and supports better education and
training opportunities, especially for under-achieving communities across Auckland.
Te Puru Community Charitable Trust - promotes and supports programmes and initiatives to meet the
recreational, cultural and other community needs of the community in Beachlands / Maraetai. The trust's
principal role is the operation and management of the leisure facility at Te Puru Park in Maraetai.
Pakuranga Arts and Cultural Trust - promotes the arts through ownership and management of the Te
Tuhi Centre for the Arts, a public gallery in Pakuranga which hosts local, national and international art
exhibitions.
The following six non-substantive CCOs are exempt from the above requirements:
Safer Papakura Trust.
Highbrook Park Trust.
Manukau Beautification Charitable Trust.
Mngere Mountain Education Trust.
Mount Albert Grammar School Community Swimming Pool Trust.
Arts Regional Trust.
For more information on the roles, objectives and performance measures of these non-substantive CCOs, refer
to Volume five of the Long-term Plan 2012-2022 which is available on the Auckland Council website.
200
Part V: Rates related policies

Rating policy

This section sets out how the council will set its rates for the 2014/2015 year. The rating policy explains the
basis on which each ratepayers rating liability will be assessed. In addition the section covers the calculation of
the discount for the early payment of rates and how the rates transition management policy will apply.
Rating policy
Policy purpose and overview
The purpose of the rates policies is to outline how the council will apply its rates for 2014/2015. These policies
explain how the rates will be assessed for each individual property to produce the rates requirement to fund the
councils activities and how changes in levels of rates due to the implementation of the uniform rating policy will
be managed.
Policy background
The 2014/2015 year is the third year of the councils single uniform rating policy. The new rating policy applies
rates consistently across the region with similar value properties paying similar amounts of rates.
The implementation of the uniform rating policy resulted in significant changes in the levels of rates for some
ratepayers. The council acknowledged that large and sudden changes in rates may cause affordability issues
for some ratepayers and therefore adopted a transition management policy to help manage the move to the
single uniform rating system. The key features of the transition management policy are:
residential and farm/lifestyle ratepayers will have changes in their rates (increases and decreases) capped
for three years
business ratepayers will move to a uniform rating policy over three years.
This approach slows the speed of increase for those whose rates will rise, and funds this by slowing the speed
of decrease for those whose rates will fall.
Policy details
This section provides the details for each of the different rates and how they will be applied. For properties that
have rate increases or decreases outside the change limits in the transition management policy, an automatic
adjustment to the rates may be applied.
How the increase in the rate requirement is applied

The increase in the rate requirement will be split to maintain the proportion between the UAGC and the valuebased general rate.
Uniform annual general charge (UAGC) and other fixed rates

The UAGC is a fixed rate that is used to fund general council activities. The council will apply the UAGC per
separately used and inhabited part (SUIP). The definition of a separately used or inhabited part of a rating unit is
set out in the following section.
Where two or more contiguous properties are owned by the same person or persons, and are used jointly as a
single unit, the ratepayer will be liable for only one uniform annual general charge.
The council will also set the following targeted rates which will have a fixed rate component:
waste management targeted rate
part of some Business Improvement District targeted rates

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Rating policy
Point Wells wastewater targeted rate
Jackson Crescent wastewater targeted rate
Waitkere rural sewerage targeted rate
tara-Papatoetoe swimming pool targeted rate
Mngere-thuhu swimming pool targeted rate.
Funds raised by uniform fixed rates, which include the UAGC and any targeted rate set on a uniform fixed basis,
cannot exceed 30 per cent of total rates revenue. The council is proposing to set its uniform charges below the
maximum allowed level.
The council has proposed that a UAGC will be applied at $373.35 (including GST) per SUIP for 2014/2015. This
is estimated to produce around $185.4 million (excluding GST) for 2014/2015 and equates to 13.4 per cent of
general rates revenue and 12.5 per cent of total rates revenue. Revenue from all fixed charges (including the
UAGC and targeted rates listed above) is estimated to produce $255.9 million excluding GST (17.2 per cent) of
its rates revenue in 2014/2015.
The definition of a separately used or inhabited part of a rating unit

The council defines a separately used or inhabited part (SUIP) of a rating unit as any part of a rating unit that is
separately used or inhabited by the ratepayer, or by any other person having a right to use or inhabit that part by
virtue of a tenancy, lease, licence or any other agreement. For the purposes of this definition, parts of a rating
unit will be treated as separately used if they come within different differential categories, which are based on
use. An example would be a rating unit that has a shop on the ground floor (which would be rated as business)
and a residence upstairs (rated as residential).
Rating units used for commercial accommodation purposes, such as motels and hotels, will be treated for rating
purposes as having one separately used or inhabited part, unless there are multiple businesses within the rating
unit or another rating differential applies. Examples of how this might apply in practice are as follows:
a business operating a motel on a rating unit will be treated for rating purposes as a single separately used
or inhabited part. If that rating unit also includes a residential unit, in which the manager or owner resides,
then the rating unit will be treated for rating purposes as having two separately used or inhabited parts
a hotel will be treated for rating purposes as a single separately used or inhabited part, irrespective of the
number of rooms. If, on the premises, there is a florist business and a souvenir business, then the rating unit
will be treated for rating purposes as having three separately used or inhabited parts.
A similar approach applies to universities, hospitals, rest homes and storage container businesses. Vacant land
will be treated for rating purposes as having one separately used or inhabited part.
Properties that have licence to occupy titles, such as some retirement villages or rest homes, will be treated as
having a separately used or inhabited part for each part of the property covered by a licence to occupy.
Value-based general rate

The value-based general rate is used to fund council activities that are deemed to generally and equally benefit
Auckland and on activities which user pays are not applied. The value based general rate will be assessed on
capital value and is assessed by multiplying the capital value of a property by the rate per dollar that applies to
that ratepayer group.
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Rating policy
Rates differentials
General and targeted rates can be charged on a differential basis. This means that a differential is applied to the
rate or rates so that some ratepayers may pay more or less than others with the same value property.
The council has defined its rates differential categories using land use and location. The definition for each rates
differential category is listed in the table below.
Rates differential definitions
Differential
Definition
group
Urban business Land in the Metropolitan Urban Limit (MUL), including vacant land that has a land use classification of
commercial, industrial, transport, utility or public communal licensed. Also includes any property that is
used for community services, but which is used for commercial, or governmental purposes, or which is
covered by a liquor licence
Franklin urban
business
Land in Pukekohe township, including vacant land that has a land use classification of commercial,
industrial, transport, utility or public communal licensed. Also includes any property that is used for
community services, but which is used for commercial, or governmental purposes, or which is covered by
a liquor licence
Urban residential Land in the MUL, as well as land within the Pukekohe township that is used exclusively or almost
exclusively, for residential purposes, and includes tenanted residential properties, rest homes and geriatric
(1)
hospitals. It excludes hotels, motels, serviced apartments, boarding houses and hostels. Properties used
for community services and used by a not for profit ratepayer for the benefit of the community will be
charged the residential rate
Rural business
Land outside the MUL, including vacant land, that has a land use classification of commercial, industrial,
(2)
transport, utility network , or public communal licensed. Also includes any property that is used for
community services, but which is used for commercial, or governmental purposes, or which is covered by
a liquor licence
Franklin rural
business
Land outside Pukekohe township that is in the area of the former Franklin District Council, including vacant
(2)
land, that has a land use classification of commercial, industrial, transport, utility or public communal
licensed. Also includes any property that is used for community services, but which is used for
commercial, or governmental purposes, or which is covered by a liquor licence
Rural residential Land outside the MUL that is used exclusively or almost exclusively for residential purposes, and includes
tenanted residential properties, rest homes and geriatric hospitals. It excludes hotels, motels, serviced
(1)
apartments, boarding houses and hostels . Properties used for community services and used by a not for
profit ratepayer for the benefit of the community will be charged the residential rate
Farm and
lifestyle
Any property with a land use classification of lifestyle or rural industry, excluding mineral extraction
Sea only access Includes all coastal land (irrespective of land use) on Waiheke, Great Barrier and Rakino islands for which
direct or indirect access by road is not provided or available, and all land situated on the islands of
Ihumoana, Kaikoura, Karamuramu, Kauwahia, Kawau, Little Barrier, Mokohinau, Motahaku, Motuketekete,
Motutapu, Motuihe, Pakatoa, Pakihi, Ponui, Rabbit, Rakitu, Rangiahua, Rotoroa and The Noises
Uninhabitable
islands
Includes land on all Hauraki Gulf islands and Manukau Harbour other than the islands named in the
definition of Sea only access
Notes to table:
1.
Hotels, motels, serviced apartments, boarding houses and hostels will be rated business except when the property owner provides
proof that the property is used exclusively or almost exclusively for residential purposes. Property owners must provide proof of longterm stay (at least 90 days) for over 50 per cent of the units, as at 30 June each year. Proof should be in the form of a residential
tenancy agreement or similar documentation.
2.
Utility networks are classed as rural business differential. However, all other utility rating units are classified based on their land use
and location.
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Rating policy
The long-term differential strategy

The council will apply a long-term differential strategy to its value-based general rate, lowering the differential for
businesses over 10 years. The urban business differential ratio will be reduced by 0.1 per annum in 2014/2015,
noting that changes in valuation may affect the calculation from time to time.
Moving to a lower differential for the business groups will involve progressively shifting some of the general
rates from business ratepayers to other ratepayers over the 10 years. About $11.1 million (excluding GST) will
be transferred in 2014/2015. The council considers that increases greater than this would be less affordable for
some residential ratepayers.
The Franklin business properties have a lower initial differential compared to other business properties. The
long-term differential strategy does not apply to Franklin business properties until they reach parity with the
other business differentials in 2015/2016.
The 2014/2015 period will be the second year of the application of the long term differential strategy. This
reduces the urban business differential to 2.43 and the rural business differential to 2.19. It will also be the
second year of the strategy to move the Franklin business differential in line with the business differential in the
rest of the region. This increases the urban Franklin business differential to 2.23 and the rural Franklin business
differential to 2.01.
The council also applies a lower rates differential to properties that are defined as rural, farm/lifestyle, and sea
only access properties.
The table below shows the rates differentials and rates in the dollar of capital value that the council proposes to
apply in 2014/2015. This is estimated to produce around $1,195 million (excluding GST) for 2014/2015.
Rates differentials for 2014/2015

Property category
Relative
differential ratio
for general rate for
2014/2015
2.43
Urban business
2022/2023 Estimated rate in

differential ratio
the dollar for
targets for the
2014/2015
general rate
(including GST)
1.63
0.00783172
Level of valuebased general

rate (excluding
GST)
383,613,908
Share of
value-based
general rate
32.11%
2.23
1.63
0.00718713
4,175,566
0.35%
Urban residential
1.00
1.00
0.00322293
650,124,101
54.42%
Rural business
2.19
1.47
0.00705822
52,428,945
4.39%
2.01
1.47
0.00647809
2,623,228
0.22%
Rural residential
0.90
0.90
0.00290064
36,734,843
3.07%
Farm and lifestyle
0.80
0.80
0.00257834
64,671,920
5.41%
0.25
0.25
0.00080573
367,172
0.03%
Sea only access

Uninhabitable island
Note to table:
1.
Uninhabitable islands ratepayers are liable for the UAGC only, which is automatically remitted through a specific rate remission policy.
Properties subject to section 22 of the Local Government (Rating) Act 2002, or Section 73 of the Local
Government Auckland Council Amendment Act 2010, for example Watercare properties and defence land, will
be assessed on the land value rates in the dollar shown in the following table.
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Rating policy
Land value general rates

Differential group
Estimated rate in the dollar for 2014/2015 (including GST)

to be based on the land value of the property
Urban business
0.01810055
0.01661079
Rural business
0.01630680
0.01494790
Targeted rates
Waste Management targeted rate
Background
The level of waste management services provided, the cost of providing those services, and how they are
funded varies across Auckland according to the policies of the former councils. The former councils used
differing proportions of user charges, targeted rates and general rates to fund waste management services. In
many cases waste management services are supplied to the council under contract by third party companies.
The length of time that these contracts still have to run varies.
The council has developed a new solid waste strategy to be fully implemented by 2016. The strategy can be
found in the Auckland Waste Management and Minimisation Plan on the councils website. Until the regional
solid waste strategy is implemented, the council will continue with the service levels provided within former
council boundaries. The public benefit component of the service cost is funded through the general rate. This
proportion differs in each of the former council areas depending on the services provided. Where user charges
applied formerly, these will continue. The balance of funding required to pay for the cost of providing services
within each former council boundary will be met by targeted rates. These will differ for each former council area,
depending on the level of service provided and the proportion of cost recovery through user charges.
Activities to be funded
The targeted rate for waste management is used to fund refuse collection and disposal services (including the
inorganic refuse collection), refuse recycling and waste transfer stations.
How the rate will be assessed
For properties outside of the district of the former Auckland City Council where a service is provided or
available, the targeted rate for waste management will be charged on a per SUIP basis. See the UAGC section
prior for the councils definition of a SUIP. Properties which have an approved alternative service will not be
charged a targeted rate for waste management.
For properties within the district of the former Auckland City Council, the targeted rate for waste management
will be charged based of the number and type of services supplied to each rating unit. For rating units made up
of one SUIP, the council will provide one refuse collection service. For rating units made up of more than one
SUIP, the council will provide the same service as was provided at 1 July 2014, unless otherwise informed by
the owner of the rating unit (that is, at least one refuse collection service, and up to a maximum of one refuse
collection service per SUIP). If additional recycling services are supplied then the additional recycling service
rate will apply. Properties which have an approved alternative service will be charged the waste service charge
that excludes the approved alternative service or services.
The Waste management targeted rate in the former Auckland City Council area where both refuse and recycling
opt out applies is driven by the costs of the inorganic collection. The next inorganic collection is scheduled for
2014/2015 and the council is proposing to re-introduce this targeted rate.
In the future, the level of the waste management targeted rate may be adjusted to reflect changes in the costs of
providing waste management services.
The following table shows the waste management targeted rates that the council proposed to apply in
2014/2015. This is estimated to produce around $68.3 million (excluding GST) for 2014/2015.
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Rating policy
Waste management rates

Former council district
Waste management targeted

rate
Auckland City
Waste management full service
Auckland City
Estimated amount of targeted

rate
($ including GST)
241.57
Per available service
Waste management where

refuse opt out applies
79.29
Auckland City
Waste management where

recycling opt out applies
182.63
Auckland City
Waste management where both

refuse and recycling opt out
applies
20.35
Auckland City
Waste management additional

recycling charge
58.94
Franklin District
Waste management refuse

collection
58.02
Per SUIP
Waste management recycling

collection
70.44
Per SUIP
Manukau City
Waste management
220.84
Per SUIP
North Shore City
Waste management
64.09
Per SUIP
Papakura District
Waste management
111.15
Per SUIP
Rodney District
Waste management
86.96
Per SUIP
Waitkere City
Waste management
23.39
Per SUIP
Franklin District
(1)
Charging basis
Note:
1.
The Franklin District recycling targeted rate applies to rating units in the Pukekohe, Waiuku and Clarks Beach / Waiau Pa collection
areas.
City Centre targeted rate

Background
The City Centre targeted rate is to help fund the development and revitalisation of the city centre. The rate
applies to business ratepayers in the City Centre area.
The City Centre redevelopment programme aims to enhance the city centre as a place to work, live, visit and do
business. It achieves this by providing a high-quality urban environment, promoting the competitive advantages
of the city centre as a business location, and promoting the city centre as a place for high-quality education,
research and development. The programme intends to reinforce and promote the city centre as a centre for arts
and culture, with a unique identity as the heart and soul of Auckland.
This targeted rate also funds the additional depreciation and operating expenditure for the higher quality assets
generated by the projects funded by the city centre targeted rate.
The planned expenditure under this programme is to be completed by 2015/2016, although this may occur
earlier. The targeted rate would then reduce in 2016/2017 or once the programme is completed to a residual
amount, to cover the additional depreciation and operational expenditure generated by the projects in the City
Centre redevelopment programme.
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Rating policy

This targeted rate will apply to all business land, as defined for rating purposes, in the city centre. You can view
a map of the city centre area at www.aucklandcouncil.govt.nz/rates or at any Auckland Council library or service
centre.
The council proposes a rate in the dollar of 0.00211921 (including GST) of rateable capital value for 2014/2015.
This is estimated to produce around $20.4 million (excluding GST) for 2014/2015.
Business Improvement District targeted rate

Background
Business Improvement District (BID) programmes are areas within Auckland where local businesses have
agreed to work together, with support from the council, to improve their business environment and attract new
businesses and customers. The funding for these initiatives comes from BID targeted rates, which the
businesses within a set boundary have voted and agreed to pay to fund BID projects and activities.
The main objectives of the BID programmes are to enhance the physical environment, promote business
attraction, retention and development, and increase employment and local business investment in BID areas.
The programmes may also involve community development, and are intended to identify and reinforce the
unique identity of a place and to promote that identity as part of its development.
How liability will be assessed
The BID targeted rates will be applied to business land, as defined for rating purposes, that is located in defined
areas in commercial centres outlined in the following table. For maps of the areas where the BID rates will
apply, go to www.aucklandcouncil.govt.nz/rates.
The BID targeted rates will be assessed using a fixed rate and value-based rate on the capital value of the
property. Each BID area can decide to have part of its budget funded from a fixed rate of between $0 to $250
(including GST) per property. The remaining budget requirement will be funded from a value-based rate for
each area and be applied as a rate in the dollar. There will be a different rates for each BID programme.
The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas are
exploring whether the BID model is appropriate for their areas. Businesses in Mission Bay have also been
invited to join the BID programme in order to fund the Mission Bay streetscape upgrade. If they decide to
proceed, they will need to undertake ballots and determine the budgets for these areas. The Dominion Road,
Manukau Central, and thuhu BIDs are investigating possible extensions to their existing BID boundaries.
Ballots will also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs may
subsequently adjust their budgets. In these cases the council will assess the appropriate targeted rates to fund
the budgets.
The proposed budgets for each BID area shown in the table below are based on a 10 per cent increase on the
2013/2014 budgets. They do not reflect any decisions made by business associations on their proposed
budgets for 2014/2015. The proposed BID targeted rates budgets will be updated to reflect each business
association budget decision in time for the adoption of the Annual Plan and rates setting in June 2014.
The table below shows the budgets and proposed rates for each BID area that the council will apply in
207

Rating policy
Business improvement districts fixed rate per property and rates in the dollar of capital value
BID area
Proposed budget for

