253 CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM) WHY WE DO IT As defined in the Civil Defence Emergency Management Act 2002, Council has a responsibility to effectively manage the reduction of, readiness for, response to and recovery from emergency situations whether natural or otherwise that may cause loss of life, injury or illness. WHAT WE DO The responsibilities of a local authority are outlined in section 64 of the Civil Defence Emergency Management Act 2002 (the Act). Essentially Civil Defence & Emergency Management (CDEM) has four aspects: reduction, readiness, response and recovery. With regards to reduction: Council identifies potential hazards and then develops planning guidelines to minimise the risks associated with those hazards. These controls are implemented through the Tauranga City Plan, Building Regulations, and other Acts and Regulations. There are a large number of hazards controlled by these means which include determining minimum floor levels to prevent flooding and ensuring buildings are to the desired earthquake standard. Council’s utility operations have Asset Management Plans and Contingency Plans to reduce potential risks or failures associated with their service delivery. With regards to readiness: Council has an Emergency Management Officer to maintain an Emergency Operations Centre which will be activated in times of an emergency. The Emergency Management Officer also engages with the community to assist with community preparedness. Council had 32 trained staff including two alternate controllers, three public information officers and one recovery manager available to staff the Emergency Operations Centre. With regards to response: Council’s target is to have the capacity to activate the Emergency Operations Centre within one hour of notice being received. With respect to recovery: The recovery aspect of CDEM, if not managed effectively, has the potential for long-term adverse effects on the community. Financial and resource constraints will often determine the effectiveness of a recovery operation. Council has an appointed Recovery Manager who co-ordinates with the Group Recovery manager of the region. Council Outcomes This activity contibutes to all of the Council Outcomes. Key Strategies and Plans • SmartGrowth 2007 • Smart Economy 2004 The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans. CURRENT DELIVERY • To ensure processes are in place for readiness to respond to an emergency. For emergency response Council works in partnership with the region, sub-region and city wide emergency management. This includes the Western Bay of Plenty District Council and the Bay of Plenty Civil Defence and Emergency Management Group (CDEMG). CDEMG Membership includes: - Bay of Plenty Regional Council - Rotorua District Council - Whakatane District Council - Opotiki District Council - Kawerau District Council - Western Bay of Plenty District Council - Tauranga City Council • The Bay of Plenty CDEM Group Plan was adopted in May 2005. The first review of that Plan was completed in April 2008, with a second review being undertaken in late 2011 • All training of Council staff is coordinated by the Group Training Coordinator. STRATEGIC DIRECTION Strategic direction for this Activity is primarily provided from the following: City Vision Vibrant, Healthy & Diverse Communities Actively Involved People Strong Sustainable Economy
WHAT WE DO CURRENT DELIVERY STRATEGIC DIRECTION WHY WE DO IT As defined in the Civil Defence Emergency Management Act 2002, Council has a responsibility to effectively manage the reduction of, readiness for, response to and recovery from emergency situations whether natural or otherwise that may cause loss of life, injury or illness. Strong Sustainable Economy Actively Involved People Vibrant, Healthy & Diverse Communities 253
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253
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
WHY WE DO IT
As defined in the Civil Defence Emergency Management Act 2002, Council has a responsibility to effectively manage the reduction of, readiness for, response to and recovery from emergency situations whether natural or otherwise that may cause loss of life, injury or illness.
WHAT WE DO
The responsibilities of a local authority are outlined in section 64 of the Civil Defence Emergency Management Act 2002 (the Act). Essentially Civil Defence & Emergency Management (CDEM) has four aspects: reduction, readiness, response and recovery.
With regards to reduction:
Council identifies potential hazards and then develops planning guidelines to minimise the risks associated with those hazards. These controls are implemented through the Tauranga City Plan, Building Regulations, and other Acts and Regulations. There are a large number of hazards controlled by these means which include determining minimum floor levels to prevent flooding and ensuring buildings are to the desired earthquake standard. Council’s utility operations have Asset Management Plans and Contingency Plans to reduce potential risks or failures associated with their service delivery.
With regards to readiness:
Council has an Emergency Management Officer to maintain an Emergency Operations Centre which will be activated in times of an emergency. The Emergency Management Officer also engages with the community to assist with community preparedness. Council had 32 trained staff including two alternate controllers, three public information officers and one recovery manager available to staff the
Emergency Operations Centre.
