Other Activities
Comprises Development Property, Pensioner Housing, Other Property, Litter Control, Rural Fire, Government Assisted Training Programmes, District Promotion and Development, Council Grants and Corporate Planning.
Property Development
Rationale for delivery of activity
Council owns various types of property, which are managed in the best interest of the residents and ratepayers of the District. These properties are classified as commercial or community investments.
Community Outcomes
Otorohanga has housing that satisfies the needs of the community and those who may consider joining the community.
Council contribution to Community Outcomes
Identify housing needs and facilitate development.
What is the extent of Council’s responsibility?
Council has purchased and developed residential and Industrial land.
Target Levels of Service
That all sections, both residential and industrial, are sold within the set timeframe as indicated by the Financial Forecast.
How do we measure progress?
Property development in accordance with plans.
Contributions made to Otorohanga District Development Board in accordance with budgeted figure.
Property Assets
|
Westridge Subdivision. |
Progress Park. |
|
Waiwera Street. |
Otorohanga Museum |
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
It is recognised that this activity is speculative in nature and not part of Council’s core business.
Property demand decrease.
Pensioner Housing
Rationale for delivery of activity
Though not considered to be part of Council’s core business, housing for the elderly is owned and managed to meet community expectations that there is a good standard of affordable rental accommodation available to elderly residents.
Community Outcomes
Otorohanga has housing that satisfies the needs of the community and those who may consider joining the community.
Otorohanga is promoted as an ideal centre for retired people, focusing on the many facilities it has for older people.
Council contribution to Community Outcomes
Work with agencies such as Housing NZ.
Develop a promotions strategy.
What is the extent of Council’s responsibility?
Council owns, maintains and administers limited stocks of housing for the elderly in Otorohanga and Kawhia. Housing rentals are established at levels, which will sustain the activity.
Target Levels of Service
For housing units to have an occupancy rate of at least 95%.
Units to be maintained to reasonable standards.
Rentals to be maintained at affordable levels.
Respond to enquiries, complaints and requests for maintenance within 24 hours.
How do we measure progress?
Analysis of request for services records.
Feedback from occupants.
Monitoring of operational costs.
Assets
|
22 Housing units in Otorohanga. |
6 Housing units in Kawhia. |
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
Adverse economic effect may result if the cost of maintaining the assets should increase.
Other Property
Rationale for delivery of activity
Council owns various types of property, which are managed in the best interest of the residents and ratepayers of the District. These properties are classified as commercial or community investments.
Community Outcomes
A better area for boating services is developed.
That educational facilities meet our needs.
Council contribution to Community Outcomes
Develop boat parking and boat ramp, including introduction of fees.
What is the extent of Council’s responsibility?
Assets maintained to required standard.
Target Levels of Service
Those assets relevant to this activity are reviewed every 12 months.
How do we measure progress?
Development completed.
Assets
|
Boat Ramp. |
Car Parks. |
|
Gravel Pits. |
Kawhia Medical Centre. |
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
It is recognised that this activity is not part of Council’s core business.
Litter Control
Rationale for delivery of activity
This service is outside the scope of the refuse collection contract and the main focus is one of picking up litter on the roadside and in Parks and Reserves. The service is also provided under contract to the State Highway network.
Community Outcomes
Otorohanga is a must see tourism destination. Its many attributes are enhanced, including its natural features, such as rivers, gardens and Kahikatea remnants, its position as a travel gateway and Tourism New Zealand’s categorisation of Otorohanga as an ideal town.
Council contribution to Community Outcomes
Maintain our tidiness.
What is the extent of Council’s responsibility?
Council has no legal obligation to provide this service, but does it as a means to improve the tidiness and aesthetic appeal of the District.
Target Levels of Service
Provide litter collection from the roadside verges, parks and reserves within the District.
How do we measure progress?
No justifiable adverse comment received from Transfield regarding litter on our District’s sections of SH3, SH31 and SH39.
No justifiable adverse written comments regarding litter on roadside verges, parks and reserves within the District.
Litter Control Assets
There are no assets for this activity.
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
The staff resource is seen as a critical component in the provision of this activity as the service has created a high public profile.
Rural Fire
Rationale for delivery of activity
Council provides a Rural Fire Service to fulfil its obligations under the Forest and Rural Fires Act and the Fire Service Amendment Act. The public’s expectation is Council will provide rural fire protection and fire prevention services.
Community Outcomes
This activity does not contribute directly to community outcomes as currently identified.
Council contribution to Community Outcomes
Nil.
What is the extent of Council’s responsibility?
Council is required by legislation to provide this service and is the primary agency for this. The fire suppression response is carried out through the local fire brigades and contractors as required.
Target Levels of Service
Provide a rural fire fighting capability, in conjunction with the New Zealand Fire Service.
How do we measure progress?
