In Detail. Part ONE Section 2. Here you can see what we are. especially the next three years. how people can judge our success.

Transcription

1 Part ONE Section 2 In Detail Here you can see what we are INTENDING TO do over the next 10 years, especially the next three years. It shows HOW THESE THINGS WILL MAKE PALMERSTON NORTH A BETTER PLACE TO LIVE, HOW MUCH THEY WILL COST, and how people can judge our success. Playing chess at Esplanade Day

2 Groups of Activities Groups of Activities The detail of what we are intending to do How we will help create Palmerston North tomorrow The Council provides a wide range of services and facilities for people living in Palmerston North. These services called Activities help to make Palmerston North a safer, healthier, easier and more enjoyable place to live. They include things like roading and parking, civil defence, economic development, regulatory (bylaws), libraries, swimming pools and customer services. We have 19 Activities. The rest of this document explains what we are doing in each activity and, on average, what it will cost ratepayers. The information covers our plans for the next 10 years, especially the next three. In part two we explain more about Council s funding and financial policies and provide some background material. PART ONE 49

3 Groups of Activities Groups of Activities and Levels of Service Community Support Cemeteries Civil Defence Community Development Housing Economic Development Economic Development LEADERSHIP Councillor Leadership and Decision Making Direction Setting Leisure Arts and Culture City Library Parks and Recreation Environmental Sustainability and Health Regulatory Roading and Parking Rubbish and Recycling Stormwater Wastewater Water support services Commercial or Strategic Investments Corporate Support Customer Services The four central pillars of this diagram show the main services that the Council provides directly to City residents and organisations. They are grouped in these four areas to reflect the four well-beings that the Council has to work towards under the Local Government Act: social, economic, environmental and cultural (leisure) well-being. Tying these pillars together at the top is Council s leadership and direction setting to make sure that the Council is doing the right things within these four well-beings and has got appropriate balance between them. Supporting them at the bottom are Council s support services things like human resources, financial systems, information systems and customer services Year Plan 2009/19

4 Groups of Activities The information in the following pages shows why the Council has grouped the Activities together and how they contribute to the Community Outcomes. Each Activity section contains information on what people expect from the Council and what the Council provides. This shows why the Council provides the Activity. If the Activity has major physical assets there is a section on the condition and performance of key assets used by this Activity. These were prepared for the Council by Maunsells Ltd, an Auckland engineering consultancy firm. There is a table setting out levels of service. These are measurable descriptions of what the Council provides. The table also shows how the Council will measure the levels of service. The levels of service have been set through a whole range of processes involving public input: City Networks Levels of Service Review Communitrak Survey (plus other surveys AC Nielsen Public Use and Satisfaction with Cultural Facilities, Ward Survey, Parks Users Survey, etc.) Policy Reviews LTCCP / Annual Plan submissions community forums and workshops user feedback Other factors have included: demographic trends asset management planning usage patterns government legislation and standards. There is also information on major projects for the next 10 years, followed by budgets and a list of programmes. Further information is available about the programmes i.e. a fuller description about what the programme involves. This is available from the website or by contacting the Customer Service Centre on A Guide to the Programmes within this Section Individual operating programmes are displayed as the net amount that Council will contribute towards the programme. This means it is not possible to see for each programme the total amount of the programme and the amount of any contribution to it from external sources. Individual capital programmes are shown as the total amount that will be spent, before any external contributions are received. The total amount forecast as external contributions for each Activity is the difference between the Total Renewal or Total Capital New and the sum shown as being Funded by the Council (rates and borrowing). If an Activity has any significant negative effects these are listed, along with an outline of what Council does to reduce them. PART ONE 51

5 COUNCIL activity Groups 2008/09 $000's Revenue 81 Leadership 1,483 Community Support 515 Economic Development 1,541 Leisure 14,922 Environmental Sustainability And Health 11,789 Support Services 30,331 Total Revenue expenses 5,422 Leadership 5,131 Community Support 2,619 Economic Development 25,629 Leisure 47,713 Environmental Sustainability And Health 10,610 Support Services 97,124 Total Expenses 66,793 Net Operating Cost of Activity Group Rating Requirements ( 20,768) Less Depreciation 13,093 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 59,118 RATES REQUIREMENT Capital Expenditure 14,552 Renewal 15,945 New 2,115 Investment Additions 32,612 Total Capital Expenditure funded by 1,459 External Revenue Renewal 626 External Revenue New 2,305 Development Contribution 13,093 Rates 15,129 New Borrowing / (Repayment) 32,612 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,615 1,665 1,708 1,756 1,804 1,856 1,912 1,962 2,006 2,053 1,384 1,426 1,464 1,504 1,546 1,591 1,638 1,681 1,718 1,759 2,260 2,344 2,452 2,637 2,667 2,531 2,606 2,675 2,734 2,798 16,009 16,477 17,728 18,226 18,545 18,850 19,313 19,846 20,368 20,922 11,137 11,209 11,221 10,957 10,832 11,002 11,055 11,196 10,939 10,773 32,586 33,250 34,647 35,156 35,411 35,848 36,542 37,396 37,802 38,325 5,823 6,280 6,468 6,665 6,917 6,925 7,171 6,891 6,823 7,045 5,077 5,453 5,726 5,879 6,063 6,393 6,566 6,775 7,115 7,116 4,689 4,789 5,006 4,907 5,022 5,171 5,291 5,420 5,547 5,660 29,157 30,225 31,267 32,023 33,005 34,731 36,212 36,530 37,569 37,921 51,433 55,298 57,889 60,096 64,112 67,146 69,426 72,774 74,269 75,153 8,447 8,529 8,868 8,955 9,390 9,775 10,059 10,349 10,383 10, , , , , , , , , , ,566 72,040 77,324 80,577 83,369 89,098 94,293 98, , , ,241 ( 23,344) ( 25,824) ( 27,238) ( 28,064) ( 30,320) ( 32,090) ( 33,772) ( 35,925) ( 37,029) ( 37,257) 13,564 14,476 15,203 16,326 16,702 16,622 16,528 16,199 16,435 16, ,032 2,036 2,601 3,046 3,841 4,751 5,374 6,008 6,559 63,029 67,008 70,578 74,232 78,526 82,666 85,690 86,991 89,318 91,497 15,291 16,466 14,828 17,354 18,573 18,171 18,641 18,376 18,157 17,836 22,630 23,184 24,117 50,191 39,771 37,829 11,806 14,405 9,351 10, , ,921 39,650 38,945 69,545 58,344 56,000 30,447 32,781 27,508 27,913 1,891 1,777 1,791 1,651 1,705 1,767 1,809 1,748 2,031 1,993 6,669 4,356 3,254 13,357 15,283 10,620 1,805 1,022 1,380 1,605 1,300 2,259 2,637 2,703 2,770 2,840 2,913 3,007 3,088 3,184 13,564 14,476 15,203 16,326 16,702 16,622 16,528 16,199 16,435 16,954 14,497 16,782 16,060 35,508 21,884 24,151 7,392 10,805 4,574 4,177 37,921 39,650 38,945 69,545 58,344 56,000 30,447 32,781 27,508 27, Year Plan 2009/19

6 Leadership Councillor Leadership and Decision Making Direction Setting Mayor Jono Naylor and Chief Executive Paddy Clifford

7 Groups of Activities: Leadership The Leadership Group of Activities consists of: Councillor Leadership and Decision Making Direction Setting Both of these Activities are about deciding what the Council will do to meet its goals and to help meet the community s outcomes, they contribute indirectly to all five of the Council s major goals and all the community outcomes. PART ONE 53

8 leadership Group 2008/09 $000's Revenue 16 Councillor Leadership & Decision Making 65 Direction Setting 81 Total Revenue expenses 2,610 Councillor Leadership & Decision Making 2,812 Direction Setting 5,422 Total Expenses 5,341 Net Operating Cost of Activity Group Rating Requirements ( 33) Less Depreciation 5,308 RATES REQUIREMENT 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,509 2,704 2,617 2,690 2,899 2,814 2,901 3,142 3,047 3,158 3,315 3,577 3,851 3,974 4,018 4,111 4,270 3,749 3,776 3,888 5,824 6,281 6,468 6,664 6,917 6,925 7,171 6,891 6,823 7,046 5,643 6,153 6,393 6,588 6,899 6,907 7,152 6,855 6,785 7,026 ( 18) ( 18) ( 18) ( 13) ( 8) ( 7) ( 7) ( 5) ( 4) ( 3) 5,625 6,135 6,375 6,575 6,891 6,900 7,145 6,850 6,781 7, Year Plan 2009/19

9 Groups of Activities Leadership Councillor Leadership and Decision Making What the Council does The Council provides services that allow citizens to participate in its democratic decision making processes. The Council also provides information to the community about its plans and actions. It does this through committee meetings, quarterly informal community meetings, other public meetings, public consultation, the Square Circular, media releases, other communications, civic functions, running elections and so on. (For more information on the Council s Committees see page 173 of Part Two.) The Activity also helps Council Controlled Organisations (see page 195), meet their Constitution and Trust Deed requirements, and meet the requirements of the Council s policy on the Appointment of Directors to Outside Organisations. This Activity also includes the Mayor s and Chief Executive s office support. Why the Council does this and its contribution to Council vision and major goals By making decisions on what the Council will do this Activity contributes to all five of the Council s major goals. In particular it contributes to the Council s goal of the Council understanding the many views of the City s people and those people understanding what the Council is doing and why. A strong local community depends upon people having the ability to contribute to the Council s decision making process, so that the Council can understand what people want. The Council ensures that all policy, procedural and statutory requirements for decision making are met to uphold the effectiveness and integrity of local democracy. This means that residents have an opportunity to influence the Council s decisions. In the same way the Council promotes transparency with its decision making process to maintain accountability to the public. This means that the Council tells residents what it is doing and why. This helps close the decision making loop. PART ONe 55

10 Groups of Activities Leadership How people can judge the Council s success Levels of Service The Council provides opportunities for people to be involved in Council s decision making. The Council meets all statutory requirements for all Committee and Council meetings. The Council provides information to the community on what it is doing. The Council manages its Leadership Activity in a financially responsible way. Performance Measures There is an increase in residents satisfaction with the way the Council involves them in decision making. The average of the last two surveys is 47% very/fairly satisfied and 31% neutral/don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) There are no valid challenges to legal processes. (In 2007/08 there were no legal challenges.) There is an increase in the number of residents who are satisfied with the quality of information Council provides them. (This is a new survey question. It will be part of the Communitrak Survey, which is carried out every two years. The next survey is in February The first survey will provide a baseline.) The budget set by the Council is not exceeded. (New performance measure.) Year Plan 2009/19

11 Groups of Activities Leadership Major issues and projects in the next 10 years The Council is currently reviewing its communication strategy. As part of this it will look for more innovative and effective ways of communicating with local residents and organisations. The Council is putting more emphasis on informal communication and consultation. It will use formal processes, like the Special Consultative Procedure when appropriate, but its preference is to use more innovative and flexible approaches like the Social Well-Being Forum, quarterly informal community meetings, and the panel. This allows the Council to match the consultation techniques to the audiences and the issues. There will also be a further review of the ward boundaries, numbers of Councillors and the electoral system by 2012/13. The review is required at least once every six years the last review was completed in The regular review ensures that the representation arrangements are fair and representative of the City, particularly as it grows and develops. Significant negative effects There are no significant negative effects from this Activity. Over the 10 year period of the plan, there will be three elections in October 2010, 2013 and The three-year election cycle ensures that residents have the opportunity to decide who they wish to lead the City and make the decisions. PART ONe 57

12 Groups of Activities Leadership Councillor leadership & decision making Activity 2008/09 $000's Revenue 16 Councillor Meetings and Administration 16 Total Revenue expenses 2,415 Councillor Meetings and Administration - Elections 195 Mayoral and Chief Executives Office 2,610 Total Expenses 2,594 Net Operating Cost of Activity Group Rating Requirements ( 33) Less Depreciation 2,561 RATES REQUIREMENT 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,790 1,839 1,891 1,932 1,986 2,043 2,089 2,152 2,212 2, ,509 2,704 2,618 2,691 2,898 2,814 2,900 3,143 3,047 3,158 2,494 2,689 2,602 2,675 2,881 2,797 2,882 3,125 3,028 3,139 ( 14) ( 14) ( 14) ( 9) ( 3) ( 3) ( 3) ( 1) - - 2,480 2,675 2,588 2,666 2,878 2,794 2,879 3,124 3,028 3, Year Plan 2009/19

13 Groups of Activities Leadership Direction Setting What the Council does The Direction Setting Activity consists of Strategic Planning, Long Term Council Community Planning, Environmental Policy and District Planning. The role of this Activity is to give effect to the Council s Vision and five major goals (see page 17) through its policy and strategic planning. It does this by aligning current policy and strategy to the Vision and by developing new policies and strategies. These give the direction to Council s other Activities so that they work towards the Council s Vision and Strategic Goals. Particular areas where new strategic work is required are the areas of sustainability and how the City can build on its research, education and development strengths. For the Council sustainability is about promoting peoples social, economic and cultural (leisure) well-being, while improving the environment for current and future residents (s14 Local Government Act). The Activity also has a role in communicating the Council s Vision and direction within the organisation and the community. It also monitors the City s progress towards the Vision and five major goals. Direction Setting also develops the Council s District Plan. This sets out the rules of what people can and cannot do with land in the City. These rules make sure that the City looks after its natural and built environment and that the things people do with land fit together well. The Council also provides the Natural and Cultural Heritage Incentive Fund. This fund assists owners of listed heritage buildings, objects, or sites with maintenance, repairs, or restoration costs. The Council also makes funding available for heritage education and promotion. It also works to develop the Council s relationships with Rangitaane. Why the Council does this and its contribution to Council vision and major goals By giving advice on how the Council can develop and implement its Vision and Goals this Activity contributes to all five of the Council s major goals. PART ONe 59

14 Groups of Activities Leadership Cities need to be well planned and well designed. Good planning is also a key part of the Local Government Act. The Act places a great deal of emphasis on ensuring that an integrated approach is taken to the City s future. This means considering the social, economic, environmental and cultural well-being of current and future communities. It also means working with other organisations that have similar goals. The Council is required by legislation to: identify the community outcomes every six years and monitor them every three years have a Long Term Council Community Plan and review it every three years have a District Plan and review it every 10 years monitor and enforce the District Plan monitor the state of environment and the effectiveness of the District Plan process designations and private plan change requests review bylaws. The Council monitors its progress towards its goals and reviews its policies and strategies accordingly. This ensures that its goals and actions are based on current community needs and circumstances. How people can judge the Council s success Levels of Service The Council works with key stakeholders to take a collaborative approach to planning for the City. The Council provides good quality long term advice. The Council has plans and policies in place for the long term well-being of Palmerston North. (The Council s main plans and policies are the 10 Year Plan, District Plan, and strategies in the social, economic, environmental and cultural areas.) The Council identifies and monitors the community outcomes. The Council maintains a well designed and attractive City through the District Plan and its strategic projects. The Council manages its Direction Setting Activity in a financially responsible way. Performance Measures Feedback from key internal and external stakeholders shows at least 80% satisfaction with Council's strategic planning (consultation, setting clear direction, customer services, etc.). Relevant stakeholders will be surveyed following each major policy exercise. The 10 Year Plan is developed three-yearly (2012/15/18) Audit NZ gives the 10 Year Plan a clear report Major strategies are reviewed every five years The District Plan is reviewed by 2014 A State of the Environment report is prepared by (All plans are currently in place.) The community outcomes are identified every six years. (The next set needs to be identified by June 2011.) A major community outcomes monitoring report is produced at least every three years (The next report is due in October 2010). (All plans are currently in place.) A three-yearly survey of residents shows increasing satisfaction with the look and feel of the City. (The last survey results were 55% satisfied. The next survey is in February 2012.) The budget set by the Council is not exceeded. (New performance measure.) Year Plan 2009/19

15 Groups of Activities Leadership Major issues and projects in the next 10 years As shown in its major goals the Council is taking a sustainable approach to the future of the City. For the Council this means balancing social, economic, environmental and cultural (leisure) issues, now and in the future. It also means making sure that the cost of providing services is spread fairly over current and future ratepayers. Getting these balances right is not easy. The Council will be preparing a Sustainable City Strategy to help it do this. This will be completed by June This strategy will guide the Council s other strategies. So that it can implement specific initiatives coming from the strategy the Council has a put a $250,000 sustainability fund in year two. This increases to $500,000 (before inflation) a year for each year after that. (The table on the following page includes inflation.) The Council will also review its City Economic Development Strategy to make sure that the Council focuses on what it can do to help attract, foster and retain businesses because of the creativity and innovation of its education, research and knowledge base. Other major projects for this Activity over the next 10 years include: the review of the District Plan by 2014 a review of the short to medium term residential growth strategy, and investigation of a joint strategy with Manawatu District Council for long-term urban growth the identification of community outcomes in 2011, with a further review in 2017 a review of Council s recreation strategies, including an Indoor Recreation Strategy, and the Events Strategy looking at the impacts and Council s response to climate change implementing the Urban Design Strategy. Significant negative effects There are no significant negative effects from this Activity. PART ONe 61

16 Groups of Activities Leadership direction setting Activity 2008/09 $000's Revenue 65 Environment Policy and District Plan 65 Total Revenue expenses 1,723 Environment Policy and District Plan 1,090 Strategic Planning and LTCCP 2,813 Total Expenses 2,748 Net Operating Cost of Activity Group Rating Requirements - Less Depreciation 2,748 RATES REQUIREMENT 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,068 2,141 2,085 2,157 2,154 2,209 2,258 1,804 1,753 1,803 1,246 1,436 1,766 1,818 1,864 1,902 2,013 1,945 2,024 2,085 3,314 3,577 3,851 3,975 4,018 4,111 4,271 3,749 3,777 3,888 3,148 3,464 3,792 3,915 4,017 4,110 4,270 3,731 3,758 3,887 ( 4) ( 4) ( 4) ( 4) ( 4) ( 4) ( 4) ( 4) ( 4) ( 3) 3,144 3,460 3,788 3,911 4,013 4,106 4,266 3,727 3,754 3,884 direction setting operating programme ID Name 61 Implement Sustainable City Strategy and Communities for Climate Protection New Zealand Initiatives Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s Year Plan 2009/19

17 Community Support Cemeteries Civil Defence Community Development Housing Helping out in the community

18 Groups of Activities: Community Support The Community Support Group of Activities consists of: Cemeteries Civil Defence Community Development Housing The Council provides them because it wants to help create a caring and safe community. Having a caring and safe community makes the City a better place to live for current residents and makes the City more attractive to people who are thinking of moving here. Hence the main Council goal they work towards is Palmerston North is a city where people want to live because of its easy lifestyle and its many social, economic and leisure opportunities. They also contribute to the People feel Safe, the Community is Supportive and Organisations Work Together, and People are Well- Housed and Healthy community outcomes. PART ONE 63

19 community support Group 2008/09 $000's Revenue 420 Cemeteries 19 Civil Defence 89 Community Development 955 Housing 1,483 Total Revenue expenses 719 Cemeteries 541 Civil Defence 2,452 Community Development 1,418 Housing 5,130 Total Expenses 3,647 Net Operating Cost of Activity Group Rating Requirements ( 872) Less Depreciation 285 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 3,060 RATES REQUIREMENT Capital Expenditure 285 Renewal 45 New 330 Total Capital Expenditure funded by - External Revenue Renewal - External Revenue New 285 Rates 45 New Borrowing / (Repayment) 330 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,011 1,038 1,067 1,097 1,128 1,162 1,192 1,219 1,247 1,615 1,665 1,708 1,756 1,805 1,857 1,911 1,961 2,006 2, ,049 1,088 1,123 1,163 1, ,045 2,228 2,314 2,342 2,390 2,476 2,503 2,569 2,670 2,715 1,641 1,785 1,922 2,005 2,090 2,258 2,350 2,440 2,623 2,534 5,078 5,454 5,727 5,880 6,063 6,393 6,566 6,775 7,115 7,116 3,463 3,789 4,019 4,124 4,258 4,536 4,655 4,814 5,109 5,064 ( 947) ( 1,006) ( 1,118) ( 1,138) ( 1,159) ( 1,299) ( 1,324) ( 1,348) ( 1,503) ( 1,344) , ,111 3,487 3,719 3,938 4,153 4,200 4,237 4,295 4,501 4, , , , ,925 1,541 1,144 1,414 1,705 1,630 1,713 1,421 1,434 1, , ,925 1,541 1,144 1,414 1,705 1,630 1,713 1,421 1,434 1, Year Plan 2009/19

20 Groups of Activities community support Cemeteries What the Council does The Council provides three cemeteries (at Kelvin Grove, Terrace End and Ashhurst) and a crematorium at Kelvin Grove. Why the Council does this and its contribution to Council vision and major goals The Council provides this so that people who have lost loved ones can bury or cremate them in a controlled and dignified manner. This Activity contributes indirectly to the Council s major goals. Under the Burials and Cremation Act Councils are required to provide cemeteries. Asset Condition and Performance The cemeteries and crematorium are generally in good condition. There is enough capacity to meet future needs now additional area has been provided at Ashhurst. PART ONE 65

21 Groups of Activities community support How people can judge the Council s success Levels of Service The Council provides cemeteries and a crematorium that are accessible, well maintained and take into account the cultural and religious needs of the community. Performance Measures There are less than six complaints per year that cemeteries are untidy or not well maintained. (In 2007/08 there were five complaints.) The cemeteries and crematorium comply with legislative and regulatory requirements for safe and hygienic burials and cremation. This is independently assessed through the Sanitary Services Assessment. The next assessment is due in (Achieved - see next page.) There is adequate capacity to meet future burial and cremation needs. This is independently assessed through the Sanitary Services Assessment. The next assessment is due in (Achieved - see next page.) A 20 year asset management plan is in place for the Cemeteries. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The Council provides accurate and timely access to cemetery records and plans. The Council manages its Cemeteries Activity in a financially responsible way. The Council responds to greater than 95% of burial and cremation record enquiries within the allowed time period (10 days). (In 2007/08 100% were within timeframe.) The budget set by the Council is not exceeded. (New performance measure.) Year Plan 2009/19

22 Groups of Activities community support Major issues and projects in the next 10 years The number of deaths is likely to increase in the future due to a combination of an aging population and an increase in population. However, there is still enough land in the cemeteries until about , mostly at Kelvin Grove. The Council has extended the Ashhurst Cemetery and this will provide for about another 30 years. Significant negative effects There are no significant negative effects from this Activity. There are three cemeteries in Palmerston North. All are owned and managed by the Council. The Council also owns and manages a crematorium. There is also a private cremator in Palmerston North. Approximately 23ha of the total 38.5ha of cemetery space is currently used, with the remainder being held for future development. The Council will continue to provide burials, ash plots and cremations. There is sufficient capacity to meet demands for these services until at least There are no public health concerns relating to the cemeteries and crematorium in Palmerston North. Sanitary Assessment Summary This is a Summary of the Assessment of Sanitary Services. It assesses the provision of cemeteries and crematoria in Palmerston North. It was carried out by Maunsells Ltd, a national engineering consultancy firm, in It is planned to undertake the assessment again within the next three years, in alignment with the review of the community outcomes in PART ONE 67

23 Groups of Activities community support cemeteries Activity 2008/09 $000's Revenue 420 Cemeteries 420 Total Revenue expenses 719 Cemeteries 719 Total Expenses 299 Net Operating Cost of Activity Group Rating Requirements ( 91) Less Depreciation 45 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 253 RATES REQUIREMENT Capital Expenditure 45 Renewal 45 New 90 Total Capital Expenditure funded by 45 Rates 45 New Borrowing / (Repayment) 90 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,049 1,088 1,123 1,163 1, ,049 1,088 1,123 1,163 1, ( 111) ( 124) ( 146) ( 155) ( 165) ( 191) ( 204) ( 215) ( 235) ( 243) Year Plan 2009/19