With regards to response:
Council’s target is to have the capacity to activate the Emergency Operations Centre within one hour of notice being received.
With respect to recovery:
The recovery aspect of CDEM, if not managed effectively, has the potential for long-term adverse effects on the community. Financial and resource constraints will often determine the effectiveness of a recovery operation. Council has an appointed Recovery Manager who co-ordinates with the Group Recovery manager of the region.
Council Outcomes
This activity contibutes to all of the Council Outcomes.
Key Strategies and Plans
• SmartGrowth 2007
• Smart Economy 2004
The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.
CURRENT DELIVERY
• To ensure processes are in place for readiness to respond to an emergency. For emergency response Council works in partnership with the region, sub-region and city wide emergency management. This includes the Western Bay of Plenty District Council and the Bay of Plenty Civil Defence and Emergency Management Group (CDEMG). CDEMG Membership includes:
- Bay of Plenty Regional Council
- Rotorua District Council
- Whakatane District Council
- Opotiki District Council
- Kawerau District Council
- Western Bay of Plenty District Council
- Tauranga City Council
• The Bay of Plenty CDEM Group Plan was adopted in May 2005. The first review of that Plan was completed in April 2008, with a second review being undertaken in late 2011
• All training of Council staff is coordinated by the Group Training Coordinator.
STRATEGIC DIRECTION
Strategic direction for this Activity is primarily provided from the following:
City Vision
Vibrant, Healthy & Diverse Communities
Actively Involved People
Strong Sustainable Economy
254 Tauranga City Council Draft Ten Year Plan 2012-2022
Lifelines
The Bay of Plenty Lifelines Advisory Group (BOPLAG) was established in 2006. Lifelines are a group comprising the utility providers within the Bay of Plenty. Utilities represented include roading, rail, water services, electricity, telecommunications, fuel and gas. Lifelines role is to determine the risks and interdependencies associated with the utilities with the objective of making the utilities less vulnerable in the event of an emergency or disaster.
Business continuity
A Pandemic Plan has been developed within Council and was reviewed in 2010. This has promoted the development of business continuity plans in those activity areas which provide and maintain essential services including but not limited to:
• Water, wastewater and stormwater systems
• Power, gas and telecommunications networks
• Transportation networks.
ADDITIONAL DELIVERY IN THE NEXT THREE YEARS
• The implementation of the community engagement tool such as ReadyNet. ReadyNet is an internet based program which allows groups and organisations to register their contact details with CDEM. This then provides CDEM with a means to quickly contact those groups or organisations at risk relative to any particular emergency event
• Improving the warning systems for tsunami related risks for the coastal strip. This work will involve the phased installation of warning sirens and improved foot egress
• Strengthening of the processes and systems that are
associated with Civil Defence. This includes improving the level of community engagement and improving the level of information provided to the community
• Training community volunteers to implement evacuation plans
• Implement outcomes of the review conducted in 2011/12.
ADDITIONAL DELIVERY IN YEARS FOUR TO TEN
No significant differences to the above.
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
SIGNIFICANT NEGATIVE EFFECTS
Significant negative effects or risks
Wellbeing
How Council will mitigate the effect or riskS* C* EC* EN*
The risk of an inappropriate response to an emergency event.
• • • • Maintain our capability and preparedness.
* S = Social, C = Cultural, EC = Economic, EN = Environmental
255
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)
256 Tauranga City Council Draft Ten Year Plan 2012-2022
TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE
PERFORMANCE MEASURES - SERVICE MEASURES
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Community readiness to respond to a major emergency (perception)
Percentage of residents that correctly know that they need to be very or fairly self-reliant in the event of a major emergency.
TCC - annual residents' survey
84% Not measured this year
Not measured this year
86-90% 86-90% 86-90% 86-90% 86-90%
Community readiness to respond to a major emergency (perception)
Percentage of residents that have an emergency kit prepared in case of a major emergency.
TCC - annual residents' survey
Not measured 41% Yes 2% Do not know 57% No
45% Yes 1% Do not know 55% No
Increasing 45%-50% 45%-55% 45%-55% 45%-55%
LEVELS OF SERVICE
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Council's contribution to reduction of risks associated with hazards (factual)
Council identifies and reduces risks relating to hazards that are identified in the Group CDEM Plan, e.g. earthquakes and coastal flooding, by addressing them in the Tauranga District Plan (and the Code of Practice for Development), Council policies and building regulations. * Note that regional and national legislation and policy statements are reflected in local policies, plans and responses.