Issue permits for controlled burns of a minor nature, during restricted fire seasons within 3 working days.
Rural Fire Assets
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
Ongoing increases in the standard of service required throughout the Rural Fire Management Code of Practice will result in increased costs not forecast.
Failure to provide an adequate fire response capability could result in significant damage to property and possible loss of life.
District Promotion, Development and Tourism
Rationale for delivery of activity
Council supports this activity by providing funding to the Otorohanga District Development Board, Destination Waitomo, Development King Country and Tourism Waikato, whose main roles are to promote tourism and business development in the District.
This activity was developed in order to attract outside industries, create employment, expand the rating base, increase property values, support present business, ensure a future for our young citizens and promote the future of the District.
Community Outcomes
Otorohanga is a must see tourism destination. Its many attributes are enhanced, including its natural features, such as rivers gardens and Kahikatea remnants, its position as a travel gateway, and Tourism New Zealand's categorisation of Otorohanga as an 'ideal town'
Existing economic strengths in the community are promoted and make the town an attractive destination for the development of small to medium sized businesses. That the business community is vibrant and progressive and a cornerstone of the greater community.
Employment and business opportunities are increased and enhanced, and people in Kawhia benefit from these opportunities.
Our identity is preserved and fostered. This includes our Māori and Pakeha inheritance and recognition of all cultures and religions.
A balance of sustainable economic development appropriate to this area is achieved without over commercialisation.
There is an adequate range of health and well-being, youth and adult social services provided in Kawhia.
The Māori character of Kawhia is recognised and enhanced.
A town theme is developed based upon Kawhia’s unique historical, environmental and “Kiwi bach” culture, in order to maintain its unique individuality and culture.
That all cultural celebrations are recognised.
Council contribution to Community Outcomes
Promote better service and hospitality.
Actively market the town.
Promote the “historic tourist route”.
Retain and develop the rail link.
Accommodation study identified the need for a five star hotel.
Strengthen our relationship with tourism operators and Destination Waitomo.
Support local Māori tourism.
Establish Otorohanga as a preferred stop for travellers.
Promote Otorohanga as NZ’s Kiwiana Capital.
Promote existing attractions (hanging baskets, Pou Pou etc).
Maintain Council’s i-site.
Undertake market research to assist business growth.
Establish business development and mentoring.
Celebrate business successes.
Hold “I am Otorohanga, Otorohanga is me” events.
Develop target markets for tourism (fishing, eco-tourism, historic).
Develop commercial marine farming.
Continually update our website.
Maintain and update a community information board.
Have an information centre for visitors.
Have an ATM machine.
Promote tourism (visitors) in a manner which does not compromise Kawhia.
Promote events with a greater Māori emphasis.
That other economic activities are recognised and promoted as major contributors to the economy of the District.
What is the extent of Council’s responsibility?
Council has no legal obligation to provide this service, but does it as a means to improve the number of visitors and new residents to the District.
Development of a town theme.
Promote events with a greater Māori emphasis.
Support Kiwiana and Kawhia Kai festivals.
Develop opportunities for training in tourism, forestry and fishing.
Target Levels of Service
Provide financial assistance to and monitor the performance of the Otorohanga District Development Board.
How do we measure progress?
Provide allocated budget of not less than $150,000.
Otorohanga District Development Board to provide Council with six-monthly reports of services provided to justify existing levels of funding.
Promotion and Development Assets
There are no assets for this activity.
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
There are no known risks.
Council Grants
Rationale for delivery of activity
Council has a historic role in providing grants to different Community organisations. This is generally in response to Community expectations. Each application for assistance will be considered on its merits.
Community Outcomes
Our cultural festivals are recognised.
Foster a sense of social responsibility within the Otorohanga community.
That all cultural celebrations are recognised.
Council contribution to Community Outcomes
Support Whare Awhina.
Recognise cultural festivals.
Promote Māori language.
What is the extent of Council’s responsibility?
Council reviews applications on a case-by-case basis.
Target Levels of Service
By reviewing grant allocations against budget allocations and ensuring that there are no significant changes.
How do we measure progress?
By reviewing the yearly budget in order to maintain or improve the value of the Grants allocation where possible.
Assets
There are no assets for this activity.
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
If Council is required to review funding, other significant activities may encounter a shortfall due to the limited funds.
Corporate Planning
Rationale for delivery of activity
This activity includes Council’s Annual Plan, LTCCP or Annual Report, Budget Reporting, Long Term Financial Strategy and Asset Management Plans.
Council is required to undertake long term planning to comply with the Local Government Act 2002.
Community Outcomes
This activity does not contribute directly to community outcomes as currently identified.
Council contribution to Community Outcomes
Nil.
What is the extent of Council’s responsibility?
Council has a legal obligation to comply with the Local Government Act 2002 to produce an Annual Plan, LTCCP and Annual Report and Asset Management Plan.