Amount to be
Fixed rate per
2014/2015 (excluding
funded by fixed
property for
GST) ($)
charge for 2014/15
2014/2015
(excluding GST) ($) (including GST) ($)
Amount to be funded Estimated rate in the

by property value rate dollar for 2014/2015 to
based on the capital
be multiplied by the
value of the property
capital value of the
for 2014/2015
property
(excluding GST) ($)
(including GST) ($)
Avondale
115,500
0.00
115,500
0.00160023
Birkenhead
176,000
0.00
176,000
0.00137511
Blockhouse Bay
47,612
0.00
47,612
0.00181157
Browns Bay
121,000
0.00
121,000
0.00087469
Devonport
120,000
N/A
120,000
N/A
Dominion Road
129,250
0.00
129,250
0.00131959
Ellerslie
135,097
0.00
135,097
0.00292938
Glen Eden
49,500
0.00
49,500
0.00150226
Glen Innes
182,873
0.00
182,873
0.00223476
Greater East
Tamaki
550,000
328,627
195.00
221,373
0.00006949
Heart of the City
4,463,910
0.00
4,463,910
0.00071196
Howick
147,408
0.00
147,408
0.00136071
Hunters Corner
129,830
0.00
129,830
0.00116185
Karangahape
Road
375,953
0.00
375,953
0.00073227
Kingsland
220,000
0.00
220,000
0.00079018
Mahunga Drive
78,829
0.00
78,829
0.00070686
Mairangi Bay
46,200
4,783
250.00
41,417
0.00143581
Mngere Bridge
28,083
0.00
28,083
0.00271962
Mngere East
Village
6,712
0.00
6,712
0.00092385
Mngere Town
298,518
0.00
298,518
0.00587332
Manukau Central
216,803
0.00
216,803
0.00058791
Manurewa
138,600
0.00
138,600
0.00130472
Milford
132,000
0.00
132,000
0.00106009
Mission Bay
151,254
N/A
151,254
N/A
Mt Eden Village
88,589
0.00
88,589
0.00111013
New Lynn
132,000
0.00
132,000
0.00070413
Newmarket
1,603,951
0.00
1,603,951
0.00110335
North Harbour
575,300
294,902
150.00
280,398
0.00013405
Northcote
132,000
0.00
132,000
0.00434391
Old Papatoetoe
71,438
0.00
71,438
0.00141618
Onehunga
424,343
0.00
424,343
0.00210106
rewa
189,198
0.00
189,198
0.00110738
thuhu
427,350
0.00
427,350
0.00249116
tara
76,493
0.00
76,493
0.00190528
Panmure
465,034
0.00
465,034
0.00294101
Papakura
190,860
0.00
190,860
0.00089572
Parnell
340,513
0.00
340,513
0.00093430
Ponsonby
322,102
0.00
322,102
0.00076552
Pukekohe
422,290
0.00
422,290
0.00078263
Remuera
266,820
0.00
266,820
0.00187999
Rosebank
377,300
0.00
377,300
0.00055985
St Heliers
152,332
0.00
152,332
0.00181905
208

Rating policy
BID area
Proposed budget for

Amount to be
Fixed rate per
2014/2015 (excluding
funded by fixed
property for
GST) ($)
charge for 2014/15
2014/2015
(excluding GST) ($) (including GST) ($)
Amount to be funded Estimated rate in the

by property value rate dollar for 2014/2015 to
based on the capital
be multiplied by the
value of the property
capital value of the
for 2014/2015
property
(excluding GST) ($)
(including GST) ($)
State Highway 16
180,000
N/A
180,000
N/A
Takapuna
366,856
0.00
366,856
0.00056744
Te Atatu
90,200
0.00
90,200
0.00252667
Torbay
13,915
0.00
13,915
0.00124048
Uptown
165,000
0.00
165,000
0.00024560
Waiuku
121,000
0.00
121,000
0.00141477
0.00
181,500
0.00046851
Wiri
181,500
Total
15,437,316
628,311
14,809,005
Note to table:
Properties subject to section 22 of the Local Government (Rating) Act 2002 or Section 73 of the Local Government Auckland Council
Amendment Act 2010 will be assessed on the land value rates in the dollar shown in table below.
Business improvement districts fixed rate per property and rates in the dollar of land value
BID
Estimated fixed rate per property for 2014/2015

Estimated rate in the dollar for 2014/2015
(including GST)
(including GST) to be based on the land value of
the property
Greater East Tmaki
195.00
0.00012555
Onehunga
0.00
0.00586393
Pukekohe
0.00
0.00167559
Rosebank
0.00
0.00123217
tara-Papatoetoe and Mngere-thuhu swimming pool targeted rates

Background
Auckland Council has a region-wide swimming pool pricing policy, whereby children 16 years and under have
free access to swimming pool facilities and all adults are charged. These targeted rates will fund free access to
swimming pools for adults 17 years and over in the Mngerethuhu Local Board and tara-Papatoetoe Local
Board areas.
To fund the cost of free adult entry to swimming pool facilities in the Mngerethuhu Local Board and taraPapatoetoe Local Board areas.
How liability will be assessed
These local activity targeted rates apply to all residential land, as defined for rating purposes that are located in
the Mngerethuhu Local Board and tara-Papatoetoe Local Board areas.
The local activity targeted rate will be assessed using a fixed rate applied to each separately used or inhabited
part of a residential property, as defined for rating purposes, in the Mngerethuhu Local Board and taraPapatoetoe Local Board areas. There will be a different fixed rate for each local board area.
209

Rating policy
The following table shows the proposed local activity targeted rates that will apply in 2014/2015 for the
Mngerethuhu Local Board and tara-Papatoetoe Local Board areas. This is estimated to produce around
$0.78 million (excluding GST) for 2014/2015.
Local activity targeted rates
Local board area
Estimated fixed rate for each separately
Mngerethuhu
used or inhabited part of a property

(including GST) ($)
13.78
tara-Papatoetoe
31.34
Revenue from the targeted rate

(excluding GST) ($)
217,150
560,550

The council has constructed Riverhaven Drive for the benefit of those properties in the immediate area. The
construction of the road and the payment of the rate have been agreed with the association representing the
property owners. The Riverhaven Drive targeted rate is used to repay the council for the cost of the road,
including interest costs.
The targeted rate applies to the properties which benefit from the construction of a road that provides access to
the properties. The rate will apply until the cost of the project is recovered. The council will charge interest on
the financial assistance provided. The ratepayer will repay the financial assistance and interest on a table
mortgage basis. The council will calculate the level of the targeted rate each year to fund the interest and
principal repayment required for that year. The targeted rate will apply for 25 years (2006/2007 to 2030/2031).
The outstanding balance will reduce each year as the principal is repaid.
The council proposes a rate per property for 2014/2015 to be a uniform rate of $10,317.02 (including GST). This
is estimated to produce around $107,656 (excluding GST) for 2014/2015.
Glorit Flood Gate Restoration targeted rate

A targeted rate for three rating units, detailed below, to recover the cost of Glorit flood gate restoration. The rate
will apply until the cost of the project is recovered. The council will charge interest on the financial assistance
provided. The ratepayer will repay the financial assistance and interest on a table mortgage basis. The council
will calculate the level of the targeted rate each year to fund the interest and principal repayment required for
that year. The targeted rate will apply for 10 years (2009/2010 to 2018/2019). The cost of works, together with
interest and administration charges are apportioned on an area of benefit basis.
The following table shows the proposed Glorit Flood Gate Restoration targeted rates for 2014/2015. This is
estimated to produce $38,198 (excluding GST) for 2014/2015.
Valuation number
Legal description
(abbreviated)
Area of benefit in hectares
00910-00102
Sec 27 SO 59120
245
Estimated amount of targeted rate

(including GST) ($)
40,689.21
00910-00502
Lot 5 DP 127940
332.15
00910-00400
Sec 2 SO 69274
17.5
2,906.37
Waitkere rural sewerage targeted rate

The Waitkere rural sewerage targeted rate is set as a uniform charge on all rating units in the Non-Drainage
Area of the former district of the Waitkere City Council where there are on-site waste management systems
that are scheduled to be inspected and/or pumped out by the council within the three-yearly cycle, to recover
the costs of implementation of the On-site Waste Systems Management Plan. The uniform charge is levied in
respect of each on site waste management system utilised in conjunction with the particular rating unit.
For 2014/2015 the council proposes a uniform rate of $181.50 (including GST) for each on-site waste
management system utilised in conjunction with the rating unit. This is estimated to produce $0.7 million
(excluding GST) for 2014/2015.
210

Rating policy
Retro-fit your home targeted rate

The Retro-fit Your Home targeted rate is set on properties that have received financial assistance from
Auckland Council for the installation of clean heat or insulation in respect of the property.
The council will charge interest on the financial assistance provided. The ratepayer will repay the financial
assistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each
year to fund the interest and principal repayment required for that year. The targeted rate will apply for nine
years. The outstanding balance will reduce each year as the principal is repaid.
The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayers outstanding
balance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayer
has been repaying the financial assistance.
The following table shows the proposed Retro-fit Your Home targeted rate that the council will apply in
Retro-fit Your Home targeted rate
Year of repayment
1
Estimated rate in the dollar for 2014/2015 to be multiplied by the ratepayers

outstanding balance as at 1 July 2014 (including GST) ($)
0.17083531
0.18652616
0.20681689
Kumeu Huapai Riverhead wastewater targeted rate

The Kumeu Huapai Riverhead wastewater targeted rate is set on properties that have received financial
assistance from Auckland Council for the purchase and installation of equipment for pumping waste from the
property to Watercares pressurised wastewater scheme.
year to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years.
The outstanding balance will reduce each year as the principal is repaid.
The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayers outstanding
balance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayer
has been repaying the financial assistance.
The following table shows the proposed Kumeu Huapai Riverhead wastewater targeted rate that will apply in
2014/2015. This is estimated to produce around $294,000 (excluding GST) for 2014/2015.
Year of repayment
2
Estimated rate in the dollar for 2014/2015 to be multiplied by the ratepayers

outstanding balance as at 1 July 2014 (including GST) ($)
0.12686375

The Point Wells wastewater targeted rate is set on rating units or separately used or inhabited parts of a rating
unit that received financial assistance to connect to the pressure wastewater collection (PWC) scheme in Point
Wells area.
year to fund the interest and principal repayment required for that year according to the amount of assistance
provided. The targeted rate will apply for 15 years (2009/2010 to 2023/2024). The outstanding balance will
reduce each year as the principal is repaid.
The following table shows the proposed Point Wells wastewater targeted rate that will apply in 2014/2015. This
is estimated to produce around $15,288 (excluding GST) for 2014/2015.
211

Rating policy

Total assistance provided
Estimated amount of targeted rate (including GST) ($)
$10,000
843.25
$9,500
801.08
$9,000
758.92
$8,500
716.76
$8,000
674.60

The Jackson Crescent wastewater targeted rate is set on the rating unit that received financial assistance to
connect to the pressure wastewater collection (PWC) scheme in Jackson Crescent, Martins Bay area.
year to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years
(2009/2010 to 2023/2024). The outstanding balance will reduce each year as the principal is repaid.
For 2014/2015 a uniform rate of $608.88 (including GST) per rating unit will apply. This is estimated to produce
$529 (excluding GST) for 2014/2015.
Rates payable by instalment

The council proposes that rates are payable by four equal instalments due on:
Instalment 1: 29 August 2014
Instalment 2: 26 November 2014
Instalment 3: 26 February 2015
Instalment 4: 27 May 2015.
It is council policy that any payments received will be applied to the oldest outstanding rates before being applied
to the current rates.
Penalties on rates not paid by the due date

The council proposes to apply a penalty of 10 per cent of the amount of rates assessed under each instalment
in the 2014/2015 financial year that are unpaid after the due date of each instalment. Any penalty will be applied
to unpaid rates on the day following the due date of the instalment.
A further 10 per cent penalty calculated on former years rate arrears is proposed to be added on the first
business day of the new financial year (or five days after the rates resolution is adopted, whichever is the later)
and then again six months later.
Delegation of decision-making
Decisions relating to applying the rates under the rates related policies will be made by council officers.
Adoption and amendment of this policy

The council must use the special consultative procedure set out in the Local Government Act 2002 to adopt and
amend the rates related policies.
212

Early payment and rates transition management policies
Early payment and rates transition management

policies
Application of early payment of rates policy
The councils policy on the early payment of rates is to pass on to ratepayers the interest costs savings to the
council from receiving rates early. The level of the discount available is therefore based on councils short term
cost of borrowing. The discount is estimated to be 1.1 per cent for 2014/2015, but this will be confirmed when
the annual plan is adopted in June 2014. The discount is available on the rates assessed in the 2014/2015
financial year if those rates are paid in full, together with any outstanding prior years rates and penalties, on or
before the due date of the first rates instalment (29 August 2014).
The full policy can be found on page 162 in volume three of the Long-term Plan 2012-2022.
Application of rates transition management policy

Overview of the policy
The council has adopted a rates transition management policy that sets the maximum change in rating liability
permitted in relation to an unchanged rating unit. The policy applies for three years from 1 July 2012.
Rates increases for residential, farm or lifestyle, and sea only access properties are limited to no more than 10
per cent of the previous years rates, for each year in which the policy applies. The cap on decreases must be
calculated each year to ensure that the overall financial impact on the council is neutral. It is based on the final
budget for the year and set by council resolution at the same time as the rates are set. The cap on rates
decreases for the 2014/2015 year is estimated to be three per cent. The actual decrease cap set for 2014/2015
may vary from this estimate in response to changes to the budget or underlying movements in values for
qualifying properties.
Summary of estimated non-business rates transition management policy adjustments for 2014/2015
Residential farm/lifestyle
and sea only access
properties impacted by
policy
Decrease capped
Number of properties
Proportion of properties
Range of adjustment
43,076
9.0%
$0.01 to $103,846
No cap
379,176
79.3%
N/A
Increase capped
56,194
11.7%
-$0.01 to -$79,046
For business properties, rate changes have been phased in over three years. In 2014/2015 business properties
will be fully transitioned to their new levels of rates and no transition limit will apply.
The transition management policy does not apply to properties that have changed in terms of the factors that
determine rates e.g. have undergone a subdivision, a change in use, or the construction or demolition of
buildings. The council has adopted a remission scheme to assist ratepayers of some changed properties who
experienced increases in rates due to the shift to the single uniform rating policy and would otherwise have
been eligible for a transition adjustment. For more information on this scheme see the Rates remission and
postponement policy.
The full Rates transition management policy can be found on pages 165 to 167 in Volume three of the Longterm Plan 2012-2022.
213

Sample properties
Sample properties
The following section is intended to provide an indication of the individual rates impact for 2014/2015. Transition
management adjustments for 2014/2015 cannot be shown here as the impacts are individual to each ratepayer.
The following targeted rates are not shown:
Business improvement district targeted rates
For more information on these and other rates please see the relevant section of the Rating Policy.
All rateable properties are liable for general rates. The table below shows indicative general rates for fully
rateable properties with one SUIP at different property values for each of the main differential categories. An
extra UAGC charge should be added for each extra SUIP the property has.
Differential category
Urban - business
Capital value
250,000
UAGC
General rate (including
Total rates
GST) ($)
(including GST)
(including GST)
($)
($)
373
1,958
2,331
1,500,000
Franklin urban - business
Urban - residential
Rural - business
Franklin rural - business
Rural - residential
Farm/lifestyle
373
11,748
12,121
3,000,000
373
23,495
23,868
10,000,000
373
78,317
78,690
250,000
373
1,797
2,170
1,500,000
373
10,781
11,154
3,000,000
373
21,561
21,934
10,000,000
373
71,871
72,244
100,000
373
322
695
600,000
373
1,934
2,307
1,500,000
373
4,834
5,207
5,000,000
373
16,115
16,488
250,000
373
1,765
2,138
1,500,000
373
10,587
10,960
3,000,000
373
21,175
21,548
10,000,000
373
70,582
70,955
250,000
373
1,620
1,993
1,500,000
373
9,717
10,090
3,000,000
373
19,434
19,807
10,000,000
373
64,781
65,154
100,000
373
290
663
600,000
373
1,740
2,113
1,500,000
373
4,351
4,724
5,000,000
373
14,503
14,876
250,000
373
645
1,018
1,500,000
373
3,868
4,241
3,000,000
373
7,735
8,108
10,000,000
373
25,783
26,156
214

Sample properties
The following tables contain indicative values for the most common proposed targeted rates. If a property is
liable for one of these, then the value shown should be added to the general rates figure from the table above to
determine the estimate for total rates liability.
Most properties are liable for waste management targeted rates. These vary depending on the former council
area that the property is located.
Area
Service
Auckland City
Franklin District
Number of waste management charges

2
3
5
483
725
1,208
Full service
1
242
Recycling only
79
159
238
396
793
Refuse only
183
365
548
913
1,826
Basic service
20
41
61
102
204
Additional refuse
59
118
177
295
589
Recycling
70
141
211
352
704
Refuse
10
2,416
58
116
174
290
580
Manukau City
221
442
663
1,104
2,208
North Shore City
64
128
192
320
641
Papakura District
111
222
333
556
1,112
Rodney District
87
174
261
435
870
Waitkere City
23
47
70
117
234
Business properties in the CBD are liable for the City Centre targeted rate.
Business properties located in
Auckland City centre area
Capital value
250,000
Rate (including GST) ($)

530
1,500,000
3,179
3,000,000
6,358
10,000,000
21,192
Residential properties in Mngere-thuhu and tara-Papatoetoe local boards are liable for Swimming Pool
targeted rates.
Residential properties
located in
Mngere-thuhu
1
14
tara-Papatoetoe
31
Number of separate dwellings/units

2
3
28
41
63
94
5
69
10
138
157
313
Some residential properties not connected to the wastewater system in the Waitkere City area are liable for the
Waitkere Rural Sewerage targeted rate.
Residential properties
located in
Waitkere City that have
septic tanks pumped out by
council
1
182
Number of septic tanks pumped out once every 3 years

2
3
5
363
545
908
10
1,815
Residential ratepayers who have taken advantage of the Retro-fit Your Home scheme repay the financial
assistance provided via a targeted rate.
Outstanding balance at
beginning of 2014/2015
1,500
Rate for first year of

repayment (including
GST) ($)
256
Rate for second year of

repayment (including GST)
($)
280
Rate for third year of

repayment (including
GST) ($)
310
2,000
342
373
414
2,500
427
466
517
3,500
598
653
724
215