24 Groups of Activities community support cemeteries capital renewal ID Name 276 Cremator - Flue and Stack Replacement 299 Crematorium - Carpet and Drapes Replacement 305 Crematorium - Interior Fittings Upgrade 356 Crematorium - Replacement of Furnace Chamber Fire Bricks 289 Crematorium - Seating Replacement 278 Kelvin Grove Cemetery - Roading and Footpath Upgrade 310 Kelvin Grove Cemetery - Water Pipe Replacement 37 Terrace End Cemetery - Site Enhancements Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s cemeteries capital new ID Name 107 Kelvin Grove Cemetery - Burial (Including Children's Area) and Ash Plot Developments 147 Kelvin Grove Cemetery - New Burial Berms (Main Lawn Area) 133 Kelvin Grove Cemetery - New Burial Section Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 69

25 Groups of Activities community support Civil Defence What the Council does The Council provides services to help people prepare for, respond to, and recover from a civil defence emergency, such as an earthquake, flood, volcanic eruption, major fire, or widespread power or communication failure. The Council also acts as the Rural Fire Authority to respond to and put out fires in the rural areas. The Council meets these responsibilities by providing community education programmes, coordination with other civil defence and emergency service organisations, a civil defence response organisation of trained Council staff and volunteers, a local disaster recovery coordination plan, rural fire plans and a trained rural fire team, and an emergency operations centre. The Council is part of the Manawatu-Wanganui Civil Defence Emergency Management Group (CDEMG). This involves emergency services like local councils, police, fire service, ambulance, and hospitals. The aim of the Group is to coordinate civil defence in the region and to help each other when necessary. Other organisations such as the Army, Ministry of Social Development, Housing New Zealand, education institutes, energy companies and the airport also work closely with civil defence. Why the Council does this and its contribution to Council vision and major goals The Council does this to help build a sense of community and to help people feel safe. If an emergency does happen the Council wants to ensure that people, businesses, schools, community groups, sports groups, etc. can do as much as possible to look after themselves. It also wants them to be able to recover as quickly as possible from civil defence emergencies. Hence this Activity contributes indirectly to the Council s goals of being a City where people want to live and businesses want to be. The Council also has to meet legal requirements. The Council s legislative obligations are set out in the Civil Defence and Emergency Management Act and the Forest and Rural Fires Act Year Plan 2009/19

26 Groups of Activities community support How people can judge the Council s success Levels of Service The Council has plans in place to prepare for, respond to and recover from emergencies. These plans are the Civil Defence Emergency Management (CDEM) Plan, and the Rural Fire Plan. The Council provides an Emergency Operating Centre and trained volunteers to respond to a civil defence or rural fire emergency. (This includes a 24/7 on-call Emergency Management Officer.) The Council carries out ongoing public education programmes to encourage people to be ready for an emergency. The Council works collaboratively with other emergency service organisations. The Council manages its Civil Defence Activity in a financially responsible way. Performance Measures Plans meet legal requirements and are independently audited: emergency management plans and processes are consistent with the Manawatu-Wanganui CDEMG Plan (evaluated every three years by the CDEMG) Rural Fire Plan is audited by the National Rural Fire Authority (NRFA) - every two years for the Readiness and Response sections, and every five years for the Reduction and Recovery sections. (Plans currently in place. The emergency management plans and processes will next be evaluated by June The next NRFA audits for Readiness and Response and Reduction and Recovery are due in September 2010.) 100% of emergency civil defence calls are responded to within 10 minutes. (This is measured by New Zealand Fire Service Incident logs and in 2007/08 100% of calls were responded to.) No major concerns are identified with the way the Council's Emergency Operating Centre works in an independent audit. The audit is carried out every five years by the Department of Internal Affairs. The next audit is in (New performance measure.) At least 100 public education presentations are given each year. (This is to community groups, schools, businesses, etc. and in 2007/ presentations were given.) A two-yearly survey of emergency service organisations shows at least a 90% satisfaction with the Council's Civil Defence and Emergency Services Team. (2008 survey showed 100% satisfaction and the next survey is due in March 2010.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 71

27 Groups of Activities community support Major issues and projects in the next 10 years The biggest strength of civil defence is the level of regional cooperation through the Manawatu- Wanganui Civil Defence Emergency Management Group. This occurs through sharing things like resources, information and training opportunities, and through helping each other respond to events within each others areas. On the other hand, the biggest challenge facing civil defence is making sure that the community is prepared for an emergency. This means that people can look after themselves for a minimum of three days. This involves extensive and continuous public education to encourage every household to have a first aid kit, and food and water for every person in the house for at least three days. People also need to be prepared to respond to an emergency when they are at work. The nature of civil defence preparedness means that it relies upon a large number of volunteers. Trends show a declining number of volunteers in all areas of the community, compounded by a range of factors including wider workforce participation and longer working hours. A potential lack of volunteers will place greater emphasis on the whole community to take more responsibility for their own preparedness. In response to both of these issues the Council is looking at more innovative ways to encourage people to be prepared to look after themselves for three days. There is a large degree of uncertainty about the impacts of climate change and the best response to those impacts. Nevertheless, there appears to be more extreme weather patterns in recent time and this may lead to additional unplanned costs in this Activity over the period of the plan. The Council is working with MidCentral Health and other organisations to plan for a regional approach to any influenza pandemic. Significant negative effects There are no significant negative effects from this Activity Year Plan 2009/19

28 Groups of Activities community support civil defence Activity 2008/09 $000's Revenue 19 Civil Defence 19 Total Revenue expenses 541 Civil Defence 541 Total Expenses 522 Net Operating Cost of Activity Group ( 3) Less Depreciation 519 RATES REQUIREMENT 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 73

29 Groups of Activities community support Community Development What the Council does The Council provides a range of community development services to help community groups, neighbourhoods and communities in Palmerston North meet their needs. These services include funding, rental subsidies and rates remissions for community groups, training, interagency collaboration, advocacy, support, and information and advice. Decisions on which groups receive Council funding are made through the Council s Community Funding Policy. The Council reviews which groups it funds every three years to make sure it is funding current community priorities. This may change the areas or groups that the Council funds, but is not expected to change the total amount of funding that Council gives. In 2009/10 the Council will give $700,000 in grants to groups in the social sector. See the Council s website for a list of groups that the Council is funding in 2009/ nz - go to LTCCP, and then the relevant link under Supporting Information. The Council networks and liaises with community groups and government agencies to ensure that their efforts are coordinated and effective. The Council also provides community centres around Palmerston North. These provide meeting spaces and a focal point for local communities and groups. Examples are the Highbury Whanau Centre, the Ashhurst Village Valley Centre and the Awapuni Community Centre. The Youth Council is another important community development initiative supported by the Council. The Youth Council is run by young people for young people. It gives them a voice for issues that matter to them, allows them to influence Council policies, and provides them with skills to make positive changes in their communities. The Council funds a range of community events for people to celebrate their culture and the place in which they live. The diversity of communities existing in Palmerston North, whether based on arts, education, sport or ethnicity, is reflected in a variety of events and festivals. Events are also provided throughout the City by the Library (page 101), the Regent Theatre (page 197) and Te Manawa (page 200) Year Plan 2009/19

30 Groups of Activities community support Why the Council does this and its contribution to Council vision and major goals This Activity makes a major contribution to the Council s goal of people wanting to live in Palmerston North, especially because it is a caring place with lots of social opportunities. People like living in a city where they feel that they are part of a community and can to participate in community life. They want to live in a city that has a strong community sector so that people in need can be supported. The Council helps provide events for two reasons. The first is to strengthen the local community through celebrations and opportunities to grow community networks. These events are critical to how people feel about the City. They are funded through the Community Development Activity. The second reason for events is to grow the number of local jobs by increasing visitor numbers and expenditure. These events also make Palmerston North a more attractive place to work, live and learn. These events are funded through the Economic Development Activity (see page 87). People expect the Council to help provide this by working with government agencies to ensure that community groups in Palmerston North are properly resourced in particular, this means funds, advocacy and information. People also expect the Council to be aware of social issues affecting local communities so that its assistance meets priority needs. PART ONE 75

31 Groups of Activities community support How people can judge the Council s success Levels of Service The Council provides grants to community groups. Performance Measures Contracted organisations meet their agreed performance targets. The organisations cover a range of areas, e.g. youth, employment, families, ethnic communities, safety, people with disabilities, and older people. Their key targets relate to the number of people that they help. (2008 targets were met.) Residents satisfaction with the Council's grants and support to community groups is maintained or increased. The average of the last two surveys is 53% very/fairly satisfied and 40% don't know/neutral. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The Council works with government agencies and community groups to ensure coordination of resources in the community. The Council maintains community centres and promotes their use. A two-yearly survey of key stakeholders shows X% satisfaction with the Council s community development. This is a new survey so there is no baseline figure. The first survey was undertaken in June A 20 year asset management plan is in place for the Community Centres. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) Community Centres are used for a minimum of 360 hours per centre per year. (In 2007/08 usage was 1,560 hours each.) The Council provides funding for community events. Contracted organisations meet their agreed performance targets. E.g. provision of Festival of Cultures, Christmas in The Square and Waitangi Day. (2008 targets were met.) Year Plan 2009/19

32 Groups of Activities community support Levels of Service The Council encourages community events in The Square. Performance Measures There are at least 160 events in The Square a year. (In 2007/08 there were 226 events.) The Council is currently reviewing the Community Centre Strategy to find ways of increasing their usage. It will implement this review in 2009/10. The Council manages its Community Development Activity in a financially responsible way. Major issues and projects in the next 10 years Potential changes in policy at the national level may lead to Central Government changing the priority areas that it funds. There has also been a general decrease in the number of people willing to volunteer their time. This is most likely attributed to the combination of an increasing paid-workforce, and people generally working longer hours, leaving less time to devote to voluntary efforts. This decrease in the availability of volunteers may mean that community groups have to rely more on paid staff. The budget set by the Council is not exceeded. (New performance measure.) Both of these trends could put more pressure on Council funding. The Council will maintain its funding for this area and will advocate for appropriate community groups when they seek funding from other sources. The Council is working with Internal Affairs, the Ministry of Social Development and the Central Energy Trust to develop a 'community house' in King Street. This will allow 15 to 20 groups to share administrative resources and work out of a single building. It should be completed by March The Council has increased funding to the Youth One Stop Shop and the Highbury Whanau Centre to enable them to take a greater role in youth development in the City. In 2009/10 each organisation will get an additional $15,000. From 2010/11 onwards the two organisations will receive $100,000 in total between them a year. This will be inflation-adjusted each following year. The Council also increased funding to the Palmerston North City Environmental Trust as a catch up for inflation. Significant negative effects There are no significant negative effects from this Activity. PART ONE 77

33 Groups of Activities community support community development Activity 2008/09 $000's Revenue 60 Community Development 29 Community Halls and Facilities 89 Total Revenue expenses 517 Community Development 919 Community Events 343 Community Halls and Facilities 674 Grants to Community Groups 2,453 Total Expenses 2,364 Net Operating Cost of Activity Group Rating Requirements ( 258) Less Depreciation 240 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 2,346 RATES REQUIREMENT Capital Expenditure 240 Renewal - New 240 Total Capital Expenditure funded by - External Revenue New 240 Rates - New Borrowing / (Repayment) 240 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,000 1,026 1,059 1,088 1,121 2,045 2,227 2,314 2,342 2,391 2,476 2,503 2,569 2,670 2,714 1,956 2,135 2,220 2,245 2,293 2,375 2,399 2,462 2,560 2,601 ( 188) ( 234) ( 254) ( 254) ( 254) ( 278) ( 278) ( 278) ( 303) ( 303) ,979 2,326 2,385 2,291 2,145 2,142 2,155 2,262 2,398 2, , , ( 197) ( 2) ( 55) ( 115) ( 11) 1, Year Plan 2009/19

34 Groups of Activities community support community development operating programmes ID Name 386 Funding for Palmerston North City Environmental Trust (grants to fund environmental programmes) 435 Increased Funding to Youth One Stop Shop and Highbury Whanau Centre 438 Youth Development (Fee For Service to Youth One Stop Shop and Highbury Whanau Centre) Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s community development capital renewal ID Name 265 City Wide - Community Centre Upgrades Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s community development capital new ID Name 298 Community House - Development for Community Groups Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 1, , PART ONE 79

35 Groups of Activities community support Housing What the Council does The Council owns 311 community housing units at 17 locations around the City (including Ashhurst). Tenants in these units are low-income older people or people on low incomes with additional needs. They are charged income-related rents. (The Council also provides 96 public housing units at three locations around the City (Achilles Court, Amesbury Place and Waiheke Court). Tenants in these are charged at market rentals. Hence this housing is part of the Council s Commercial or Strategic Investments Activity see page 183. The Council seeks funding and revenue streams in addition to rates to ensure that community housing provides value for money to the ratepayer, and so that Council has the funds to provide a quality service to its tenants. The Council has a small networking and monitoring role with other organisations on wider housing issues in the City. Why the Council does this and its contribution to Council vision and major goals This Activity contributes to the Council s major goal of being a city where people want to live because it is a caring community that looks after those in need. (For example, low-income older people or people on low incomes with additional needs.) The new housing developments will be more eco-friendly so will contribute to the goal of being environmentally sustainable. The Council provides community housing to help ensure that those older people on low incomes and with the least amount of wealth are taken care of during the time of their greatest need and often vulnerability. This is in recognition of the contribution they have made to society in their younger years. There is a clear connection between quality housing options and positive mental health and disability outcomes. The Council s community housing is also available to people on disability benefits. This provides housing that is affordable, acts as a safe environment, helps with the long path towards recovery and caters to those where traditional housing options do not meet their specific requirements Year Plan 2009/19

36 Groups of Activities community support How people can judge the Council s success Levels of Service The Council provides housing opportunities for lowincome older people or people on low incomes with additional needs. The Council provides housing that is appropriate for the tenants needs. The Council maintains and develops the community housing to meet the current and future needs in a costeffective way. The Council manages its Housing Activity in a financially responsible way. Performance Measures Around 311 units are provided. (The exact number will vary slightly as units are renovated and upgraded.) An annual survey of residents shows X% satisfaction with the Council s community housing. This is a revised survey so there is no baseline figure. The first survey is due to be undertaken in February A 20 year asset management plan is in place for the Community Housing. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 81

37 Groups of Activities community support Major issues and projects in the next 10 years The Council s current community housing was mostly designed and built in the 1950s. The buildings require a lot of maintenance and this is costing tenants and ratepayers and is diverting funds away from other areas. In their current state the houses are not: meeting the needs of tenants affected by disabilities warm during winter months cool during summer months energy efficient to reduce power costs lasting for a long time comfortable. This Council will add to the number of units and also help meet increased demand from the aging population. Therefore the Council needs to renew this housing stock. When it does this, it will incorporate environmentally efficient designs and technologies. This will lead to long-term gains, especially in energy use and operating costs. This will lead to financial savings for tenants and ratepayers. The project will provide national and international leadership and innovation for the City as it develops new and emerging environmentallyefficient technology. The Council will be seeking funding from other organisations to help fund these developments. The aging population trend is well recognised nationally, and brings with it a number of challenges, such as greater numbers of residents living with agility and mobility limitations. This may require the Council to revise how it designs its housing units to provide easier access for aging residents. Some current units may need to be upgraded to improve access. Significant negative effects There are no significant negative effects from this Activity Year Plan 2009/19

38 Groups of Activities community support housing Activity 2008/09 $000's Revenue 955 Social Housing 955 Total Revenue expenses 1,418 Social Housing 1,418 Total Expenses 463 Net Operating Cost of Activity Group Rating Requirements ( 520) Less Depreciation - Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment ( 57) RATES REQUIREMENT Capital Expenditure - Renewal - New - Total Capital Expenditure funded by - External Revenue Renewal - Rates - New Borrowing / (Repayment) - Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 981 1,011 1,038 1,067 1,097 1,128 1,162 1,192 1,219 1, ,011 1,038 1,067 1,097 1,128 1,162 1,192 1,219 1,247 1,641 1,785 1,922 2,005 2,090 2,258 2,350 2,440 2,623 2,534 1,641 1,785 1,922 2,005 2,090 2,258 2,350 2,440 2,623 2, ,130 1,188 1,248 1,404 1,287 ( 647) ( 648) ( 718) ( 729) ( 740) ( 831) ( 843) ( 855) ( 965) ( 798) ,048 1,087 1,104 1,048 1,090 1, , ,243 1,357 1,499 1,264 1,313 1, , ,243 1,357 1,499 1,264 1,313 1,223 PART ONE 83

39 Groups of Activities community support Housing capital renewal ID Name 359 Bodell Place Community Housing - Interior Refurbishment 180 City Wide - Community Housing Upgrades 358 Vogel Street Community Housing - Interior Refurbishment Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s Housing capital new ID Name 357 Papaioea Place Community Housing - Eco Friendly Unit Replacements Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s Year Plan 2009/19

40 Economic Development

41 Groups of Activities: Economic Development The Economic Development Group of Activities consists of: Economic Development This is about Council working with other organisations to make sure Palmerston North has a strong economy and that people have a strong sense of pride in the City. The main Council goal for this Activity is Palmerston North is a city which attracts, fosters and retains businesses because of the creativity and innovation of its education, research and knowledge base. It also contributes to the community outcome of Businesses Grow Here and People have lots of Jobs. PART ONE 85

42 economic development Group 2008/09 $000's Revenue 515 Economic Development 515 Total Revenue expenses 2,619 Economic Development 2,619 Total Expenses 2,104 Net Operating Cost of Activity Group Rating Requirements ( 199) Less Depreciation - Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 1,905 RATES REQUIREMENT Capital Expenditure - Renewal - New - Total Capital Expenditure funded by - Rates - New Borrowing / (Repayment) - Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 1,384 1,426 1,464 1,504 1,546 1,591 1,638 1,681 1,718 1,759 1,384 1,426 1,464 1,504 1,546 1,591 1,638 1,681 1,718 1,759 4,689 4,789 5,006 4,907 5,022 5,171 5,291 5,420 5,547 5,660 4,689 4,789 5,006 4,907 5,022 5,171 5,291 5,420 5,547 5,660 3,305 3,363 3,542 3,403 3,476 3,580 3,653 3,739 3,829 3,901 ( 198) ( 194) ( 217) ( 229) ( 233) ( 257) ( 267) ( 268) ( 289) ( 290) ,158 3,222 3,398 3,265 3,347 3,446 3,534 3,637 3,727 3, Year Plan 2009/19

43 Groups of Activities economic development Economic Development What the Council does The Council contributes to economic development and support in two different ways. At a general level everything the Council does contributes to economic development for example, leadership, provision of roads, stormwater, water, rubbish and recycling services, community services, and regulation and planning. These are all services used by businesses. They help attract people to live in the City. At a more specific level the Council provides funding for business support services, e.g.: skills development and education programmes, research capacity, business incubators, small-business development, and business information. The Council also provides funding to help support tourism promotion and development, including events. The Council supports these events for both economic development and community development reasons. See the Council s website for a list of economic development groups that the Council is funding in 2009/ go to LTCCP, and then the relevant link under Supporting Information. The Council has a limited influence on the Regional and City economies. However, it can work with other organisations to encourage economic growth and to create an environment that is conducive to economic growth. The City s current economic strengths include education, retail, health, service sector, defence, distribution and research. Why the Council does this and its contribution to Council vision and major goals One of the major reasons people move to a new place to live is for work. A major aim of economic development is to increase the number of businesses and jobs available to people. Hence this Activity contributes to making Palmerston North is a city where people want to live because of its easy lifestyle and its many social, economic and cultural (leisure) opportunities. Increasing the number of visitors to the City also has economic benefits. Economic development is also about providing business support services, so it contributes as well to making Palmerston North a city which attracts, fosters and retains businesses because of the creativity and innovation of its education, research and knowledge base. PART ONE 87

44 Groups of Activities economic development The Council can only achieve these things by working with government agencies and local businesses and organisations. This Activity also funds some of Council s events. There are two basic reasons for Council involvement in the event sector. The first is the growing of local jobs by increasing visitor expenditure and growing the attractiveness of Palmerston North to the wider communities of the region and nation. Improved perception helps improve the desirability of Palmerston North as a place to come and work, live and learn and hence spend money in the local economy. These events are funded through the Economic Development Activity. The second rationale is strengthening the local community through celebrations and opportunities to grow community networks. These events are funded through the Community Development Activity (see page 74). In these ways this Activity contributes to the Council s goals of making Palmerston North a city where people and businesses want to be. How people can judge the Council s success Levels of Service The Council provides funding and support to attract, retain and expand businesses and jobs in the City in a sustainable way. The Council provides funding to market the City in a sustainable way to attract residents and students. The Council provides funding to market the City in a sustainable way to attract shoppers, convention attendees and recreational visitors. The Council works collaboratively with other people, organisations and community groups involved in economic development in the region. The Council manages its Economic Development Activity in a financially responsible way. Performance Measures Contracted organisations meet their agreed performance targets. These currently include growing the number of businesses in the City, encouraging diversity and innovation, enhancing tertiary education businesses and contributing to residents and businesses sense of pride. (2008 targets were met.) Contracted organisations meet their agreed performance targets. These currently include increasing student numbers to the City, and improving the perception of the Manawatu Region. (2008 targets were met.) Contracted organisations meet their agreed performance targets. These currently include increasing visitor numbers to the City, improving the perception of the Manawatu Region and growing the region as a destination for conferences. (2008 targets were met.) A two-yearly survey of economic development people, organisations and community groups shows at least an X% satisfaction with the Council's involvement in economic development. This is a new survey. The first survey will be carried out in September 2009 and will set a benchmark for subsequent years. The budget set by the Council is not exceeded. (New performance measure.) Year Plan 2009/19

45 Groups of Activities economic development Major issues and projects in the next 10 years The international economy is currently experiencing a downturn. Nobody knows how sharp or long this will be, but it will have an impact on Palmerston North. However, with its strong public sector base, our economy is protected to some degree from this sort of downturn. The Council, along with Manawatu District, currently has contracts with Vision Manawatu and Destination Manawatu to provide economic development and city marketing services. These contracts will be rolled over for 12 months to end in June The Council still needs to provide for economic development and city marketing to help make sure that the City economy keeps growing and there are lots of jobs for local people. Before it develops any new contracts it will review the outcomes delivered through the current arrangements. This review will be in light of the Council's goal of Palmerston North being a city which attracts, fosters and retains businesses because of the creativity and innovation of its education, research and knowledge base. It will also take into account how the business and visitor industries can contribute to the Council's goal of making Palmerston North a leading City in the quest to become environmentally sustainable. The review will ensure that the City and the wider region has the most efficient and effective delivery of economic development and city marketing outcomes. It will be carried out by an independent organisation and will be finished by June Funding for the delivery of economic development and city marketing services is included for all 10 Years in this Plan, even though the delivery method is subject to this review. Other new initiatives in this area include investigations for faster broadband, a secondary schools scholarship, support for research and development initiatives and promotional signage with Massey University. The Council will also be reviewing its Events Strategy see Direction Setting Activity (page 61). To coincide with the Rugby World Cup, the Council will provide funding during 2010 to 2012 to enhance/promote its existing events, in preparation for, and during this significant festival. The Council is working with its agencies and members of the community to develop a comprehensive plan for this period, with a focus of events and activities within the City and the region. Significant negative effects There are no significant negative effects from this Activity. PART ONE 89

46 Groups of Activities economic development economic development Activity 2008/09 $000's Revenue 71 City Marketing and Branding 444 Convention Centre 515 Total Revenue expenses 533 Business and Job Promotion 1,167 City Marketing and Branding 919 Convention Centre 2,619 Total Expenses 2,104 Net Operating Cost of Activity Group Rating Requirements ( 199) Less Depreciation - Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 1,905 RATES REQUIREMENT Capital Expenditure - Renewal - New - Total Capital Expenditure funded by - Rates - New Borrowing / (Repayment) - Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,320 1,361 1,396 1,435 1,475 1,518 1,564 1,604 1,640 1,677 1,384 1,426 1,463 1,504 1,546 1,590 1,638 1,681 1,719 1, ,835 1,978 2,122 1,975 2,029 2,089 2,139 2,203 2,259 2,321 2,106 2,145 2,200 2,231 2,275 2,346 2,397 2,439 2,487 2,514 4,689 4,788 5,006 4,907 5,022 5,171 5,291 5,421 5,546 5,660 3,305 3,362 3,543 3,403 3,476 3,581 3,653 3,740 3,827 3,902 ( 198) ( 194) ( 217) ( 229) ( 233) ( 257) ( 267) ( 268) ( 289) ( 290) ,158 3,221 3,399 3,265 3,347 3,447 3,534 3,638 3,725 3, Year Plan 2009/19