TCC Achieved Achieved Achieved - At risk earthquake buildings identified and registered. Lifelines vulnerability plan completed
Achieved Achieved Achieved Achieved Achieved
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
257
LEVELS OF SERVICE
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Council readiness to respond to a major emergency (factual)
Sufficient TCC staff are trained for effective response and to assist the staffing of the Emerency Mangement Office during a civil defence emergency. That being in any 24 hour period of a declared emergency, three separate shifts are be maintained of which Western Bay of Plenty District Council will staff the equivalent of one of those shifts.
TCC Achieved Achieved - currently there are two controllers and 36 staff in two EOC shift teams
Achieved - Currently there are two alternate controllers and 32 staff in two Emergency Operating Centre (EOC) shift teams. Of the 3 shifts, 2 are contributed by TCC to the EOC operation
A minimum of 30 TCC staff trained to assist during a civil defence emergency, including one alternate controller, one public information officer, and one recovery manager
Achieved Achieved Achieved Achieved
Council's ability to respond at short notice to an emergency (factual)
The local emergency operations centre can be effectively activated within one hour of notification of a civil defence emergency, and maintained for as long as the emergency declaration remains in place.
Council's ability to manage recovery operations following a major emergency (factual)
In the event of a major emergency occurring in the city, Council will provide sufficient resource to manage the longer term recovery operation.
TCC Not required Not required Not required Achieved (if required)
Achieved (if required)
Achieved (if required)
Achieved (if required)
Achieved (if required)
Council's ability to continue to provide essential services following a major emergency (factual)
In the event of a major emergency occurring in the city, Council will maintain business continuity for essential service as identified in the Tauranga City Council Pandemic Plan (these include water, wastewater and key transportation networks, and airport, solid waste and communications services).
TCC Not required Not required Not required Achieved (if required)
Achieved (if required)
Achieved (if required)
Achieved (if required)
Achieved (if required)
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
258 Tauranga City Council Draft Ten Year Plan 2012-2022
ASSET MANAGEMENT
Key Assets as at 30 June 2011
• No assets other than staff computers and furniture.
The growth in the city will cause minimal change in demand for assets in this Activity.
CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)
CAPITAL EXPENDITURECIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM) Total
Total new or upgraded assets - Level of Service $797,500 $422,500 $375,000 $0 $0 $0 $0 $0 $0 $0 $0
IMPACT OF INFLATION ON CAPITAL EXPENDITURE
Total new or upgraded assets - Level of Service $812,050 $422,500 $389,550 $0 $0 $0 $0 $0 $0 $0 $0
Total Civil Defence and Emergency Management $797,500 $422,500 $375,000 $0 $0 $0 $0 $0 $0 $0 $0
IMPACT OF INFLATION ON CAPITAL EXPENDITURE
Total Civil Defence and Emergency Management $812,050 $422,500 $389,550 $0 $0 $0 $0 $0 $0 $0 $0
259
CUSTOMER SERVICE CENTRE
WHY WE DO IT
A one-stop shop that provides easy access to Council knowledge and services.
WHAT WE DO
• Council answers enquiries and provides information and payment services to both internal and external customers. Several frontline interfaces are provided to do this including:
- reception area
- call centre services (telephone and email enquiries)
- land information, building/property enquiry and building consent vetting service
- general enquiries counter and cashiers service (face-to-face help and assistance)
- web based information (accessed via personal internet connections or via public access terminals).
• The Customer Service Centre brings together an information and enquiry service on behalf of all Council divisions, such as:
- various bylaw queries
- building and property information
- general planning enquiries
- animal control enquiries
- rates information
• Manages the STAR (Scanning Transformation of Active Records) project – scanning Council’s paper property files into an electronic image.
Council Outcomes
This activity contibutes to all of the Council Outcomes.
The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.
CURRENT DELIVERY
• The Service Centre in Willow Street has, on average, five hundred enquiries per day (foot traffic) and one thousand calls received per day managed by Call Centre staff
• The Call Centre resolves on average 90% of enquiries at the first point of contact without referral. The Service Centre responds to 98% of enquiries without referral
• The Customer Service Centre (CSC) has introduced electronic property file availability
• STAR is working to complete the scanning of all remaining TCC paper files
• A number of organisation wide customer service improvements have been achieved including a customer
service promise detailing Council’s commitment to its customers in respect of enquiry response times and contact details.