Sample properties
216
Part VI: Changes to fees and charges

Introduction

Introduction
This section sets out the changes the council proposes to its regulatory fees and charges. The main area of
change is health protection licensing. Building control fees have also been reviewed in line with an ongoing
exercise to properly align costs with revenue and give as much certainty as possible to customers. This has
resulted in some, mostly minor, increases and decreases for 2014/2015.
Other changes to regulatory fees are driven by existing policies or arrangements adopted by the council
previously:
The animal management fees, food premises licensing fees and solid waste bylaw licensing fees were
reviewed by the council as part of its Annual Plan 2013/2014 and a decision was made to transition them
towards respective target levels. Increases to these fees for 2014/2015 will generally be greater than the
council rate of inflation.
Other regulatory fees will generally be adjusted for the council rate of inflation, as provided for in the
councils Revenue and financing policy.
The full schedule of changes to regulatory fees and charges for 2014/2015 is included later in this part.
Non-regulatory fees, apart from rental charges for social housing, will generally increase by the council rate of
inflation, subject to decisions by local boards on local activities fees. For 2014/2015, the inflation adjustor to be
applied to fees and charges is one per cent. One per cent is the average increase. Due to practical constraints
some fees will change by more or less than one per cent, and in some cases will remain the same.
Rental charges and the level of services for social housing for older persons vary across the region due to the
different policies of the former councils. This disparity will be addressed as part of the development of the Longterm Plan 2015-2025, in consultation with tenants and Auckland Councils Senior Panel. For the 2014/2015 year
rental charges are proposed to increase by a uniform five per cent. This increase is more than the council rate
of inflation, due to the fact that rentals have not been adjusted for at least three years and in some cases six
years. For most tenants the increase (after government assistance is factored in) would be no more than $4 a
week.
The schedules of non-regulatory fees will be published on the councils website in late June 2014.
217


Background
Auckland Council is responsible for licensing tattooing, body piercing, hair removal, indoor tanning and nail
services which have health and hygiene risks for consumers. On 27 June 2013 the council adopted a region
wide health and hygiene bylaw replacing eleven legacy bylaws. The new bylaw will become operational on 1
July 2014.
The total number of premises to be licensed under the new bylaw will be around 1500 which includes
approximately 650 premises that are presently unlicensed.
Details of proposal
The council proposes to set three uniform licensing fees region wide:
Category of health
protection licence
Description
Single basic service
Premises providing a single service which is categorised as being at

risk of breaking or burning skin
Premises providing more than one service which is categorised as
being at risk of breaking or burning skin
Premises providing one or more services which are categorised as
piercing the skin e.g. acupuncture, body piercing , derma rolling,
electrolysis, extractions, red vein treatment, stamping, tattooing &
traditional tattooing
Multiple basic services

High risk service(s)
Proposed licensing fee

(incl. GST)
$240
$300
(1)
$360
Note:
1.
The high risk fee is to be applied from 1 July 2015 after adjusting for council rate of inflation.
Due to system and resource constraints the fee for licensing high risk premises cannot be implemented in
2014/2015. This fee will be applied from 1 July 2015. In the period between 1 July 2014 and 30 June 2015, high
risk premises will be registered as either providing a single basic service or multiple basic services and be
charged the relevant fee. Other fees will be effective from 1 July 2014.
Reasons for proposal

The council proposes to set uniform fees across the region. The services provided under the new bylaw will be
the same irrespective of location. The costs for inspections are similar for all the similar activities covered by the
bylaw. The costs are slightly higher for premises undertaking more than one regulated activity, and where the
activity is categorised as high risk (e.g. skin piercing). The proposed fee structure reflects these main cost
drivers as well as the regionally consistent regulation approach.
Licensing and the associated administrative activities are predominantly private good in nature and the costs
should be recovered primarily via user charges. The proposed recovery rate for health protection licensing costs
is 90 per cent.
For the 850 premises presently licensed, the proposed fee changes to single and multiple basic services are
minimal. The proposed increases for high risk services range between $18 and $76 per annum.
The 650 premises that are currently unlicensed will be subject to a new fee. These are located in the former
Rodney, Franklin, Manukau and Papakura districts where the legacy bylaws did not require licensing. As the fee
changes are not large no transition arrangements are proposed.
218

Options considered
The council considered retaining the existing fee structure but rejected this on the basis that the same price
should be set where the bylaw requirements and the services provided are the same.
Consultation
Health protection licensing fees are regulatory fees set with regard to matters provided for in a bylaw.
Accordingly the council is required to consult on them using the special consultative procedure. This is
undertaken alongside the draft Annual Plan 2014/2015.
There is also targeted consultation on the proposed changes, with letters sent out to each of the affected
premises seeking their feedback and submission to the draft annual plan.
219

Schedule of regulatory fees and charges
Schedule of changes to regulatory fees and

charges
Part I: Building control and property information
Building control fixed fees and deposits
Type
Description
Current
Proposed
Fee (incl. Processing Inspection Current Fee from 1

Processing Inspection
Total
GST)
deposit (1) deposit (1)
total July 2014 deposit from 1
deposit deposit
deposit(1) (incl. GST)
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)
Pre-Application Pre-Application Meeting

Standard
$260
$265
Pre-Application Complex
$260
$260
$265
$265
Fire
Engineering
Briefs(New)
Fire Engineering
brief meeting-limited
to 1 hour(hourly
rates apply
thereafter)
$260
$260
$260
$260
LINZ
registration
(Land
Information
New Zealand)
Where land is
subject to natural
hazards, or when
building is across
more than one lot
$180
$180
$351
$351
Building
Application
Building applicationNational multiple use

approval (Based on
project value
$100,000-$499,999)
$900
$900
$1200
deposit $1200
based on
project
value
Building
Application
Building applicationNational multiple use

approval (Based on
project value over
$500,000) (new
deposit)
$2500
deposit $2500
based on
project
value
Solid Fuel
heating
appliances
Subsidised fee for

solid fuel heating
appliance if by an
approved installer,
otherwise fees as
per project value
below(includes code
compliance
certificate)
$180
$182
Solar Water or
Heat Pump
water heating
devices
Subsidised fee for

solar water or heat
pump water heating
devices
$226
$230
Temporary
Structures
Application for a
temporary structure
Additional charges
will apply for
processing
$410
$410
Separation
Application to
separate an existing
building consent that
relates to two or
more buildings on
$205
$205
$207
$207
deposit
based on
project
value
220
$415

Type
Description
Current
Proposed

Total
GST)
deposit deposit
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)
the same site

All other
building
applications
Project value up to
$1,999
$308
$260
$568
$430
$270
$700
Project value $2,000

to $4,999
$512
$390
$902
$708
$405
$1113
Project value $5,000

to $19,999
$820
$520
$1,340
$1,115
$540
$1,655
Project value
$20,000 to $99,999
$1,230
$650
$1,880
$1,650
$675
$2,325
Project value
$100,000 to
$499,999
$1,742
$1,300
$3,024
$2,402
$1,350
$3,752
Project value over

$500,000
$3,075
$1,560
$4,635
$4,114
$1,620
$5,734
Amended building
consent applications
- Project Value up to
$19,999
$256
$256
$305
$305
Amended building
- Project Value up to
$20,000 to $99,000
$256
$256
$545
$545
Amended building
- Project Value Over
$100,000
$256
$256
$865
$865
Application for
exemption from
building consent
requirements
$308
$308
$415
$415
Project
Issuing Project
Information
Information
Memorandum Memorandum
(PIM)
$389
$389
$390
$390
Building
Inspections
Building inspection
(per inspection)
$130
$130
$135
$135
Bond refund
inspection
Inspection for refund

of bonds
Amended
plans
Exemption
Accreditation
levy
Code
Compliance
Certificate
(CCC)
Product
assessment
$77
$78
20c per
$1000
value of
works
20c per
$1000
value of
works
Project value up to
$19,999
$112
$112
$125
$125
Project value
$20,000 to $99,999
$256
$256
$285
$285
Project value
$100,000 to
$499,999
$256
$256
$455
$455
Project value over

$500,000
$256
$256
$755
$755
Carrying out product

assessment
$487
$487
$1500
$1500
221

Type
Description
Current
Proposed

Total
GST)
deposit deposit
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)
Filing Fee
Receiving third party

reports or any other
information to place
on a property file at
the owners request
$165
$175
Extensions of Extension of time to

time
commence or
complete building
work under a
building consent
$92
$92
$92
$92
Lapsing
Lapsing of building
consent
$92
$92
$92
$92
Waiver
Building consent
subject to waiver or
modification of
building code
$107
$107
$107
$107
Certificate of Project value up to

(2)
Acceptance
$19,999
$564
$130
$694
$245
$595
Deposit
based on
project
value
Certificate of Project value over

(2)
Acceptance
$20,000
$564
$130
$694
$440
$925
Deposit
based on
project
value
Issuing
compliance
schedule
Base charge
$103
$108
Issuing
compliance
schedule
Additional charge
per specified system
$23
$24
Issuing
compliance
schedule
Amendment to
compliance schedule
$93
$98
Annual Renewal:
one specified system
only
$70
$85
Annual Renewal:
two or more
specified system
$102
$128
Registration costs
for IQP
$153
$160
Registration for each

specified system
IQP
$115
$120
Registration renewal
for IQP
$95
$100
Advisory Inspection
$130
$135
Notice to Fix
Issuing Notice to Fix
$230
$230
Certificate for
public use
Certificate
Building
Warrant of
Fitness
(BWOF)
$185
$130
Weekly (annual
subscription)
Issuing
consent report Monthly (annual
subscription)
Single request
$315
$460
$215
Extension of time
(new fee)
$1,112
$1,390
$540
$670
$105
$130
222

Type
Description
Current
Proposed

Total
GST)
deposit deposit
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)
Title search
Title search
$37
$37
$87
Liquor
Certificate that
(building code proposed use of
certificate)
premises meets
requirements of
building code
$130
$217
$109
Construction of Vehicle crossing

vehicle
permit (application
crossings
processing and
inspection)
$270
$300
Producer
Statement
Author
Register
Registration as a
Producer Statement
Author
$215
$300
Producer
Statement
Author
Register
Renewal of
registration
$40
$150
Swimming /
Spa Pool
Compliance
Inspection
1st inspection
$75
$75
Swimming /
Spa Pool
Compliance
Inspection
2nd and subsequent

inspections (each)
$125
$125
Swimming /
Spa Pool
Compliance
Inspection
Applications for
exemption under the
Fencing of
Swimming Pool Act
$435
$435
$270
$379
Notes:
1.
The processing deposit and the inspection deposit are payable when the application/service request is lodged. Where the actual costs
are lower than the deposit paid a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the
additional costs (including charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at
the end of the process.
2.
It is proposed that applicants will pay a fixed fee plus the time based processing costs.
Building control bond or damage deposit

Category
Current bond
requirements
Project value less than $20,000
$500
Proposed bond
requirement from 1
July 2014
$500
Project value between $20,000 to $99,999
$500
$500
Project value more than $100,000
$1,000
$1,000
House removal or relocation
$1,000
$1,000
Building work within Auckland Central Business District and project value
more than $500,000
$5,000
$5,000
Significant projects (refer to notes section for criteria)
$5,000
$5,000
223

Building control hourly rates

(1)
Description
Specialty
Current
hourly rate
(incl. GST)
Manager/project manager/legal services All areas
$175
Proposed
hourly rate
from 1 July
2014
(incl. GST)
$177
Team leader
All areas
$160
$162
Specialist/advisor/ senior
Planning, engineering, subdivisions, environmental

health, compliance and monitoring, urban designer,
arborist, licensing, incident investigators, other
$160
$162
Senior building processing and

inspections
Building processing and inspections
$157
$159
Planning, engineering, subdivisions,

urban designer, arborist, other
(excluding specialist/ advisor/ senior)
Planning, engineering, subdivisions, urban

designer, arborist, other
$145
$146
Building processing and inspections,

compliance, monitoring, environmental
health
Building, compliance , monitoring, environmental

health, licensing, incident investigators, other
$130
$135
Assistant/technician
Assistant planner, graduate development engineer,

graduate resource consent planner, planning
technician
$125
$126
Administration
All areas
$97
$98
Note:
1.
The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.
Land and property information

Category
Service
LIM reports - residential and nonresidential
Standard service
$265
Proposed fee
from 1 July 2014
(incl. GST)
$265
LIM reports - residential and nonresidential
Urgent service (where service is available)
$365
$365
Property information
Property file CD immediate
$100
$100
Property file CD - standard (5 working days)
$50
$50
Property file CD - urgent (4 hours)
$80
$80
Hard copy property file viewing
$30
$30
Electronic property file viewing
$20
$20
Property search web delivery
$30
$30
Neighbourhood Development Report
$36
$36
Maps, reports and certificates
Building Consent Status Report per property
$10
$10
Site remediation report
$10
$10
Soil reports
$10
$10
Private Drainage Plan
$10
$10
Valuations certified copy
$10
$10
Building inspection report
$10
$10
Site consent summary
$10
$10
Copy of Code Compliance Certificate (CCC)
$10
$10
Copy of Building Warrant of Fitness (BWOF)
$10
$10
Copy of LIM at the time of purchase of original LIM
$10
$10
Combined public drainage & contour map
$51
$51
GIS maps (including aerial maps)
A4 - $7.7
A4 - $7.7
Current fee
(incl. GST)
224

Category
Service
Printing
Photocopies
Miscellaneous
Current fee
(incl. GST)
A3 - $10
Proposed fee
from 1 July 2014
(incl. GST)
A3 - $10
District plan - zoning / designation maps
$10
$10
Paper size A0
$15
$15
Paper size A1
$10
$10
Paper size A2
$5
$5
Paper size A3
$2.50
$2.50
Paper size A4
$1
$1
Black and White Paper size A0 - Add $1.00 extra for

colour copy
$15
$0.50

colour copy
$10
$0.50

colour copy
$5
$0.50

colour copy
$2.50
$0.50

colour copy
$1
$0.50
Courier service
Overnight $5 To be charged at
cost
Same day $10
(a 15 minutes
admin charge will
apply for bulk
request)
Note to table:
Auckland Councils service centres offer a range of different services. Please check with your local service centre or call us on (09) 301
0101 for confirmation on which service centres provide the information you require.
Notes to building control fee schedules

Subject
Deposit versus actual
charge
Detail
Additional processing and administration charges may apply depending on actual time taken to
process applications. Additional Inspection charges may also apply if there is a need for
additional inspections.
The processing deposit and the inspection deposit are payable when the application/service
request is lodged. Where the actual costs are lower than the deposit paid a refund will be made to
the original payer. Where the actual costs exceed the deposit paid, the additional costs (including
charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large
invoice at the end of the process.
Deposit level
For complex and significant applications or if specialist input is needed, council may require a
higher deposit payment before proceeding. This will be discussed with the applicant in advance.
Financial and
development
contributions
Financial and/or development contributions may be payable in addition to the consent processing
charges. Please refer to the development or financial contributions policy and relevant district
plan for your development.
Value of work
The value of building work will be based on the New Zealand Building Economist set costs for
residential construction and Rawlinsons New Zealand Construction Handbook set costs for
commercial construction. Council staff will be able to assist with this.
Building Research
Levy
The Building Research Levy Act 1969 requires the council to collect a levy of $1 per $1,000 value
(or part thereof) of building work valued over $20,000. GST does not apply to this levy.
Department of Building The Building Act 2004 requires the council to collect a levy of $2.01 per $1,000 value (or part
and Housing (DBH)
thereof) of building work valued over $20,000.
Levy
Accreditation Levy
An accreditation levy is payable on all building consents to cover councils costs of meeting the
standards and criteria required under the Building (Accreditation of Building Consent Authorities)
Regulations 2006.
225

Subject
Pre-application fee
Detail
The Pre-application meeting standard charge is a fixed fee, i.e. there will be no further charge.
Complex meetings will be charged based on the number and hourly rate of council staff attending.
This meeting is limited to 1 hour. Additional charges may apply for meetings exceeding 1 hour.
Please refer to the council website for further information.
Hearings
The hearing deposit fee is payable prior to the hearing proceeding. The actual costs of the
hearing that exceed the deposit fee will be charged as an additional charge, e.g. costs arising
from the use of a specialist consultant, independent hearing commissioner(s).
Bonds
The damage deposit charge with building consent applications will be held by council to ensure
any necessary remediation to Councils assets is undertaken. This includes assets such as
drainage, recreation reserves, street trees, street lights, piped services, road carriageways, kerbs,
footpaths and grassed berms. Any refunds are payable to the original payer.
Significant Project Criteria:
- Commercial Development > $500,000
- Vertical or horizontal attached multi-residential developments with four or more units
- four or more houses.
Other services
Other services will be charged at cost.
Part II: Resource management

Air and water consent fees/deposits
(1)
Type
Description
Fee from 1 Deposit f Fee from Deposit from

July 2013 rom 1 July 1 July 1 July 2014
(incl. GST)
2013
2014
(incl.
GST)
Consents may require further charges that exceed the initial lodgement deposit
Non-notified applications
Consent transfers
Transfer of coastal, water or discharge permits

(s135-s137 of the Resource Management Act
1991) (in part or whole of consent to another
person on the same site)
$213
Water allocation
$220
$2,045
Transfer of coastal, water or discharge permits

(s135-s137 of the Resource Management Act
1991) to another site
Surrender of consent
$213
$213
$213
$220
$3,500
$220
$220
Take, use or dam surface water
$2,045
$3,500
Take, use or divert groundwater
$2,045
$3,500
Drill or alter bore
$430
$500
Works in, on, under or over the bed of a lake /

river / stream
$2,045
$3,500
Divert surface water
$2,045
$3,500
Coastal
Coastal structures, activities and occupation
$2,045
$3,500
Stormwater
management
Stormwater diversion and/or discharge
$2,045
$3,500
Sediment control
Sediment control for earthworks, roading,

tracking, trenching and quarries
$2,045
$3,500
Water quality
Discharge of domestic wastewater (less than

or equal to 6m)
$2,045
$3,500
Discharge of domestic wastewater (greater

than 6m) and/or contaminants
$2,045
$3,500
Discharge contaminants from industrial or

trade processes (other than to air)
$2,045
$3,500
Farm dairy discharge
$2,045
$3,500
Contaminated sites and landfills
$5,110
$5,500
Lakes, rivers and

streams
Contaminated land
226

Type
(1)
Description
Fee from 1 Deposit f Fee from Deposit from

July 2013 rom 1 July 1 July 1 July 2014
(incl. GST)
2013
2014
(incl.
GST)
Consents may require further charges that exceed the initial lodgement deposit
Air quality
$15,335
$15,335
Discharge contaminants to air (where main
discharge is odour)
Discharge contaminants to air (other than
odour)
Contaminated land site enquires
All
Permitted activity review
$5,110
$5,500
no deposit
no deposit
$250
$250
Notified applications
All
Limited notification (air and water)
$7,665
$10,000
Notified application (except discharge

contaminants to air where main discharge is
odour)
$7,665
$20,000
Discharge contaminants to air (where main

discharge is odour)
$15,335
$20,000
Permission to transfer water permit or

discharge permit (in whole or in part) to another
site (notified)
$3,065
Consolidated
into notified
application
Note:
1.
The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the deposit paid,
a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by
external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.
Resource consent related fees/deposits