47 Groups of Activities economic development economic development operating programmes ID Name 384 Broadband Investigation 373 Economic Development Review 433 Event Enhancement/Promotion 360 Rugby World Cup - Support for Venue and Transport Costs 382 Secondary School Scholarship 349 Support for Research and Development Initiatives Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s economic development capital renewal ID Name 251 Convention Centre - Replacement of Equipment Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s economic development capital new ID Name 252 Convention Centre - New Equipment 320 Improved Visitor and Promotional Signage 381 Signage to Promote Massey University Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 91

48 Leisure Arts and Culture City Libraries Parks and Recreation Summer fun in the pool

49 Groups of Activities: Leisure The Leisure Group of Activities consists of: Arts and Culture City Libraries Parks and Recreation These are about providing people with a wide range of fun things to do - going to the a show at the Regent Theatre, reading or listening to music, walking along the river bank or watching and playing sport. People expect a wide range of leisure opportunities in a modern, vibrant city. Hence these Activities particularly contribute to the Council goal of Palmerston North being a city where people want to live because of its easy lifestyle and its many social, economic and cultural (leisure) opportunities. They also contribute to the community outcome of People have Lots of Fun Things to Do. PART ONE 93

50 leisure Group 2008/09 $000's Revenue 6 Arts & Culture 599 City Libraries 937 Parks & Recreation 1,542 Total Revenue expenses 5,271 Arts & Culture 6,975 City Libraries 13,383 Parks & Recreation 25,629 Total Expenses 24,087 Net Operating Cost of Activity Group Rating Requirements ( 6,264) Less Depreciation 2,567 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 20,390 RATES REQUIREMENT Capital Expenditure 2,567 Renewal 5,725 New 8,292 Total Capital Expenditure funded by - External Revenue Renewal 45 External Revenue New 1,045 Development Contribution 2,567 Rates 4,635 New Borrowing / (Repayment) 8,292 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,598 1,662 1,824 1,981 1,993 1,838 1,893 1,942 1,985 2,030 2,260 2,345 2,452 2,637 2,667 2,531 2,607 2,675 2,735 2,798 5,890 6,182 6,408 6,421 6,508 6,799 6,896 6,993 7,162 7,148 7,948 8,163 8,266 8,543 8,819 9,148 9,532 9,484 9,683 9,899 15,319 15,881 16,592 17,060 17,678 18,784 19,784 20,052 20,724 20,874 29,157 30,226 31,266 32,024 33,005 34,731 36,212 36,529 37,569 37,921 26,897 27,881 28,814 29,387 30,338 32,200 33,605 33,854 34,834 35,123 ( 6,548) ( 6,692) ( 7,226) ( 7,359) ( 7,556) ( 8,247) ( 8,586) ( 8,479) ( 9,217) ( 9,238) 2,578 3,279 3,405 3,949 3,704 3,638 3,388 3,562 3,562 4, ,031 1,164 1,301 23,029 24,608 25,273 26,355 26,971 28,243 29,311 29,968 30,343 31,219 2,190 3,934 1,906 3,997 4,312 3,539 3,380 4,115 2,787 3,910 5,991 1,747 4,086 5,188 2,229 11,482 1, , ,181 5,681 5,992 9,185 6,541 15,021 4,788 4,846 4,067 4, , ,025 1,196 1,226 1,256 1,288 1,321 1,363 1,400 1,444 2,578 3,279 3,405 3,949 3,704 3,638 3,388 3,562 3,562 4,033 3, ,281 4,010 1,581 10,095 ( 39) ( 79) ( 895) ( 925) 8,181 5,681 5,992 9,185 6,541 15,021 4,788 4,846 4,067 4, Year Plan 2009/19

51 Groups of Activities leisure Arts and Culture What the Council does The Council helps fund a range of arts and cultural facilities. The two major ones are Te Manawa and the Regent Theatre. Te Manawa consists of the museum, science centre and art gallery. The Regent Theatre is a civic auditorium and regional centre for the performing arts. Te Manawa and The Regent Theatre are run for the Council by the Te Manawa and Regent Theatre Trust Boards (see pages 195 and 198). The Council also owns the buildings used by: the Rugby Museum Globe Theatre run by the Globe Theatre Trust Board Creative Sounds (The Stomach) run by Creative Sounds Society Inc, as a low cost performance venue and music recording facility especially for youth Caccia Birch House a heritage building used for events and activities run by the Caccia Birch Trust Board Square Edge. The Council funds Community Arts Palmerston North to provide an interactive space to support artists with information and exhibition space. The Council also helps fund the Centrepoint Theatre. The Council has a contract with the Public Sculpture Trust to provide part funding for works of public art to be commissioned and placed around the City. The Council makes grants to groups and individuals undertaking arts or cultural activities or events. This Creative Communities Scheme funding is made available through a partnership between the Council and Creative New Zealand. See the Council s website for a list of groups that the Council is funding in 2009/ nz - go to LTCCP, and then the relevant link under Supporting Information. Why the Council does this and its contribution to Council vision and major goals This Activity contributes mostly to the Council s goal of making Palmerston North a city where people want to live, especially because it is vibrant and has lots of arts and culture opportunities. It also makes the City attractive to business businesses also want to be in an innovative and creative city because it is easy for them to attract employees from other places. PART ONE 95

52 Groups of Activities leisure Part of the Council s major economic goal is to build on the City s creativity and innovation. Creativity and innovation can be encouraged through supporting the arts and culture sector, ranging from direct facility provision (such as Te Manawa and the Regent) to funding and in-kind support (grants to arts groups). There is a demand from the community to have fun things to do this demand is partially met by the Council in providing the arts and cultural facilities, and in supporting arts and cultural groups. A city with a strong arts and culture sector also attracts visitors. Increasing visitor numbers can lead to spin-off benefits for the local economy through increased retail spending. It also helps to build local pride through recognition of the cultural achievements of the community. Asset Condition and Performance Overall the quality of the Cultural Facility assets is considered to be high, although discrepancies in quality exist across the facilities, ranging from the Regent Theatre (very high) to the Square Edge Courtyard (moderate/adequate). The range in quality of the assets reflects the end use and profile of the facility. The newer, purpose-built complexes such as the Te Manawa Science Centre, are highly functional, but older facilities, adapted to meet the needs of alternative services, such as Square Edge, have less optimum layouts and characteristics Year Plan 2009/19

53 Groups of Activities leisure How people can judge the Council s success Levels of Service The Council provides a central City Museum, Art Gallery and Science Centre (Te Manawa) to meet a wide range of people's arts and cultural expectations. The Council protects and preserves the items held by Te Manawa. The Council provides a central city theatre (Regent on Broadway). The Council provides other arts and cultural facilities. These facilities are the Globe Theatre, Creative Sounds, Caccia Birch, Square Edge, and the Rugby Museum. The Council provides grants to arts and cultural organisations that offer opportunities for the community to engage in arts and cultural activities. The Council manages its Arts and Culture Activity in a financially responsible way. Performance Measures Residents satisfaction with Te Manawa is maintained or increased. The average of the last two surveys is 77% very/fairly satisfied and 19% neutral/ don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Arts and cultural collections owned by the Council or Council organisations are protected to the appropriate national standard. (This is a new measure.) Residents satisfaction with the Regent Theatre is maintained or increased. The average of the last two surveys is 85% very/fairly satisfied and 13% neutral/ don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Contracted organisations meet their agreed performance targets. These include the number of public performance nights, provision of performance and conference venues, and getting revenue from sources other than the Council. (Targets met, other than Globe Theatre usage in 2007/08.) Contracted organisations meet their agreed performance targets e.g.: To assist at least four community groups stage a project each year using community development principles To facilitate at least four arts programmes per year in one or more of the following communities: youth, aged, disability, health, justice, Maori or ethnic minority To promote and administer two funding rounds for the CCNZ scheme per year (The Community Arts Council holds a further 11 rounds.) To provide low cost access to participation in the arts. (2008 targets were met.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 97

54 Groups of Activities leisure Major issues and projects in the next 10 years As people s lives become busier, especially with more people entering the paid workforce, the number of people willing and able to volunteer their time and efforts for community arts and culture groups is likely to decline. This may place additional strains on the viability of many community groups. The Council may need to consider what role it can play in encouraging residents to become involved in arts and culture groups to ensure a vibrant and sustainable community. The Te Manawa project has been refocused to relocate the New Zealand Rugby Museum into the Te Manawa premises. It will also make Te Manawa and the Globe Theatre easy to find, with an enhanced entrance. This will create a cultural hub within the CBD, and will ensure that the Rugby Museum is housed in a way that is appropriate for the international status of the collection. The redevelopment will provide enhanced display opportunities, storage and conservation of artefacts. This project will also allow the Museums (and City) to be promoted and take advantage of interest in rugby due to the Rugby World Cup Now that the Central Government is providing the Gold Card, along with the Community Services Card, the Council will review the need for the Recreation Ticket. (This is provided by the Council to give access at reduced cost to some recreation, leisure and learning opportunities to people on low incomes.) As a result of consultation, and because Council Controlled Organisations have not had an increase to their base annual grant for several years, we agreed to a catch-up increase in each of their operating grants by 10 percent. To keep track with inflation, these grants will also be inflation-adjusted each year. These organisations include Te Manawa, The Regent Theatre, The Globe Theatre and Caccia Birch, and details of their grants are on page 205. The Council decided to remove the $12,000 it gives to the Square Edge for management of the building. Significant negative effects There are no significant negative effects from this Activity Year Plan 2009/19

55 Groups of Activities leisure arts and culture Activity 2008/09 $000's Revenue 6 Other Cultural Facilities 6 Total Revenue expenses 640 Grants to Arts and Cultural Groups 1,252 Other Cultural Facilities 3,380 Te Manawa 5,272 Total Expenses 5,266 Net Operating Cost of Activity Group Rating Requirements ( 1,100) Less Depreciation 370 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 4,536 RATES REQUIREMENT Capital Expenditure 370 Renewal 1,733 New 2,103 Total Capital Expenditure funded by - External Revenue New 370 Rates 1,733 New Borrowing / (Repayment) 2,103 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,042 1,121 1,146 1,105 1,099 1,130 1,151 1,188 1,164 1,194 1,492 1,513 1,594 1,587 1,611 1,731 1,725 1,715 1,786 1,683 3,355 3,548 3,668 3,729 3,799 3,938 4,020 4,091 4,212 4,271 5,889 6,182 6,408 6,421 6,509 6,799 6,896 6,994 7,162 7,148 5,889 6,182 6,408 6,421 6,509 6,799 6,896 6,994 7,162 7,148 ( 1,360) ( 1,413) ( 1,536) ( 1,535) ( 1,534) ( 1,687) ( 1,674) ( 1,661) ( 1,804) ( 1,707) ,089 1, ,601 5,277 6,012 6,133 5,774 5,529 5,573 5,842 5,857 6, ,442 1, , , ,442 2, ,089 1, ,777 ( 197) ( 1,089) 257 1,693 ( 32) ( 159) 245 ( 334) ( 31) 2, ,442 2, PART ONE 99

56 Groups of Activities leisure arts and culture operating programmes ID Name 380 Caccia Birch - Increase to Operational Grant 431 Globe Theatre - Increase to Operational Grant 362 Te Manawa - Short Term Support for Incorporation of New Zealand Rugby Museum 363 Public Sculptures Trust Funding 379 Regent Theatre - Increase to Operational Grant 432 Te Manawa - Increase to Operational Grant Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s arts and culture capital renewal ID Name 213 Cultural Facilities - Replacement of Structures, Internal Fitout and Services Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,442 1, ,442 1, ,442 1, arts and culture capital new ID Name 292 Globe Theatre - Extension of Bar/Cafe and Additional 100-seat Auditorium 106 Te Manawa Redevelopment - Incorporation of Rugby Museum into Te Manawa Complex Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , , Year Plan 2009/19

57 Groups of Activities leisure City Library What the Council does The City Library consist of the Central Library and branches at Ashhurst, Awapuni, Highbury and Roslyn; a Mobile Library Service; and a City Library website. The City Library also has an arrangement with the Linton Camp Community Library and provides a contracted library service to the Manawatu Prison. The City Library Activity provides free public library services for the residents of Palmerston North City. The Council has an arrangement with the Manawatu District Council to provide free access for children and youth from the Manawatu District in exchange for an annual grant of $10,000. The Central Library houses the Ian Matheson City Archives. This includes both the City Council s Archives as well as Community Archives. The Council protects the Archives for future generations. The Central Library provides more than just books. The library holds a vast range of audiovisual resources, specialist collections, magazines, electronic databases, computer software and puzzles and games over 250,000 items in total. The library also provides a number of specialist services, including Housebound, Seniors, Community Languages, and Adult Learning. The library is organised around six zones (i.e. specialised areas) Sound and Vision, Adult Fiction, Adult Non-fiction, New Zealand and Pacific Islands, Youth and Children s. Each of these zones provides a professional advisory service in addition to the full range of resources mentioned above. The library also provides a range of activities and events throughout the year, such as the Summer Reading Programme, author visits and musical events. Why the Council does this and its contribution to Council vision and major goals The library contributes mostly to the Council s goal of making the City a place where people want to live. This is because people like living in a city that has lots of leisure and education opportunities reading is a key part of their leisure and lifelong learning. The library makes it easy for people to learn about new things throughout their lives. In the first place, public libraries are seen as a fundamental resource for any modern city, and in PART ONE 101

58 Groups of Activities leisure Palmerston North there is a high expectation from the community that the Council will provide and support the public libraries. However, in addition to simply meeting a community expectation, the Council provides the public libraries because they contribute to the City s knowledge base, enabling residents to improve their knowledge and skills, and to offer a form of leisure and recreation. The huge range of materials available from the libraries provide lifelong opportunities for residents to study and research, to read and enjoy music and films, and access specialist services. The Council also provides the Central Library as a community space, where the diverse communities of the City can come together and showcase their culture, their creativity, and build a sense of community. The design of the Central Library allows a wide range of events and exhibitions to be hosted. The maintenance of archives provides a significant historical resource to the community and gives it a sense of its own history. The Council also has an obligation to collect and maintain the organisational archives under the Public Records Act The Council also recognises that a library revolves around the share concept. By providing a large number of items for borrowing, residents have access to a wider range of material than they would ordinarily have if they had to buy them on their own. Therefore, the Council provides the City's libraries to make best use of a shared resource, to provide residents with lifelong learning opportunities and lots of fun things to do Year Plan 2009/19

59 Groups of Activities leisure How people can judge the Council s success Levels of Service The Council provides a variety of easily accessible library services and collections from the Central Library, branch libraries, mobile library and the library website. The Council loans all items, other than bestsellers and the sound and vision collections, without charge. The Council provides a large, diverse and interesting range of up-to-date information and works of the imagination that meets people's leisure and lifelong learning needs, interests and expectations. Performance Measures The Central Library is open 53 hours a week; branch libraries 26 hours a week; the mobile library includes at least 38 stops a week; and the website is available 24 hours seven days a week. (2007/08 targets were met.) Library membership is free for Palmerston North residents and ratepayers. There is no charge for loans other than those specified in the level of service. (2007/08 targets were met.) At least three items per head are held in the collections. (In 2007/ items per head.) At least 25,000 new items are purchased per year. (In 2007/08 26,500 items were purchased.) At least 85% of Library users are satisfied or very satisfied with the quality and quantity of the collections (Library Users satisfaction survey. This is a two-yearly survey - the next survey is March 2011.) (Last survey showed 88% satisfied and 11% didn't know.) Residents satisfaction with the Libraries is maintained or increased. The average of the last two surveys is 88% very/fairly satisfied and 10% neutral/don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Issues per capita will be at least 19 items per year. (In 2007/ issues.) At least 10 unique visits per capita per year. (This is a new measure.) At least 70% of the City s citizens are members of Library. (In 2007/08 71% were members.) The stock turnover rate is at least four per year (ie, on average each item is taken out four times a year). (This is a new measure.) The Council provides a range of community spaces for public activities and events. The Council manages its City Library Activity in a financially responsible way. At least 200 activities or events will be held per year. (This is a new measure.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 103

60 Groups of Activities leisure Major issues and projects in the next 10 years The aging population trend may pose challenges for the City Library in terms of ensuring the library is accessible to all its patrons. This may mean modifying the physical layout of the libraries, to ensure that the collections and services can be easily reached by those with limited mobility. It may also mean that opening hours, or the schedule and itinerary of the mobile library services, need to be reviewed to have regard for the changing needs of the community. Work will need to be done to identify how the aging population may affect needs and demand for library services, to maintain the library s high standard of service. As technology advances, there is an opportunity for libraries to provide new and better services for patrons. The recent introduction of digital audiobooks is one example of how new technology can enhance an existing service; making use of new Web 2.0 technologies can help patrons to access a wider range of information, and extend the borders of the library from its physical location. As advanced technology becomes more affordable, the library may look to extend the range of digital services it offers. The Council has budgeted in 2011/12 for the development of a Cultural Courtyard on The Square (in the current Public Trust space). This space will enable the City s cultural facilities to have a showcase window on The Square for a range of exhibitions. The Council has also budgeted for a new City Archives Facility in 2012/13. In 2011/12, the Council plans to build a new branch library at Kelvin Grove. This will replace the existing Roslyn branch library. Significant negative effects There are no significant negative effects from this Activity Year Plan 2009/19

61 Groups of Activities leisure City libraries Activity 2008/09 $000's Revenue 7 Archives 315 Central Library 212 Collections 65 External Library Services 599 Total Revenue expenses ( 190) Archives 6,329 Central Library 806 Collections 29 External Library Services 6,974 Total Expenses 6,375 Net Operating Cost of Activity Group Rating Requirements ( 1,265) Less Depreciation 995 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 6,105 RATES REQUIREMENT Capital Expenditure 995 Renewal 17 New 1,012 Total Capital Expenditure funded by 995 Rates 17 New Borrowing / (Repayment) 1,012 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ( 54) ( 55) ( 57) ( 58) ( 59) ( 61) ( 62) ( 64) ( 66) ( 68) 6,935 7,116 7,189 7,341 7,516 7,818 8,158 8,136 8,302 8, ,032 1,005 1,033 1, ,948 8,163 8,266 8,543 8,820 9,149 9,532 9,485 9,683 9,900 7,286 7,481 7,638 7,887 8,146 8,455 8,818 8,753 8,933 9,133 ( 1,190) ( 1,207) ( 1,238) ( 1,303) ( 1,370) ( 1,438) ( 1,547) ( 1,428) ( 1,491) ( 1,587) 1,372 1,408 1,085 1,130 1,135 1,108 1,133 1,165 1,219 1, ,486 7,707 7,539 7,800 8,015 8,287 8,636 8,748 8,946 9, , ,066 1,197 1,127 1,081 1,118 1,199 1, ,010 2,319 1,830 1,931 1,700 1,645 1,081 1,118 1,199 1,178 1,372 1,408 1,085 1,130 1,135 1,108 1,133 1,165 1,219 1,254 ( 362) ( 52) ( 47) ( 20) ( 76) 1,010 2,319 1,830 1,931 1,700 1,645 1,081 1,118 1,199 1,178 PART ONE 105

62 Groups of Activities leisure city libraries operating programmes ID Name 212 Central Library - Computer Games Collection 242 Central Library Shop - Establishment of Retail Facility Complementing Provision of Library Services 229 City Library - Activities and Events 418 City Library - Annual Electronic Subscriptions 233 Cultural Travel Club - Opportunities to Visit Cultural Institutions and Events 224 Library Website Upgrade Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ( 6) ( 6) ( 6) ( 6) ( 7) ( 7) ( 7) ( 7) ( 7) ( 8) ( 5) ( 5) ( 5) ( 16) ( 17) ( 17) ( 18) ( 18) ( 19) ( 19) ( 1) ( 1) ( 1) ( 1) ( 1) ( 1) ( 1) ( 1) ( 1) ( 1) city libraries capital renewal ID Name 202 Central Library - Interior Maintenance 361 Central Library - Replacement of Building Security System 193 Central Library - Replacement of Equipment 178 Central Library - Replacement of Furniture and Fittings 208 Central Library - Self Check Unit 203 City Library - Interior Maintenance of Branch and Mobile Libraries 316 City Library - Library Management System 188 City Library - Replacement of Library Materials (Books and non-book Purchases) Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , ,066 1,198 1,128 1,081 1,118 1,200 1, , ,066 1,198 1,128 1,081 1,118 1,200 1, Year Plan 2009/19

63 Groups of Activities leisure city libraries capital new ID Name 259 Central Library Shop - Establishment of Retail Facility Complementing Provision of Library Services 322 Cultural Courtyard Fitout (Public Trust Space) 300 Kelvin Grove Community Library Fitout 308 Mobile Library Fitout 342 New Library - Kelvin Grove 336 New City Archives Facility 313 Radio Frequency Identification (RFID) Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 107

64 Groups of Activities leisure Parks and Recreation What the Council does The Council s parks and recreation assets fall into three main areas: sportsfields, reserves and walkways; Arena Manawatu; and swimming pools. Public toilets are also managed within this Activity. There are 64 public toilets provided by the Council around the City. These are mostly at parks and sportsfields. Sportsfields Reserves and Walkways: The Council has 179 Citywide and local reserves and sportsfields, ranging in size from 100m 2, to the 176 hectare Kahuterawa Outdoor Recreation Hub. The total area is 642 hectares, or about 8 hectares per 1,000 people. There are also 46 km of walkways. The Council provides facilities like cycle stands, car parking and public toilets at major sportsfields. The sportsfields can be used for open space by the community when organised sport is not being played. Arena Manawatu: The Council maintains and administers Arena Manawatu for the citizens of Palmerston North and surrounding districts for recreation and sporting purposes. It consists of the FMG Stadium, Arena 2, B&M Centre, Arena 3 and Arena 5 (Waldegrave Lounge, Bell and Barber Halls). Swimming Pools: the Council owns the Lido and Freyberg Pool swimming pools. These are managed for the Council by Community Leisure Management Ltd. The Lido consists of three outdoor pools, four indoor pools, a hydroslide and gymnasium. The Council provides funding to Sport Manawatu so it can act as a regional sports and recreation coordinator. Sport Manawatu also distributes Council funds for sports and recreation. The Council also provides funding through rental subsidies and rates remissions for a wide range of recreation groups. See the Council s website for a list of groups that the Council is funding in 2009/10 Why the Council does this and its contribution to Council vision and major goals This Activity contributes to Council s goals of being a city where people want to live because of its leisure opportunities (e.g. the Arena, parks and reserves, Year Plan 2009/19