ADDITIONAL DELIVERY IN THE NEXT THREE YEARS
• Review the impact of online services on the business delivery of the Customer Service Centre
• Reducing the service delivery time for customers ordering property files
• Introduction of wider communication channels for customers to improve accessibility and offer greater choice in terms of contact with council
• To scan the remainder of TCC paper files, including subdivision and street files.
ADDITIONAL DELIVERY IN YEARS FOUR TO TEN
No significant differences to the above.
STRATEGIC DIRECTION
Strategic direction for this Activity is primarily provided from the following:
City Vision
Built to Fit our Hills, Harbour & Coast
Actively Involved People
260 Tauranga City Council Draft Ten Year Plan 2012-2022
CUSTOMER SERVICE CENTRESTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)
Indication of quality of customer service (perception)
Of people who came into one of Council’s service centres, the percentage that felt that the length of time they had to wait for service was acceptable.
TCC - customers' survey
95% 97% 95% 93% 95% 95% 95% 95%
LEVELS OF SERVICE
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Maximum waiting times for phone customers (factual)
Percentage of calls to Council’s main telephone number, 577 7000, that are picked up within 20 seconds.
TCC 84% 85% 86% 82% 85% 85% 85% 85%
Provision of call centre and service centre services (factual)
Council’s call centre is open Monday to Friday, 8am to 5pm and a restricted after hours phone-in service is available at other times. Council’s service centres are open Monday to Friday, 8am to 5pm, with the exception that the Willow Street service centre opens at 9am on Wednesdays.
Callers talk to a person when phoning Council (factual)
There is always a person on the end of the phone*, rather than an answer phone service, at Council’s main telephone number (577 7000). * If the lines are all busy, the caller can leave a message and someone will call back as soon as a line is free.
Total Customer Service Centre $52,930 $0 $0 $27,640 $7,290 $0 $0 $0 $0 $18,000 $0
IMPACT OF INFLATION ON CAPITAL EXPENDITURE
Total Customer Service Centre $62,147 $0 $0 $29,672 $8,093 $0 $0 $0 $0 $24,383 $0
263
CITY DEVELOPMENT
WHY WE DO IT
When land or building development occurs in the City it is done so with safe landforms and quality infrastructure. The associated technical information is managed appropriately and is easily available for our community.
WHAT WE DO
City Development provides professional services to the community via five business areas:
• Development Engineering
• Development Monitoring
• Asset and Technical Information
• Hazardous Substances and Historic Land Use, and
• Fleet Management Services.
The key result areas for the activity are:
• Development of safe landforms and quality infrastructure via building and land development processes and accurate information management
• Natural and man-made risks to land and building development are identified and taken into account when development occurs
• The City’s key infrastructure development standards, called the Infrastructure Development Code, are reviewed, maintained, developed and enhanced
• Collaborative relationships with customers are developed and maintained
• Construction monitoring services are provided to the City Waters and Transportation teams
• Monitoring and condition rating of existing infrastructure for asset managers
• Customer response to asset based service requests
• Management of vehicle fleet
• Provision of asset information management expertise to the City’s “green” assets through the ACCELA asset management system
• Management of technical information relating to natural and man-made hazards, historic land uses and contaminated sites and contract, development and as-built data. Ensure these records are available electronically
• Monitoring of hazardous substances activities in the western Bay of Plenty sub-region
• Professional advice/support provided to:
- resource and building consent processes
- customer service and call centres
- Environmental Policy
- City Parks, Waters and Transportation
- development community
- Department of Labour
- Western Bay of Plenty District Council
• Technical and asset information systems are integrated with corporate systems and external contractors.
Council Outcomes
This activity contibutes to all of the Council Outcomes.
The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.
CURRENT DELIVERY
• The team has ensured that all key activities undertaken have been process-mapped and effective work processes/practices adopted and regularly reviewed. These work practices are supported by corporate systems
• A strong team culture has been developed that ensures excellent customer service is provided, key customer relationships are maintained and that a quality, “right first time” work ethic is practiced.