(other than air and water)
(1)
Type
Description
Pre-application
Pre-application meeting standard
Non-notified
Fee from 1 Deposit

Fee from Deposit from
July 2013 from 1 July 1 July 2014 1July 2014
(incl. GST)
2013
(incl. GST)
(incl.GST)
$260
$265
Pre-application meeting complex

(initial deposit, with additional
charges by the hour)
$260
$265
Roof-mounted skylight, solar tubes,

roof window, sun tunnel/solar panels
$500
$500
Single infringement controlled or

restricted discretionary activity (for
example accessory building,
additions and alterations, signs)
$1,500
$2,500
Complex application (for example

density applications, four or more
dwellings units)
$4,000
$4,500
Other residential applications
$1,500
Consolidated
into single
infringement
Other non-residential applications
$2,500
Consolidated
into complex
applications
$615
$615
Tree works, where district plan

requires payment of a charge
227

Type
Description
Subdivisions
Boundary adjustment
Subdivisions
(1)
Fee from 1 Deposit

(incl. GST)
2013
(incl. GST)
(incl.GST)
$1,500
$2,000
Freehold subdivision around existing

development
$2,000
Consolidated
into three or
more lots
Other freehold subdivision one or

two lots
$2,500
Consolidated
into three or
more lots
Other freehold subdivision three or

more lots
$3,500
$3,500
Cross lease: first stage, updates or

complete stage
$1,090
$1,200
Cross lease: subsequent stages or

update
$615
Consolidated
into first stage
Unit title: proposed unit

development, unit plan, substituted
proposed unit plan or redevelopment
plan
$1,090
Unit title: certificate or complete unit

plan - section 32(2)(a) of the Unit
Titles Act
$500
Consolidated
into unit plan
Unit title certificate; cross-lease or

unit title amendment or variation
$500
Consolidated
into unit plan
Consent to vary or cancel consent

notice condition
$1,020
$2,000
Approval of survey plan
$300
Not required
Certificate for completion of

conditions under section 224(c) of
the Resource Management Act 1991
$500
$1,000
Certificate under section 226 of the

Resource Management Act 1991
$500
Consolidated
into certificate
for completion
Consent for individual disposition of

land held in particular certificate of
title or cancellation of requirement
that allotments be amalgamated
$500
Consolidated
into certificate
for completion
Consent to create, surrender, merge

or vary easement and section 348 of
the Local Government Act 2002
approval (right of way)
$500
Consolidated
into certificate
for completion
Consent to alter or cancel building

line restriction
$500
Consolidated
into certificate
for completion
Consolidated
into first stage
Combined land use and

subdivision consent (nonnotified)
one to 10 lots
$3,500
$4,000
11 or more lots
$4,500
$5,000
Liquor
Resource management certificate

under the Sale of Liquor Act (reliant
on resource consent)
$220
Consolidated
into certificate
for completion
Liquor Planning Certificate

Permitted Activity
$650
Consolidated
into certificate
for completion
Liquor Planning Certificate Existing

use rights
$650
Consolidated
into certificate
for completion
228

(1)
Type
Description
Notified applications
Notified application for tree works,

where district plan requires payment
of a charge
Fee from 1 Deposit

(incl. GST)
2013
(incl. GST)
(incl.GST)
$530
$530
$530
$530
Application involving heritage item
$1,535
$1,535
Limited notification
$7,000
$10,000
Application to change or cancel

conditions of consent (notified)
$4,000
Consolidated
into notified
application
Review of consent conditions

(notified)
$4,000
Consolidated
into notified
application
Hearing of resource consent

application
$3,000
$3,000
Other notified applications
$10,000
$20,000
Compliance and monitoring
Compliance and monitoring
Deposit
charged
when
consent
granted
Deposit
charged when
consent
granted
Other
Certificate of Compliance
$750
Consolidated
into certificate
for completion
Existing Use Certificate
$750
Consolidated
into certificate
for completion
Confirmation of compliance with

National Environmental Standards
$750
Consolidated
into certificate
for completion
Application for extension of consent
$750
Consolidated
into certificate
for completion
Application to change or cancel

conditions of consent (non-notified)
$750
Consolidated
into to vary or
cancel
Review of consent conditions (nonnotified)
$750
Consolidated
into to vary or
cancel
Waiver of outline plan
$500
$500
Approval of outline plan of works

Bond or damage deposit as
condition of consent
Annual Coastal Licence renewal
Issuing consent report
Engineering
$1,000
$1,000
No deposit
No deposit
$140
$150
Weekly (annual subscription)
$1,112
$1,112
$1,390
$1,390
Monthly (annual subscription)
$540
$540
$670
$670
Single request
$105
$105
$130
$130
Approval of minor engineering works
$500
$500
Approval of major engineering works
$1,500
$1,500
$500
$500
$1,500
$1,500
Approval of engineering works

common access way
Consent to drainage works
construction of private drains
through adjoining premises or works
on private land
Note: 1. The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the deposit
paid, a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by
external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.
229

Hourly rates
(1)
Description
Specialty
Hourly rate from 1

Hourly rate from 1
July 2013 (incl. GST) July 2014 (incl.GST)
$175
$177
Manager/project
manager/legal services
All areas
Team leader
All areas
$160
$162
Specialist/senior

environmental health, compliance and
monitoring, urban designer, arborist,
licensing, incident investigators, other
$160
$162
Senior building processing

and inspections
Building processing and inspections
$157
$159
Planning, engineering,
Planning, engineering, subdivisions, urban
subdivisions, urban designer, designer, arborist, other
arborist, other (excluding
specialist/senior)
$145
$146
Building processing and

inspections, compliance,
monitoring, environmental
health
Building, compliance , monitoring,

environmental health, licensing, incident
investigators, other
$130
$135
Assistant planner, graduate development

engineer, graduate resource consent planner,
planning technician
$125
Not required
Administration
All areas
$97
$98
Note:
1.
departments.
Additional notes to resource consent fee schedules above

Subject
Deposit vs. actual
charge
Detail
The processing deposit and the inspection deposit are payable when the application/service
request is lodged. Where the actual costs are lower than the deposit paid a refund will be made to
the original payer. Where the actual costs exceed the deposit paid, the additional costs (including
charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large
invoice at the end of the process.
Deposit level
For complex and significant applications or if specialist input is needed, the council may require a
higher deposit payment before proceeding. This will be discussed with the applicant in advance.
Hourly rates
The hourly rates displayed in the Hourly rates table above apply to all resource management
related services including private plan changes and notices of requirement.
Private plan changes

and notices of
requirement
The existing deposit requirements for private plan changes and notices of requirement remain in
force. These can be found in Volume 3 of the councils Annual Plan 2011/2012.
Financial and
development
contributions
Financial and/or development contributions may be payable in addition to the consent processing
charges. Please refer to the development or financial contributions policy and relevant district plan
for your development.
Pre-application fee
The Pre-application meeting standard charge is a fixed fee i.e. there will be no further charge.
Complex meetings will be charged based on the number and hourly rate of council staff attending.
Please refer to the council website for further information.
Other Services
Other services will be charged at cost.
230

Administration, Monitoring and Supervision (AMS) charges and

Functions, Powers and Duties (FPD) charges
Background
Section 36 of the Resource Management Act (RMA) provides guidance on the charges payable by consent
holders of resource consents, for the carrying out by the local authority of its functions in relation to the
administration, monitoring and supervision of resource consents, and for the carrying out of its resource
management functions under section 35.
In order to achieve a fair and equitable sharing of the financial cost of this function the council has evaluated
its functions and decided what proportion of each work programme and consent related activity should be
recovered directly from individuals (either holders of resource consents, consent applicants or people
causing environmental degradation), and what should be funded by the community at large through general
rates. These funding decisions are made in accordance with section 36 of the RMA, and are set out in the
Revenue and financing policy section of the Auckland Council Long-term Plan 2012-2022.
This schedule sets out the proposed charges for monitoring and supervision and functions, powers and
duties (annual charges) for the period 1 July 2014 to 30 June 2015.
Key definitions
Administration, Monitoring and Supervision (AMS) Charges.
The AMS charges cover the cost of undertaking compliance monitoring inspections, reporting and
administration associated with ensuring activities are carried out in accordance with consent conditions.
This charge will vary between consents.
Functions, Powers and Duties (FPD) Charges.
The FPD charges cover consent holder contributions to Councils State of the Environment monitoring
programmes, environmental research and investigations, educational and advisory programmes as
provided for under section 35 of the RMA.
AR refers to actual and reasonable cost.
CMPD refers to cupid metre per day; CMP YR refers to cupid metre per year.
A. Discharges to air
Activity description
Number of visits
Total current charge (incl.

GST) (per annum)
Minor
0.25
$441.60 + AR
Total proposed charge from 1

July 2014
(incl. GST) (per annum)
$441.60 + AR
Very Low
0.50
$943.00 + AR
$943.00 + AR
Low
$1,768.70 + AR
$1,768.70 + AR
Medium
$3,536.25 + AR
$3,536.25 + AR
>2
$1768.70 per visit + AR
$1,768.70 per visit + AR
Major
231

B. Coastal activities
Total current charge (incl. GST)

(per annum)
Seawalls
$111.55 + AR

July 2014
$111.55 + AR
Coastal structures (other than seawalls)

Coastal activity
Coastal event
Coastal other
$111.55 + AR
$111.55 + AR
Moorings
$88.55 + AR
$88.55 + AR
Dredging, reclamation
$554.30 + AR
$554.30 + AR
Vegetation removal, disposal / deposit

Extraction
Marine farm
$872.85 + AR
$872.85 + AR
$1,891.75 + AR
$1,891.75 + AR
$194.35 per ha of farm + AR
$194.35 per ha of farm + AR
C. Discharges to land and water (wastewater, discharge other,

dairy, landfill, contaminated sites, animal waste)

(per annum)

July 2014
$71.30 + AR
$71.30 + AR
AR
AR
Dairy Discharges to Ground

Farm Dairy Permitted Activities (Permitted Activity as
per Auckland Regional Plan Farm Dairy Discharges)
Discharges to Ground
Domestic Dwelling
Low
$77.05 + AR
$77.05 + AR
Medium
$100.05 + AR
$100.05 + AR
High
$154.10 + AR
$154.10 + AR
Major tier 1
$230 + AR
$230.00 + AR
Major tier 2
$465.75 + AR
$465.75 + AR
Major tier 3
$925.75 + AR
$925.75 + AR
Major tier 4
$1,850.35 + AR
$1,850.35 + AR
Assessed on individual basis
Contaminated Sites - Low
$242.65 + AR
$242.65 + AR
Contaminated Sites- Moderate
$539.35 + AR
$539.35 + AR
Major special
Discharges to open coast and harbours

Low
$106.95 + AR
$106.95 + AR
Medium
$134.55 + AR
$134.55 + AR
High
$188.60 + AR
$188.60 + AR
Major tier 1
$347.30 + AR
$347.30 + AR
Major tier 2
$701.50 + AR
$701.50 + AR
Major tier 3
$1,384.60 + AR
$1,384.60 + AR
Major tier 4
$2,776.10 + AR
$2,776.10 + AR
Low
$134.55 + AR
$134.55 + AR
Medium
$202.40 + AR
$202.40 + AR
High
$269.10 + AR
$269.10 + AR
$460 + AR
$460.00 + AR
Major special
Discharges to Streams/Lakes
Major tier 1
232


(per annum)
Major tier 2
$931.50+ AR

July 2014
$931.50 + AR
Major tier 3
$1,805.35 + AR
$1,805.35 + AR
Major tier 4
$3,701.85 + AR
$3,701.85 + AR
Farm Dairy up to 6cmpd
$158.70 + AR
$158.70 + AR
Farm Dairy between 6cmpd and 30cmpd
$226.55 + AR
$226.55 + AR
Farm Dairy greater than 30cmpd
$293.25 + AR
$293.25 + AR
Major special
Dairy Discharges to Streams
Open Landfills
Small
$807.30 + AR
$807.30 + AR
$3,371.80 + AR
$3,371.80 + AR
$943 + AR
$943.00 + AR
Watercare Services Rosedale STP
$29,468.75 + AR
$29,763.44 + AR
Watercare Services Mngere STP
$58,937.50 + AR
$59.526.87 + AR
Watercare Services Army Bay STP
$6,070.85 + AR
$6,131.56 + AR
$194,376.45 + AR
$196,320.21 + AR
$6,012.20 + AR
$6,072.32 + AR
$64,831.25 + AR
$65,479.56 + AR
Medium - Large
Closed Landfills
Per site
Major Discharge Consents
Wastewater Network Overflows

Watercare Services Ltd
United Water
Auckland Network
Watercare Services Ltd existing use rights
D. Discharges of stormwater

GST) (per annum)
Auckland Council
$707,250 + AR
Total proposed charge

from 1 July 2014 (incl.
GST) (per annum)
$714,322.50 + AR
Stormwater Discharge from Industrial/Commercial sites or an Industrial or Trade Activity

consent
Private Stormwater
N/A
AR
AR
Minor
Self-regulation
AR
Low
Every five years
AR
AR
Medium
Every two years
$287.50 + AR
$143.75 + AR
High
Every year
$575 + AR
$287.50 + AR
Major
>Once a year
$1,150 + AR
$575.00 + AR
AR
E. Land disturbance

GST) (per annum)

GST) (per annum)
$47.15 per ha
$47.15 per ha
$47.15 per ha + AR
$47.15 per ha + AR
Quarries
A worked area less than 2 ha
$589.95 + AR
$589.95 + AR
A worked area greater than or equal to 2 ha and less than 5 ha
$848.70 + AR
$848.70 + AR
Vegetation Removal
Permitted Activity as per ARP: Sediment Control
Per vegetation removal operation
233


GST) (per annum)
A worked area greater than or equal to 5 Ha and less than 10 ha
$1,697.40 + AR

GST) (per annum)
$1,697.40 + AR
A worked area of 10.0 ha or greater
$2,593.25 + AR
$2,593.25 + AR
$483 per ha + AR
$483.00 per ha + AR
Earthworks
Duration of disturbance less than two months
Duration of disturbance is equal to or greater than two months and
less than six months
Duration of disturbance equal to or greater than 6 months
Riverbed / Stream Works
Length of disturbance less than 50m
Length of disturbance is equal to or greater than 50m
Diversion Of Surface Water
Diversion of surface water
$652.05 per ha + AR
$652.05 per ha + AR
$874 per ha + AR
$874.00 per ha + AR
$556.60 + AR
$556.60 + AR
$1,320.20 + AR
$1,320.20 + AR
$560.05 + AR
$560.05 + AR
F. Take, use, dam or divert water including freshwater,

geothermal water and coastal (sea) water
Consent category
Major Consents
Current AMS charge (incl.

GST) (per annum)
Proposed AMS charge

GST) (per annum)
AR
AR
Important monitoring consents

$196.65
CONSENTS TO TAKE OR DIVERT WATER FOR THE LISTED CATCHMENTS OR
AQUIFERS
Surface water catchments
Any take from stream flow or lake and greater than 50 cmpd
Aquifers (listed below)
Aquifer
$196.65
Criteria for important

monitoring consents
greater than 5,000 cmp yr
Criteria for important

monitoring consents
All
All
Waiwera Geothermal
greater than 10 cmpd
Parakai Geothermal
Kumeu Hobsonville aquifer
Auckland Isthmus Aquifers
greater than 20,000 cmp yr greater than 20,000 cmp yr
Tomarata Waitemat sandstone aquifer

Omaha
Waiheke Island Aquifers
Manukau Waitemat aquifers
Manukau Kaawa aquifer
Clevedon Waitemat sandstone aquifer
Drury Sand-Volcanic aquifers
Franklin volcanic aquifers (Pukekohe, Bombay and Glenbrook)
Franklin Kaawa ( Waiau Pa-Glenbrook zone) aquifer
Franklin Kaawa (Karaka and Pukekohe zones) aquifer
Franklin Kaawa (Bombay-Drury, Pukekohe West and Waiuku

zones) aquifer
South Auckland Waitemat aquifer
Low impact monitoring consents

$62.10
Consents to take or divert water that do not fall into any of the above categories and are not a
major or named consent.
$62.10
Dam water
$196.65
$196.65
234

Consent category
Current AMS charge (incl.