65 Groups of Activities leisure sportsfields and swimming pools). People want to live in a place that has lots of fun things for them and their families to do, either in a formal or informal way. Parks, trees and open spaces also make the City a more attractive place to live and make it more attractive to visitors. The Council s parks and recreation facilities also help people keep fit and healthy. For example, obesity is recognised as a national issue, and the 2005 MidCentral Health Needs Assessment estimated that over half of the people in Palmerston North are obese or overweight. The Council can play a role in addressing this issue through effective promotion of the range of physical activity opportunities throughout the City, and by removing barriers to people accessing these opportunities. The Council engages in the distribution of grants and contracts with various organisations in order to meet the ultimate goal in the Regional Sport and Active Recreation Strategy: to increase the total time and frequency that people are active. Council subsidies and grants encourage sporting organisations to keep their fees minimal and allow a culture where everyone has the opportunity to participate in active sport and recreation opportunities, regardless of income or circumstance. The Activity also contributes to the Council s goal of environmental sustainability. It does this by providing green space throughout the City. These spaces enhance environmental values and biodiversity by increasing the amount and variety of trees, plants and birdlife in the City. They also enhance sustainable approaches to transport such as walking and cycling. As well, these areas allow for sustainable drainage systems such as stormwater ponding areas. The Council also minimises the use of chemicals it uses on its sportsfields, reserves and walkways. Asset condition and performance Sportsfields: These are generally in good condition, with some areas requiring improvement to drainage, surface levels, and changing facilities which are nearing the end of their useful life. Overall provision is good and quality of grass surfaces is high. Currently, outdoor fields are under-utilised as there is approximately 35% spare capacity. Future needs include making available additional training facilities. The parks and reserves are also generally in good condition, with the exception of several buildings in the Victoria Esplanade and Memorial Park and some native bush reserves. The reserves are generally well used but still have enough space to meet current needs. Arena Manawatu: the FMG Stadium, Arena 2, B&M Centre are newer facilities that are in good condition. Arena 3 is in average condition. Arena 5 (Waldegrave Lounge, Bell and Barber Halls) is a facility in poor condition and reaching the end of its useful life. In total the venues at Arena are used for about 8,000 hours per year. The B&M Centre is the most used venue with about 3,000 hours of use in The total usage over all venues is expected to increase to 9,000-10,000 hours of use per year as indoor venue demand has been increasing faster than population growth. Swimming pools: The Lido Aquatic Centre is in a generally good condition following the recent upgrade of facilities. The Freyberg Pool is in average condition. Use of the pools has increased over recent years and availability generally meets community needs. Public toilets: These are generally in average to good condition and capacity generally meets people's needs. PART ONE 109

66 Groups of Activities leisure How people can judge the Council s success Levels of Service The Council provides a well-maintained multi-purpose sports, leisure and cultural facility (Arena Manawatu) that meets a wide range of people's leisure interests. Performance Measures The Council is currently moving the Arena from a Council Controlled Organisation to a division of Council. As part of this process it will develop more specific performance measures. These will cover areas like: the number of events held at the Arena, hours of community usage, hours of commercial usage, the number of users (participants and spectators) community satisfaction (through the Communitrak Survey) and meeting budgets. A 20 year asset management plan is in place for Arena Manawatu. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The Council provides parks that are well distributed throughout the City, and are tidy and safe. The Council provides parks that are accessible, well maintained, and cater for a diverse range of recreational needs. Residents satisfaction with the Council s parks is maintained or increased. The average of the last three surveys is 95% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) There is a decreasing number of complaints that parks are not well maintained or tidy. The average number of complaints over the past two years was 54 a year. More than 60% of playgrounds comply with New Zealand Standards. (61% do comply - most of the playgrounds that do not comply are non-compliant for minor reasons and these are being fixed over the next two years). Greater than 85% of users are satisfied with the level of safety in the parks (Annual Parks Check Survey. This is done each February.) In 2008/09 park safety was rated at 4.89 out of 5. The total area of parks and open space available for recreation is at least 4.0 ha per 1,000 population or greater. (This is a minimum standard used by many councils as it was a previous legal requirement. The Council currently provides 8ha per 1,000 population. It will be reviewing this performance measure for the next 10 Year Plan.) All urban residences are no further than 500m (easy walking distance) from a local reserve. (Achieved - this excludes a small area around the hospital where there is no vacant land and it is too expensive to buy a house and property to create a new reserve.) Year Plan 2009/19

67 Groups of Activities leisure Levels of Service Performance Measures A 20 year asset management plan is in place for the parks and reserves. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The Council responds to 85% of complaints and requests within five days. (This is a new measure.) The Council provides adequate, affordable and adaptable sportsfields, playing surfaces, and associated facilities (e.g. changing facilities), to meet agreed sports requirements in accordance with service level agreements. There is an increasing average number of games per field per week (five-yearly average). Target is two by 2011/ the Council is currently on track. The total area of sportsfields available is 1 ha per 1,000 population or greater. (This is a new measure.) Residents satisfaction with the Council s sportsfields is maintained or increased. The average of the last three surveys is 89% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Greater than 75% of users rate the overall perception of safety in sportsfields to be acceptable, good or excellent. (Currently the figure is 85%.) The Council responds to 75% of complaints and requests within the allowed time. (This is a new measure.) The percentage of weekend days that sportsfields are available for normal use (five-yearly average) is 90% by 2011/12 (they were available 96% of the time in 2007/08). The Council s sportsfields are well maintained and meet the needs of a growing city in a cost-effective way. There is a decreasing number of complaints that sportsfields are not well maintained or managed. (In 2007/08 there were 50 complaints.) A 20 year asset management plan is in place for the sportsfields. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) PART ONE 111

68 Groups of Activities leisure Levels of Service The Council provides grants to organisations that support and develop the capacity of the community to be involved in recreation activities. The Council provides easily accessible swimming pools offering a range of quality, safe, water and non-water based activities/experiences across all age groups at reasonable cost. The Council provides exclusive use of pools to swimming clubs and schools at reasonable cost and convenient times. The Council provides uncongested lane swimming facilities at reasonable cost. Performance Measures Grant recipients meet their agreed performance targets, eg help at least six sports clubs through 'Club Assist' accreditation ensure 60 sports clubs' volunteers receive training organise a minimum of six community events assist in attracting at least eight events to the City. (Targets met.) Residents satisfaction with the Council s aquatic facilities is maintained or increased. The average of the last three surveys is 73% very/fairly satisfied and 22% neutral/don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) There are less than six customer complaints that relate to overcrowding. Two complaints in 2006/07 and none in 2007/08. 95% of customers rate the facility as value for money. This is measured by an annual survey in January. In % of Lido and 92% of Freyberg customers were satisfied. 98% of customers rate the overall service at pools to be acceptable, good or excellent. This is measured by an annual survey in January. In % of Lido and 95% of Freyberg customers were satisfied. The pools fully comply with New Zealand recommended standards for pool supervision and water quality. (Achieved in 2007/08.) The Council maintains and develops the swimming pools to meet the current and future needs in a cost-effective way. A 20 year asset management plan is in place for swimming pools. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) Year Plan 2009/19

69 Groups of Activities leisure Levels of Service The Council provides public toilets that are well distributed throughout the City, and are hygienic, safe and well-maintained. Performance Measures Residents satisfaction with the Council s public toilets is maintained or increased. The average of the last three surveys is 69% very/fairly satisfied and 24% neutral/don t know. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) A 20 year asset management plan is in place for public toilets. This plan is independently audited by asset management consultants and is formally reviewed at threeyearly intervals. The next review is due by June (Plan is currently in place.) The Council manages its Parks and Recreation Activity in a financially responsible way. The budget set by the Council is not exceeded. (New performance measure.) PART ONE 113

70 Groups of Activities leisure Major Issues and Projects in the next 10 Years Sportsfields, Reserves and Walkways Future developments include completion of the final stage of drainage at Colquhoun Park in 2009/10 and improvement to the existing car park at Skoglund Park in association with the changing facility renewal in 2010/11. Social trends show that people are spending less time on organised, competitive sports and more time on casual social and recreational activities. To meet that change in demand, the Council is planning to upgrade the aviary at the Victoria Esplanade, and make improvements to reserves and walkways. Swimming Pools The Council is providing funding of $30,000 a year (inflation-adjusted) from 2011/12 to the Ashhurst School so it can run its swimming pool as a community facility. Funding for internal and external improvements at the Lido has been reduced from $1.8 million to $1.3 million (years 2012/13 to 2015/16). Victoria Esplanade The Council consulted with the community in the latter half of 2007 regarding the Victoria Esplanade, and developed a draft masterplan based on the results of that consultation. The project was then put on hold until consultation on this new 10 Year Plan. This consultation has now taken place and here s an update of works the Council will be doing: New Depot at Manawaroa Street In 2011/12 the existing depot within the Esplanade will be demolished and a new depot built at Manawaroa Street. This will cover all maintenance activities within the Esplanade and provide a better quality of facilities for the Esplanade staff and a more efficient use of space for recreation at the Esplanade. Upgrade to Playground In the Draft 10 Year Plan we proposed to extend and develop the existing playground, including the surroundings. This would have included seating, shade cover, new equipment, water features, plantings and pathways, and would have catered for all age groups and provided plenty of space for parents and caregivers. However, we have decided to only include funding in the 10 Year Plan to upgrade the existing playground equipment, and not include any of the new developments mentioned. New Aviary In 2012/13 the existing aviary will be demolished and a new, larger, more humane aviary built, focusing on exotic birds and continuing the conservation work currently underway with the Department of Conservation around breeding programmes for endangered native birds. The surrounding natural environment, particularly the bush area will be enhanced to provide an improved habitat for native birds by incorporating plants which provide them with food and shelter Year Plan 2009/19

71 Groups of Activities leisure New Conservatory In the Draft 10 Year Plan we proposed to demolish the existing conservatory and return the site to amenity parkland with grass and planting, with the possibility of the site being used to house the City s bonsai collection. However, we received a large number of submissions during the consultation period from people who clearly stated they did not want us to demolish the conservatory and not build a new one. So, in 2012/13, we will build a new conservatory for $400,000 which will essentially be a direct replacement for the existing structure. The bonsai collection will be incorporated into the area surrounding the conservatory as an additional feature to complement the indoor plant collection. (For budget information on these Esplanade programmes see pages 120 and 122.) Arena Manawatu The Palmerston North Showgrounds Act Repeal Bill is currently before Parliament. This Bill provides for the transfer of the management and control of the operation of Arena Manawatu from the Board of Control to the Palmerston North City Council, the dissolution of the Board of Control and the repeal of the Palmerston North Showgrounds Act The land and buildings at Arena were transferred into Council ownership in Bringing the Arena Manawatu into direct Council control will allow the Council to manage it alongside other similar visitor facilities such as the Convention Centre. Planning is underway for a phased programme of building works at Arena Manawatu within the budget set by the 10 Year Plan. These will ensure that the Arena continues to meet a wide range of recreation opportunities. If there is no programme of improvements, the facility will get out-of-date and may require major expenditure at a later time. Some of the exciting projects are: Sports House In 2009/10 a Sports House is likely to be built, depending on the Council securing a long term lease arrangement with Sport Manawatu. This will be a facility that will allow all of the region s sports management and administration bodies to be in one place. The new building will ensure that Arena Manawatu can provide improved facilities, including administrative and service areas and kitchens. Key clients such as speedway and rugby will be catered for and other community users will have sufficient space allocated for their activities. This project is subject to the Council receiving external funding and also to Sport Manawatu selling or leasing their current building. Covered Court Facilities The Draft 10 Year Plan provided for a new 4 court indoor stadium to be built between the southern embankment of Arena s main oval and Cuba Street. This would primarily have been for netball, but would also have markings on the courts for other sports such as basketball, volleyball and badminton. The Council has decided to broaden the scope of this programme to allow for consideration of the most appropriate location for either a 4 court stadium or other covered facilities within the City. Rugby World Cup The Rugby World Cup takes place in The Council was successful in its bid for two matches to be held at Arena. The Council will provide funding for hireage of the venue, training facilities for teams and transport costs for up to three teams to stay in the City. Additional seats would also be required and it is proposed to provide temporary seating to meet the Rugby World Cup specifications. PART ONE 115

72 Groups of Activities leisure The Rugby World Cup is a significant nationwide festival, and the Council wants to ensure that Palmerston North people can participate in it. To coincide with the Rugby World Cup, the Council will provide funding during 2010 to 2012 to enhance / promote its existing events, in preparation for, and during this significant festival. The Council is working with its agencies and members of the community to develop a comprehensive plan for this period, with a focus of events and activities within the City and the region. (For budget information on all of these programmes see pages 91 and 121.) Significant negative effects There are no significant negative effects from this Activity. Summary of Sanitary Services Assessment This is a Summary of the Assessment of Sanitary Services. It assesses the provision of public toilets in Palmerston North. It was carried out by Maunsells Ltd, a national engineering consultancy firm, in It is planned to undertake the assessment again within the next three years, in alignment with the review of the community outcomes in The Council provides 46 toilet facilities on parks and reserves around the City. All are supplied with reticulated water except for toilets at Kelvin Grove Cemetery, Sledge Track and Kahuterawa Reserve. All but these toilets and the Ashhurst Camp Ground toilets are connected to the Council s wastewater system. All the toilets have been assessed against factors such as hygiene, safety, access and convenience. Ten were assessed as less than adequate and these are a priority for upgrading. Overall the toilets are operating at about 50-60% of capacity at peak periods. There is sufficient capacity to meet demand for the 10 year planning period. No specific requirements for additional public toilets were identified. There are a further 18 public toilets located in shopping centres and community facilities. These are managed by either the Council or a private owner. All have reticulated water and are connected to the Council wastewater system Year Plan 2009/19

73 Groups of Activities leisure parks and recreation Activity 2008/09 $000's 269 Arena Manawatu 548 City-Wide Reserves 49 Local Reserves 71 Sportsfields 937 Total Revenue expenses 2,367 Arena Manawatu 4,344 City-Wide Reserves 3,086 Local Reserves 1,506 Sportsfields 2,081 Swimming Pools 13,384 Total Expenses 12,447 Net Operating Cost of Activity Group Rating Requirements ( 3,900) Less Depreciation 1,202 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 9,749 RATES REQUIREMENT Capital Expenditure 1,202 Renewal 3,975 New 5,177 Total Capital Expenditure funded by - External Revenue Renewal 45 External Revenue New 1,045 Development Contribution 1,202 Rates 2,885 New Borrowing / (Repayment) 5,177 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 1,284 1,324 1,358 1,396 1,435 1,477 1,521 1,560 1,595 1, ,598 1,662 1,824 1,982 1,993 1,837 1,893 1,942 1,984 2,029 4,725 4,920 5,086 5,142 5,247 5,884 6,577 6,627 6,865 6,888 3,545 3,612 3,715 3,879 4,061 4,098 4,172 4,173 4,165 4,128 3,283 3,508 3,774 3,902 4,069 4,304 4,428 4,547 4,817 4,926 1,723 1,760 1,837 1,872 1,908 2,000 2,041 2,078 2,168 2,202 2,043 2,081 2,179 2,265 2,393 2,497 2,566 2,628 2,709 2,729 15,319 15,881 16,591 17,060 17,678 18,783 19,784 20,053 20,724 20,873 13,721 14,219 14,767 15,078 15,685 16,946 17,891 18,111 18,740 18,844 ( 3,998) ( 4,072) ( 4,452) ( 4,521) ( 4,652) ( 5,123) ( 5,365) ( 5,390) ( 5,923) ( 5,944) 1,153 1,391 1,231 1,634 1,843 2,210 2,031 2,034 2,010 2, ,941 11,627 11,721 12,421 13,184 14,426 15,102 15,382 15,541 15,971 1,070 1, ,489 1,289 2,124 2,234 2,389 1,588 2,252 3,290 1,310 3,248 4,323 1,132 10,964 1, , ,360 3,079 4,162 5,812 2,421 13,088 3,642 3,120 2,868 3, ,025 1,196 1,226 1,256 1,288 1,321 1,363 1,400 1,444 1,153 1,391 1,231 1,634 1,843 2,210 2,031 2,034 2,010 2,268 1, ,625 2,952 ( 678) 9, ( 277) ( 542) ( 818) 4,360 3,079 4,162 5,812 2,421 13,088 3,642 3,120 2,868 3,021 PART ONE 117

74 Groups of Activities leisure parks and recreation operating programmes ID Name 436 Ashhurst Community Pool Funding Assistance 268 Kahuterawa Pest Control and Biodiversity Protection and Enhancement 355 Woodpecker Forest Harvest and Replanting Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ( 90) ( 224) ( 177) ( 4) ( 145) ( 89) Year Plan 2009/19

75 Groups of Activities leisure parks and recreation capital renewal ID Name 335 Arena 2 Renewals 337 Arena Manawatu - Arena 3 Miscellaneous Asset Upgrades 347 Arena Manawatu - Arena 5 Miscellaneous Asset Upgrades 339 Arena Manawatu - Arena 6 Miscellaneous Asset Upgrades 332 Arena Manawatu - B&M Centre Miscellaneous Asset Upgrades 328 Arena Manawatu - FMG Stadium, Miscellaneous Asset Upgrades 343 Arena Manawatu - Replacement of Non-Building Facilities 413 C/Forward - Renewal of Hydroslide Stairway 173 City Wide - Playground Upgrades 186 City Wide - Public Toilet Upgrades 98 City Wide - Replacement of Facilities on City Wide Reserves 177 City Wide - Replacement of Gardens on Reserves 190 City Wide - Replacement of Trees on Reserves 182 City Wide - Restoration of Waterways on Reserves 254 City Wide - Sportsfield Carpark and Hardsurface Area Resurfacing 258 City Wide - Upgrade and Replacement of Reserve Boundary Fences 195 City Wide - Upgrade of Hardsurface Areas on Reserves 194 City Wide - Upgrade to Bridges on Reserves 174 City Wide - Upgrades to Furniture on Reserves 184 City Wide - Walkway Upgrades 257 Fitzherbert / Manawaroa / Ongley Parks - Cricket Block Replacements 266 Fitzherbert Park - Hockey Turf Refurbishment 267 Fitzherbert/Manawaroa/Ongley Parks - Cricket Wicket Upgrades 260 Fitzherbert/Memorial/Ongley Parks - Upgrade/Provision of Sportsfield Irrigation Systems 196 Hokowhitu Lagoon - Embankment Restoration 263 Kahuterawa Outdoor Recreation Hub - Toilet and Boundary Fence Upgrades 264 Memorial Park - Sportsfield Sand Carpet Upgrade 234 Skoglund, Coronation and Colquhoun Parks - Changing Room Upgrades 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 119

76 Groups of Activities leisure parks and recreation capital renewal ID Name 36 The Square - Events Quadrant Lawn Drainage Upgrades 269 Vautier Park - Synthetic Court Refurbishments 378 Victoria Esplanade - Upgrade to Playground 271 Wallace and Takaro Parks - Asphaltic (Hot Mix) Court Resurfacing Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,071 1, ,490 1,290 2,126 2,236 2,391 1,588 2,251 1,071 1, ,490 1,290 2,126 2,118 2,391 1,588 2, Year Plan 2009/19

77 Groups of Activities leisure parks and recreation capital new ID Name 319 Arena Manawatu - Sports House at FMG Stadium 334 Arena Manawatu - Arena 3 Changing Room Upgrade 97 Ashhurst Domain - Biodiversity Improvements as Part of Manawatu Gorge Project 92 Ashhurst Domain - Upgrade of Entranceway Through to Camping Ground 393 C/Forward - Public Toilets Developments 392 C/Forward - Recreation Hub Development 394 C/Forward - Sports Facilities Development 95 City Wide - Construction of Walkways 149 City Wide - Development of Local Reserve Playgrounds 160 City Wide - Improved Access to Reserves for Persons with Disabilities 166 City Wide - Installation of Backflow Prevention Devices to Reserve Water Connections 144 City Wide - Land Purchase of Local Neighbourhood Reserves 146 City Wide - Local Neighbourhood Reserve Improvements 161 City Wide - New Public Toilets 96 City Wide - Public Access to Rivers and Streams 94 City Wide - Purchase of Land to Extend Walkways Network 158 City Wide - Safety Improvements to Reserves 157 City Wide - Youth Playground Development 220 Colquhoun and Ongley Parks - Sportsfield Drainage 326 Development of Further Covered Court Facilities for the City 285 Freyberg Pool - Modifications to Toddler Pool 165 Kahuterawa Outdoor Recreation Hub - Development of Tracks, Including Bridges and Fencing 282 Lido Pool - Development of Outdoor Areas 301 Lido Pool - Improvements to Internal and External Layout 136 Linklater Block ha Reserve Development 93 Memorial Park - Capital Development Programme (financial provision) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 2, , PART ONE 121

78 Groups of Activities leisure ID Name 134 Missoula Reserve - Site Development 140 Peace Tree Reserve Development 121 Pinedale Reserve - Land Exchange with McGregor Street Airport Land Site 111 Recreation Hub Development - Vautier and Skoglund Parks, Freyberg Community Pool and Featherston Street Pit 211 Skoglund Park - Carpark Resurfacing and Extension 368 Victoria Esplanade - New Aviary 376 Victoria Esplanade - New Conservatory 70 Victoria Esplanade - Relocation of Depot to Fitzherbert Park 354 Woodpecker Forestry - Forest Harvest Works and Replanting Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , ,290 1,309 3,250 4,324 1,132 10,966 1, , ,061 ( 138) 1,944 3,098 ( 124) 9, ( 634) ( 120) ( 676) Year Plan 2009/19

79 Environmental Sustainability and Health Regulatory Roading and Parking Rubbish and Recycling Stormwater Wastewater Water Looking over the Manawatu

80 Groups of Activities: Environmental Sustainability and Health The Environmental Sustainability and Health Group of Activities consists of: Regulatory Roading and Parking Rubbish and Recycling Stormwater Wastewater Water These have been grouped together because they are all about Council s role in looking after the environment. They focus on the Council s strategic goal of Palmerston North being a leading city in the quest to become environmentally sustainable - for example by encouraging alternatives to motor-based transport and by making it easier for people to recycle. They also contribute in particular to these community outcomes: Palmerston North is Attractive Clean and Green; it is Easy to Move around Palmerston North; and the City s Physical Infrastructure is Reliable, People are Healthy and Well-Housed; and People are Safe. PART ONE 123

81 environmental sustainability and health Group 2008/09 $000's Revenue 4,221 Regulatory 6,581 Roading & Parking 1,770 Rubbish & Recycling 700 Wastewater 1,650 Water 14,922 Total Revenue expenses 6,799 Regulatory 18,934 Roading & Parking 4,859 Rubbish & Recycling 3,477 Stormwater 6,545 Wastewater 7,099 Water 47,713 Total Expenses 32,791 Net Operating Cost of Activity Group Rating Requirements ( 9,798) Less Depreciation 7,488 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 30,481 RATES REQUIREMENT Capital Expenditure 8,947 Renewal 9,282 New 18,229 Total Capital Expenditure funded by 1,459 External Revenue Renewal 581 External Revenue New 1,260 Development Contribution 7,488 Rates 7,441 New Borrowing / (Repayment) 18,229 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 3,859 3,963 4,070 4,172 4,276 4,383 4,497 4,641 4,766 4,914 6,724 6,795 7,006 7,174 7,339 7,500 7,592 7,772 7,958 8,142 1,930 2,092 2,897 3,024 3,143 3,272 3,400 3,491 3,575 3,663 1,846 1,927 2,007 2,062 1,933 1,787 1,850 1,907 1,968 2,033 1,650 1,700 1,747 1,794 1,853 1,907 1,974 2,035 2,100 2,170 16,009 16,477 17,727 18,226 18,544 18,849 19,313 19,846 20,367 20,922 7,964 8,284 8,539 8,476 8,454 8,680 8,694 8,924 9,138 9,362 21,406 22,855 23,599 24,968 27,373 28,694 30,330 31,838 32,430 32,881 5,797 6,746 7,890 8,179 8,547 8,772 8,974 9,152 9,294 9,408 3,436 3,623 3,649 3,711 3,968 4,066 4,127 4,373 4,434 4,395 6,577 7,031 7,133 7,411 7,989 8,958 9,058 9,492 9,656 9,677 6,252 6,760 7,079 7,350 7,781 7,975 8,242 8,995 9,317 9,429 51,432 55,299 57,889 60,095 64,112 67,145 69,425 72,774 74,269 75,152 35,423 38,822 40,162 41,869 45,568 48,296 50,112 52,928 53,902 54,230 ( 11,874) ( 13,960) ( 14,613) ( 15,040) ( 16,893) ( 17,264) ( 18,341) ( 20,362) ( 20,809) ( 21,125) 7,184 6,901 6,762 6,761 7,303 7,524 7,761 7,575 7,890 8, ,224 1,467 1,743 2,201 2,783 3,164 3,598 4,042 31,075 32,365 33,535 35,057 37,721 40,757 42,315 43,305 44,581 45,240 9,096 8,635 8,934 8,107 8,393 8,906 9,772 9,098 9,881 9,391 14,280 20,450 18,999 43,741 36,063 24,979 9,029 12,185 6,577 7,693 23,376 29,085 27,933 51,848 44,456 33,885 18,801 21,283 16,458 17,084 1,651 1,530 1,791 1,651 1,705 1,767 1,690 1,748 2,031 1,866 4,220 3,886 3,099 13,312 15,235 10,604 1,805 1,015 1,380 1, ,235 1,441 1,477 1,514 1,552 1,592 1,643 1,688 1,740 7,184 6,901 6,762 6,761 7,303 7,524 7,761 7,575 7,890 8,093 9,610 15,533 14,840 28,647 18,699 12,438 5,953 9,302 3,469 3,780 23,376 29,085 27,933 51,848 44,456 33,885 18,801 21,283 16,458 17, Year Plan 2009/19