STRATEGIC DIRECTION
Strategic direction for this Activity is primarily provided from the following:
City Vision
Built to Fit our Hills, Harbour & Coast
Actively Involved People
264 Tauranga City Council Draft Ten Year Plan 2012-2022
CITY DEVELOPMENT
ADDITIONAL DELIVERY IN THE NEXT THREE YEARS
• Development of quality infrastructure and safe landforms
• Continue to review business practices to ensure efficient, consistent practice and quality customer service
• Develop and enhance the Infrastructure Development Code to support capital and development works delivery
• Support capital works teams in delivery of quality infrastructure and health and safety requirements for these projects
• Support City Transportation and asset managers in the delivery of road zone occupancy and asset management needs
• Asset and technical information continues to be developed and audited to strengthen the delivery in several key areas of infrastructure services
• The City’s vehicle fleet is efficient, matched to corporate need and affordably delivered
• Investigate delivery of some core activities across region e.g. hazard management, Infrastructure Development Code.
ADDITIONAL DELIVERY IN YEARS FOUR TO TEN
No significant differences to the above.
SIGNIFICANT NEGATIVE EFFECTS
Significant negative effects or risks
Wellbeing
How Council will mitigate the effect or riskS* C* EC* EN*
Quality of Vested Infrastructure
Poorly constructed infrastructure vested in Council require:
• Early renewal
• Increased maintenance
• Sometimes affect the downstream plant i.e. pump stations, treatment plant
Also ground and/or stormwater entering a system or wastewater exiting a system has an impact both on the environment and infrastructure running costs.
• • • Ensure infrastructure performance standards in District Plan.
Ensure standards for infrastructure design, review and construction meet Asset Manager needs.
Maintain a core team of Development Engineer’s and Development Monitoring Officer’s to co-ordinate, review and observe asset construction on behalf of City Services and Transportation.
Frequent training of core team on key areas of infrastructure construction.
Safe Landforms
Landforms in their existing or modified states can have adverse effects on the community if not appropriately identified and managed.
• • • Ensure landform information is up to date, audited and easily available to the community.
Ensure good business practice is employed when assessing land and building development.
Ongoing training of staff and auditing of applications undertaken.
HSNO
• Changes to hazardous substances management in NZ may mean loss of monitoring contract
• Risk to the City maybe significant if when proactive monitoring of the manufacturing, use, storage or transportation of hazardous substances ceases.
• • • Frequent contact with Environmental Protection Agency and Department of Labour to ensure we are aware of any possible changes ahead of time.
Review if any possible alternatives available under Local Government Act 2002 or Hazardous Substances New Organisms Act 1996.
* S = Social, C = Cultural, EC = Economic, EN = Environmental
265
CITY DEVELOPMENT
STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)
266 Tauranga City Council Draft Ten Year Plan 2012-2022
CITY DEVELOPMENT
TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE
PERFORMANCE MEASURES - SERVICE MEASURES
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Subdivision Application processes
All subdivision applications are assessed for the provision of services, the impact of natural and man made hazards and off site effects affecting the development and adjoining environment. Consent conditions applied to manage adverse effects as required.
TCC 100% 100% 100% 100% 100% 100% 100% 100%
Natural, man made and vested assets as-built information.
Information managed by City Development relating to natural and man made hazards and vested assets as-built drawings are audited every six months to check the integrity of information.
TCC New measure 100% 100% 100% 100%
LEVELS OF SERVICE
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Vested assets - to ensure large scale assets vested in Council meet required construction standards. (factual)
All large scale assets vested in Council via a subdivision process have been: - constructed to an approved development plan; - randomly inspected at least once per week to monitor construction progress - formally inspected by staff at development milestones (and Council ensures testing of assets at development milestones is undertaken by others).
Provision of natural, man made and vested assets as-built information to the community.
Information managed by City Development relating to natural and man made hazards and vested assets as-built drawings is publically displayed in Council's map system.
Building developments that trigger the requirement for an asset protection bond are inspected to ensure that damage does not occur to existing road zone assets. Where damage occurs that damage is repaired by bond holder.
Asset protection bonds refunded within 10 working days of receipt of application for refund for compliant applications.
TCC New measure 90% 92% 95% 95% and increasing
Earthworks Monitoring
Building developments that trigger the requirement for earthwork monitoring in relation to the City Plan rules are inspected for installation of sediment control measures and compliance with the Plan.
Protection of public health and environment (factual)
Information relating to Identified contaminated sites is available to the community.