GST) (per annum)
Proposed AMS charge

GST) (per annum)
Consents to dam water that do not fall into any of the above categories and are not a major or
named consent have a standard AMS charge
Dam water (engineering inspection completed and dam fully
$62.10
compliant or inspection not required)
Consents to dam water that do not fall into any of the above categories and are not a major or
named consent have a standard AMS charge
$62.10
Use type
Special catchments or aquifers

Authorised maximum daily quantity in cubic metres (cmpd)
T1
T2
T3
T4
T5
T6
T7
Tier 7
Tier 7 $/cmpd
$/cmpd
proposed
current charge from 1
charge
July 2014
(incl. GST) (incl. GST)
$0.80
$0.80
Take fresh water for vegetable 0-175 176-350 351-525 526-700 70110511401washing and irrigation of
1050
1400
1750
orchards, market garden,
pasture or sportsfield
Take fresh water for irrigation
of hothouse, shade house,
nursery, bowling green , golf
course
0-75 76-150 151-225 226-300 301-450 451-600 601-750
$1.90
$1.90
Take fresh water for industrial

use, municipal supply,
communal domestic use, stock
watering, dairy shed supply,
ground dewatering, other.
Diversion of groundwater
(taken from aquifer)
0-50 51-100 101-150 151-200 201-300 301-400 401-500
$2.85
$2.85
Take geothermal water
0-20
$7.10
$7.10
(remains in aquifer)
all
Take fresh water for

emergency/standby use only
from an alternative source.
all
Dam water (no take consent)

off stream or catchment up to
100ha
all

on stream and catchment
greater than 100ha
Take coastal water
Use type
Take fresh water for vegetable

washing and irrigation of:
orchards, market garden,
pasture or sportsfield
Take fresh water for irrigation
of: hothouse, shade house,
nursery, bowling green, golf
21-40
41-60
61-80
81-120 121-160 161-200
all
Assessed individually based on authorised maximum daily amount
Not in special catchments or aquifers

T1
T2
T3
T4
T5
T6
T7
Tier 7
Tier 7
$/cmpd
$/cmpd
current
proposed
charge
charge from
(incl. GST) 1 July 2014
(incl. GST)
0-250 251-500 501-750 751$0.57
$0.57
1001150120011000
1500
2000
2500
0-100 101-200 201-300 301-400 401-600 601-800
235
8011000
$1.45
$1.45

Use type
T1
Not in special catchments or aquifers

T2
T3
T4
T5
T6
T7
Tier 7
Tier 7
$/cmpd
$/cmpd
current
proposed
charge
charge from
(incl. GST) 1 July 2014
(incl. GST)
course
Take fresh water for industrial
use, municipal supply,
communal domestic use, stock
use, dairy shed supply, ground
dewatering, other. Diversion of
groundwater (taken from
aquifer)
0-70
71-140 141-210 211-280 281-420 421-560 561-700
$2.05
$2.05
Take geothermal water
0-40
41-80
$3.60
$3.60
(remains in aquifer)
all
Take fresh water for

emergency/standby use only
from an alternative source.
all

off stream or catchment up to
100ha
all

on stream and catchment
greater than 100ha
Take coastal water
81-120 121-160 161-240 241-320 321-400
all
Assessed individually based on authorised maximum daily amount
Current FPD charge

Proposed FPD charge from 1 July

2014 (incl. GST) (per annum)
Tier 1
$82.80
$82.80
Tier 2
$163.30
$163.30
Tier 3
$327.75
$327.75
Tier 4
$492.20
$492.20
Tier 5
$656.65
$656.65
Tier 6
$984.40
$984.40
Tier 7
$1,313.30
$1,313.30
Functions, Powers and Duties Tiers
> Tier 7
Use type charge per cubic metre Use type charge per cubic metre per
per day
day
Named Consent

Dam
Take from Dam per consent
$14,792.45
Total charge from 1 July

2014 (incl. GST) (per
annum)
$14,940.37

Well
Take from Onehunga well per

consent
$21,281.90
$21,494.72
Total charge from 1 July 2013

236

Part III: Changes to animal management fees and charges for

2014/2015
As resolved by the council during the Annual Plan 2013/2014 process, the fees and charges for animal
management will be increased to recover a greater proportion of cost of delivering the service, with the level of
cost recovery reaching the target of 60 per cent in 2014/2015. The fees and charges included in this part reflect
this decision.
Fixed fees
Type
Description
Dog registration - if
paid on or before 1
August of the
registration year
(conditions apply)
Standard fee
Current fee (incl. Proposed fee from

GST)
1 July 2014 (incl.
GST)
$121
$134
(1)
Responsible Dog Owner Licence (RDOL) with de-sexed

(2)
dog
$55
$60
Responsible Dog Owner Licence (RDOL) with entire dog
$62
$69
$87
$96
$55
$60
$0
$0
$27
$30
150% of
applicable fee
150% of applicable
fee
$148
$164
$114
$126
$62
$75
$0
$0
De-sexed dog (no Responsible Dog Owner Licence)
(3)
(4)
Supergold Community Services Combo Card holder

Special category dog
Working dog
(5)
(6)
Classified dangerous dog

(1)
Dog registration - if Standard fee

paid after 1 August De-sexed dog
of the registration
(4)
Supergold Community Services Combo Card holder
year
(5)
Special category dog
Working dog
(6)
Classified dangerous dog

Licence application Responsible Dog Owner Licence application fee
Other animal
management
Multiple dog permit application fee
$30
$37
150% of
applicable fee
150% of applicable
fee
$0
$0
$37
$41
Replacement registration tag
$7
$8
Dog impoundment fee first offence
$70
$71
Dog impoundment fee second offence
$130
$133
Dog impoundment fee third and subsequent offence
$200
$205
Daily sustenance for impounded dog
$18
$18
Large animal impoundment fee
$27
$27
Large animal daily sustenance (excluding first day)
$16
$16
Small animal impoundment fee
$16
$16
Small animal daily sustenance (excluding first day)
$11
$11
Vet care, microchipping, de-sexing, adoption, handover of

ownership of dog
Contact the
council
Contact the council
Stock driving fee per kilometre
Actual cost
Actual cost
Notes:
1.
Dogs less than three months of age and imported dogs registered for the first time on or after 2 August pay a portion of the annual fee
based on the number of complete months remaining in the registration year. All other dogs registered for the first time on or after 2
August pay the fee listed under If paid after 1 August.
2.
To qualify, you must hold a current Responsible Dog Owner Licence (RDOL) prior to making your application and supplied the council
a valid veterinary certificate as proof your dog has been de-sexed prior to, or with your application. You only need to send the
certificate once. RDOL discount is only applicable to RDOL holders and RDOL status will be revoked for non-payment by due date (1
August). The fee category applicable then would revert to the underlying re-registration category.
237

3.
To qualify, you must supply the council with a valid veterinary certificate as proof your dog has been de-sexed prior to or with your
application. You only need to send the certificate once.
4.
To qualify, you must present your current Supergold Community Services (CSC) Combo Card to the council. You need only present
the card once.
5.
The term special category dog applies to dogs used for or by disability assist, Police, Department of State, Aviation Security Service,
Civil Defence, or Biosecurity Act 1993 as defined in section 2 of the Dog Control Act 1996 under the term Working Dog. It does not
apply to dogs used for herding or driving stock or by security guards.
6.
To qualify, the owner must sign a declaration and if requested demonstrate the dog's ability to herd or drive stock to the satisfaction of
council officer.
Hourly rates
Description
(1)
Specialty
Current hourly
rate (incl. GST)
Manager/project manager/legal services
All areas
$175
Proposed hourly
rate from 1 July
2014 (incl. GST)
$177
Team leader
All areas
$160
$162
$145
$146
Assistant planner, graduate

development engineer, graduate
resource consent planner, planning
technician
$125
$126
All areas
$97
$98
Planning, engineering, subdivisions, urban Planning, engineering, subdivisions,

designer, arborist, animal management,
urban designer, arborist, stock
other (excluding specialist/ advisor/ senior) impoundment, other
Administration
Note:
1.
departments.
238

Part IV: Changes to environmental health and licensing fees and

charges
Food premises licensing
As approved by the council during the Annual Plan 2013/2014 process, licensing fees for food premises will be
standardised across the region over a period of five years (2013/2014 2017/2018), with cost recovery rate for
the food licensing service increasing from 63 per cent to 90 per cent over the period. The detailed transition
pathway for each of the existing fees was included in the draft Annual Plan 2013/2014 for consultation. This
included changes proposed to each fee for each of the five years during transition. For 2014/2015 the council is
proposing no change to the fees consulted on. The tables below show the fees for 2014/2015 (the second year
of the transition period) as included in the draft Annual Plan 2013/2014, with the exception of fees that have
reached the cost recovery target in which case they are reduced slightly to reflect the councils latest inflation
forecasts. The fee levels vary depending on which former council area the premises are located in.
Premises that have a registered Voluntary Implementation Programme Food Control Plan with council will be
charged an annual fee based on the risk rating of the food premises (determined by Council) and using the
Grade category they achieve in the previous year.
Auckland central and islands
Transitional fee
(1)
category
Standardised fee
(1)
category
Fee for new premises and existing

transferred to new owners (incl. GST)
(2)
($)
Current fee Proposed fee from 1 July
2014
Fee for other existing premises

(incl. GST) ($)
Current fee
Proposed fee from 1

July 2014
Small high risk A

grade
Grade A, High risk
1,014
1,024
860
921
Small high risk B

grade
Grade B, High risk
1,194
1,206
1,092
1,145
Small high risk D

grade
Grade D, High risk
1,373
1,387
1,323
1,369
Small high risk E

grade
Grade E, High risk
1,731
1,748
1,649
1,712
Large high risk A

grade
Grade A, High risk
1,014
1,024
1,014
1,024
Large high risk B

grade
Grade B, High risk
1,194
1,206
1,194
1,206
Large high risk D Grade D, High risk

grade
1,373
1,387
1,373
1,378
Grade E, High risk
1,731
1,748
1,731
1,748
Small medium risk Grade A, Medium

A grade
risk
525
530
525
530
Small medium risk Grade B, Medium

B grade
risk
883
892
749
802
Small medium risk Grade D, Medium

D grade
risk
1,098
1,109
920
988
Small medium risk Grade E, Medium

E grade
risk
1,385
1,399
1,151
1,240
Large medium risk Grade A, Medium

A grade
risk
525
530
525
530
Large medium risk Grade B, Medium

B grade
risk
883
892
883
892
Large medium risk Grade D, Medium

D grade
risk
1,098
1,109
1,098
1,109
Large medium risk Grade E, Medium

E grade
risk
1,385
1,399
1,385
1,399
Large high risk E

grade
239

Transitional fee
(1)
category
Standardised fee
(1)
category

(2)
($)
394
398
Small low risk A

grade
Grade A, Low risk
Small low risk B

grade
Grade B, Low risk
448
Small low risk D

grade
Grade D, Low risk
Small low risk E

grade

(incl. GST) ($)
308
338
452
382
409
609
615
479
524
Grade E, Low risk
824
832
610
680
Large low risk A

grade
Grade A, Low risk
394
398
394
398
Large low risk B

grade
Grade B, Low risk
448
452
448
452
Large low risk D

grade
Grade D, Low risk
609
615
609
615
Large low risk E

grade
Grade E, Low risk 824
832
822
832
571
577
Re-grading and re- Re-grading

inspections
571
577
New premises fee
239
241
New premises
(3)
fee
Notes:
1.
These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.
2.
The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.
3.
This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition arrangement does not apply to this fee.
Franklin
Fee category

(1)
($)
Current fee
Proposed fee from
1 July 2014

(incl. GST) ($)
Current fee
Proposed fee from 1 July

2014
Grade A, High risk
1,014
1,024
467
619
Grade B, High risk
1,194
1,206
503
692
Grade D, High risk
1,373
1,387
539
766
Grade E, High risk
1,731
1,748
610
913
Grade A, Medium risk
525
530
369
418
Grade B, Medium risk
883
892
441
565
Grade D, Medium risk
1,098
1,109
484
653
Grade E, Medium risk
1,385
1,399
541
771
Grade A, Low risk
394
398
343
364
Grade B, Low risk
448
452
354
387
Grade D, Low risk
609
615
386
453
Grade E, Low risk
824
832
429
541
571
577
296
374
239
241
Re-grading
New premises fee
240

Notes to previous table:

1.
2.
transition plan does not apply to this fee.
Manukau
Transitional fee Standardised fee category
(2)
(2)
category
Up to 50m
Up to 200m
Up to 400m

(incl. GST) ($)
Current fee
Proposed fee
from 1 July 2014
Grade A, High risk
1,014
1,024
628
742
Grade B, High risk
1,194
1,206
664
816
Grade D, High risk
1,373
1,387
699
889
Grade E, High risk
1,731
1,748
771
1,036
525
530
525
530

transferred to new owners (incl.
(3)
GST) ($)
Current fee
Proposed fee
from 1 July 2014
883
892
601
689
1,098
1,109
644
777
1,385
1,399
702
894
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
547
576
Grade E, Low risk
824
832
590
664
Grade A, High risk
1,014
1,024
736
825
Grade B, High risk
1,194
1,206
772
899
Grade D, High risk
1,373
1,387
807
973
Grade E, High risk
1,731
1,748
879
1,119
525
530
525
530
883
892
709
772
1,098
1,109
752
860
1,385
1,399
810
977
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
609
615
Grade E, Low risk
824
832
698
747
Grade A, High risk
1,014
1,024
824
893
Grade B, High risk
1,194
1,206
860
967
Grade D, High risk
1,373
1,387
895
1,040
Grade E, High risk
1,731
1,748
967
1,187
525
530
525
530
883
892
797
839
1,098
1,109
840
927
1,385
1,399
898
1,045
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
609
615
241

Transitional fee Standardised fee category

(2)
(2)
category
Up to 800m
Over 800m
Regrading
New premises
fee

transferred to new owners (incl.
(3)
GST) ($)
Current fee
Proposed fee
from 1 July 2014

(incl. GST) ($)
Current fee
Proposed fee
from 1 July 2014
Grade E, Low risk
824
832
786
815
Grade A, High risk
1,014
1,024
915
963
Grade B, High risk
1,194
1,206
951
1,037
Grade D, High risk
1,373
1,387
987
1,110
Grade E, High risk
1,731
1,748
1,058
1,257
525
530
525
530
883
892
883
892
1,098
1,109
932
998
1,385
1,399
989
1,115
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
609
615
Grade E, Low risk
824
832
824
832
Grade A, High risk
1,014
1,024
1,014
1,024
Grade B, High risk
1,194
1,206
1,074
1,132
Grade D, High risk
1,373
1,387
1,110
1,205
Grade E, High risk
1,731
1,748
1,181
1,352
525
530
525
530
883
892
883
892
1,098
1,109
1,055
1,092
1,385
1,399
1,112
1,210
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
609
615
Grade E, Low risk
824
832
824
832
571
577
221
317
239
241
Regrading
New premises fee
(4)
Notes:
1.
Fees applied in the former Manukau City Council area were based on size as opposed to risk and performance grade. Specific fees
were subject to a discount or surcharge up to plus or minus 20 per cent based on historical grades.
2.
3.
4.
242

North Shore
Transitional fee Standardised fee
(1)
(1)
category
category

(2)
($)
Current fee
Proposed fee from
1 July 2014

(incl. GST) ($)
Current fee
Proposed fee from

1 July 2014
Food premises Grade A, High risk

category 2
1,014
1,024
614
732
Food premises Grade B, High risk

category 2
1,194
1,206
702
846
Food premises Grade D, High risk

category 2
1,373
1,387
1,373
1,387
Food premises Grade E, High risk

category 2
1,731
1,748
1,731
1,748
Food premises Grade A, Medium

category 1
risk
525
530
445
477
Food premises Grade B, Medium

category 1
risk
883
892
541
642
Food premises Grade D, Medium

category 1
risk
1,098
1,109
912
982
Food premises Grade E, Medium

category 1
risk
1,385
1,399
1,054
1,165
Food premises Grade A, Low risk

category 1
394
398
394
398
Food premises Grade B, Low risk

category 1
448
452
448
452
Food premises Grade D, Low risk

category 1
609
615
609
615
Food premises Grade E, Low risk

category 1
824
832
824
832
577
267
352
Re-grading
New premises fee
571
(3)
(3)
239
241
Notes:
1.
2.
The fees shown in this column apply to new premises and existing premises being transferred to new owners, where the transition
3.
243

Papakura
(1)
Transitional fee category
Category
Standardised
(1)
fee category
Description of
premises
Existing
General food
premises with A retailing
or B grading
Existing
Multi-licence
premises with A premises (e.g.
or B grading
supermarkets),
registration of
basic premises
Eating houses Take-away

(A or B grading) retailer
Eating houses Tea-rooms,

(A or B grading) coffee-bars,
restaurants &
licensed
premises with
seating for not
more than 50
persons
Grade A, High
risk
Fee for new premises and

existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014
1,014
1,024

(incl. GST) ($)
Current fee
592
Proposed fee
from 1 July
2014
715
Grade A,
Medium risk
525
530
494
514
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1,206
628
788
Grade B,
Medium risk
883
892
565
661
Grade B, Low
risk
448
452
448
452
Grade A, High
risk
1,014
1,024
592
715
Grade A,
Medium risk
525
530
494
514
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1,206
628
788
Grade B,
Medium risk
883
892
565
661
Grade B, Low
risk
448
452
448
452
Grade A, High
risk
1,014
1,024
592
715
Grade A,
Medium risk
525
530
494
514
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1206
628
788
Grade B,
Medium risk
883
892
565
661
Grade B, Low
risk
448
452
448
452
Grade A, High
risk
1,014
1024
592
715
Grade A,
Medium risk
525
530
494
514
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1206
628
788
Grade B,
Medium risk
883
892
565
661
Grade B, Low
risk
448
452
448
452
244

(1)
Category
Standardised
(1)
fee category
Description of
premises

restaurants &
licensed
premises with
seating for more
than 50 but not
more than 100
persons

restaurants &
licensed
premises with
seating for more
than 100
persons
Eating houses Wholesale

(A or B grading) manufacturing
(including
Section 5 of the
Food Hygiene
Regulations
1974 premises)
Fee for new

General food
premises or
retailing
registration and
if premises have
not been graded
or has a D or E
grading
Grade A, High
risk

(2)
Current fee
Proposed fee
from 1 July
2014
1,014
1024

(incl. GST) ($)
Current fee
669
Proposed fee
from 1 July
2014
774
Grade A,
Medium risk
525
530
525
530
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1206
705
848
Grade B,
Medium risk
883
892
643
721
Grade B, Low
risk
448
452
448
452
Grade A, High
risk
1,014
1024
746
833
Grade A,
Medium risk
525
530
525
530
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1,206
782
907
Grade B,
Medium risk
883
892
720
780
Grade B, Low
risk
448
452
448
452
Grade A, High
risk
1,014
1,024
631
745
Grade A,
Medium risk
525
530
525
530
Grade A, Low
risk
394
398
394
398
Grade B, High
risk
1,194
1,206
667
819
Grade B,
Medium risk
883
892
605
691
Grade B, Low
risk
448
452
448
452
Grade D, High
risk
1,373
1,387
783
954
Grade D,
Medium risk
1,098
1,109
728
841
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
855
1,101
Grade E,
Medium risk
1,385
1,399
786
959
824
832
674
729
Grade E, Low
risk
245

(1)
Category
Description of
premises
Fee for new

premises or
registration and
if premises have
not been graded
or has a D or E
grading
Multi-premises
(e.g.
Supermarkets)
Registration of
basic premises
Eating houses (if Take-away

premises have retailer
not been graded
or have a D or E
grading)
Eating houses (if

premises have
not been graded
or have a D or E
grading)
Eating houses (if

premises have
not been graded
or have a D or E
grading)
Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for not
more than 50
persons
Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for more
than 50 but not
more than 100
persons
Standardised
(1)
fee category
Grade D, High
risk