82 Groups of Activities environmental sustainability and health Regulatory What the Council does The Regulatory Activity provides services in five areas animal control, building control, land administration, public health, and planning. Animal Control the Council provides a 24/7 service to respond to complaints about wandering or stray animals, barking dogs, or animal attacks. The Council also operates an animal pound within the City. Building Control the Council processes applications for building consents, undertakes inspections during construction and provides advice and information to customers. It ensures compliance with regulation and undertakes any required enforcement action. Planning the Council processes resource consent applications, provides advice and information to customers, ensures compliance with regulations, and undertakes any required enforcement action. The Council provides residents with information about what they can and cannot do in developing land and resources. Land Administration this includes graffiti removal, issuing street numbers and names, processing requests for Land Information Memoranda and Residential Property Enquiries, maintaining the Property Issues database, providing customer advice, reviewing and auditing building warrants of fitness, and inspecting vehicle crossings and pools. Public Health the Council inspects food-related premises, hairdressers, funeral parlours, swimming pools and grease traps; enforces noise controls, vermin, hygiene and hazardous substances controls; enforces the Sale of Liquor Act for compliance with licensing provisions; enforces gambling and prostitution laws; and enforces Council bylaws relating to signs, footpath furniture, abandoned vehicles, overgrown trees and shrubs, and litter. Why the Council does this and its contribution to Council vision and major goals This Activity contributes to all of the Council s major City goals. PART ONE 125

83 Groups of Activities environmental sustainability AND health It makes the City a more attractive place to live by making sure that people and businesses comply with the rules that help make the City a better place to live and help keep people safe and healthy. For example, animal control, building regulations and commercial food place standards. It also minimises the negative effects of the different activities that can occur in a city, e.g. noise, overgrown trees and disruptions that occur along residential and industrial boundaries. The Council has a 'business friendly' emphasis to help ensure that Palmerston North is an attractive and easy place to do business. These both make the City a more attractive place to do business. It also helps to make sure that buildings and the urban environment are developed in a safe and sustainable way by enforcing planning rules and legislation. More detail on how this happens is set out for each of the Activity's five key areas: Animal Control Animals such as dogs are popular pets, however it is recognised that there is a potential for these animals to pose a nuisance to other residents, and in some cases to cause serious injury. To minimise the risk of injury to people from animals, the Council provides animal control services. This ensures that people can have the freedom to keep animals and pets, while minimising the impact on other residents. Building Control The Council provides this role to facilitate safe residential and commercial building in the City in accordance with the Building Act. Building construction is a complex and technical matter. Buildings are required to be inspected and consented by an accredited building consent authority, to make sure that the building is constructed to appropriate standards for safety. The Council became an accredited building consent authority in 2007, enabling it to carry out building inspections and issue building consents. Planning The Council provides planning services and information so people and businesses can develop land and other resources in a way that fits with the surrounding community and environment. It does this by ensuring the developments are in accordance with the District Plan and the Resource Management Act. Land Administration The Council provides a wide range of land administration services to make information available to the residents and businesses, ensure emergency services can locate properties without delay or confusion, minimise the negative effects of graffiti, and ensure vehicle crossings and swimming pools are safe. Public Health The Council provides public health services to ensure a high standard of hygiene is maintained throughout the City, in particular at food premises. Maintaining high standards of hygiene means people can eat at restaurants and cafés without worrying about whether the food is safe to eat. As a part of providing public health services, the Council also ensures that regulations and bylaws set by the Council are enforced. By enforcing bylaws such as the liquor ban, and licensing pubs, and liquor wholesalers, the potential for disorderly behaviour is minimised, so residents and visitors can feel safer in the City Year Plan 2009/19

84 Groups of Activities environmental sustainability and health How people can judge the Council s success Levels of Service The Council provides a 24/7 30 minute response service for dog attacks. Performance Measures 100% of complaints regarding dog attacks are responded to by the Animal Control Officer within 30 minutes of the call being received by Council. (Achieved in 2007/08.) Residents satisfaction with the Council's control of dogs is maintained or increased. The average of the last two surveys is 79% very/fairly satisfied and 8% don't know/neutral. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The Council ensures that building work is safe and in accordance with the Building Act by processing building applications, inspecting construction work and providing information and advice. The Council ensures an acceptable level of satisfaction from customers in the delivery of planning services. The Council ensures that resource consent applications are processed within the statutory timeframe. 90% of building consent applications are processed to meet statutory timeframes. (This was not measured in 2007/08. The Council believes that within current budgets 90% is a realistic baseline target. The Council will seek to improve this each year through internal processes, audits and quality management systems.) The Council maintains its status as an accredited building consent authority. (Currently achieved.) At least 80% of respondents are very or fairly satisfied with Council's resource and building consent services. Measured by an annual survey, commencing in 2009/10. (This is a new measure.) 90% of resource consent applications are processed to meet statutory timeframes. (This was not measured in 2007/08. The Council believes that within current budgets 90% is a realistic baseline target. The Council will seek to improve this each year through internal processes, audits and quality management systems.) PART ONE 127

85 Groups of Activities environmental sustainability AND health Levels of Service The Council ensures all graffiti complaints are recorded, assessed and actioned. The Council processes food licence applications and ensures compliance with Public Health Regulations. The Council provides a 24/7 one hour response service for noise complaints. The Council manages its Regulatory Activity in a financially responsible way. Performance Measures 100% of all graffiti tagging that meets Council criteria (e.g. in high profile areas such as main and arterial roads, the CBD and suburban shopping centres) is actioned for removal within one working day of receiving the owner's authorisation for contractors to remove. (This is a new measure.) 100% of Registered Premises selling food (and have been operational for three months or more) are inspected once a year and comply with the Council's Safefood Hygiene Bylaw or are actively addressing any noncompliance issues through an approved action plan. (Currently achieved.) 100% of 'high-risk' food premises that have been operational for nine months or more are inspected twice a year. ('High-risk' are food premises with food types which, if contaminated, are likely to cause food poisoning.) (Currently achieved.) 95% of complaints are responded to within one hour. (This is a new measure.) Residents satisfaction with the Council's noise control is maintained or increased. The average of the last two surveys is 82% very/ fairly satisfied and 10% don't know/neutral. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The budget set by the Council is not exceeded. (New performance measure.) Major issues and projects in the next 10 years In the late 1990s central government changed building regulations to allow untreated timber to be used as house framing in new houses. Some of the homes built this way have leaked and the untreated timber is now rotting. This was compounded by changes in cladding systems, construction techniques and a lack of technical knowledge by those involved in the industry which all contributed to the building of homes that have turned out to not be weather tight. These buildings have to be fixed and this is expensive. A number of builders and developers have gone out of business to avoid meeting their share of the costs with this problem. Central Government has not offered any financial assistance and has left Councils on their own to bear the full financial cost of poor building designs Year Plan 2009/19

86 Groups of Activities environmental sustainability and health The Council has previously been able to fund its obligations through its insurance cover with RiskPool. RiskPool is a local government mutual organisation. Because of the number of claims it received it has now decided that it will not cover any new leaky homes claims. Hence the Council has to meet any leaky homes costs directly. It is difficult to anticipate the number of claims the Council will face. However Council has taken a prudent approach and assumed there will be an increasing number of claims in the next few years and the average cost per claim for the Council will increase. The Council is an accredited Building Consent Authority under the Building Act However, there are ongoing costs to maintain that accreditation such as auditing Council s building consent processes, ongoing training for new and existing staff. The Council has budgeted $100,000 per year to maintain accreditation so that it can continue to issue building consents. Significant negative effects There are no significant negative effects from this Activity. Hence it has included $1 million dollars plus inflation in each of the next three years budgets, with reducing amounts in the following years. Technology developments provide an opportunity for the Council to improve its services and increase efficiency. In 2009/10, the Council will commit $20,000 to formulating a business case for developing online regulatory services. A successful implementation could lead to, for example, improvements in building consent applications and potentially lead to lower compliance costs. PART ONE 129

87 Groups of Activities environmental sustainability AND health regulatory Activity 2008/09 $000's Revenue 380 Animal Control 2,206 Building Control 418 Land Administration 406 Public Health 812 Resource Consents 4,222 Total Revenue expenses 579 Animal Control 3,079 Building Control 747 Land Administration 1,227 Public Health 1,168 Resource Consents 6,800 Total Expenses 2,578 Net Operating Cost of Activity Group Rating Requirements ( 33) Less Depreciation 14 Plus Net Capital Renewal (3 Year Average) 2,559 RATES REQUIREMENT Capital Expenditure 14 Renewal 14 New 28 Total Capital Expenditure funded by 14 Rates 14 New Borrowing / (Repayment) 28 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,690 1,735 1,782 1,827 1,872 1,919 1,969 2,032 2,087 2, ,006 1,031 1,056 1,084 1,119 1,149 1,184 3,859 3,962 4,071 4,172 4,276 4,383 4,497 4,642 4,766 4, ,086 4,305 4,428 4,255 4,116 4,070 3,982 4,093 4,204 4, ,250 1,285 1,322 1,353 1,382 1,500 1,523 1,564 1,601 1,642 1,153 1,182 1,217 1,247 1,277 1,313 1,337 1,373 1,407 1,443 7,965 8,284 8,540 8,477 8,454 8,681 8,695 8,923 9,137 9,362 4,106 4,322 4,469 4,305 4,178 4,298 4,198 4,281 4,371 4,448 ( 200) ( 198) ( 195) ( 192) ( 186) ( 95) ( 4) ( 4) ( 4) ( 4) ,906 4,124 4,281 4,120 3,999 4,203 4,194 4,277 4,367 4, ( 7) ( 7) Year Plan 2009/19

88 Groups of Activities environmental sustainability and health regulatory operating programmes ID Name 30 Developing a Business Case for the Introduction of Web Based Regulatory Services 130 Earthquake Prone Buildings - Assessment of Compliance with the Building Act 250 Settlement of Claims Over Weathertightness Problems in Homes Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,000 1,027 1, ,020 1,144 1, regulatory capital renewal ID Name 40 Noise Measuring Equipment for Noise Complaints - Rolling Replacement Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 131

89 Groups of Activities environmental sustainability AND health Roading and Parking What the Council does The Council manages and develops a network of 472 km of roads, 65 bridges, 505 km of footpaths, 7,615 streetlights, over 9,000 signs and 3,700 car parking spaces and other amenities. The Council manages the roading network for the safe and efficient flow of all traffic motor vehicles, cycles and pedestrians. As part of this it discourages inappropriate (eg heavy vehicles) traffic activity in residential areas. It provides suitable roads for heavy transport. The Council also works with groups such as the Disabled Persons Assembly to make sure that roads and footpaths are accessible to everybody. Horizons Regional Council is responsible for providing public transport services, but the City Council provides terminals and suburban bus stops that are convenient and comfortable for passengers. The Council develops and implements a Roading and Parking asset management plan to ensure that these assets can deliver agreed levels of service to existing and future residents in the most cost effective way. This involves: maintaining the condition and reliability of the assets maintaining the technical performance of the assets maintaining user satisfaction acting in an environmentally sustainable way incorporating technical advances as appropriate (or as they arise). Why the Council does this and its contribution to Council vision and major goals The Roading Activity contributes to all three of the Council s major goals for the City: 1. People wanting to live here (because of the easy lifestyle) People want to be able to move easily around Palmerston North. This means that the roads are safe and that intersections and traffic signals allow traffic to flow freely. Cyclists want safe and cycle friendly access along key routes, such as to schools. Pedestrians want well maintained footpaths free from defects, overhanging trees and vehicles parked on them. They want pedestrian crossings to be safe and easy to use for everybody Year Plan 2009/19

90 Groups of Activities environmental sustainability and health Roads and footpaths need to be well designed and maintained but the impact of road works needs to be minimised. 2. Environmental sustainability: The Roading and Parking Activity does have some potential significant negative effects of the environment but it works hard to minimise and mitigate these. The negative impacts can include: water run-off pollution from road traffic and air emissions from road transport and their associated health impacts traffic noise and vibration community severance relating to heavy traffic on strategic and arterial routes loss of productive and recreational land taken for transport infrastructure visual intrusion of roads and degradation of amenity values public health risks associated with traffic accidents energy use for street lighting. In response to these the Council: makes roading improvements to minimise traffic delays and hence air pollution improves road surfaces in the urban areas to keep road noise to a minimum without compromising safety weighs up all issues during planning of new roads plants approximately additional street trees each year promotes alternative means of transport eg public transport and walking and cycling carries out crash reduction studies every three years. It then carries out remedial work on those areas with a high number of crashes installs energy efficient street lighting as the network is maintained and upgraded. 3. Businesses want to be here: Businesses also depend on roading and parking to ensure the efficient movement of goods and services, and so that their customers can easily reach their businesses. Asset condition and performance The City s roads are generally in an average condition. ( Average means that they have been assessed as being well maintained and not deteriorating. Hence they are fit for their everyday usage.) However, the volume of road pavement (surface) defects is increasing. In response, a preventative maintenance schedule has been introduced to reduce reactive maintenance and retain road pavements at an acceptable condition for the foreseeable future. Pavement roughness data indicates that Palmerston North road pavements are smoother than the national average on all levels of roads. Urban arterial roads will experience continued traffic growth, as the population increases and new development occurs. Significant future heavy traffic growth is anticipated in expanding industrial areas. Plans are in place to address this through intersection upgrades, road widening, traffic signal installation and road widening. A new bridge crossing over the Manawatu River is part of this planning - see page 136 for more information. There has been a steady trend of reduced injury accidents on the City s roads over the past 25 years, with a decrease of approximately 25% over the past 10 years. Fatal and injury crashes did show an out of character increase in the 2007 year. Recent assessment identified that the overall condition of footpaths is average, with 3% requiring replacement over the next three years and 55% requiring varying levels of maintenance over the next 10 years. Dedicated cycleways are in good condition. Seven percent (250) of pram crossings are in bad structural condition and not suitable for PART ONE 133

91 Groups of Activities environmental sustainability AND health any pedestrian use and 26% (900) are not suitable for wheelchair or mobility scooter operation. How people can judge the Council s success The overall standard of street lighting is satisfactory, although some portions of the City still remain non-compliant with the national standard for street lighting. Nearly all (90%) the City s traffic signals were upgraded between 1995 and 2008, and accordingly most are in good condition. The Council does receive complaints about traffic light phasing and it carries out ongoing work to improve the system and hence increase the efficiency of traffic flows. On-street and off-street carparks are well maintained and there is no deferred maintenance. Parking occupancy surveys show that the peak weekday parking within the ring road occurs on a Friday with over 80% of carparks occupied. When occupancy levels rise above 90% it becomes increasingly difficult to find a park. There is an estimated shortfall of 200 to 300 short-term parking spaces inside the ring road, particularly in the north east quadrant but with increased fuel costs this need has reduced. The 5,510 spaces available for all-day parking is greater than the current estimated demand of 5,220. Levels of Service The Council provides a roading network as identified in the Transportation Management Plan that has easy and comfortable movement for vehicles throughout the City with a high level of safety and a low level of delays. The Council provides footpaths that are smooth and free of hazards, and pram crossings that are safe and easy to negotiate for a wide range of users. Performance Measures Residents satisfaction with roads is maintained or increased. The average of the last three surveys is 82% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Maintain the overall good rating for the smoothness of sealed City roads (as measured in an independent audit). (This is a new measure.) Average delay at key intersections not to exceed 25 seconds per vehicle for all approaches over a continuous period of two hours. (In 2007/08 average delay was 20 seconds.) A 24 hr, 7 day call out service is available for system failures. (This is a new measure.) Residents satisfaction with footpaths is maintained or increased. The average of the last three surveys is 75% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Reduce the % of footpaths that receive a 4 or 5 rating on a 5 point scale. (Measured by a Citywide two-yearly footpath survey - not measured in 2007/08.) Year Plan 2009/19

92 Groups of Activities environmental sustainability and health Levels of Service The Council provides facilities which encourage more travel using active and/or public transport modes that are consistent with the Manawatu Active Transport Strategy. The Council provides a streetscape that is attractive, safe, clean and well lit at night. The Council maintains and develops the roading system to meet the current and future needs in a cost-effective way. The Council provides parking that is conveniently available throughout the City to meet the needs of retailers, shoppers, commuters and visitors. The Council manages its Roading and Parking Activity in a financially responsible way. Performance Measures The number of trips by cyclists increases. (This is a new measure.) The number of trips made by public transport increases. (This is a new measure.) Residents satisfaction with street lighting is maintained or increased. The average of the last three surveys is 89% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) A 20 year asset management plan is in place for Roading and Parking. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) Provision of at least 990 off-street car parks in CBD. (In 2007/08 1,071 parks were provided.) Residents satisfaction with parking is maintained or increased. The average of the last three surveys is 70% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The budget set by the Council is not exceeded. (New performance measure.) Major issues and projects in the next 10 years The Council is putting more emphasis on enabling and encouraging active transport (cycling and walking) plus alternative public transport provision. For example - footpath extensions, additional bike amenities, maintenance and development of the cycling network, and passenger transport asset improvements. This is part of the Council s push towards environmental sustainability. PART ONE 135

93 Groups of Activities environmental sustainability AND health Strategic Roading The City Council is working with Manawatu District Council, Horizons Regional Council and the New Zealand Transport Agency (NZTA) to develop a coordinated strategic roading network linking the City to the surrounding region. The current roading network has a number of deficiencies in terms of: providing efficient routes for intra-regional traffic, particularly travel between Feilding and Palmerston North responding to heavy traffic access to and from the ongoing development in the North East Industrial Zone (around the airport); mitigating the effect of closing Milson Line required to meet new airport safety standards and extend the runway. The Councils and the NZTA have been developing a package of improvement works to address these deficiencies, including consideration of timing and funding. The package proposal for implementing a more effective roading strategy is essentially based on an outer rural ring road around Palmerston North, with links to Feilding and the wider district. The Palmerston North City Council is working with the other agencies to develop this outer rural ring road, which will have benefits in relieving traffic congestion by getting through traffic off residential streets such as Vogel Street, Milson Line, Ruahine Street and Featherston Street, Tremaine Avenue and Rangitikei Street. It will also to make it easier for some residents to drive from one side of the urban area to the other. If this through and cross traffic is not removed from the urban area, then the Council will have to carry out disruptive and expensive developments on roads such as those identified above. The outer rural ring road includes the proposed new bridge crossing over the Manawatu River, located at Te Matai Road / Staces Road (for more information see the next section). The City Council, Manawatu District Council, Horizons Regional Council and the New Zealand Transport Agency have been discussing these plans for several years now. With the change in government, NZTA funding is now linked to projects that are confirmed through formal strategic roading strategies. It is also important that all of the previous discussions are reviewed in a formal joint study that sets out an agreed way forward for all organisations to follow. Hence, all of the organisations listed above will take part in a Joint Strategic Roading Study. The study will look at projected traffic flows over the next 30 years to identify a transportation network that will meet regional and local economic and social needs, as well as central government s land transportation policy needs. A lot of the background work has already been done and the study is expected to be completed by December A major part of the study will be a consideration of a new bridge across the Manawatu River, alongside other strategic roading concepts. New Bridge One of the biggest projects in the 10 Year Plan is a new bridge across the Manawatu River at Te Matai Staces Rd. The bridge received many submissions, with roughly even numbers in support and in opposition. The Council carefully considered this issue and decided to leave the Te Matai bridge in the 10 Year Plan Year Plan 2009/19

94 Groups of Activities environmental sustainability and health Current Preferred Bridge Site It is important to note that the Plan sets out Council s intention to build the new bridge at Te Matai subject to the Council receiving funding from NZTA. This means it is subject to the outcomes of the joint strategic roading study referred to above and subject to sufficient traffic flow projections to justify the NZTA funds. NZTA will not fund its share of the bridge if there is not enough projected traffic to justify it. In that case the bridge will not go ahead in the timeframes indicated in the 10 Year Plan. Planning for a new bridge is a long term process. If the Council does not start now it may lose the NZTA subsidy available on a regional basis. If this was to occur and at a future date the Council then decided that a bridge was necessary, the full costs of $61 million (based on the Te Matai site costs) may have to be met from local sources (ratepayers and developers). Or, the Council will need to wait for some considerable time for NZTA funding. And the bridge would be competing for this funding with other projects on a national basis. PART ONE 137

95 Groups of Activities environmental sustainability AND health The projected cost of the Te Matai bridge is estimated to be about $61 million. The Council has assumed that the NZTA will pay at least $34 million of this (in the draft Plan we assumed $26m). This increase reflects recent changes in NZTA funding policy. The Council has also assumed it will collect $15 million from contributions paid by developers. On this basis the Council will need to pay for the remaining $12 million from rates. The Council will borrow this $12 million (plus the $15 million which will be progressively paid back from development contributions). The Council s total debt for all the capital projects in the 10 Year Plan means that the Council will marginally exceed one of its self imposed debt limits for three years from 2014/15. There is a possibility that the Council will get a bigger subsidy from NZTA. The Regional Transport Committee considers the Te Matai Bridge to be of significant regional importance and accordingly the Council will apply for an increased subsidy. This would increase NZTA s contribution to $47.5 million and reduce the sum payable by ratepayers. The Council s decision to site a bridge at Te Matai was part of a long process. In the 1980s traffic congestion on Fitzherbert Avenue was a major problem. The Council widened the Avenue by putting an extra two lanes on the Avenue and the Fitzherbert Bridge (which effectively was like putting in a new bridge). It also started to look for a new bridge site. Initially the preferred site was Maxwell s Line. This was linked to proposed urban growth in the Keebles Bush and Linton areas. However, this was found not to be compatible with the Defence Force activities at Linton. The Defence Force concurred with this view. The Council then reviewed its Transportation Management Plan. This review showed that demand for another bridge was upstream of the Fitzherbert Bridge. This was because urban growth was occurring in Aokautere and Turitea, and major industrial developments - that would lead to heavy traffic movements - were planned for the airport area. The Council looked at several sites, including Albert and Ruahine Streets. Both of these options received considerable public opposition. This shows it is very difficult to put major new roading routes through existing residential areas. The site of any new bridge depends upon urban and industrial growth. Considerable industrial growth is happening around the airport and this generates major traffic flows. The Te Matai Road bridge will provide strong inter-regional links from the City to the east of the Manawatu River and beyond to the Hawkes Bay, Wairarapa and Wellington. The Council is still to decide on its preferred urban growth sites, but growth is currently occurring in residentially zoned land in the Aokautere and Turitea areas. The Council will decide on its future urban growth areas by early It will share information on urban growth with Strategic Road study during this time. While many more decisions that will affect the final approval for construction of a bridge still need to be made, inclusion of the bridge in the 10 Year Plan keeps Council s options open and helps protect central government funding contributions. (For budget information see page 143.) Year Plan 2009/19