TCC Not measured
Not measured 587 contaminated sites are known. Of these 100 are considered clear of any issues
No targets required
No targets required
No targets required
No targets required
No targets required
268 Tauranga City Council Draft Ten Year Plan 2012-2022
CITY DEVELOPMENT
CAPITAL EXPENDITURE
CITY DEVELOPMENT TotalBudget
2012/13Budget
2013/14Budget
2014/15Budget
2015/16Budget
2016/17Budget
2017/18Budget
2018/19Budget
2019/20Budget
2020/21Budget
2021/22
There are no capital projects in this group of activities
ASSET MANAGEMENT
Key Assets as at 30 June 2011
• No assets other than staff computers and furniture.
The growth in the city will cause minimal change in demand for assets in this Activity.
269
DEMOCRACY & CIVIC SERVICES
WHY WE DO IT
Effective Support:
• To manage Council committee decision-making and governance processes and provide high quality governance advice and support to elected members and staff.
Sister Cities:
• To enrich our community and business sector through economic, cultural, educational and social benefits associated with sister city relationships.
WHAT WE DO
• The Democracy activity comprises:
- support and advice to elected members in governance processes
- management, support and advice to the organisation for all democratic processes
- support to the Mayor and Chief Executive in managing the interface between the elected members and the organisation
- compliance with all governance legislative requirements
- management of the local triennial elections and representation review
- Sister Cities liaison and facilitation.
• The Local Government Act 2002, the Local Government Official Information & Meetings Act 1987 (LGOIMA) and the Local Electoral Act 2001 essentially determine the minimum levels of service that are to be provided by the Democracy Services activity. Input from elected members provides further definition
• Tauranga formally signed Sister City agreements with Yantai, China in 1986 and Hitachi, Japan in 1988 to provide exchange programmes that would promote goodwill and mutual understanding between the citizens of each nation
• The Council has actively participated in the Sister Cities programme over the past 25 years. This participation involves facilitating Sister City relationships and monitoring the Sister Cities’ contracts with key delivery partners.
Council Outcomes
This activity contibutes to all of the Council Outcomes.
Key Strategies and Plans
• SmartGrowth 2007
• Smart Economy 2004
The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.
CURRENT DELIVERY
• Ensure reports prepared for Council and its committees follow the report writing standards, show clear intent and comply with the relevant statutory requirements
• Support effective Council committee meeting processes and ensure compliance with the statutory legislation and requirements
• Provide governance advice, assistance and information to elected members, staff and others to ensure they are effective in their roles
• Assist with the local authority triennial or by-election process and representation review
• Manage the establishment of a new Council after the triennial elections
• Provide administrative and hosting support for the Mayor and Chief Executive
• Manage any large formal submission processes for Council
• Maintain established relationships with Sister Cities and those contracted to deliver Sister City outcomes on behalf of Council.
STRATEGIC DIRECTION
Strategic direction for this Activity is primarily provided from the following:
City Vision
Vibrant, Healthy & Diverse Communities
Actively Involved People
Strong Sustainable Economy
A Great Place to Grow Up
270 Tauranga City Council Draft Ten Year Plan 2012-2022
DEMOCRACY & CIVIC SERVICES
ADDITIONAL DELIVERY IN THE NEXT THREE YEARS
• Local authority elections in 2013
• Mayoral delegations from Sister Cities: Hitachi and Yantai.
ADDITIONAL DELIVERY IN YEARS FOUR TO TEN
No significant differences to the above.
SIGNIFICANT NEGATIVE EFFECTS
Significant negative effects or risks
Wellbeing
How Council will mitigate the effect or riskS* C* EC* EN*
Delivery of incorrect information on any aspect of Council business.
• • • • Council addresses this by ensuring that staff have adequate access to all relevant information and are appropriately trained. This will ensure that effects are kept to a minimum.
* S = Social, C = Cultural, EC = Economic, EN = Environmental
271
DEMOCRACY & CIVIC SERVICESSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)
272 Tauranga City Council Draft Ten Year Plan 2012-2022
DEMOCRACY & CIVIC SERVICES
TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE
PERFORMANCE MEASURES - ACTIVITY OUTCOME
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Level of involvement in decision making processes (factual)
Number of people who wish to speak in support of their submission in a formal submission process, and the number of people who address Council through the Public Forum section of Committee Meetings.