(2)
Current fee
Proposed fee
from 1 July
2014
1,373
1,387

(incl. GST) ($)
Current fee
783
Proposed fee
from 1 July
2014
954
1,098
1,109
728
841
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
855
1,101
Grade E,
Medium risk
1,385
1,399
786
959
Grade E, Low
risk
824
832
674
729
Grade D, High
risk
1,373
1,387
783
954
Grade D,
Medium risk
1,098
1,109
728
841
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
855
1,101
Grade E,
Medium risk
1,385
1,399
786
959
Grade E, Low
risk
824
832
674
729
Grade D, High
risk
1,373
1,387
783
954
Grade D,
Medium risk
1,098
1,109
728
841
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
855
1,101
Grade E,
Medium risk
1,385
1,399
786
959
Grade E, Low
risk
824
832
674
729
Grade D, High
risk
1,373
1,387
843
1,000
Grade D,
Medium risk
1,098
1,109
788
887
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
915
1,147
Grade E,
Medium risk
1,385
1,399
846
1,005
824
832
734
775
Grade D,
Medium risk
Grade E, Low
risk
246

(1)
Category
Description of
premises
Eating houses (if

premises have
not been graded
or have a D or E
grading)
Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for more
than 100
persons
Eating houses (if

premises have
not been graded
or have a D or E
grading)
Standardised
(1)
fee category
Grade D, High
risk

(2)
Current fee
Proposed fee
from 1 July
2014
1,373
1,387

(incl. GST) ($)
Current fee
929
Proposed fee
from 1 July
2014
1,066
1,098
1,109
874
953
Grade D, Low
risk
609
615
609
615
Grade E, High
risk
1,731
1,748
1,001
1,213
Grade E,
Medium risk
1,385
1,399
931
1,071
Grade E, Low
risk
824
832
819
832
Grade D, High
risk
1,373
1,387
759
935
Grade D,
Medium risk
1,098
1,109
704
822
Grade D, Low
risk
609
615
606
615
Grade E, High
risk
1,731
1,748
830
1,082
Grade E,
Medium risk
1,385
1,399
761
940
Grade E, Low
risk
824
832
649
710
Re-grading
Re-grading
571
577
332
401
New premises
fee
New premises
(3)
fee
239
241
Wholesale
manufacturing
(including
Section 5 of the
Food Hygiene
Regulations
1974 premises)
Grade D,
Medium risk
Notes:
1.
These three columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
2.
3.
247

Rodney
Transitional fee
category
(assessment
(1)
banding)
Standardised fee
(1)
category

(2)
Current fee
Proposed fee
from 1 July
2014
1-3
Grade A, Low Risk
394
Grade B, Low Risk


(incl. GST) ($)
Current fee
Proposed fee
from 1 July 2014
398
287
321
448
452
374
403
525
530
313
375
883
892
461
581
Grade D, Low risk
609
615
559
586
Grade E, Low risk
824
832
678
733
Grade A, High Risk
1,014
1,024
411
576
Grade B, High Risk
1,194
1,206
524
708
Grade D, Medium Risk
1,098
1,109
657
787
Grade D, High Risk
1,373
1,387
712
899
Grade E, Medium Risk
1,385
1,399
791
963
>9
Grade E, High risk
1,731
1,748
860
1,105
Premises
reassessment
Re-grading
571
577
229
322
239
241
>3-5
>5-7
>7-9
New premises fee
(3)
Notes:
1.
2.
3.
Waitkere
Transitional fee
(1)
category
Standardised fee
(1)
category

(2)
($)
Current fee
Food Premises
Up to 50m
Fee for other existing

premises
(incl. GST) ($)
Current
Proposed fee
fee
from 1 July 2014
549
682
Grade A, High risk
1,014
Proposed fee from 1

July 2014
1,024
Grade B, High risk
1,194
1,206
585
756
Grade D, High risk
1,373
1,387
621
829
Grade E, High risk
1,731
1,748
693
976
525
530
451
482

883
892
523
628
1,098
1,109
566
716
1,385
1,399
623
834
Grade A, Low risk
394
398
425
398
Grade B, Low risk
448
452
436
450
Grade D, Low risk
609
615
468
516
Grade E, Low risk
824
832
511
604
248

Transitional fee
(1)
category
Standardised fee
(1)
category

(2)
($)
Current fee
Food Premises
51-100m
Fee for other existing

premises
(incl. GST) ($)
Current
Proposed fee
fee
from 1 July 2014
698
796
Grade A, High risk
1,014
Proposed fee from 1

July 2014
1,024
Grade B, High risk
1,194
1,206
734
Grade D, High risk
1,373
1,387
770
944
Grade E, High risk
1,731
1,748
841
1,090
525
530
525
530
883
892
672
743
1,098
1,109
715
831
1,385
1,399
772
949
Grade A, Low risk
394
398
394
398
Grade B, Low risk
448
452
448
452
Grade D, Low risk
609
615
609
615
870
Grade E, Low risk
824
832
660
719
Grade A, High risk
1,014
1,024
850
913
Grade B, High risk
1,194
1,206
886
987
Grade D, High risk
1,373
1,387
922
1,060
Grade E, High risk
1,731
1,748
993
1,207
525
530
525
538
883
892
824
860
1,098
1,109
867
948
1,385
1,399
924
1,065
Grade A, Low risk
394
398
394
404
Grade B, Low risk
448
452
448
459
Grade D, Low risk
609
615
609
624
Grade E, Low risk
824
832
812
835
Eating houses Seating Grade A, High risk

capacity up to 25
persons
Grade B, High risk
1,014
1,024
592
715
1,194
1,206
628
789
Grade D, High risk
1,373
1,387
664
862
Food premises
>100m
Grade E, High risk
1,731
1,748
736
1,009

capacity between 26
Grade B, High risk
and 50 persons
Grade D, High risk
1,014
1,024
760
844
1,194
1,206
796
918
1,373
1,387
832
992
Grade E, High risk
1,731
1,748
904
1,138

capacity over 50
Grade B, High risk
persons
Grade D, High risk
1,014
1,024
850
913
1,194
1,206
886
987
1,373
1,387
922
1,060
Grade E, High risk
1,731
1,748
993
1,207
571
577
303
379
239
241
Fee premises and

eating houses regrading
Re-grading
New premises fee
(3)
Notes:
1.
249

2.
3. This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
Health protection licence

The proposed fees and charges included in this section apply to premises providing a service that either, as
determined by the council,
pierces the skin,
risks breaking the skin, or
risks burning the skin.
Premises will be assessed and registered with the council as providing either a single basic service, multiple
basic services, or high risk service(s), defined as below:
Category of health
protection licence
Description
Premises providing a single service which is categorised as being at risk of breaking or burning
skin
Premises providing more than one service which is categorised as being at risk of breaking or
burning skin
Premises providing one or more services which are categorised as piercing the skin e.g.
acupuncture, body piercing , derma rolling, electrolysis, extractions, red vein treatment,
stamping, tattooing and traditional tattooing

The proposed changes to health protection licence fees under each category are displayed below. Only one
annual registration fee is required for each licensee.
I.
Former council area
Current fee description
Current fee (incl.

GST)
Proposed fee from 1

July 2014 (incl. GST)
Auckland central and

islands
Health protection licence: Basic (single service)
$212
$240
Franklin
No existing fee
Manukau
No existing fee
North Shore
Miscellaneous licences: health and beauty
Papakura
No existing fee
$240
Rodney
No existing fee
$240
Waitkere
Other fees and charges: Application fee for

premises subject to the Health Act 1956 registration
$153
$0
Waitkere
Other fees and charges: Beauty therapy clinic
$302
$240
$240
$240
$229
Note to table:
Where inspection or re-inspection is required, councils normal hourly rates for regulatory services apply.
250
$240

II.
Former council Current fee description

area
Auckland central Health protection licence: Multi basic (multiple services)
islands
Current fee (incl.

GST)
Proposed fee from 1

$294
$300
Franklin
No existing fee
$300
Manukau
No existing fee
North Shore
Miscellaneous licences: health and beauty
Papakura
No existing fee
Rodney
No existing fee
Waitkere
Other fees and charges: Application fee for premises subject

to the Health Act 1956 registration
$153
$0
Waitkere
Other fees and charges: Beauty therapy clinic
$302
$300
$300
$229
$300
$300
$300
Note to the table:

III.
Former council Current fee description

area
Auckland central Health protection licence: (involving skin
islands
penetration)
Current fee
(incl. GST)
Proposed fee from 1 July 2014 (incl. GST)
$294
Either $240 or $300 depending on number of

services operated on site
Franklin
No existing fee

Manukau
Skin-piercing operation
$284

Manukau
Additional fee per additional skin-piercing

operation
$71
$0
North Shore
Miscellaneous licences: Skin Piercer
$316

Papakura
No existing fee

Rodney
No existing fee

Waitkere
Other fees and charges: Application fee for

premises subject to the Health Act 1956
registration
$153
$0
Waitkere
Other fees and charges: Tattoo/Body

Piercing Premises
$342

Notes to the table:

1.
An annual registration fee of $360 plus council rate of inflation will apply to high risk premises from 1 July 2015. In the period between
1 July 2014 and 30 June 2015, high risk premises will temporarily be registered as providing either a single basic service or a multiple
basic service and be charged the relevant fee.
2.
IV.
Changes to fees for premises no longer covered by the health and hygiene bylaw
The changes below apply only if none of the services provided at the premises, as determined by the council,
pierces the skin,
risks breaking the skin, or
risks burning the skin.
251

Former
Legacy fee type
council area
Auckland
central
islands
Auckland
central
islands
Current fee
(incl. GST)
Swimming pool (12 months)
Proposed fee from 1

Removed
$294
Swimming pool (6 months)
Removed
$155
North Shore Miscellaneous licences

Papakura
Description
Other premises
Swimming, Health and Beauty
$229
Massage Parlour - minimum fee plus

any additional costs. Charge at
appropriate hourly rate
$519
Removed
Removed
Removed
Papakura
Other premises
Charge for any health inspection for any

activity not specified in the schedule
$316
Waitkere
Health and fitness centre
$302
Removed
Waitkere
Massage premises or room
$302
Removed
Other environmental health and bylaw licensing

The fee structures for all other environmental health and bylaw licensing services (except liquor licensing) are
proposed to be maintained for 2014/2015 with a small increase to all fees to reflect the cost of inflation (one per
cent). These are based on fee structures inherited from the seven former councils. Fees applied within a former
council boundary are displayed below under that former council heading. These fees are proposed to be
regionally consolidated in the future.
The liquor licensing fees are currently set by the government. The Sale and Supply of Alcohol Act was passed
in December 2012, and has replaced the Sale of Liquor Act 1989. The new act will affect the way that alcohol is
sold, supplied and consumed across New Zealand. Licensing fees will also change to include an annual fee and
premises will be charged according to the cost/risk category that they fall under.
Follow the link below to read answers to some of the frequently asked questions regarding changes to alcohol
licensing fees:
http://www.aucklandcouncil.govt.nz/EN/licencesregulations/liquor/Documents/alcohollicensingchangesfeesFAQ.
pdf
Auckland central and islands

Type
Description
Current fee $
(incl. GST)
Proposed fee
from 1 July 2014
$ (incl. GST)
All licences (excludes food,

hairdressers and health
protection licences)
New premise application (excludes food and

hairdressers premises)
179
181
Brothel licence
Annual fee
701
708
Camping grounds
Annual fee
397
401
Funeral directors mortuary

licence
Annual fee
429
433
Gambling venues
New class 4 or New Zealand Racing Board (NZRB)

venue consent application
397
401
Hazardous substances
inspections
Bulk tank demolished
179
181
LPG storage tank installed
179
181
Storage tank installed
179
181
Tank removal
125
126
Test pipelines to bulk installations
136
137
Annual market organisers licence

(blanket licence held by market organiser covers
stalls selling fruit, vegetables and uncooked eggs
only)
162
164
Food Stalls
252

Type
Description
Current fee $
(incl. GST)
No fee
Proposed fee
from 1 July 2014
$ (incl. GST)
No fee
Level two 6 months
125
126
Level two 12 months
190
192
Level three 6 months
223
225
Level three 12 months
364
368
Letter of exemption
Festival and Events
Hourly rate (per officer)
See hourly rates See hourly rates
Inspection Fee
Hourly rate (per officer)
See hourly rates See hourly rates
Offensive trades
Renewal
365
369
Street trading
Banner
179
181
Display of goods - per month
147
148
Flower sellers- per month
397
401
Newspapers - per seller, per site, per annum
125
126
Permanent banners - per annum
6,542
6,607
Recycling bins - per annum
342
345
Sports services vendors - per month
234
236
Street Trading Application Fee
179
181
Coffee vendors per six months
560
566
On-street outdoor seating (per m2 of site coverage)
70
71
Pie carts, Newmarket per month
1,103
1,114
Pie carts, Commerce Street per month
1,321
1,334
Strawberry and vegetable vendors per month
396
400
Transfer fee / duplicate / reissue of certificate/licence
Transfers of ownership,
all licences and re-issue of lost certificate/licence
98
99
Bylaw dispensation (other than

permanent signage)
Temporary sign
141
142
Billboard
Billboard dispensation
163
165
Other Fees
Certificate of Inspection
185
187
Return Fee for seized equipment (Noise)
273
276
Amusement Device Fee
Refer to the
Refer to the
Amusement
Amusement
Devices
Devices
Regulations 1980 Regulations 1980
Re-inspection Fee (Camping ground, Food

Premises, Funeral Director, Hairdresser, Health
Protection, Offensive Trade)
185
187
Recover cost of seized goods
Based on actual
cost and hourly
rates
Based on actual
cost and hourly
rates
Recover cost of works carried out in default (bylaw

notice)
Based on actual
cost and hourly
rates
Based on actual
cost and hourly
rates
Officer time (Bylaws)
Based on actual
cost and hourly
rates
Based on actual
cost and hourly
rates
253

Franklin
Type
Description
Current fee $
(incl. GST)
72
Proposed fee
from 1 July 2014
$ (incl. GST)
73
Per response in a Metropolitan Zone
83
84
Per response in a Rural Zone
150
152
Up to 6 months
83
84
6-12 months
150
152
Camping Grounds
304
307
Umbrella Low Risk Food Licence Fee
736
743
Food premises Day Licences (excepting those

operated by non-profit organisations)
71
72
Mobile food vehicle
160
162
Offensive Traders
304
307
Funeral Parlours
260
263
Transfer of Licence
72
73
Return fee for seized appliances Administration fee per seizure
Trading in public places

Other licences/registration
Duplicate of Licence
39
39
Sale yards
219
221
Re-inspection fee for all Licence or Registered

premises - per inspection (except food premises)
122
123
Gaming Machine - class 4 Venue Consent - per

inspection
571
577
Relocatable Home Park Consent - per inspection
304
307
Manukau
Type
Description
Various other licence

types
Camping Grounds
Other fees
Current fee $ (incl. Proposed fee from

GST)
1 July 2014 $ (incl.
GST)
476
481
Funeral Director
386
390
Permits trading in public places
196
198
Permits markets and stalls
342
345
Offensive Trades
476
481
Temporary signs permit - general
269
272
Brothel Permit
269
272
Transfer of licence
117
118
Duplicate licence fee
118
119
Certificate of Inspection
185
187
Inspection fee (excludes food premises)
137
138
Provision of lists of premises
30
30
Return Fee for seized equipment
273
276
Permit application fee for permits not specified

elsewhere in Listing of Fees and Charges
283
286
Objection
478
483
6,935
7,004
Dispensation Deposit Fee

Hourly Staff Charge-out Rates (for bylaw related
applications where the application fee is a deposit)
254
As per hourly rates As per hourly rates

North Shore
Type
Description
Current fee $ (incl. Proposed fee from 1

GST)
July 2014 $ (incl.
GST)
196
198
Mobile shop Health Licence

Re-inspections
Based on actual cost Based on actual cost

and hourly rates
and hourly rates
Vendor
Mobile Shop Trading Permit
245
Noise control
Seizure of Equipment
191
193
Brothels
Applications for licence
289
292
Annual licence fee
289
292
Application for dispensations - base fee + actual

cost
560
566
Outdoor cafs in public

places
Application Fee
179
181
Annual Licence Fee m2
49
49
Miscellaneous licences
Amusement galleries
229
231
Camping Grounds
229
231
Funeral Director
247
289
292
Signs - Exceeding 1m under bylaw
135
136
Signs - All other signs under bylaw
76
77
Fire permit
98
99
Display of goods exemption - application Fee
179
181
Display of goods exemption - m
49
49
Licence transfer fees (any licence)
93
94
Pre-purchase checks (any licence)
196
198
Gambling Venue Application
436
440
Papakura
Type
Description
Other premises
Funeral Directors and Mortuaries
Bylaw licences
Statute based licences
Noise Complaints &

Seizure of Equipment

GST)
GST)
444
448
Offensive Trades
531
536
Camping Grounds
531
536
Brothel Application - minimum Fee plus any additional

costs. Charge at appropriate hourly rate
519
524
Non-food stalls (other than charitable or community

organisations) - licence per event
49
49
Non-food stalls (other than charitable or community

organisations) annual
316
319
Amusement Gallery
169
171
Special Events and minimum Fee
519
524
Mobile Shops/Roadside Traders (other charitable or

community organisations) - first month
101
102
Mobile Shops/Roadside Traders (other charitable or

community organisations) - per month after the first
month
53
54
Circuses (with menagerie)
517
522
Duplicate licence
70
71
Minimum fee
159
161
255

Type
Description
Seized equipment administration and storage fee

Seized equipment administration and storage disposal Fee

GST)
GST)
159
161
126
127
175
177
Call out to deactivate

building security alarm
system that is causing
excessive noise
Attendance plus any other fees
Other fees
Street trading approval per year
159
161
Street dining approval per year
159
161
Single Sandwich Board approval per year
88
89
Application for dispensation from sandwich board,

street trading & street trading requirements
488
493
Rodney
Type
Description
Food stalls
Annual fee
267
one day up to and including 5 days fee
147
148
Camping ground
267
270
Camping grounds
Current fee $
(incl. GST)
Proposed fee from

GST)
270
Remote camp site
147
148
Offensive trades
Offensive Trade licences
267
270
Transfer of certificates
Noting or transfer of registration certificate
147
148
Health (burial)
Registration of funeral director
267
270
Bylaw administration
(i) Any certificate, authority, approval, permit, licence,

consent from or inspection by the Council, not specifically
covered by a fee under any chapter of the bylaw or any
other enactment
120
121
(ii) Charge for searching for documents, copying

certificates, consents or other authorising documents and
registers
87
88
(iii) Where the application for a licence is for a period of

less than 12 months the fee payable shall be reduced by
1/12 [one twelfth] for every complete month by which the
term of the licence is less than one year, but so as not in
any case less than:
104
105
82
83
147
148
267
270
Annual permit
Commercial open air
market (includes single Daily (or part thereof) permit
stall)
267
270
82
83
Small Owner operated brothel
278
281
Brothel
408
412
Rodney District Council Class 4 venue

gambling venue
Board venue
application fee
408
412
408
412
Other fees and charges Return Fee of Seized Equipment
385
389
142
143
121
122
Occupation fee:
business occupying
public footpath
Display of goods (per m per annum) applies where an

applicant wishes to occupy the footpath and a 1.5 metre
gap cannot be maintained
Trading in public places Hawker

licence fee
Mobile or travelling shop
Brothels and
commercial sex
premises licence fee
Processing application for Certificate of Exemption