96 Groups of Activities environmental sustainability and health Major Upgrade of the Main Urban and Inter-regional Bus Terminal The Council has increased funding for this project from $3 million in the draft Plan to $10 million in the final Plan. This project is part of the Council s goal of making Palmerston North a leading city in the quest to be sustainable, by improving suburban bus services so that fewer people use private cars. It is important to note that this change makes budget provision for possible land purchase for a new urban bus (and possibly) inter-regional coach terminal in years two to four. This is still subject to further investigations on the best way forward. The Council will do this investigation in year one. The Council will then use next year s Draft Annual Plan to consult on the options that come out of this study. Final decisions on how much of the $10 million will be required will be made at that point. The upgrade of the terminals is an issue which has been under consideration by Council for some time. A consultant s report was commissioned in June 2008 to investigate options for terminal design and siting. Some of the sites investigated included land purchase in the CBD, but the cost of these options meant the focus was put on other options. The Draft 10 Year Plan was developed based on the costs of on-street options (ie, those not requiring land purchase). In February 2009 the consultant s report was presented to Council along with some further development of the recommendations. Although not part of the 10 Year Plan submissions process, this report generated deputations from the community who expressed issues with the proposed siting of the terminal. These issues were related to the impact on businesses, access, parking and safety, which would be likely to be constant for all on-street sites. Following consideration of this, Council has required that further investigation into siting and design of the facility consider all potential sites, including off-street options with land purchase. As outlined above, the Council will seek further public input before it makes a final decision on the location, type and cost of a new bus depot. (For budget information see page 142.) Other Roading Programmes In the Draft 10 Year Plan, a number of roading programmes were deleted for budget reasons. Some of these were subsequently put back into the 10 Year Plan, including: Kelvin Grove Road (Stoney Creek Road to Henaghans Road) Vertical Realignment of 5 Dips Manawatu River - Pedestrian/Cycle Bridge Pahiatua Track Hair Pin Realignment Provision of Cycle Parking Lockers Grey/Albert Streets Roundabout (For budget information see pages 142 and 143.) As part of its push towards environmental sustainability the Council will also work with major employers in the City to encourage employees to cycle, walk, care share or use public transport to get to work. Other than staff time, and some expenditure to develop a plan for the Council ($16,000 in 2010/11), this project is funded by New Zealand Transport Agency. The Council will complete the upgrades to The Square streetscapes over the 10 years of the Plan. Significant negative effects This Activity s significant negative effects are listed under the heading of Environmental Sustainability in the section on Why the Council does this and its contribution to Council's Vision and major goals (see page 133). PART ONE 139

97 Groups of Activities environmental sustainability AND health roading and parking Activity 2008/09 $000's Revenue 3,871 Parking 1,616 Roads 107 Street Facilities 482 Street Lighting 506 Traffic Services 6,582 Total Revenue expenses 1,406 Footpaths 2,023 Parking 10,144 Roads 2,243 Street Facilities 1,910 Street Lighting 1,207 Traffic Services 18,933 Total Expenses 12,351 Net Operating Cost of Activity Group Rating Requirements ( 5,136) Less Depreciation 4,583 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 11,798 RATES REQUIREMENT Capital Expenditure 6,042 Renewal 3,719 New 9,761 Total Capital Expenditure funded by 1,459 External Revenue Renewal 481 External Revenue New 759 Development Contribution 4,583 Rates 2,479 New Borrowing / (Repayment) 9,761 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 4,028 4,144 4,264 4,367 4,467 4,565 4,670 4,782 4,897 5,005 1,488 1,407 1,470 1,505 1,540 1,574 1,529 1,563 1,600 1, ,726 6,795 7,006 7,175 7,340 7,501 7,592 7,772 7,958 8,141 1,389 1,505 1,521 1,534 1,628 1,641 1,657 1,757 1,774 1,788 1,846 1,875 1,931 1,971 2,024 2,078 2,106 2,142 2,186 2,219 12,268 13,337 13,883 15,036 16,954 17,963 19,356 20,418 20,817 21,103 2,175 2,249 2,309 2,419 2,576 2,767 2,911 3,025 3,095 3,155 1,764 1,795 1,831 1,861 1,935 1,965 1,995 2,076 2,110 2,142 1,964 2,095 2,124 2,148 2,255 2,280 2,304 2,420 2,448 2,474 21,406 22,856 23,599 24,969 27,372 28,694 30,329 31,838 32,430 32,881 14,680 16,061 16,593 17,794 20,032 21,193 22,737 24,066 24,472 24,740 ( 7,083) ( 8,105) ( 8,374) ( 8,683) ( 9,896) ( 10,106) ( 11,211) ( 12,413) ( 12,749) ( 13,013) 2,709 2,808 2,906 2,937 2,983 3,032 3,157 3,260 3,463 3, ,055 1,214 10,418 10,904 11,412 12,415 13,576 14,713 15,462 15,808 16,241 16,509 4,321 4,160 4,757 4,480 4,628 4,826 4,658 4,817 5,467 5,141 8,184 9,522 10,090 31,538 28,990 20,492 4,377 2,949 3,857 4,508 12,505 13,682 14,847 36,018 33,618 25,318 9,035 7,766 9,324 9,649 1,651 1,530 1,791 1,651 1,705 1,767 1,690 1,748 2,031 1,866 4,220 3,886 3,099 13,312 15,235 10,604 1,805 1,015 1,380 1, ,017 1,049 2,709 2,808 2,906 2,937 2,983 3,032 3,157 3,260 3,463 3,568 3,497 4,714 6,182 17,228 12,782 8,979 1, ,433 1,561 12,505 13,682 14,847 36,018 33,618 25,318 9,035 7,766 9,324 9, Year Plan 2009/19

98 Groups of Activities environmental sustainability and health Roading and parking operating programmes ID Name 43 Aokautere Bypass - Future Roading Investigations 366 City Wide - Footpath Grinding 371 City Wide - Reinstating Bridge Inspections 352 City Wide - Travel Planning for Major Organisations 388 Cycle/Pedestrian Bridge Investigation 280 Intercity Bus Terminal - Grant for Lease Costs 430 North-East Strategic Roading - Contribution to Manawatu District 429 Regional Strategic Roading - Joint Study 372 Scotts Road and Forest Hill Road - Additional Maintenance 369 Telecom Contribution (in conjunction with Powerco) for the Undergrounding of Wires Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s / / / / / / / / / / $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s Roading and parking capital renewal ID Name 414 C/Forward - Kerb & Channel 08/ C/Forward - Sub Street Light Upgrade 139 City Wide - Asphalt (Hot Mix) Resurfacing 181 City Wide - Bus Shelter Upgrades and Replacements 123 City Wide - Chip Seal Resurfacing 64 City Wide - Footpath Upgrades and Replacements 82 City Wide - Off Street Parking Resurfacing, Remarking and Signage Replacement 122 City Wide - Road Drainage Upgrades 115 City Wide - Sealed Pavement Upgrades 74 City Wide - Street Light Upgrades 155 City Wide - Street Tree Replacements 175 City Wide - Traffic Signals Upgrades 162 City Wide - Vehicle Crossing Upgrades 42 Parking Enforcement Ticket Machines - Rolling Replacement Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,010 1,050 1,091 1,128 1,166 1,203 1,243 1,286 1,330 1, ,010 1,043 1,077 1,112 1,151 1,190 1, ,321 4,161 4,757 4,481 4,628 4,825 4,657 4,817 5,466 5,140 2,670 2,631 2,966 2,830 2,923 3,058 2,967 3,069 3,435 3,274 PART ONE 141

99 Groups of Activities environmental sustainability AND health Roading and parking capital new ID Name 217 Airport Drive (Extension to Railway Road) - Contribution for Construction to Arterial Road Standard 204 Ashhurst - General Streetscape Improvements 150 Broadway Avenue (Princess Street to Ruahine Street) - Bus Stop Improvements 400 C/Forward - Active Transport Implementation 398 C/Forward - Misc Minor Safety 401 C/Forward - Passenger Transport Improvements 399 C/Forward - Railway Road Upgrade 402 C/Forward - Rural Ring Road Development 151 Cambridge Avenue/Guildford Street, Ashhurst - Bus Shelter Construction 152 Cambridge Avenue/Guildford Street, Ashhurst - Streetscape Improvements 243 City Centre - Major Upgrade of Main Bus Terminal (Urban and Inter-regional Services) 148 City Wide - Bus Stop Improvements 120 City Wide - Footpath Extensions 138 City Wide - Improvements to Cycle/Pedestrian Crossing Points 279 City Wide - Minor Road Safety Improvements 114 City Wide - New Cycle Stands and Shelters 163 City Wide - New Street Tree Planting 28 City Wide - Provision of Cycle Parking Lockers 201 City Wide - Roading Subdivision Contributions 241 City Wide - Widening of Rural Road Shoulders 329 College Street / Pitama Road Intersection - Safety Improvements 228 Eastern Roading Corridor - Arterial Link from Napier Road (SH3) to Bunnythorpe 314 Ferguson / Ruahine Street Intersection - Roundabout Installation 307 Ferguson Street (Linton Street to Pitt Street) - Road Widening and Traffic Signal Installation 25 Forest Hill Road - Seal Extension 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , ,544 4,765 4, , Year Plan 2009/19

100 Groups of Activities environmental sustainability and health ID Name 168 Future Urban Growth Area A (yet to be identified) - New Supporting Roads 169 Future Urban Growth Area B (yet to be identified) - New Supporting Roads 323 Grey / Albert Streets - Roundabout Installation 238 Grey Street - Clearway for Additional Traffic Growth 142 Grey/Ruahine Streets Intersection - Cycle/Pedestrian Improvements 167 James Line - Reconstruction to Meet Urban Roading Standards (several sections) 159 Kelvin Grove Road (Stoney Creek Road to Henaghans Road) - Vertical Realignment of 5 Dips 57 Manawatu River - Pedestrian/Cycle Bridge Construction 187 Manawatu River - Te Matai/Staces Road Bridge 235 Manawatu River (Ashhurst to Napier Road Drain) - Sealed Cycle/Pedestrian Pathway 232 Manawatu River (Napier Road Drain to Maxwells Line) - Sealed Cycle/Pedestrian Pathway 170 Mangaone and Kawau Streams Urban Bridges (Stage 1) - Widening for Cyclists 171 Mangaone and Kawau Streams Urban Bridges (Stage 2) - Widening for Cyclists 172 Mangaone Stream Stopbanks - Construction of Cycle/Pedestrian Pathway 118 Pahiatua Track - Hair Pin Realignment 324 Park Road / Cook Street - Roundabout Installation 434 Parnell Heights Linkage 116 Railway Road - Cycle/Pedestrian Pathway 223 Railway Road (from the Overbridge to El Prado Drive) - Road Reconstruction 226 Railway Road (from the Overbridge to Vogel Street) - Cycle Improvements, Including Overbridge Clip Ons 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , ,094 1, ,327 3, ,800 1,482 1,525 21,272 21,761 11, ,587 1, , PART ONE 143

101 Groups of Activities environmental sustainability AND health ID Name 303 Rangitikei Street (SH3) / Featherston Street Intersection - Land Purchase for Intersection Upgrading 286 Rangitikei Street (SH3) / Tremaine Avenue Intersection - Traffic Signals Upgrade 26 Scotts Road - Seal Extension 247 The Square (Church Street from Plaza to Square Edge) - Streetscape Upgrade 248 The Square (Main Street East to Church Street) - Streetscape Upgrade 244 The Square (Rangitikei Street to Main Street East) - Streetscape Upgrade 209 The Square (Main Street West to Rangitikei Street) - Streetscape Upgrade 273 Walding Street - Traffic Safety Improvements Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s - 1, , , ,184 9,522 10,091 31,536 28,989 20,494 4,378 2,948 3,857 4,508 3,536 4,892 6,123 17,334 12,841 8,954 1, ,460 1, Year Plan 2009/19

102 Draft Land Transport Programme 2009/12 This document provides the information required by the Land Transport Management Act. Outstanding Payments There are no outstanding payments. Expenditure Funded by Tolling Revenue Nil. Objectives of Activities and How they Contribute to the Act The purpose of the Act is to contribute to the aim of achieving an affordable, integrated, safe, responsive, and sustainable land transport system: maintenance of the network ensures that it remains fit for purpose and does not deteriorate. It contributes to the purposes of integration, safety and sustainability improvement and replacement of roads ensures that the network meets the ongoing demands placed upon it. It contributes to the purposes of safety, responsiveness and sustainability administration guides the processes necessary to achieve the activities and thereby contributes to integration, safety, responsiveness and sustainability safety administration contributes to the purpose of safety. Council supports the activities of New Zealand Transport Agency and the Police by the provision of advice on local priorities. No funded projects are programmed. Assessment of Activities This land transport programme takes into account how each activity or activity class: a) assists economic development b) assists safety and personal security c) improves access and mobility d) protects and promotes public health e) ensures environmental sustainability. These matters are addressed in Table 10. This land transport programme takes into account the New Zealand Transport Strategy, the National Energy Efficiency and Conservation Strategy, and the draft Regional Land Transport Strategy for the Manawatu/Wanganui Region 2009/2019. The Palmerston North City Council s Land Transport Programme focuses on maintaining the current roading asset that has been developed to meet the transport needs of the City and to maintain the required levels of service as identified in the PART ONE 145

103 Council s Transportation Management Plan In so doing it supports the New Zealand Transport strategy, has a vision of: People and freight in New Zealand have access to an affordable, integrated, safe, responsive, and sustainable transport system. The programme is complementary with the Regional Passenger Transport Plan, where the public transport needs of the district are addressed. Consultation Consultation on the programme has been carried out in association with the 10 Year Plan, and the specific organisations set out in the Act have been provided with a draft of the document, with an invitation to comment or to seek further information. Steps for Developing Options and Alternatives Options and alternatives are considered by professional advisers at the micro level within the various activities in order to deliver the services at the least cost. Long Term Financials Forecast The long term financial forecasts are identified in Tables 8 and 9. Funding 2009/10 NZTA NO. Work Category $'000s TABLE 1: Activity Class 1 - Transport Planning 2 Studies and Strategies 63 TABLE 2: Activity Class 2 - Demand management and community programmes 432 Community programmes 114 TABLE 3: Activity Class 3 - Walking and Cycling Facilities 451 Pedestrian facilities Cycle facilities 88 TABLE 4: Activity Class 5 - Public Transport Infrastructure 531 Passenger Transport infrastructure Passenger Transport road improvements 118 TABLE 5: Activity Class 8 - Maintenance and Operation of Local Roads 111 Sealed pavement maintenance Unsealed pavement maintenance Routine drainage maintenance Structures maintenance Environmental maintenance Traffic services maintenance 1, Operational traffic management Cycle path maintenance Level crossing warning devices Network and asset management 884 NZTA NO. Work Category Funding 2009/10 $'000s TABLE 6: Activity Class 10 - Renewal of Local Roads 211 Unsealed roads metalling Sealed road resurfacing 1, Drainage renewals Sealed road pavement rehabilitation Structural component replacements Traffic services renewals 663 TABLE 7: Activity Class 12 - New and improved infrastructure for local roads 321 New traffic management facilities Replacement of bridges and other structures New roads 2, Road reconstruction Seal extension Advance property purchase Minor improvements Year Plan 2009/19

104 Table 8: 10 Year Financial Programme - Maintenance and Renewal of Existing Network NZTA No. Work Category 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s Activity Class 8 - Maintenance and Operation of Local Roads Total 111 Sealed pavement maintenance 112 Unsealed pavement maintenance 113 Routine drainage maintenance 114 Structures maintenance 121 Environmental maintenance 122 Traffic services maintenance 123 Operational traffic management 124 Cycle path maintenance 131 Level crossing warning devices 151 Network and asset management Activity Class 10 - Renewal of Local Roads Total 211 Unsealed roads metalling 212 Sealed road resurfacing 213 Drainage renewals 214 Sealed road pavement rehabilitation 215 Structural component replacements 222 Traffic services renewals 4,273 4,386 4,501 4,227 4,249 4,319 4,346 4,370 4,393 4, ,347 1,387 1, ,807 3,848 4,290 3,919 3,957 4,010 3,797 3,835 4,273 3, ,637 1,653 1, , PART ONE 147

105 Table 9: 10 Year Financial Programme - Improvements NZTA No. Work Category Activity Class 1 - Transport Planning 2 Studies and Strategies Activity Class 2 - Demand management and community programmes 432 Community programmes Activity Class 3 - Walking and Cycling Facilities 451 & 452 Pedestrian and cycle facilities 451 & 452 Pedestrian cycle bridge Activity Class 5 - Public Transport Infrastructure 531 Passenger Transport infrastructure 533 Passenger Transport road improvements Activity Class 12 - New and improved infrastructure for local roads 321 New traffic management facilities Ferguson/Ruahine upgrade Grey Street clearway Bourke/Walding upgrade 322 Replacement of bridges and other structures 323 New roads Te Matai Staces Road Bridge 324 Road reconstruction Strategic Roading Ashhurst street improvements Railway Road/Airport Drive Ferguson Street widening Rangitikei/Tremaine upgrade James Line upgrade Walding Street safety upgrade College/Pitama safety upgrade Park/Cook safety upgrade Grey/Albert Street roundabout Kelvin Grove Road upgrade Pahiatua Track safety upgrade 325 Seal extension Scotts Road Forest Hill Road 333 Advance property purchase Featherston Street 341 Minor improvements 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,382 1,556 1, ,327 3,400-1,500 4,500 4, ,800 1,477 1,528 21,315 21,806 11, , , , ,440 1, , Year Plan 2009/19

106 TABLE 10: Assessment of Activities Economic Development Safety and Personal Security Access and Mobility Protects and Promotes Public Health Environmental Sustainability Roading Maintenance Enables all forms of traffic to operate efficiently with minimal delay Reduces the number of crashes experienced on the network Provides ready access to private and commercial properties Reduces the number of crashes experienced on the network Minimises vehicle operating costs Improvement and Replacement of Roads Enables all forms of traffic to operate efficiently with minimal delay Reduces the number of crashes experienced on the network Provides ready access to private and commercial properties Reduces the number of crashes experienced on the network Minimises vehicle operating costs Passenger Transport Provides transport alternatives Provides facilities which ensure safe use and personal protection Provides a means of access for those who don t wish to operate a motor vehicle Provides facilities for use by other transport modes Reduces vehicle emissions and road congestion Walking and Cycling Provides transport alternatives Reduces the number of crashes experienced on the network Provides a means of access for those who don t wish to operate a motor vehicle Provides facilities for use by other transport modes Reduces vehicle emissions and road congestion Administration and Project Control Ensures all works are managed in an efficient and cost effective manner Ensures all works are managed in an efficient and cost effective manner Ensures all works are managed in an efficient and cost effective manner Ensures all works are managed in an efficient and cost effective manner Ensures all works are managed in an efficient and cost effective manner PART ONE 149

107 Groups of Activities environmental sustainability AND health Rubbish and Recycling What the Council does The Council collects, disposes or processes refuse and recyclables from households and businesses in the City. The Council operates recycling facilities at Ferguson Street, the Awapuni landfill site and the Ashhurst transfer station. The rubbish collected from kerbside collections in the City has been disposed of at the privately owned and managed Bonny Glen landfill since the Awapuni landfill closed in February The Activity also includes waste minimisation and public education services. The Council adopted a Waste Minimisation Plan in This is currently being reviewed by the Waste Minimisation Taskforce. The Taskforce is also reviewing the implications of the Waste Minimisation Act for this Activity. For more information on the review (see page 152). The Council develops and implements a Rubbish and Recycling asset management plan to ensure that these assets can deliver agreed levels of service to existing and future customers in the most cost effective way. This involves: maintaining the condition and reliability of the assets maintaining the technical performance of the assets maintaining user satisfaction acting in an environmentally sustainable way incorporating technical advances as appropriate (or as they arise). One of the key contributions this Activity makes to environmental sustainability is by diverting waste from the landfill into beneficial uses. This is a key focus of the Waste Minimisation Taskforce. The Council also ensures that gases, like methane, that are emitted from the landfill are captured so that they do not go into the atmosphere. Instead the gases are used to generate electricity to help run the Wastewater Treatment Plant. Why the Council does this and its contribution to Council vision and major goals The Rubbish and Recycling Activity contributes to all three of the Council City goals of people wanting to live here, businesses wanting to be here and environmental sustainability Year Plan 2009/19

108 Groups of Activities environmental sustainability and health People want to live in a place that helps them look after the environment by making it easy for them to recycle. They want a city to have reliable and efficient waste and recyclables kerbside collection services. They want to minimise the amount of waste that goes into landfills. Businesses also rely on the efficient collection of waste from their business. An efficient and safe waste collection and disposal is essential for the health and quality of life of the community and environment, and supports the business activities in the City. The Council also has legislative reasons for its involvement in Rubbish and Recycling: the Health Act 1956, which requires the Council to provide sanitary works, the definition of which includes works for the collection and disposal of refuse the Waste Minimisation Act 2008, which encourages waste minimisation and a decrease in waste disposal. Asset condition and performance All Awapuni landfill assets are in good condition or better. The landfill is operated in compliance with resource consents for the discharge of leachate, landfill gas, dust, odour and waste management. The transfer stations and recycling facilities are less than 10 years old and in good condition or better. The transfer station has sufficient capacity to meet current and projected waste flows although at times traffic queues are longer than desirable at all facilities. Community feedback indicates a desire for extended operating hours and the Council will review this issue as the Waste Minimisation Plan is developed. PART ONE 151

109 Groups of Activities environmental sustainability AND health How people can judge the Council s success Levels of Service The Council provides a weekly rubbish and kerbside collection of recyclables. The Council provides a waste transfer station at Ashhurst that is open on Tuesdays, 1pm-3pm, and Saturdays, 10am-4pm. The Council provides green waste disposal and recycling facilities, and environmental education. The Council provides a twice-weekly rubbish and recycling collection in the Central Business District. The Council maintains and develops the rubbish and recycling system to meet the current and future needs in a cost-effective way. The Council manages its Rubbish and Recycling Activity in a financially responsible way. Performance Measures Residents satisfaction with the Council s kerbside collection is increases. The average of the last three surveys is 79% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The transfer station is open for the stated hours. (Currently achieved.) The household collection of rubbish and recyclables is provided weekly. (Currently achieved.) The number of complaints about rubbish collection decreases (five year trend). (In 2007/08 there were 291 complaints.) The volume of waste going to the landfill is reduced. The Council and Waste Minimisation Task Force will set specific targets by June The collection of rubbish and recyclables in the CBD is provided twice weekly. (Currently achieved.) A 20 year asset management plan is in place for Rubbish and Recycling. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The budget set by the Council is not exceeded. (New performance measure.) The Council will be improving the level of service it provides for recycling collections (see the following section on major projects). Major issues and projects in the next 10 Years The Council is currently reviewing its Waste Minimisation Plan. This is in light of the new Waste Minimisation Act. The Act creates a waste minimisation levy. The funds from this can be used by Councils to improve their waste minimisation actions. The Council was assisted by a Waste Minimisation Taskforce (including community and industry representatives) to review the Waste Minimisation Plan. Consultation took place concurrent to that of the Draft 10 Year Plan, and the results of that consultation will go to a Council Committee meeting in August Year Plan 2009/19

110 Groups of Activities environmental sustainability and health The Taskforce mentioned above developed some options to improve the Council s waste minimisation actions. The main one of these is to improve kerbside collections for recycling by using wheelie bins instead of the current plastic supermarket bags. The cost of introducing this ($6 million, plus there are ongoing costs) has been included in the 10 Year Plan, but further investigation will be undertaken as to the type of bin that will be used. The Council expects this new service to add about $40.00 to the rates paid by households. Significant negative effects The Activity has the following significant negative effects. They are being managed as indicated: Leachates discharging from the landfill and sediment eroding off the landfill can result in degradation of the environment if they are not contained. Mitigation of these effects is through a system of leachate and stormwater collection and return to the wastewater treatment plant. In addition there is extensive groundwater monitoring required by resource consents for substances that may have toxic effects. The Council has also provided funding for an enhanced organic waste collection and treatment service. We have also provided funding each year to assist waste minimisation activities within the community. In the Draft 10 Year Plan, the Council proposed not to fund a community facility to assist diverting waste away from landfills (this is called a Resource Recovery Park). However, as a result of consultation, we have now decided to include funding for this for the years 2011 to This funding will be subject to a feasibility study being undertaken between 2009 and Various gases including methane, ammonia, hydrogen sulphide and nitrogen may be produced in the landfill and released into the atmosphere. A grid of collection wells has been established on the landfill with the collected gas being used for energy generation. This greatly reduces release of environmentally harmful emissions. PART ONE 153