TCC Total of 283 submitters consisting of 256 verbal submissions and 27 Public Forum speakers
Total of 170 submitters consisting of 147 verbal submissions and 23 Public Forum speakers
Total of 126 submitters consisting of 113 verbal submissions and 13 Public Forum speakers
Level of involvement in decision making processes (factual)
Number of formal submission processes run by Council each year, with a breakdown of what they were and the number of submissions received and the number spoken to for each.
TCC 14 completed 7 completed 6 completed (excluding the City Plan Review)
3-4 per year 3-6 per year 3-6 per year 3-6 per year 3-6 per year
Degree to which the economic benefits of sister city relationships are realised (factual)
Key annual targets, arising from the Memorandums of Understanding with Hitachi City Hall and Yantai Municipal Government are met.
Export New Zealand (Bay of Plenty
Achieved, all key targets met
Achieved, 18 key actions completed
Achieved, the 6 key objectives for 2010/11 were met
Narrative report to include key annual targets from each year's management contract
Narrative report to include key annual targets from each year's management contract
Narrative report to include key annual targets from each year's management contract
Narrative report to include key annual targets from each year's management contract
Narrative report to include key annual targets from each year's management contract
273
DEMOCRACY & CIVIC SERVICES
LEVELS OF SERVICE
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Provision of democracy services - timeliness (factual)
Agendas and associated reports for all scheduled meetings are available to interested parties in accordance with statutory timeframes.
Provision of democracy services - timeliness (factual)
All Elected Member and Committee meetings are publicly notified in accordance with statutory timeframes.* * Two days in advance for Local Government Official Information & Meetings Act 1987 (LGOIMA), and ten days in advance for the RMA.
Provision of local council election services (factual)
The local triennial election is managed to meet all statutory requirements. *Will only be included in election years.
TCC n/a - not an election year
n/a - not an election year
Achieved - for the October 2010 election
n/a - not an election year
n/a - not an election year
Achieved n/a - not an election year
Every 3 years
Provision of sister cities services - update agreements (factual)
The two formal sister city agreements (signed with Yantai, China, in 1986 and Hitachi, Japan, in 1988) are reviewed and updated following each Mayoral delegation visit (approximately three yearly).
TCC Achieved Not applicable Achieved - Tauranga/Yantai sister city agreement reviewed and updated July 2010
Achieved Tauranga/Hitachi Sister City Agreement reviewed and updated
Tauranga/Yantai sister city agreement reviewed and updated
Not applicable
Every 3 years
OTHER INTERESTING STATISTICS
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Throughput - numbers voting (factual)
Number of people who voted in the local triennial election. *Will only be included in election year.
TCC n/a - not an election year
n/a - not an election year
35,158 total voters - 44%
No targets required
Increase from previous elections
No targets required
No targets required
No targets required
Throughput - meetings during the year (factual)
Number of Council Committee meetings held per year (excluding Hearing Commissioner meetings).
TCC 117 87 73 No targets required
No targets required
No targets required
No targets required
No targets required
274 Tauranga City Council Draft Ten Year Plan 2012-2022
DEMOCRACY & CIVIC SERVICES
ASSET MANAGEMENT
Key Assets as at 30 June 2011
• No assets other than staff computers and furniture.
The growth in the city will cause minimal change in demand for assets in this Activity.
Total Democracy and Civic Services excl inflation $120,000 $6,000 $66,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000
Total Democracy and Civic Services incl inflation $133,588 $6,000 $68,561 $6,441 $6,661 $6,902 $7,165 $7,453 $7,775 $8,128 $8,503
For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council's financial systems.
There follows a reconciliation between the "Capital Expenditure" figures shown in the summarised financial information for this activity, and the detailed list of projects above.
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WHY WE DO IT
To support the organisation to deliver Council services and to provide good quality information to the public.
WHAT WE DO
Internal support activities within Tauranga City Council which assist in the effective and efficient delivery of all Council services.
Council Outcomes
These activities contibute to all of the Council Outcomes.
The following pages outline how these activities contribute to delivering the City Vision, Council Outcomes and Strategies and Plans.
Business Information
• Maintains corporate and community information needs by managing all information such as customer correspondence, property records and archives
• Provides a centralised copy centre service to the organisation
• Develops and supports Council’s transition from hardcopy to electronic documentation.