Licence fee
(i) Keeping of pigs
2 and up to 2 adult pigs
256

Type
Description
Over 2 and up to 50 adult pigs
142
Proposed fee from

GST)
143
Over 50 and up to 100 adult pigs
195
197
Over 100 adult pigs
257
260
(ii) Keeping of more than 12 head of poultry
121
122
5 30 persons
142
143
32 50 persons
195
197
Over 50 persons
257
260
168
170
1. Public or commercial
168
170
2. Non-profit organisations
(over 10 weeks old)
Current fee $
(incl. GST)
Assessment fee
(i) Travellers
accommodation
(ii) Public buildings or A. Theatres and / or cinemas

places of public resort B. Public halls
142
143
3. Churches or buildings used

solely as places of worship
No fee
No fee
C. Grandstands and stadiums
168
170
D. Showgrounds
168
170
E. Circuses per month or part

thereof
142
143
F. Public assembly in the open air or in marquees,

tents or other temporary structures:
1. For profit
Up to and including 2,000
persons for each day or part
thereof
168
Over 2,000 persons
$168 plus $27 per $170 plus $27 per

1,000 persons
1,000 persons
2. For non-profit organisations for

each day or part thereof
3. For public worship
170
142
143
No fee
No fee
Waitkere
Description
Current fee $
(incl. GST)
Offensive Trades
267
Proposed fee from 1

July 2014 $
(incl. GST)
270
Funeral Directors
309
312
Camping Grounds
330
333
Transfer fee for noting change of occupier
101
102
Hawkers licence
41
41
Mobile Shop licence
138
139
Inspection fee if food sold mobile shops
156
158
Inspection fee if food sold food stalls
156
158
As per hourly rates
As per hourly rates
Charge for any re-inspection for any activity not specifically scheduled
138
139
Return of seized property (noise) under section 336 RMA
457
462
Buskers licence
187
189
Markets licence excluding any individual vendor stall licences
187
189
Food Stalls licence
138
139
Outdoor Caf areas
259
262
Pre-application / licence, consent meeting (per hour)
257

Hourly rates
Charges set out in the table below are generally applicable to the entire region. Where a different hourly rate is
set for a specific activity identified in Other environmental health and bylaw licensing, the rate in that schedule
will apply.
Description
(1)
Specialty
Current hourly
(incl. GST)
Proposed hourly
rate from 1 July
2014 (incl. GST)
$175
$177
Manager/project manager/legal
services
All areas
Team leader
All areas
$160
$162
Specialist/advisor/ senior

environmental health, compliance and
monitoring, urban designer, arborist,
licensing, incident investigators, other
$160
$162
Building processing and

inspections, compliance,
monitoring, environmental health
Building, compliance , monitoring,

environmental health, licensing, incident
investigators, other
$130
$135
Assistant planner, graduate development

engineer, graduate resource consent
planner, planning technician
$125
$126
All areas
$97
$98
Administration
Note:
1.
departments.
Hairdresser premises licensing

The annual licensing fees for hairdresser premises is standardised across the region. All fees are charged
annually and cover the cost of inspections, i.e. there will be no separate inspection fees (unless there is
significant non-compliance).
Current fee (incl. GST) $
Region wide hairdresser licence fee
207
258
Proposed fee from 1 July 2014

(incl. GST) $
209

Part V: Harbourmaster management fees and charges

Fixed charges
Type
Description
Swing mooring
Standard annual licence fee
$215.50
Proposed fee
from 1 July 2014
(incl. GST)
$217.70
Pile mooring
$790.50
$798.40
Mud mooring areas
$63.00
$63.60
Privately owned piles
$215.50
$217.70
Standard mooring (weekly charge)
$80.50
$81.30
Heavy mooring (weekly charge)
$115.00
$116.20
Commercial swing mooring
$690.00
$696.90
Application and transfer for mooring site
Application / administration fee
$55.00
$55.50
Commercial vessel licence
$80.00
$80.80
Registration fee
$50.00
$50.50
Pilotage Assessment
Assessment fee
$230.00
$232.30
Harbourmaster vessel
Hourly charge (includes one crew)
$287.50
$290.40
Emergency mooring
(1)
Personal Watercraft Registration
(2)
Current fee
(incl. GST)
Notes:
1.
Minimum charge of one week applicable.
2.
One off registration payment per personal watercraft.
Hourly rates
The rates below relate to officer hours spent on planning, co-ordination, liaison and operations of events, and
auditing of hire craft.
(1)
Description
Specialty
Current hourly
rate
(incl. GST)
Manager/project manager
All areas
$175
Proposed hourly
rate from 1 July
2014
(incl. GST)
$177
Team leader
All areas
$160
$162
Specialist/senior
All areas
$160
$162
All areas
$125
$126
Administration
All areas
$97
$98
Note:
1.
departments.
259

Part VI: Solid waste bylaw licence

Licensing and authorisation fees under the Solid Waste Bylaw
2012
Type
Description
Waste collector licence
Waste collector licence (including one waste

collection vehicle)
Current annual fee Proposed annual fee

(incl. GST)
GST)
$350
$435
Additional waste collection vehicle (per vehicle)
$70
$88
Donation collection point

licence
Donation collection point licence (1 to 10 containers)
$300
$305
Donation collection point licence (more than 10

containers)
$500
$505
Collection of diverted
material
Authorisation to use public places for collection of

diverted material (1 to 10 locations)
$300
$350

$450
$500

$600
$700

$1,000
$1,200

diverted material (more than 500 locations)
$1,500
$1,800
Waste facilities licensing fees under former council bylaws

Former council area
Description
North Shore City
Waste operator (facilities) licence
Rodney District
Waste operator (facilities) licence
$335
$450
Waitkere City
Waste facilities licence
$342
$450
Current annual fee (incl. Proposed annual fee from 1

GST)
$335
$450
260
Part VII: Appendices


The council has a two-tier governance structure, with shared decision-making. The two tiers are:
the governing body, consisting of the mayor and 20 councillors
21 local boards.
Auckland Council also has council-controlled organisations (CCOs) to carry out certain functions and provide
services. They are independent in their operations but are accountable to the council.
The Independent Mori Statutory Board (IMSB) is an independent board established by the Local Government
(Auckland Council) Amendment Act 2010.
There are also eight advisory panels that advise the council on its strategies, policies, plans and bylaws and
mechanisms for engagement.
The governing body

This consists of the mayor and 20 councillors who are elected on a ward basis. The governing body focuses on
the big picture and on Auckland-wide strategic decisions that are important to the whole region. Auckland is split
into 13 wards, which are used for council elections. Councillors are elected to represent wards and they also sit
on council committees. Our councillors contact details can be found on the next page.
The Mayor
The Mayor is elected by residents directly. The mayor leads the council and has enhanced responsibilities
including promoting a vision for Auckland, providing leadership to achieve the vision, leading development of
council plans, policies and budget, and engaging with the people of Auckland and its many communities and
stakeholders.
261

Mayor and councillors contact details

Len Brown, JP. MAYOR
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (09) 301-0101
len.brown@aucklandcouncil.govt.nz
Chair Budget Committee
Penny Hulse, DEPUTY MAYOR

[Waitkere]
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 273-4663
penny.hulse@aucklandcouncil.govt.nz
Chair - CCO Governance and Monitoring
Committee; Auckland Development
Committee
Arthur Anae [Manukau]

560 Great South Road
thuhu
Auckland 1062
Ph: (021) 921 941
arthur.anae@aucklandcouncil.govt.nz
Chair Economy Development
Committee
Cameron Brewer [Orkei]

PO Box 9733
Newmarket
Auckland 1149
Ph: (021) 828 016
cameron.brewer@aucklandcouncil.govt.nz
Bill Cashmore [Franklin]

389 Kawakawa-Orere Rd
RD5, Papakura 2585
Ph: (021) 283 3355
bill.cashmore@aucklandcouncil.govt.nz
Dr Cathy Casey [Albert-Eden-Roskill]

66 Allendale Road
Mt Albert
Auckland 1025
Ph: (027) 474 4231
cathy.casey@aucklandcouncil.govt.nz
Chair - Community Development and
Safety Committee
Ross Clow [Whau]

1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 808 214
ross.clow@aucklandcouncil.govt.nz
Linda Cooper [Waitkere] JP

41 Renoir Street
West Harbour
Auckland 0618
Ph: (021) 629 533
linda.cooper@aucklandcouncil.govt.nz
Chair - Hearings Committee
Chris Darby [North Shore]

1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 284 2888
chris.darby@aucklandcouncil.govt.nz
Alf Filipaina [Manukau]

32 Miller Road
Mngere Bridge
Auckland 2022
Ph: (021) 280 0999
alf.filipaina@aucklandcouncil.govt.nz
Chair - Unitary Plan Committee; Arts,
Culture and Events Committee
Hon Christine Fletcher, QSO

[Albert-Eden-Roskill]
7 Bourne Street
Mt Eden
Auckland 1024
Ph: (027) 276 0013
chris.fletcher@aucklandcouncil.govt.nz
Chair - CEO Review Committee; Parks,
Recreation and Sport Committee
Denise Krum [Maungakiekie-Tmaki

1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 629 648
denise.krum@aucklandcouncil.govt.nz
262

Mike Lee [Waitemat and Gulf]

15A Burrows Avenue
Parnell
Auckland 1052
Ph: (021) 281 8000
mike.lee@aucklandcouncil.govt.nz
Chair - Infrastructure Committee
Calum Penrose [Manurewa-Papakura]

Auckland Council
Private Bag 92300
Auckland 1142
Ph: (027) 217 0760
calum.penrose@aucklandcouncil.govt.nz
Chair - Regulatory and Bylaws Committee
Dick Quax [Howick]

PO Box 51-752
Pakuranga
Auckland 2140
Ph: (021) 286 7766
dick.quax@aucklandcouncil.govt.nz
Chair - Tenders and Procurement
Committee
Sharon Stewart [Howick] QSM

21 Treeway
Sunnyhills
Auckland 2010
Ph: (021) 282 1144
sharon.stewart@aucklandcouncil.govt.nz
Chair - Civil Defence and Emergency
Management Committee
Sir John Walker, KNZM, CBE

[Manurewa-Papakura]
6 Railway Street
Newmarket
Auckland 1023
Auckland Ambassador
Ph (09) 266 6616
john.walker@aucklandcouncil.govt.nz
Wayne Walker [Albany]

Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 882-861 or (09) 424-3121
wayne.walker@aucklandcouncil.govt.nz
Chair - Environment, Climate Change and
Natural Heritage Committee
Chair - Audit and Risk Committee

John Watson [Albany]
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 287 5999
john.watson@aucklandcouncil.govt.nz
Penny Webster [Rodney]

61 Fidelis Avenue
Snells Beach
Warkworth 0920
Ph: (021) 390 317
penny.webster@aucklandcouncil.govt.nz
Chair - Finance Performance Committee
George Wood, CNZM [North Shore]

54 Grenada Avenue
Forrest Hill
Auckland 0620
Ph: (021) 281 5555
george.wood@aucklandcouncil.govt.nz
Chair - Regional Strategy and Policy
Committee
263

Local boards
There are 21 local boards, with a purpose to enable democratic decision-making by, and on behalf of, their
communities and promote the social, economic, environmental and cultural well-being in their area.
Key responsibilities of local boards include:
a voice of their community to the governing body;
advocate and have input into governing body and CCO decisions, policies and strategies that will impact
across the region, including the long term plan and annual plans;
develop and propose local bylaws for adoption by the governing body;
provide leadership and create a strong local identity for their area, including making decisions on
management and use of a range of local activities and facilities (such as parks, community halls and
swimming pools);
perform civic duties (such as ANZAC Day activities and citizenship ceremonies);
carry out other responsibilities delegated by the governing body and CCOs.
Each year, local boards and the governing body agree individual local board agreements, which state what will
be done over that period, including targets and activities. The agreements for 2014/2015 are included in this
annual plan. Detailed information on the key priorities and budgets allocated to each local board can be found in
Volume 2 of this annual plan.
To find out which local board area you are in, follow this path from the website home page:
About Council > Representative Bodies > Local Boards > Pages > Find your ward and local board
Council-controlled organisations
Auckland Council provides a range of services and programmes to the Auckland region through seven
substantive and a range of non-substantive CCOs which participate in, and contribute to, the plans made by the
council, as well as managing services such as transport.
CCOs fulfil two key roles. They provide commercial or specialist expertise that may not be available within the
council organisation, and allow the council to focus on its core responsibilities such as strategy, policy or
regulatory functions.
For more information on the policies, objectives, activities and performance targets of CCOs, see Part II of this
volume or Volume Five of the Long-term Plan 2012-2022.
Independent Mori Statutory Board (IMSB)

The IMSB is an independent board, whose purpose is to assist the council to make decisions, perform functions
and exercise powers, taking into account the cultural, economic, environmental and social issues of significance
for Mana Whenua groups and mataawaka of Tmaki Makaurau - Auckland. It also ensures the council acts in
accordance with statutory provisions referring to the Treaty of Waitangi.
The board:
will identify and prioritise issues that are significant to Mori to help guide the councils work programme
advise the council about issues that affect Mori in Auckland
work with the council to help it meet its statutory obligations to Mori in Auckland.
264

The board and the council will also meet at least four times each year to discuss the councils performance of its
duties. The nine members are:
Mana Whenua representatives
Mataawaka representatives
Mr David Taipari, Chairperson (Ngti Maru, Ngti

Whnaunga, Ngti Tamatera, Ngti Paoa)
Mr Tony Kake (Ngapuhi, Waikato/Tainui)
Mr Glenn Wilcox, Deputy Chairperson (Ngti

Whatua)
Mr John Tamihere (Ngti Porou, Whakatohea,

Tainui)
Ms Precious Clark (Ngti Whatua, Waikato)
Ms Karen Wilson (Te Akitai Waiohua, Ngati Te Ata,

Ngati Pikiao, Ngati Hau)
Kristan McDonald (Ngti Wai, Ngti Rehua)
Ms Liane Ngmane (Ngti Tamatera, Ngti Maru,

Ngti Whnaunga, Ngti Paoa)
Ms Josie Smith (Ngati Te Ata, Ngati Tipa, Ngati

Whatua and Ngapuhi)
For more details on the IMSB, please visit www.imsb.mori.nz
Advisory panels
Eight advisory panels advise the mayor, governing body and local boards on matters affecting the specific
communities or sectors they represent:
Business Advisory Panel
Pacific Peoples Advisory Panel
Disability Strategic Advisory Group
Rural Advisory Panel
Ethnic Peoples Advisory Panel
Seniors Panel
Heritage Advisory Panel
Youth Advisory Panel
For more detail on Auckland Councils advisory panels, please visit our website www.aucklandcouncil.govt.nz
Information can be found under: About the council > How council works > Advisory panels
265


Telephone:
(09) 301 0101 (toll-free)
In person:
at our customer service centres
Via our website:
using our online form at www.aucklandcouncil.govt.nz
Fax:
(09) 301 0100
Write to us:
at Auckland Council, Private Bag 92300, Auckland 1142
Customer service centres

Customer service centres allow Aucklanders to interact with us in person. We have over 25 customer service
centres operating around Auckland. Currently, there are a variety of different services delivered to different
levels across the centres, but overall they deliver:
general information on all council services, products

and events
property information
payments for dog registration rates and other services
lodgement of building and resource consents
dog renewal registration
lodgement of licences and LIM applications
copies of publications and reports
payment of parking infringements.
specialist advice
Service centre
Physical address
Greys Avenue
1 Greys Avenue, CBD Auckland - Ground Floor, Civic Building

(for payments only)
Takapuna
1 The Strand, Takapuna
rewa
50 Centreway Road, rewa
Whangapraoa
9 Main Street, Whangapraoa
Warkworth
1 Baxter Street, Warkworth
Glenfield
90 Bentley Avenue, Glenfield
Browns Bay
Corner of Bute and Glen Roads, Browns Bay
Devonport
3 Victoria Road, Devonport
Albany
30 Kell Drive, Albany
Manukau
Manukau City Centre, Ground Floor, Kotuku House, 4 Osterley Way
Papakura
35 Coles Crescent, Papakura
Pukekohe
82 Manukau Road, Pukekohe
266

Service centre
Physical address
Waiuku
Corner of King Street and Constable Road, Waiuku
Henderson
6 Henderson Valley Road, Henderson Waitkere
Helensville
49 Commercial Road, Helensville
Huapai
296 Main Road (SH16) Huapai
West - Titirangi Library
500 South Titirangi Road, Titirangi
West - New Lynn Library
3 Memorial Drive, New Lynn
West - Massey Library
Corner of Don Buck Road and Westgate Drive, Massey
West - Glen Eden Library
12-32 Glendale Road, Glen Eden
West - Te Atatu Peninsula Library 556 Te Atatu Road, Te Atatu Peninsula