111 Groups of Activities environmental sustainability AND health rubbish and recycling Activity 2008/09 $000's Revenue 865 Recycling 905 Waste Collection 1,770 Total Revenue expenses 3,592 Recycling 1,267 Waste Collection 4,859 Total Expenses 3,089 Net Operating Cost of Activity Group Rating Requirements ( 16) Less Depreciation - Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 3,073 RATES REQUIREMENT Capital Expenditure - Renewal 3,205 New 3,205 Total Capital Expenditure funded by 100 External Revenue New - Rates 3,105 New Borrowing / (Repayment) 3,205 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,616 1,663 1,701 1,748 1,788 1,840 1,885 1,936 1,120 1,199 1,281 1,361 1,442 1,525 1,612 1,650 1,690 1,727 1,930 2,092 2,897 3,024 3,143 3,273 3,400 3,490 3,575 3,663 4,234 5,093 6,140 6,341 6,616 6,747 6,853 6,980 7,068 7,134 1,563 1,654 1,749 1,839 1,931 2,025 2,122 2,172 2,226 2,274 5,797 6,747 7,889 8,180 8,547 8,772 8,975 9,152 9,294 9,408 3,867 4,655 4,992 5,156 5,404 5,499 5,575 5,662 5,719 5,745 ( 178) ( 496) ( 825) ( 834) ( 877) ( 885) ( 893) ( 932) ( 933) ( 935) ,714 4,385 4,613 4,971 5,387 5,694 5,822 5,929 6,059 6, ,614 6, ,614 6, , ,596 6, ( 40) 3,614 6, , Year Plan 2009/19

112 Groups of Activities environmental sustainability and health RUBBISH & RECYCLING - OPERATING PROGRAMMES ID Name 374 Waste Minimisation - Funding to Assist Activities Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s rubbish and recycling capital renewal ID Name 185 Awapuni Landfill - Roading and Drainage Replacements 385 Wheelie Bin and Truck Replacement Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s rubbish and recycling capital new ID Name 375 Awapuni Landfill - Commercial Lease Site Development 3 Awapuni Landfill - Resource Consent Aftercare Works 8 Awapuni Landfill - Site Works for Commercial, Educational and Recreational Activities 404 C/Forward - Landfill Gas Utilisation Part 2 17 Waste Minimisation - Community Facility to Assist Diverting Waste Away from Landfill 18 Waste Minimisation - Introduction of Recycling Wheelie Bins 16 Waste Minimisation - Organic Waste Collection and/or Treatment Service Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,000 3, , ,614 6, ,614 6, PART ONE 155

113 Groups of Activities environmental sustainability AND health Stormwater What the Council does The City has developed and operates a network of drainage systems throughout the City to provide flood protection for buildings within the urban area and a collection and discharge system for the roading network and private property. These systems consist of 251 km of piped drains, 9.5 km of culverts, 14 pump stations, 59 flood gates and 22 km of open drains. There are 18,500 properties connected to the system. Horizons Regional Council is responsible for protecting the City from flooding of the Manawatu River and Mangaone Stream. The Council develops and implements a Stormwater asset management plan to ensure that these assets can deliver agreed levels of service to existing and future customers in the most cost effective way. This involves: maintaining the condition and reliability of the assets maintaining the technical performance of the assets maintaining user satisfaction acting in an environmentally sustainable way incorporating technical advances as appropriate (or as they arise). The Council manages this Activity to ensure that its environmental impacts are minimised. Stormwater contamination from both urban and rural run-off increases the environmental impact of stormwater discharges. The Council manages this impact through education, as well as monitoring and treatment (as appropriate) the quality of the run-off. The Council also works with the Regional Council to ensure the environmental impacts are minimised. Why the Council does this and its contribution to Council vision and major goals Stormwater contributes to all three of the Council City goals of people wanting to live here, businesses wanting to be here and environmental sustainability. People want to live in a place that has reliable and well maintained stormwater systems so that their homes, workplaces and other buildings are protected from flooding. Business people do not want their businesses to be disrupted by flooding. Poor infrastructure, such as stormwater, can give a city a negative image, making it harder to attract people and businesses Year Plan 2009/19

114 Groups of Activities environmental sustainability and health The purpose of the stormwater system is to protect building floor levels from flooding during heavy rain. People also want to make sure that discharge from the Council s stormwater system has minimal environmental impact. For more information on what the Council does to make sure that the Stormwater Activity contributes to environmental sustainability, see the following section on Significant Negative Effects. The legislative rationale for the Council s involvement in the Stormwater Activity is contained in: the Local Government Act 2002 (section 130), which requires the Council to maintain the water services that it has developed, and the Health Act 1956, which requires the Council to provide sanitary works, the definition of which includes stormwater drainage works. Asset condition and performance The majority of the pipe network is less than 50 years old and at an early stage in their life-cycle (the expected life for most pipe materials of 100 to 150 years). Pipelines generally have capacity, although in some areas of intensive development design capacity has been exceeded resulting in localised flooding in extreme rainfall events. The pump stations are all relatively young and are in good condition. The capacity of each station in conjunction with storage is adequate to meet pumping needs. PART ONE 157

115 Groups of Activities environmental sustainability AND health How people can judge the Council s success Levels of Service The Council provides protection of buildings from internal flooding from major flood events. (Horizons Regional Council is responsible for protecting the City from the Manawatu River and Mangaone Stream.) The Council provides an efficient collection and disposal system to minimise the impact of major storm events on access through the City due to flooding. The Council provides monitoring of stormwater drains and response capability to minimise environmental impact of contaminated discharges. The Council maintains and develops the stormwater system to meet the current and future needs in a cost-effective way. The Council manages its Stormwater Activity in a financially responsible way. Performance Measures Residents satisfaction with the Council s stormwater services is maintained or increased. The average of the last three surveys is 80% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) Greater than 98% of properties are protected from a 100 year flood event. The current figure is over 98%. More than 95% of complaints are responded to in a timely fashion. (i.e, 90% of urgent complaints responded to within one hour; 90% of minor complaints within two hours and non-urgent within five working days.) (This is a new measure.) No contaminated discharges that are likely to affect aquatic life or discolour water. (None in 2007/08.) A 20 year asset management plan is in place for Stormwater. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The budget set by the Council is not exceeded. (New performance measure.) Year Plan 2009/19

116 Groups of Activities environmental sustainability and health Major issues and projects in the next 10 years The Council will work with Horizons Regional Council to obtain consent for stormwater discharges that will include higher environmental impact requirements. This will improve stormwater quality and the aquatic health of the City s waterways. Consultation will be undertaken as part of this. The Council will also enhance the stormwater system so that less ponding occurs in City streets during heavy periods of rain. The effects of climate change may contribute to a greater than average number of extreme weather events such as substantial rainfall leading to flooding. The Council will include this increased possibility in planning for future stormwater capacity. Significant negative effects The significant negative effects of the Stormwater Activity are the discharge into natural streams and rivers of: Stormwater run-off contaminated with items such as sediments, oils, greases, metals and organic material washed from roads and other impervious areas; and rubbish and contaminants illegally discharged into the stormwater system. In rural areas, run-off may be contaminated with herbicides, pesticides, fertilisers and animal waste. Stormwater run-off contaminated with sewage overflowing from the wastewater system due to the ingress of stormwater during extreme wet weather. The Council mitigates these potential adverse effects by a mix of public education, regulatory, monitoring, corrective work and emergency response measures. An enhanced programme of operational and capital works is proposed to reduce these impacts over time. PART ONE 159

117 Groups of Activities environmental sustainability AND health stormwater Activity 2008/09 $000's Revenue - Total Revenue expenses 3,477 Stormwater Collection & Disposal 3,477 Total Expenses 3,477 Net Operating Cost of Activity Group Rating Requirements ( 838) Less Depreciation 366 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 3,005 RATES REQUIREMENT Capital Expenditure 366 Renewal 442 New 808 Total Capital Expenditure funded by 20 Development Contribution 366 Rates 422 New Borrowing / (Repayment) 808 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,436 3,623 3,649 3,711 3,968 4,066 4,127 4,373 4,434 4,395 3,436 3,623 3,649 3,711 3,968 4,066 4,127 4,373 4,434 4,395 3,436 3,623 3,649 3,711 3,968 4,066 4,127 4,373 4,434 4,395 ( 974) ( 1,139) ( 1,152) ( 1,169) ( 1,305) ( 1,322) ( 1,340) ( 1,501) ( 1,526) ( 1,542) ,266 3,142 3,083 2,966 3,137 3,312 3,483 3,649 3,772 3, ,241 3,177 1,317 1, , ,410 1,242 1,537 2,056 3,362 1,508 1,552 1,007 2,766 1,071 1, ,636 3,148 1,287 1, , ,368 1,242 1,537 2,056 3,362 1,508 1,552 1,007 2,766 1,071 1, Year Plan 2009/19

118 Groups of Activities environmental sustainability and health stormwater operating programme ID Name 365 City Wide - Stormwater Consent Investigations for Urban Areas of the City Total OPERATING PROGRAMMES 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s stormwater capital renewal ID Name 22 City Wide - Restoring Flood Capacity of Stormwater Channels 21 City Wide - Stormwater Pipe Upgrades 20 City Wide - Stormwater Pump Station Upgrades 19 Ferguson Street (Botanical Road to Pitt Street) - Stormwater Upgrade Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s PART ONE 161

119 Groups of Activities environmental sustainability AND health stormwater capital new ID Name 44 Albert Street - New Stormwater Pipeline to Protect Churchill Avenue Catchment 52 City Wide - Installation of Stormwater Systems to Newly Rezoned Residential Areas 49 City Wide - Major Stormwater Drainage Channel Upgrades 50 City Wide - New Pipes to Redirect Stormwater Flows Away from Sewer Systems 51 City Wide - Stormwater Subdivision Contributions 23 City Wide - Stormwater Upgrading in Conjunction with Roading Improvements 24 Kawau Stream (Rangitikei Street to Darren Lane) - Flow Capacity Improvements 197 New Industrial Areas - Supporting Stormwater Systems 45 Upper Kawau Stream Catchment - Diversion Pipeline Works in Albert and Featherston Streets 46 Urban Waterways - Installation of Local Treatment Devices 27 Wyndham Street, Ashhurst (vicinity of Oxford Street) - Stormwater Improvements Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , ,241 3,178 1,316 1, , , ,218 3,155 1,292 1, , , Year Plan 2009/19

120 Groups of Activities environmental sustainability and health Wastewater What the Council does The Council provides wastewater systems for the safe and reliable collection, treatment and disposal of wastewater (sewage) from residential, industrial and commercial properties. There are three separate public wastewater systems servicing Palmerston North City. These cover the main urban area of the City, Ashhurst and Aokautere. The system consists of one treatment plant, two treatment ponds (at Aokautere and Ashhurst), 375 km of pipelines, and 25 pump stations. The Council develops and implements a Wastewater asset management plan to ensure that these assets can deliver agreed levels of service to existing and future customers in the most cost effective way. This involves: maintaining the condition and reliability of the assets maintaining the technical performance of the assets maintaining user satisfaction acting in an environmentally sustainable way incorporating technical advances as appropriate (or as they arise). Key environmental sustainability issues for this activity are: minimising the amount of electricity and chemicals used investigating and developing, where economic outcomes are favourable, further gas generation utilisation projects developing a sustainable solution for sludge disposal managing demand by an ongoing programme of inflow and infiltration reduction to reduce wet weather flows in the sewerage network developing an education programme to reduce the amounts of phosphates in the wastewater received at the Wastewater Treatment Plant. Why the Council does this and its contribution to Council vision and major goals Wastewater helps achieve the Council s City goals of people wanting to live here, businesses wanting to be here and environmental sustainability. People expect modern cities to have reliable, safe and well maintained wastewater systems (sewerage) for residential, industrial and commercial properties. PART ONE 163

121 Groups of Activities environmental sustainability AND health Wastewater is something that people don t want to have to think about it should just disappear down the drains. Businesses also rely on reliable and efficient wastewater systems to remove wastewater from their place of business. A lack of reliable wastewater systems can give a city a bad image, which makes it hard to attract businesses. People also want to make sure that wastewater is properly treated so that discharge from the system has minimal environmental impact. For more information on how the Council ensures that the wastewater systems are environmentally sustainable see page 166, on Significant Negative Effects. Adequate systems for the disposal of wastewater are a fundamental requirement for the health and general wellbeing of the community. Legislative rationale for continued Council involvement in the Wastewater Activity and ownership of assets is contained in: the Local Government Act 2002 (section130) which requires the Council to continue to provide wastewater services and maintain its capacity to do so the Health Act 1956, (section 25) which requires the Council to provide sanitary works, the definition of which includes works for the disposal of sewage. Asset condition and performance The wastewater reticulation is in a good condition. This reflects the relatively young age profile of the system, with 60% of the pipelines installed after The capacity of the system is sufficient to carry dry weather flows. Overloading of sections of the reticulation has reduced during wet weather due to the ongoing work on reducing the entry of stormwater to the wastewater system. The majority of pump stations are in good to excellent condition. They generally have the capacity to pump incoming flows without the need to call on backup pump capacity and generally have storage to accommodate 3-4 hours dry weather inflow in the unlikely event of a pump station failure. The only pump station with capacity issues is Maxwell s Line that has difficulty coping with very wet weather flows. The treatment plants have been well maintained and are generally in good condition. The replacement of the aeration system at Totara Road has been brought forward as the energy savings will provide a positive benefit. Recent improvements at the Totara Road Treatment Plant gave it the capacity to meet wastewater inflows through to 2025 on current forecasts. A programme of treatment process improvements is being carried out at the Totara Road Treatment Plant to enable the higher effluent standards required by the Discharge Consent to be met. UV irradiation was installed in 2004 to reduce bacterial levels. A phosphorus reduction plant was completed in The resource consents for the Aokautere and Ashhurst treatment ponds discharges expire during the 10 year period. The Draft Plan includes funding for capital expenditure to improve discharge quality from these plants Year Plan 2009/19

122 Groups of Activities environmental sustainability and health How people can judge the Council s success Levels of Service The Council provides a safe and reliable collection system for wastewater. The Council provides advance notice of planned work that would affect supply. Performance Measures Residents satisfaction with the Council s wastewater collection is maintained or increased. The average of the last three surveys is 93% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) At least 24 hours' notice is given to affected parties of planned shutdowns. (Currently achieved.) There is a decreasing number of complaints received about sewer overflows (five year trend). (In 2007/08 19 complaints were received.) The Council disposes of wastewater to environmentally acceptable standards. The Council maintains and develops the wastewater system to meet the current and future needs in a cost-effective way. The Council manages its Wastewater Activity in a financially responsible way. Full compliance with environmental effect monitoring conditions in discharge consents. (None in 2007/08.) A 20 year asset management plan is in place for Wastewater. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 165

123 Groups of Activities environmental sustainability AND health Major issues and projects in the next 10 years Improvements to the Totara Road Treatment Plant are continuing, with $150,000 budgeted in 2011/12 for odour control, $100,000 budgeted in 2012/13 for gallery improvements, and $6million for sludge disposal between 2012/13 and 2013/14. The Aokautere treatment ponds will be decommissioned and the wastewater will be pumped to the City s reticulation at Aokautere Drive, thus improving the quality of treated effluent into the Manawatu River. The Ashhurst treatment ponds will either be upgraded or the waste will be pumped to the City s Totara Road Wastewater Treatment Plant. Significant negative effects Significant negative effects associated with the Wastewater Activity, and the way the Council mitigates these, are: The discharge of treated wastewater effluent to the Manawatu River. The quality of effluent discharged to the Manawatu River is regulated by resource consent conditions which ensure that potential negative effects associated with the discharges are managed to acceptable levels. Overflows from the wastewater system. These may result from: overloading of the wastewater system during rainfall due to the entry of stormwater runoff (infiltration and inflow) blockages of wastewater pipelines malfunction of utility installations such as pumping stations. To prevent these from occurring the Council: has programmes to reduce the entry of stormwater to the wastewater system from private properties renews pipelines where there is excessive entry of stormwater and/or groundwater through defects in the pipes provides additional capacity in parts of the wastewater system. The disposal of wastewater treatment by-products such as biosolids (stabilised solids extracted from the wastewater during the treatment process). The Council has management procedures in place for the disposal of wastewater treatment by-products Year Plan 2009/19

124 Groups of Activities environmental sustainability and health wastewater Activity 2008/09 $000's Revenue 380 Treatment & Disposal 320 Wastewater Collection 700 Total Revenue expenses 1,796 Treatment & Disposal 4,749 Wastewater Collection 6,545 Total Expenses 5,845 Net Operating Cost of Activity Group Rating Requirements ( 1,788) Less Depreciation 345 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 4,402 RATES REQUIREMENT Capital Expenditure 345 Renewal 601 New 946 Total Capital Expenditure funded by 233 Development Contribution 345 Rates 368 New Borrowing / (Repayment) 946 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 1,426 1,469 1,510 1,551 1,405 1,244 1,287 1,327 1,370 1, ,846 1,927 2,008 2,062 1,933 1,787 1,849 1,907 1,968 2,033 1,952 2,002 2,058 2,114 2,184 2,247 2,326 2,398 2,475 2,556 4,625 5,028 5,075 5,297 5,805 6,711 6,732 7,094 7,182 7,121 6,577 7,030 7,133 7,411 7,989 8,958 9,058 9,492 9,657 9,677 4,731 5,103 5,125 5,349 6,056 7,171 7,209 7,585 7,689 7,644 ( 1,661) ( 1,936) ( 1,954) ( 1,987) ( 2,209) ( 2,415) ( 2,428) ( 2,701) ( 2,736) ( 2,752) 1, ,023 1, ,185 4,186 4,151 4,351 4,871 5,856 6,026 6,348 6,663 6,852 1,130 1, , ,541 5,328 3, , ,560 1,885 3,314 6,122 4, ,017 3,515 1,082 1, , ,023 1, ,251 5,087 3, ,353 ( 254) 1 1,560 1,885 3,314 6,122 4, ,017 3,515 1,082 1,513 PART ONE 167

125 Groups of Activities environmental sustainability AND health wastewater capital renewal ID Name 54 City Wide - Wastewater Pipe Upgrades 65 City Wide - Wastewater Pump Station Upgrades 179 Totara Road Wastewater Treatment Plant - Equipment Upgrades, Including Screening Replacement 345 Totara Road Wastewater Treatment Plant - Replacement of Sewer Pond Aerators Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,130 1, ,118 1,130 1, ,118 wastewater capital new ID Name 56 Aokautere Village - Replacement of Sewer Pond System with Connection to City System 59 Ashhurst Pond Consent Improvements 403 C/Forward - Wastewater City Wide - Installation of Wastewater Systems to Newly Rezoned Industrial Areas 100 City Wide - Installation of Wastewater Systems to Newly Rezoned Residential Areas 73 City Wide - Wastewater Subdivision Contributions 346 Totara Road Wastewater Treatment Plant - Health and Safety Improvements Concerning Digester Gas 79 Totara Road Wastewater Treatment Plant - Sludge Disposal 198 Totara Road Wastewater Treatment Plant and Pump Stations - Flow Capacity Improvements Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , , ,317 3, ,542 5,328 3, , ,275 5,054 3, , Year Plan 2009/19

126 Groups of Activities environmental sustainability and health Water What the Council does The Council provides a safe and reliable supply of water to residential, industrial and commercial properties. There are three public water supply systems: Palmerston North main urban area, Ashhurst and the Linton rural area. Why the Council does this and its contribution to Council vision and major goals Like the previous Activities, Water contributes to the goals of making Palmerston North a city where people and business want to be, and to making it a more environmentally sustainable city. These systems consist of two dams at Turitea, four reservoirs, five bores, one full treatment plant and two chlorination plants, 491 km of piped reticulation, and fire hydrants together with valves, tobies and water meters which supply water to approximately 27,200 properties. The Council develops and implements a Water asset management plan to ensure that these assets can deliver agreed levels of service to existing and future customers in the most cost effective way. This involves: maintaining the condition and reliability of the assets maintaining the technical performance of the assets maintaining user satisfaction acting in an environmentally sustainable way incorporating technical advances as appropriate (or as they arise). An adequate supply of water suitable for drinking is a fundamental requirement for the health and general well-being of the community. People want to live in a city that has clean and safe drinking water. They want enough water pressure to have a decent shower. They want enough water for general household use, such as watering their gardens. They also want the Council to have a water conservation strategy. Businesses and industry also rely on a good supply of water. Residents and businesses expect the water system to be reliable and well maintained. It should keep up with growth in the City. The Water Activity also supports community safety through the fire fighting capability of the water system. PART ONE 169

127 Groups of Activities environmental sustainability AND health The Council contributes to environmental sustainability through the Water Activity by trying to reduce the amount of water that people use (eg limiting demand for garden watering in the summer months) and by reducing the amount of water lost by leaks in the system. It also promotes opportunities for the efficient use of water. As well as this it ensures that its treatment plant and pumps are efficient. The Council also maintains the ecological condition of the Turitea Reserve and the Turitea Stream. Further ways in which the Water Activity contributes to environmental sustainability are outlined in the section on Significant Negative Effects. Legislative rationale for continued Council involvement in the Water Activity and ownership of assets is contained in the Local Government Act 2002 (section130) which requires the Council to continue to provide water services and maintain its capacity to do so the Health Act (Drinking Water) Amendment Act 2007 sets out the legal requirements for water supplies. Asset condition and performance The City s water supply reservoirs are in good condition. The water supply bores have been upgraded in recent years and they are also in good condition. Access to water supply catchments is controlled to minimise the risk of contamination of the source water. Problems are experienced with levels of iron and manganese in both the Ashhurst and main Palmerston North water supplies. Although not a health issue, this can affect the aesthetic properties of the water and lead to discoloured water complaints. Replacement of the Ashhurst bore is planned for quality and operating cost reasons. There is currently no storage on the City side of the Manawatu River. Reservoir tanks are to be installed at both Takaro and Papaoiea Park bores in the 2010/11 year. These will extend the life of the bores, to allow for a higher level of treatment of the bore water and to provide for a limited supply of water in a disaster. The overall condition of treatment facilities is very good to excellent and they have adequate capacity for the next 20 years. The water supply reticulation is generally in very good condition. Asbestos cement is the predominant pipe material making up approximately 42% of the reticulation. Some problems have been experienced with horizontal cracking and softening of the pipe walls of pre 1961 pipe. The system meets all fire fighting requirements and targets for service pressure. Problems with iron and manganese deposits on the inside of cast iron pipes can lead to discoloured water complaints. The Council has put in place a pipe replacement programme to reduce discoloured water complaints Year Plan 2009/19

128 Groups of Activities environmental sustainability and health How people can judge the Council s success Levels of Service The Council provides a good quality, safe and reliable water supply at suitable pressure (e.g., for a decent shower ) for household use with limited supply for garden watering. The Council provides a continuous reliable supply at a flow suitable for commercial and industrial needs and at a quality equal to domestic supply and provision of advance notice of unavoidable disruptions. Performance Measures Residents satisfaction with the Council s water supply is maintained or increased. The average of the last three surveys is 78% very/fairly satisfied. (This information comes from the Communitrak Survey, which is carried out every two years. The next survey is in February 2010.) The number of discoloured water incidents, beyond those caused by notified planned actions, be reduced to no more than four per year. (This is a new performance measure and will be revised when the cast iron renewal project is complete). The Council complies 100% with current Drinking Water Standards for New Zealand. (100% compliance achieved in 2007/08.) There is a decreasing number of complaints received about lack of pressure (five year trend). (In 2007/08 89 complaints were received.) At least 24 hours notice is given to affected parties of planned shutdowns. (Target met in 2007/08.) The Council provides suitable pressure flow and hydrant locations for fire fighting. The Council provides responsible environmental management of water catchments. The Council maintains and develops the water system to meet the current and future needs in a cost-effective way. The Council manages its Water Activity in a financially responsible way. 100% compliance with New Zealand Fire Service requirements for fire hydrants. Full compliance with consent monitoring conditions that relate to environmental effects. (Full compliance achieved.) A 20 year asset management plan is in place for Water. This plan is independently audited by asset management consultants and is formally reviewed at three-yearly intervals. The next review is due by June (Plan is currently in place.) The budget set by the Council is not exceeded. (New performance measure.) PART ONE 171