Business Solutions
• Provides for the development, implementation and continuous improvements of business information systems and advice, and provision of and support for highly effective information and communication technology
• Provides effective and efficient geospatial services to meet Council’s ongoing business needs.
Communications
• Enables citizens to better understand what the Council does and to be comfortable engaging with us
• The City Investment Programme seeks to develop relationships with individuals and organisations both locally and nationally to co-fund the establishment of new facilities.
Finance, Legal and Risk Management
• Plays a key role in supporting and encouraging the
SUPPORT SERVICES
STRATEGIC DIRECTION
Strategic direction for this Activity is primarily provided from the following:
City Vision
Easy and Safe to Move Around
Built to Fit our Hills, Harbour & Coast
A Clean, Green, Valued Environment
Vibrant, Healthy & Diverse Communities
Actively Involved People
Strong Sustainable Economy
Strong Sustainable Economy
A Great Place to Grow Up
276 Tauranga City Council Draft Ten Year Plan 2012-2022
organisation to think and act smarter about financial management. The team helps support the organisation to be financially responsible and accountable about how we spend, save, generate and manage our funds
• Provides legal advice and support to the Council
• Assesses and collects land and water rates revenue
• Provides transactional services for Council, such as accounts payable and sundry invoicing services.
Human Resources
• Leads and facilitates a strong and positive organisation culture, focusing on change, relationship building and developing the wellbeing and capacity of staff.
Property Management
• Provides property acquisition, management and divestment services for the Council.
Strategic Planning and Relationships
• Provides strategic planning, policy and bylaw development and corporate planning advice and support to assist the Council in responding intelligently, consistently and responsibly to the needs of our community
• Supports the organisation in its understanding of Maori issues and plays an integral part in fostering an effective and meaningful relationship between Council, Tangata Whenua and the wider Maori community.
SUPPORT SERVICES
If you would like to view the full activity area plan for these activities please go to www.tauranga.govt.nz or contact Council on (07) 577 7000.
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SUPPORT SERVICES
STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)
Land sales (net of purchases) ($5,871,924) ($4,256,657) ($7,197,233) ($2,410,233) ($1,341,133) ($333,333) ($333,335) $2,500,000 $2,500,000 $2,500,000 $2,500,000
Total new or upgraded assets - Level of Service ($2,775,726) ($3,908,195) ($6,922,862) ($2,117,763) ($1,042,940) ($20,625) $13,936 $2,821,548 $2,759,580 $2,766,503 $2,875,092
IMPACT OF INFLATION ON CAPITAL EXPENDITURE
Total new or upgraded assets - Level of Service $364,652 ($3,908,195) ($7,191,469) ($2,273,419) ($1,157,768) ($23,727) $16,641 $3,504,927 $3,575,864 $3,747,505 $4,074,293
ASSET RENEWALS
Various software and hardware replacements $5,955,000 $905,000 $690,000 $620,000 $520,000 $570,000 $520,000 $520,000 $570,000 $520,000 $520,000
subtract items items included in Open Space activity
Internal land transfers Open Space $2,453,576 $303,576 $2,150,000
Per summarised financial information
Total Support Services excl inflation ($1,725,386) ($5,696,162) ($5,830,542) ($6,764,513) $57,110 $1,466,700 ($1,310,153) $3,646,798 $4,070,246 $3,944,213 $4,690,917
Total Support Services incl inflation $2,966,209 ($5,696,162) ($6,056,767) ($7,261,705) $63,398 $1,687,292 ($1,564,454) $4,530,052 $5,274,225 $5,342,831 $6,647,498
For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council's financial systems.
There follows a reconciliation between the ‘Capital Expenditure’ figures shown in the summarised financial information for this activity, and the detailed list of projects above.
SUPPORT SERVICES
280 Tauranga City Council Draft Ten Year Plan 2012-2022
ORGANISATION-WIDE
TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE
PERFORMANCE MEASURES - ACTIVITY OUTCOMES
What this measure tells us Measure Data Source
2008/09 Results
2009/10 Results
2010/11 Results
2011/12 Target (per Annual Plan)
Year 1 - 2012/13 target
Year 2 - 2013/14 target
Year 3 - 2014/15 target
Years 4-10 - 2015/16 to 2021/22 target
Level of awareness of decision-making processes (perception)
Percentage of residents that feel they understand Council's decision-making processes.