North - Birkenhead Library
Nell Fisher Reserve - Hinemoa Street, Birkenhead
267

Glossary of terms
Glossary of terms
Term
ACIL
Definition
Auckland Council Investments Limited
Activity
The goods or services the council provides
ACPL
Auckland Council Property Limited
Amenity
The liveability or quality of a place that makes it pleasant, attractive and agreeable for
individuals and the community
Amortisation
The systematic allocation of the value of an intangible asset over its useful life
Annual Plan
The plan that sets out what the council will be working to achieve in a financial year,
how it will spend its money, the level of service to be provided, and the level of rates
and other revenue required to fund that spending
Annual Report
The document that tracks the councils yearly performance and reports against the
relevant annual plan
Asset
An item of value, usually of a physical nature, that has a useful life of more than 12
months and has future economic benefits over a period of time. Infrastructural assets
provide the basic facilities, services and installations needed for a community or
society to function, such as stormwater drainage pipes. Non-infrastructural assets are
the organisations other assets that provide either administrative or operational
functions, such as computer software
AT
Auckland Transport
ATEED
Auckland Tourism, Events and Economic Development Limited
Auckland Council or the council
The local government of Auckland established on 1 November 2010. The council is

made up of the governing body, 21 local boards, and the council organisation
(operational staff)
BID
Business improvement district
Biodiversity
The variety of life in a particular habitat or ecosystem, including the totality of genes,
species, and ecosystems
Broadband
Data transmission technology that provides for high speed internet services
Capitalised interest
The borrowing costs directly attributable to the acquisition or construction of qualifying

assets, which are capital projects that span more than one financial year and require
funding of more than $2 million, added to the cost of those assets, until such time as
the assets are substantially ready for their intended use
Centres
Localities identified as urban centres which include the city centre and fringe,
metropolitan centres, town centres and local centres. Centres are typically higher
density, compact mixed-use environments with high quality public transport links and
provide a wide range of community, recreational, social and other activities
COMET
City of Manukau Education Trust
Commercial activities
Retail, information and communication, finance and insurance, and other service
sectors. These sectors typically can afford relatively higher land prices/rents, and
locate well in town centres
Corridors
Strategic and arterial road, bus and rail alignments, and land located adjacent to these
corridors, which generally link Aucklands centres. They include but are not limited to
urban growth corridors
Council-controlled organisation
(CCO)
A company or other entity under the control of local authorities through their
shareholding of 50 per cent or more, voting rights of 50 per cent or more, or right to
appoint 50 per cent or more of the directors. Some organisations may meet this
definition but are exempted as council-controlled organisations
Councils rate of inflation (CROI)
The rate produced by the council which reflects the increase in costs that the council
faces to fund the current activities it provides at existing service levels. Does not
include consumer items such as food and beverages
Depreciation
The charge representing consumption or use of an asset, assessed by spreading the

assets value over its estimated economic life. Depreciation includes amortisation of
intangible assets unless otherwise stated
Contributions from developers, collected to help fund new infrastructure required by

growth, as set out in the Local Government Act 2002. This can be a financial
contribution or provision of services or an asset of the same value.
268

Glossary of terms
Term
Governing body
Definition
The governing body is made up of the mayor and 20 councillors. It shares its
responsibility for decision-making with the local boards. The governing body focuses
on the big picture and on Auckland-wide strategic decisions. Because each ward may
vary in population, some wards have more than one councillor
Grants and subsidies
Revenue received from an external agency to help fund an activity or service that the
council provides
Gross Domestic product (GDP)
The market value of all goods and services produced in a country or region in a given
period
Gross operating expenditure
Total without deductions of depreciation and finance costs
Groups of activities
Goods or services provided by, or on behalf of, a local authority or a council-controlled

organisation, including facilities and amenities, the making of grant, and the
performance of regulatory and other governmental functions
Greenhouse gas (GHG)
GHGs are made up of a variety of gases (including carbon dioxide, methane, nitrous
oxide, water vapour, ozone, and fluorinated gases) which trap infrared heat in the
upper atmosphere and contribute to global warming
Hap
Kinship group, clan, tribe, sub tribe - section of a large kinship group
Hau
Disabled people
Household
One or more people usually resident in the same dwelling, who share living facilities. A
household can contain one or more families, or no families at all. A household that
does not contain a family nucleus could contain unrelated people, related people, or
could simply be a person living alone
Infrastructure
The fixed, long-lived structures that facilitate the production of goods and services and
underpin many aspects of quality of life. Infrastructure refers to physical networks,
principally transport, water, energy, and communications
Intensification
Redevelopment, conversion and retrofitting where land is developed with a greater

coverage or intensity of building, or accommodates a greater residential population or
workforce than previously.
Iwi
Groups of whnau or hap related through a common ancestor
Kaitiaki
Guardians of the environment
Kaitiakitanga
Guardianship including stewardship; processes and practices for looking after the
environment, guardianship that is rooted in tradition
Kaumtua
Elder/elderly (male or female)
Khanga reo
Mori language preschool
Kura
School
Local boards
There are 21 local boards which share responsibility for decision-making with the
governing body. They represent their local communities and make decisions on local
issues, activities and facilities
Local Board Agreement
An annual agreement between the governing body and each local board, outlining its
priorities and preferences in its local board plan for the year
Local Board Plan
A plan that reflects the priorities and preferences of the communities within the local
board area in respect of the level and nature of local activities to be provided by the
council over the next three years
Local Government Act 2002 (LGA

2002)
Legislation that defines the powers and responsibilities of territorial local authorities
such as Auckland Council
Local Government (Rating) Act 2002 Defines how territorial local authorities such as Auckland Council can assess and
(LGRA)
apply their rating policy
Long-term Plan 2012-2022 or the
LTP
This document sets out the councils vision, activities, projects, policies, and budgets
for a 10-year period. Also commonly referred to as the LTP, LTCCP and the 10-year
plan
Mana whenua
Iwi, the people of the land who have mana or customary authority. Their historical,
cultural and genealogical heritage are attached to the land and sea
Manaakitanga
Hospitality, generosity, especially host to visitors
Mataawaka
Mori who live in Auckland but do not whakapapa to mana whenua.
Mtauranga Mori
Mori wisdom. In a traditional context, this means the knowledge, comprehension or

understanding of everything visible or invisible that exists across the universe
269

Glossary of terms
Term
Maunga
Definition
Mountain, mount, peak; Aucklands volcanic cones
Mauri
Mauri is the pure state of an object or substance. Sometimes referred to as the 'life
force, mauri is contingent upon all things being in balance or in harmony
Natural areas
Places characterised by indigenous species or ecosystems, or a place or landform not,

or scarcely, modified from an indigenous condition
Natural character
Those qualities and values of the coastal environment, wetlands, lakes, rivers and their
margins that derive from the presence of natural elements, natural patterns and natural
processes. These qualities include the presence of indigenous and exotic vegetation,
including pasture, terrestrial, aquatic and marine habitats, landforms, landscapes, and
seascapes, the function of natural processes and the maintenance of water and air
quality. The lower the degree of human modification, the higher the level of natural
character
Natural heritage
Includes indigenous flora and fauna, terrestrial, marine and freshwater ecosystems
and habitats, landscapes, landforms, geological features, soils and the natural
character of the coastline
New Zealand Transport Agency

(NZTA)
Plans and delivers sustainable transport networks across New Zealand, In Auckland
and has responsibility for maintaining the state highway network roads
Mori settlements, villages and towns
Pkeh
A New Zealander of European descent
Papakinga
A location including meeting facilities, homes, vegetable gardens, a cemetery and

other things required to sustain a whnau, hap or iwi
Papakinga housing
Housing development within a papakinga framework
Performance measures
A method for gauging progress towards the meeting of objectives. Measures usually
relate to agreed levels of performance and types of services provided
Quality Transit Network (QTN)
Provides high-frequency, high-quality public transport. The majority of these are bus
services operating bus priority measures between key centres and over major
corridors. The QTN complements the RTN by connecting at key hub locations
Rapid Transit Network (RTN)
Provides fast, high-frequency service in its own right of way, unaffected by traffic
congestion. It aims to provide longer-term support for the more intensive growth
proposed by the Auckland Plan and to improve the regions transport system
Rangatahi
Younger generation, youth
Rangatira
Chief
Rangatiratanga
Chiefly authority. A state of being. It is expressed in who we are, and how we do

things; ability to make decisions for the benefit of their people and the community in
general; confers not only status but also responsibility to ensure that the natural world
and its resources are maintained into the future; recognises iwi and hap right to
manage resources or kaitiakitanga over the ancestral lands and waters. The Mori
version of article 2 of the Treaty uses the word 'rangtiratanga' in promising to uphold
the authority that tribes had always had over their lands and taonga.
Rates
A charge against the property to help fund services and assets that the council
provides
RFA
Regional Facilities Auckland
RMA
Resource Management Act
Rnanga
Assembly or council in an iwi context
SLIPS
Small Local Improvement Projects
Takatpui
Close friend (of the same gender - lesbian, gay, homosexual)
Taonga
A treasured item, which may be tangible or intangible
Tmaki Makaurau
The Mori name for Auckland
Tangata Whenua
Indigenous peoples of the land
Targeted rates
A targeted rate to fund activities where the council considers the cost should be met by
particular groups of ratepayers, as they will be the prime beneficiaries of the activity.
270

Glossary of terms
Term
Te Tiriti o Waitangi / The Treaty of
Waitangi
Definition
The written principles on which the British and Mori agreed to found a nation state
and build a government
Tikanga
Customary lore and practice
Travel demand management
Initiatives aimed at modifying travel behaviour to maximise the efficient use of

transport systems (e.g., tele-working, ride sharing, more flexible work and educational
hours, parking constraints, cycling and walking)
Waahi tapu
Sacred ancestral sites and places of significance to iwi, hap or whnau
Wnanga
Mori knowledge, lore and learning of the esoteric kind. A Mori tertiary education
institution.
Waka
Canoe, vehicle, conveyance
Waste
Any matter, whether liquid, gas or solid, which is discharged, unwanted or discarded
by the current generator or owner as having little or no economic value, and which
may include materials that can be reused, recycled or recovered
Watercare
Watercare Services Limited
Waterfront Auckland
Auckland Waterfront Development Agency Limited
Whakapapa
The pedigree of a person, whnau, hap or iwi which begins at an ancestor and works
down to the individual; the genealogies and stories that accompany a family history
271

Key word index
Key word index

...................................................................... 68
Regional arts, culture and events services ....... 86
Regional collections and amenities .................. 97
Regional community services ........................... 80
Regional economic strategy and initiatives ...... 40
Regional events facilities .................................. 90
Regional library services ................................... 78
Regional parks services .................................... 92
Regional recreation services ............................ 95
Regulation ......................................................... 52
Roads and footpaths ......................................... 70
Stormwater management ................................. 59
...................................................................... 43
Waste and recycling services ........................... 56
Wastewater ....................................................... 65
Water supply ..................................................... 63
Waterfront development ................................... 45
Growth .................................................. 4, 9, 38, 184
Health protection licensing ................... 13, 218, 250
Housing developments ....................... 32, 35, 52, 59
Independent Mori Statutory Board ....... 22, 27, 264
Mori ..... 10, 20, 22, 26, 30, 34, 38, 47, 55, 58, 74,
85, 99
Mayor .............................................................. 4, 261
Mooring fees ....................................................... 232
Museums ........................................................ 84, 97
Public transport................................. 5, 66, 104, 166
Rates ........................ 4, 8, 10, 12, 14, 144, 201, 212
Rating policy ....................................................... 201
Reserve funds .................................................... 131
Resource consent fees ............................... 227, 231
Social housing .................................. 12, 80, 81, 217
Swimming pool ......................... 6, 96, 147, 195, 252
Targeted rates ............ 132, 145, 147, 201, 205, 215
The Southern Initiative ............................. 22, 30, 73
Transforming Auckland ...................... 5, 21, 41, 197
Unitary Plan .......................................................... 29
Volcanic cones ..................................................... 92
Wynyard ......................................... 5, 7, 38, 45, 187
Acquisition............................... 70, 92, 119, 195, 268

Affordable housing .............................. 22, 30, 34, 35
Art galleries ............................................. 85, 97, 195
Auckland Arts Festival .............................. 14, 86, 88
Auckland Plan ..... 5, 21, 26, 30, 34, 38, 47, 55, 58,
62, 66, 73, 84, 99
Auckland's stadiums ........................... 14, 16, 90, 96
Beaches ............................................ 24, 49, 94, 144
Borrowings .................................................. 4, 8, 124
Broadband ...................................................... 23, 40
Building consents .......................................... 52, 220
Business Improvement District (BID) .... 42, 145, 207
Capital investment .................. 6, 7, 37, 70, 185, 199
City Rail Link ................................. 4, 6, 68, 189, 200
Community facilities .......................... 40, 82, 94, 192
Consultation .............. 2, 14, 18, 22, 31, 48, 217, 219
Council debt ................................................ 4, 8, 103
Dog fees ...................................................... 237, 266
Fees and charges ......................................... 13, 220
Financial strategy ................................................ 103
Financial sustainability ........................................ 106
Food premises licensing ............................. 239, 243
Groups of activities
Cemeteries and crematoria ............................... 75
Commercial ....................................................... 35
Emergency management .................................. 76
Environment and heritage protection ................ 48
Flood protection and control.............................. 61
Governance and democracy ............................. 27
Investment ......................................................... 37
Local arts, culture and events services ............. 88
Local built and natural environment .................. 51
Local community services ................................. 82
Local economic development............................ 42
Local governance .............................................. 29
Local library services ......................................... 79
Local parks services .......................................... 94
Local recreation services .................................. 96
Organisational support .................................... 100
Parking and enforcement .................................. 72
Planning and strategy ....................................... 32
272
SUBMISSION FORM
DRAFT ANNUAL PLAN 2014/2015
Have your say
1a. Stadium strategy: Do you support the proposed strategy
Did you know its easier to make a submission online?

Go to www.annualplan.aucklandcouncil.govt.nz for more information.
If you are completing this form rather than submitting online,
please tell us why:
Its easier
No internet access
regarding Aucklands four major stadiums? Why?
Support
Do not support
Unsure
Privacy/safety
Other, please specify:
1b. Do you have any comments on the proposed uses for each stadium?
Eden Park:
Your submission
All submissions, including your name, will be public documents.
Contact details will remain private.
For your submission to be valid, you must include your full name,
a postal address and/or email address. Please also provide a contact
number if you wish to speak at a hearing.
Mount Smart:
Do you wish to speak in support of your submission at a public hearing?

Yes
No
Western Springs:
What is your key topic:
Is your submission on behalf of an organisation? (If yes, this confirms

you have authority to submit on the organisations behalf).
Yes
North Harbour:
No
Name of organisation:
Before making a submission, we recommend you read the online

summary information or the full draft plan. Reference copies of the
full draft plan and factsheets areavailable:
online at www.annualplan.aucklandcouncil.govt.nz
at Auckland Council libraries, service centres and local board offices.
2. Auckland Arts Festival: Do you support making the Auckland Arts

Festival an annual event? Why?
Support
Do not support
Unsure
You can also call 09 301 0101 to request a hard copy of the full
draft plan.
Your details
3a. Your community: Which local board does your submission relate to?
Local board area:

First name:
3b. Which local board proposed budget changes do you support/not

support (if applicable)? Why?
Last name:
Support:
Email:
Postal address:
Suburb:
Cut here
Phone:
Postcode:
Do not support:
Mobile:
Signature:
Date:
Attach additional pages to your submission if you need

more room for your answers. You can also submit
online at www.annualplan.aucklandcouncil.govt.nz
Please turn over
4. Do you have any other comments on the draft local board agreement
or local consultation topics?
Fold here
5. Do you have any other comments on the draft Annual Plan 2014/2015?
Please seal on all sides.
If you have any questions on the draft plan or the submissions

process, please email annual.plan@aucklandcouncil.govt.nz or
call 09 301 0101.
Submissions can be made online, posted using this freepost form,
or delivered to an Auckland Council library, service centre or local
board office.
Submissions open Thursday 23 January 2014 and must be
received by 4pm on Monday 24 February 2014.
2014/2015
Fold here
Please seal on all sides.
Draft Annual Plan 2014/2015

Attention: Brina Burden
Auckland Council
Freepost Authority 182382
Private Bag 92300
Auckland 1142
Cut here
Freepost Authority Number 182382

Draft Annual Plan 20142015 Volume 1

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VOLUME

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

ABOUT THIS PLAN

Part II covers the activities and services of

It was adopted by the councils governing body on

Part IV contains information on our councilcontrolled organisations (CCOs).

An annual plan is produced for each year in between

Part VI sets out the changes the council proposes to

Part III contains detailed financial information

Part V contains our rates related policies.

Part VII is the appendices and presents the structure

HOW THIS PLAN IS ARRANGED

This plan has two separate volumes. To find

VOLUME 1: OUR PLAN FOR 2014/2015

LOCAL BOARD INFORMATION

VOLUME 2: LOCAL BOARD INFORMATION

Our plan for 2014/2015

Have your say

Our strategic framework

PART II: OUR ACTIVITIES

Commercial and investment theme

Economic development theme

Built and natural environment theme

Solid waste theme

Stormwater and flood protection theme

Water supply and wastewater theme

Lifestyle and culture theme

Corporate support theme

PART III: FINANCIAL INFORMATION

Prospective financial statements and notes

Prospective funding impact statements for 2014/2015

Significant forecasting assumptions

Capital projects list for 2014/2015

PART IV: COUNCIL-CONTROLLED ORGANISATIONS (CCOs)

The substantive CCOs

The non-substantive CCOs

PART V: RATES RELATED POLICIES

Early payment and rates transition policies

PART VI: CHANGES TO FEES AND CHARGES

Health protection licensing

Schedule of changes to regulatory fees and charges

PART VII: APPENDICES

How to contact the council

Key word index

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

MESSAGE FROM THE MAYOR

Aucklanders have made it clear they want financial

Auckland Council continues to realise the savings

In addition, we will continue to invest in local

This draft annual plan is year three of our LTP, the

We all know we need to invest in Aucklands future

In early 2014, the council will start an 18-month

On that basis, the approach to this draft annual

PART I: OUR PLAN FOR 2014/2015

OUR PLAN FOR

Our vision is to make Auckland the worlds most

Since Auckland Council was created

Aucklands population is projected to reach two

The Auckland Plan sets out our strategic plan

upgrading Massey stadium and pool

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

KEY PROJECTS FOR 2014/2015

$146m to purchase further electric trains

Our plan for 2014/2015

Have your say

Our strategic framework

PART II: OUR ACTIVITIES

Commercial and investment theme

Economic development theme

Built and natural environment theme

Solid waste theme

Stormwater and flood protection theme

Water supply and wastewater theme

Lifestyle and culture theme

Corporate support theme

PART III: FINANCIAL INFORMATION

Prospective financial statements and notes

Prospective funding impact statements for 2014/2015

Significant forecasting assumptions

Capital projects list for 2014/2015

PART IV: COUNCIL-CONTROLLED ORGANISATIONS (CCOs)

The substantive CCOs

The non-substantive CCOs

PART V: RATES RELATED POLICIES

Early payment and rates transition policies

PART VI: CHANGES TO FEES AND CHARGES

Health protection licensing

Schedule of changes to regulatory fees and charges

How to contact the council

Key word index

upgrading Massey stadium and pool

rolling out electric trains, new bus timetables

public engagement and hearings to agree a single

identifying, assessing and managing heritage

implementing the alcohol licensing reform,

supporting the establishment of Special Housing

supporting marae development and Mori

implementing a single set of region-wide bylaws

implementing the first stages of the councils