129 Groups of Activities environmental sustainability AND health Major issues and projects in the next 10 years The Council is continuing with the programme to fix discoloured water in the City. It does this through our swabbing station, which basically runs a big sponge through the main water supply pipes to clean them out on a regular basis. All of the sediment from this sponging goes out into the river. We have consent to do this, but only when there is a decent amount of flow in the river. Hence, we can't do the sponging during drier weather. In the meantime it has reduced the speed of water flow in the pipes, which stops a lot of the sediment being knocked off and coming out of people s taps before it can be swabbed out into the river. During a swabbing process the dislodged sediment can affect people s water so the Council runs any local areas of discoloured water out into the street gutters and then into the stormwater system. This is called the flushing programme. In the past four years the Council has replaced 28km of cast iron pipes with plastic ones, and will complete another 23km by the end of 2012/13 when this programme is scheduled for completion. The Council is mitigating the possible loss of water supply through works such as replacing the Ashhurst bore, building new water main pipes, Turitea Dam improvements, and duplicating the pipeline between the dam and the treatment plant. Water is now recognised as a finite resource, and access to good supplies of water will become a core issue in the sustainability debate for the City. Looking ahead to future demand for water, and for the most sustainable use of water resources, Council may place a greater emphasis on dual water supply systems for households. Making use of grey-water systems or roof-collected rainwater for non-potable (not for drinking) water purposes (such as garden irrigation) will be investigated as part of the District Plan review. Reducing per capita water consumption from the reticulated water supply also minimises or postpones the need for additional infrastructure to accommodate growth. Climate change, particularly extreme weather events, may place additional burdens on limited water resources. More frequent or severe summer droughts, and lower than average winter rainfalls may mean the Council has to take a more active role in water management through leakage reduction and implementation and review of water demand management plans. Central government periodically raises standards for drinking water. This places additional costs on the Council, as work is required to upgrade current treatment processes. Funds have been budgeted for 2015/16 for upgrades due to the review of the Drinking Water Standards. Significant negative effects Significant negative effects associated with the Water Activity and their mitigation include: The effects of the extraction of water on the Turitea Stream. This is regulated by conditions of Resource Consents which ensure that potential adverse effects are managed to acceptable levels The effects on the environment of discharges of chlorinated water from maintenance activities or pipeline failures. Discharges of chlorinated water from the water supply system are of short duration, chlorine levels in the water are low and any effects are likely to be localised and relatively minor Year Plan 2009/19

130 Groups of Activities environmental sustainability and health Property damage resulting from mains failures. The Council has renewal programmes for the water supply mains to minimise the incidence of pipeline failures The disposal of water supply treatment byproducts (such as treatment sludges, backwash water). The Council has management procedures in place for the disposal of water supply treatment by-products. PART ONE 173

131 Groups of Activities environmental sustainability AND health water Activity 2008/09 $000's Revenue 1,650 Water Distribution 1,650 Total Revenue expenses 5,249 Water Collection 1,171 Water Distribution 679 Water Treatment 7,099 Total Expenses 5,449 Net Operating Cost of Activity Group Rating Requirements ( 1,988) Less Depreciation 2,180 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment 5,641 RATES REQUIREMENT Capital Expenditure 2,180 Renewal 1,300 New 3,480 Total Capital Expenditure funded by 247 Development Contribution 2,180 Rates 1,053 New Borrowing / (Repayment) 3,480 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 1,650 1,700 1,747 1,794 1,853 1,907 1,974 2,035 2,100 2,170 1,650 1,700 1,747 1,794 1,853 1,907 1,974 2,035 2,100 2,170 4,526 4,983 5,252 5,476 5,845 5,983 6,182 6,871 7,123 7, ,019 1,053 1,084 1,120 1,155 1,193 1, ,001 1,033 6,252 6,759 7,079 7,350 7,781 7,976 8,242 8,995 9,317 9,428 4,602 5,059 5,332 5,556 5,928 6,069 6,268 6,960 7,217 7,258 ( 1,778) ( 2,088) ( 2,114) ( 2,176) ( 2,420) ( 2,440) ( 2,464) ( 2,810) ( 2,859) ( 2,878) 2,694 2,566 2,603 2,640 2,988 3,016 3,084 2,634 2,542 2, ,587 5,624 5,994 6,233 6,750 6,979 7,331 7,295 7,482 7,470 2,975 2,570 2,536 2,593 2,679 2,647 3,637 2,763 2,852 2,288 1,480 2,915 4,500 3,045 1,606 2,312 3,350 3,762 1,337 1,381 4,455 5,485 7,036 5,638 4,285 4,959 6,987 6,525 4,189 3, ,694 2,566 2,603 2,640 2,988 3,016 3,084 2,634 2,542 2,436 1,622 2,677 4,151 2,709 1,000 1,639 3,591 3,569 1, ,455 5,485 7,036 5,638 4,285 4,959 6,987 6,525 4,189 3, Year Plan 2009/19

132 Groups of Activities environmental sustainability and health water capital renewal ID Name 67 Ashhurst - Water Supply Bore Replacement 218 City Wide - Water Pipe Replacements 214 City Wide - Water Toby and Meter Replacements 207 Turitea Water Treatment Plant - General Upgrades 117 Turitea Water Treatment Plant - Poly Dose Equipment Improvements 88 Turitea Water Treatment Plant - Rehabilitation of Lower Dam Pipeline to the Plant 90 Turitea Water Treatment Plant - Rehabilitation of Water Supply Pipeline to Harts Road Reservoirs 344 Turitea Water Treatment Plant - Replacement of Streaming Current Monitor 89 Turitea Water Treatment Plant - Replacement of Sludge Pipeline to Summerhill Drive 83 Turitea Water Treatment Plant - Sludge Treatment (Lamella Plate) Replacement 78 Turitea Water Treatment Plant - Turbidity Meter Replacement 199 Water Supply - Turitea Dam and City Bore Upgrades Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,150 2,215 2,276 2,338 2,415 2,312 2,393 1,850 1,910 1, ,975 2,572 2,536 2,593 2,678 2,647 3,637 2,763 2,853 2,288 2,975 2,572 2,536 2,593 2,678 2,647 3,637 2,763 2,853 2,288 PART ONE 175

133 Groups of Activities environmental sustainability AND health water capital new ID Name 87 Albert Street (Manawatu River to Ferguson Street) - Construction of New Water Supply Pipeline 131 Ashhurst / Palmerston North - Construction of New Water Supply Trunk Pipeline 406 C/Forward - Water Mini Hydro Expansion 222 City Wide - Installation of Water Systems to Newly Rezoned Industrial Areas 215 City Wide - Installation of Water Systems to Newly Rezoned Residential Areas 246 City Wide - Water Subdivision Contributions 132 College Street (Botanical Road to Maxwells Line) - Construction of New Water Supply Pipeline 135 Kelvin Grove - Construction of Duplicate Water Pipeline System 69 Manawatu Riverbank (Fitzherbert Avenue to Brightwater Terrace) - Construction of New Water Supply Pipeline 84 Takaro and Papaioea Park Bores - Construction of New Water Supply Storage Tanks 127 Turitea Valley Road / Pacific Drive - Water Supply Link 128 Turitea Water Supply Catchment - Land Purchase 129 Turitea Water Treatment Plant - Access Road Improvements 91 Turitea Water Treatment Plant - Construction of Duplicate Water Pipeline from Lower Dam to Harts Road Reservoirs 249 Turitea Water Treatment Plant - Level of Service Improvements 124 Turitea Water Treatment Plant - Upgrade to Respond to 2014 Review of Drinking Water Standards 205 Water Supply - Turitea Dam and City Bore Improvements Total Capital NEW Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , , , , ,480 2,916 4,500 3,043 1,607 2,312 3,350 3,763 1,338 1,381 1,341 2,674 4,218 2,754 1,310 2,008 3,038 3,441 1,007 1, Year Plan 2009/19

134 Water, Wastewater & Stormwater Services Assessments Summary Overview Water Services Assessments are required by the Local Government Act 2002 for territorial authorities to show that drinkable water supply, and wastewater and stormwater collection and disposal within the City are adequate to meet current and future communities needs. These assessments are required to include areas not currently serviced by Council infrastructure. A summary of the Assessments has to be included in the 10 Year Plan. The assessments were carried out by Maunsells Ltd, a national engineering consultancy firm, in It is planned to undertake the assessments again within the next three years, in alignment with the review of the community outcomes in The summaries show that all the Council s water systems are of good quality. No high priority issues were identified. Water The primary goals of the Council s water supply function are: to ensure that adequate and secure community supplies of potable water are provided for all existing and projected commercial, industrial, and domestic purposes to encourage the use of effective water conservation practices, and to minimise waste. The Council provides and maintains drinking water supply infrastructure in the urban areas of the City. This consists of: source - upper and lower Turitea Dams with five supplementary bores treatment - water treatment plant for the dam supplies, chlorination and fluoridation of the bore supplies storage - reservoirs distribution - pipelines and booster pumping stations. The remainder of the City is generally supplied with drinking water sourced from rainwater tanks or bores. Palmerston North s temperate climate and reasonably even rainfall patterns result in year round inflows to rainwater tanks. Further, the area within Palmerston North s territorial boundaries is small with most unserviced properties within 15 minutes drive of the public water supply. There are water tanker connection facilities within the public system. Risks to the community relating to the absence of a water supply are therefore considered to be low. PART ONE 177

135 The following considerations are addressed within these assessments for both current and future communities: quality the quality of the water consumed by the community adequacy the quantity of water supplied to the community. The quality and adequacy of water supply within Palmerston North are generally good and cater for current demands. Processes are in place to ensure that future demands will also be met, including ongoing monitoring, modelling, analysis and planning, a programme of capital improvement works, and implementation of demand management strategies. No major public health or environmental risks were identified. Wastewater The primary goals of the Council s wastewater function are: to ensure that all community sanitary wastes are satisfactorily collected, treated and disposed of in order to protect the health and safety of the public, and to protect and enhance the quality of the natural environment to encourage the use of advanced technologies for providing higher quality, reliable, and costeffective treatment, disposal and reuse options. The Council provides and maintains wastewater infrastructure in the urban areas of the City. This consists of: collection gravity pipes, pumping stations and pumping mains treatment conventional treatment plant for the main urban area providing tertiary treatment capability, with small two-stage oxidation ponds for the smaller developed areas disposal discharge into the Manawatu River and landfilling of biosolids. Linton Army Camp collects and treats wastewater generated within the camp, as well as the small Linton Rural settlement adjacent to the camp. Treated effluent from this scheme is currently discharged to the Manawatu River, although it is planned to convey this effluent to the main city treatment plant for further treatment. The remainder of the City is generally serviced by on-site septic tanks and effluent disposal fields. Soil conditions are considered to be generally suitable for on-site disposal, although there are thought to be some localised areas where soil permeability is not ideal. Effluent field overload may occasionally result with consequent seepage of effluent to the surface and the risk of entry to adjacent watercourses. Overall risks to the community relating to the absence of a reticulated wastewater service are considered to be low. The following considerations are addressed within these assessments for both current and future communities: public health impacts from outflows or discharge of wastewater environment impacts from outflows or discharge of wastewater. The quality and adequacy of wastewater services within Palmerston North to meet public health and environmental issues are generally good and cater for current demands. Processes are in place to ensure that future demands will also be met, including ongoing monitoring, modelling, analysis and planning, a programme of capital improvement works, and implementation of demand management strategies such as stormwater inflow and infiltration control. Stormwater The primary goals of the Council s stormwater function are: Year Plan 2009/19

136 to ensure that stormwater is controlled and disposed of in order to protect the health and safety of the people, land and property to have efficient and effective stormwater infrastructure. Secondary goals, which are gaining importance, are: to protect and enhance the life-supporting properties and quality of the streams and rivers to encourage the use of low-impact stormwater management practices where practicable. Horizons Regional Council is responsible for regional flooding protection, and consequently manage the larger watercourses, such as the Manawatu River. Supporting this, the Council provides and maintains stormwater drainage infrastructure in the urban areas of the City. This typically consists of a conventional gravity drainage stormwater system, comprising of a network of pipes and open channels, which convey stormwater to natural watercourses. Nine pumping stations are included within the network to allow for discharge of stormwater runoff during periods of high flows within the receiving streams. In the rural and undeveloped areas, public stormwater drainage systems are usually limited to those provided alongside the public roading network. The level of development in rural areas is significantly less than within urban areas, and much of the runoff from roof surfaces is stored within rainwater tanks for drinking water supplies. Consequently, levels of runoff in rural areas are significantly less than within urban areas and can be adequately disposed of on an individual basis. Risks to the community relating to the absence of a reticulated stormwater service are therefore considered to be low. The northern urban areas of Palmerston North are protected from inundation from the Mangaone Stream by a system of automatic tipping flood gates which are activated to divert excess flows to designated floodplains once a critical stream level is reached. Horizons Regional Council s flood control telemetry system will pre-warn farmers to allow for stock relocation. Major flood protection work on the Manawatu River over the years by Horizons Regional Council has greatly reduced the flooding risk to the City. The following considerations are addressed within these assessments for both current and future communities: environment impacts from contaminated stormwater public health including both health impacts from contaminated stormwater, and from flooding of habitable floors. The adequacy of stormwater services, as measured by level of flooding protection, and quality of the receiving waters within Palmerston North are generally good and cater for current demands. No major public health or environmental risks were identified. Processes are in place to ensure that future demands will also be met, including ongoing monitoring, modelling, analysis and planning, a programme of capital improvement works, and implementation of demand management strategies. A significant amount of capital works has been implemented over the last 14 years to address stormwater flooding issues as recommended in the City s Comprehensive Stormwater Management Plan. As the flooding protection across the City approaches the target levels (as specified in the asset management plan), the Council is preparing to further investigate quality aspects of stormwater discharges. To see a full version of these assessments contact the Customer Service Centre. PART ONE 179

137 Support Services Commercial or Strategic Investments Corporate Support Customer Services Entrance to the PNCC Customer Service Centre

138 Groups of Activities: Support Services The Support Services Group of Activities consists of: Commercial or Strategic Investments Corporate Support Customer Services These have been grouped together because they support the Council s other Activities. For example, they provide the Council with other income sources that allow it to reduce the amount needed from ratepayers. They provide the Council s financial, human resources and information systems that all the other Activities depend upon. They also provide a first point of contact between residents and the Council about the whole range of things that people talk to the Council about. In that way they contribute indirectly to all five of the Council's major goals. PART ONE 181

139 support services Group 2008/09 $000's Revenue 10,859 Commercial Or Strategic Investments 800 Corporate Support 131 Customer Services 11,790 Total Revenue expenses 6,948 Commercial Or Strategic Investments 2,209 Corporate Support 1,453 Customer Services 10,610 Total Expenses ( 1,180) Net Operating Cost of Activity Group Rating Requirements ( 3,601) Less Depreciation 2,753 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment ( 2,028) RATES REQUIREMENT Capital Expenditure 2,753 Renewal 893 New 2,115 Investment Additions 5,761 Total Capital Expenditure funded by - External Revenue New 2,753 Rates 3,008 New Borrowing / (Repayment) 5,761 Total 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 9,941 9,979 9,959 9,661 9,504 9,639 9,655 9,753 9,459 9,250 1,197 1,230 1,263 1,295 1,329 1,363 1,400 1,443 1,480 1, ,138 11,209 11,222 10,956 10,833 11,002 11,055 11,196 10,939 10,773 7,223 7,325 7,491 7,729 8,197 8,456 8,787 9,103 9,054 9,371 1,224 1,203 1,377 1,226 1,193 1,319 1,272 1,246 1,329 1, ,447 8,528 8,868 8,955 9,390 9,775 10,059 10,349 10,383 10,671 ( 2,691) ( 2,681) ( 2,354) ( 2,001) ( 1,443) ( 1,227) ( 996) ( 847) ( 556) ( 102) ( 3,759) ( 3,953) ( 4,046) ( 4,285) ( 4,471) ( 5,014) ( 5,247) ( 5,462) ( 5,207) ( 5,256) 3,172 3,571 4,204 4,653 4,635 4,497 4,484 4,250 4,111 3, , ( 2,970) ( 2,806) ( 1,723) ( 957) ( 558) ( 879) ( 853) ( 1,064) ( 616) ( 469) 3,228 2,912 3,375 4,425 4,814 4,720 4,371 4,401 4,679 3,669 1, , ,302 3,263 3,748 7,032 5,574 5,393 5,070 5,154 5,471 4, ,172 3,571 4,204 4,653 4,635 4,497 4,484 4,250 4,111 3,906 1,092 ( 356) ( 501) 2, , ,302 3,263 3,748 7,032 5,574 5,393 5,070 5,154 5,471 4, Year Plan 2009/19

140 Groups of Activities support services Commercial or Strategic Investments What the Council does The Council has a range of assets that it owns for commercial or strategic reasons. These include the Long Term Investment Fund, the Palmerston North International Airport and the Gordon Kear Forest. The Council also has 96 Public Housing Units at three locations around the City (Achilles Court, Amesbury Place and Waiheke Court). These are part of the Council s Investment Activity because rents are charged at market rates. Why the Council does this The Council owns these assets because they generate revenue which helps fund the services it provides to residents. This reduces the amount it needs in rates. The Council also acts as a friendly landlord for the Public Housing Units by not requiring potential tenants to have rental references, New Zealand citizenship or a credit history in this country. PART ONE 183

141 Groups of Activities support services This means that there is a social aspect to this housing that helps new migrants and international students to get a footing in the housing market in Palmerston North. The Council manages these assets through the Liability Management and Investment Policy (see page 47 of Part Two) and the Airport Statement of Intent. Hence there are no external levels of service. Major issues and projects in the next 10 years The Council has decided that as a significant borrower it is no longer prudent for the Long Term Investment Fund to be retained. An exit strategy has been approved which aims to wind the Fund down in an orderly manner which minimises the likelihood of the Council incurring losses from the process. For the purposes of this Plan it has been assumed the Fund will be progressively wound down over ten years and the withdrawals be used to either repay term debt or in substitution for new debt. The Council has agreed to provide up to $2 million of additional capital to Palmerston North Airport Ltd to assist with planned capital development. Provision of the sum will be subject to the company providing an acceptable business case. For the purpose of this Plan it has been assessed the capital will be required in 2012/13 but the timing will be dependent on when the business case is produced. In the past the Council has formed holding companies to run part of its operations. It did this in some instances because it was a requirement of the law at the time or in other cases it was the most effective way for the Council to run the operation concerned. Sometimes the Council needs to act quickly to take advantage of opportunities so it is prudent for the Council to have a company framework in place in case it is required. The Local Government Act requires the Council to consult with the public if it plans to establish a council controlled organisation such as a company. The Council proposes to form a shelf company called Palmerston North City Holdings Ltd which, for the time being, will be inactive. As an inactive company it will be exempted from the administrative requirements of a council controlled organisation. If the company is activated in future, its status as an exempted organisation will be reviewed and changed if appropriate. Significant negative effects There are no significant negative effects from this Activity Year Plan 2009/19

142 commercial or strategic investments Activity 2008/09 $000's Revenue 3,516 External Contracts 680 Investment Property 4,440 Investments (including Investment Fund) 400 Investments in Companies (inc. Airport) 752 Laboratory (External Contracts) 289 Print Synergy 781 Public Rental Housing 10,858 Total Revenue expenses 3,352 External Contracts 886 Investment Property 396 Investments (including Investment Fund) 817 Investments in Companies (inc. Airport) 862 Laboratory (External Contracts) 130 Print Synergy 505 Public Rental Housing 6,948 Total Expenses ( 3,910) Net Operating Cost of Activity Group Rating Requirements ( 1,140) Less Depreciation 2,172 Plus Net Capital Renewal (3 Year Average) - Plus Debt Repayment ( 2,878) RATES REQUIREMENT Capital Expenditure 2,172 Renewal 258 New 2,115 Investment Additions 4,545 Total Capital Expenditure funded by - External Revenue New 2,172 Rates 2,373 New Borrowing / (Repayment) 4,545 Total PART ONE Groups of Activities support services 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s 4,277 4,392 4,511 4,624 4,739 4,858 4,984 5,143 5,282 5, ,070 2,843 2,631 2,148 1,800 1,738 1,546 1, ,002 1,029 1,055 1,082 1,109 1,137 1,174 1,205 1, ,940 9,978 9,958 9,663 9,503 9,638 9,655 9,753 9,458 9,249 3,864 4,021 4,135 4,352 4,615 4,822 5,050 5,385 5,174 5, ,077 1,119 1,143 1,170 1,199 1,226 1,228 1,262 1,301 1, ,223 7,325 7,492 7,729 8,197 8,455 8,787 9,103 9,054 9,371 ( 2,717) ( 2,653) ( 2,466) ( 1,934) ( 1,306) ( 1,183) ( 868) ( 650) ( 404) 122 ( 1,301) ( 1,511) ( 1,694) ( 1,860) ( 2,078) ( 2,379) ( 2,611) ( 2,902) ( 2,649) ( 2,750) 2,016 1,996 2,137 2,221 2,293 2,319 2,429 2,533 2,687 2, ( 1,719) ( 1,957) ( 1,627) ( 996) ( 485) ( 538) ( 346) ( 222) ,169 1,908 1,972 2,110 2,328 2,225 2,327 2,404 2,556 2, , ,008 2,259 2,314 4,717 2,977 2,898 3,026 3,157 3,348 3, ,016 1,996 2,137 2,221 2,293 2,319 2,429 2,533 2,687 2, , ,008 2,259 2,314 4,717 2,977 2,898 3,026 3,157 3,348 3,

143 Groups of Activities support services commercial or strategic investments capital renewal ID Name 262 Central Environmental Lab - Replacement of Equipment 86 Council Wide Furniture Replacements 85 Council s Depot Buildings and Structures - Replacement of Components as Required 80 Council s Plant and Equipment - Replacement 63 Council s Plant and Vehicles - Replacements 311 Gordon Kear Forest Replant 270 Holiday Park - Upgrade of Facilities 221 Print Synergy - Replacement of Machinery 304 Public Rental Housing - Replacement of Structures, Internal Fitout and Services Total RENEWAL Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s ,254 1,288 1,323 1,356 1,390 1,424 1,461 1,508 1,549 1, ,169 1,908 1,971 2,110 2,329 2,225 2,325 2,403 2,557 2,638 2,169 1,908 1,971 2,110 2,329 2,225 2,325 2,403 2,557 2,638 commercial or strategic investments capital new ID Name 99 Council s Service Development - New Technology and Programmes 245 Gordon Kear Forest - Development of Internal Roading 353 Photocopier/Printer Leased Equipment Option to Buy Total Capital NEW Investment Additions - PN Airport Ltd Funded by Council (Rates and borrowing) 2009/ / / / / / / / / /19 $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s $'000s , , Year Plan 2009/19

144 Groups of Activities support services Corporate Support What the Council does This Activity is about the Council's internal services that support the external services Council provides to residents. These are human resources, information management and financial services. The cost of operating and maintaining the Civic Administration Building is all covered by this Activity. Because they are internal services there are no 10 Year Plan levels of service or performance measures. There are some one-off discretionary projects that will improve the way the Council provides the external services to residents. These are listed below. The direct cost of providing these services is spread over Council's external services as overheads. Significant negative effects There are no significant negative effects from this Activity. PART ONE 187