Target Levels of Service
Prepare Annual Plan or LTCCP and Annual Report for the consideration of Council.
How do we measure progress?
Draft Long Term Council Community Plan or Annual Plan adopted by 30 June in each year.
Annual Report adopted by 31 October in each year.
Assets
There are no assets for this activity.
Sources of Revenue
Sources of Revenue are disclosed in the Revenue and Financial policy.
Risks
That legislative changes increase the statutory obligations to a level where they are unable to be met due to time constraints
Statement of Cost of Service
|
|
2007/08 |
2008/09 |
2008/09 |
|
|
|
Annual Plan |
LTCCP |
Annual Plan |
Variance |
|
INCOME & INTERNAL RECOVERIES |
|
|
|
|
|
Otorohanga Rural |
|
|
|
|
|
Funding Assistance |
10,500 |
7,965 |
9,000 |
1,035 |
|
Interest Income |
70,200 |
70,000 |
85,000 |
15,000 |
|
User Fees and Charges |
123,968 |
119,039 |
113,109 |
(5,930) |
|
Internal Recoveries |
491,167 |
516,349 |
509,221 |
(7,128) |
|
|
695,835 |
713,353 |
716,330 |
2,977 |
|
Otorohanga Community |
|
|
|
|
|
User Fees and Charges |
115,300 |
121,661 |
120,303 |
(1,358) |
|
|
115,300 |
121,661 |
120,303 |
(1,358) |
|
Kawhia Community |
|
|
|
|
|
User Fees and charges |
32,942 |
37,829 |
32,959 |
(4,870) |
|
|
32,942 |
37,829 |
32,959 |
(4,870) |
|
TOTAL INCOME & INTERNAL REC |
844,077 |
872,843 |
869,592 |
(3,251) |
|
|
|
|
|
|
|
EXPENDITURE |
|
|
|
|
|
Otorohanga Rural |
|
|
|
|
|
District Promotion and Development |
146,400 |
149,066 |
149,900 |
834 |
|
Council Grants |
85,500 |
90,347 |
96,500 |
6,153 |
|
Corporate Planning |
214,500 |
263,785 |
310,500 |
46,715 |
|
Building Operation |
189,064 |
210,011 |
207,814 |
(2,197) |
|
Furniture and Fittings |
110,950 |
111,002 |
110,950 |
(52) |
|
Litter Control |
46,900 |
46,754 |
49,400 |
2,646 |
|
Rural Fire Control |
36,000 |
37,537 |
34,000 |
(3,537) |
|
Rural Housing |
3,750 |
- |
- |
- |
|
Administration Plant |
149,700 |
155,010 |
147,900 |
(7,110) |
|
Aotea Erosion Protection |
13,050 |
8,216 |
14,150 |
5,934 |
|
Aotea Erosion Protection Loan |
11,733 |
11,530 |
9,615 |
(1,915) |
|
Rural Property |
81,065 |
89,560 |
82,122 |
(7,438) |
|
|
1,088,611 |
1,172,818 |
1,212,851 |
40,033 |
|
Otorohanga Community |
|
|
|
|
|
Property |
99,803 |
53,674 |
49,721 |
(3,953) |
|
Housing for the Elderly |
91,580 |
106,958 |
91,580 |
(15,378) |
|
Industrial/Community Park |
- |
- |
4,750 |
4,750 |
|
|
191,383 |
160,632 |
146,051 |
(14,581) |
|
Kawhia Community |
|
|
|
|
|
Property |
7,545 |
8,100 |
7,545 |
(555) |
|
Waiwera Street Subdivision |
99,513 |
64,000 |
99,513 |
35,513 |
|
Housing for the Elderly |
20,907 |
24,312 |
21,107 |
(3,205) |
|
Medical Centre |
10,549 |
11,694 |
10,466 |
(1,228) |
|
|
138,514 |
108,106 |
138,631 |
30,525 |
|
TOTAL EXPENDITURE |
1,418,508 |
1,441,556 |
1,497,533 |
55,977 |
|
OPERATING SURPLUS (DEFICIT) |
(574,431) |
(568,713) |
(627,941) |
(59,228) |
|
|
|
|
|
|
|
FUNDED BY |
|
|
|
|
|
Otorohanga District |
|
|
|
|
|
Rates and General Funding |
138,032 |
494,993 |
385,030 |
(109,963) |
|
Transfers to/ from Reserves |
- |
- |
- |
- |
|
Depreciation not Funded |
51,200 |
66,560 |
51,200 |
(15,360) |
|
Movement in Account Balances |
385,199 |
7,160 |
191,711 |
184,551 |
|
|
574,431 |
568,713 |
627,941 |
59,228 |
|
|
|
|
|
|
|
TOTAL FUNDING |
574,431 |
568,713 |
627,941 |
59,228 |
|
|
|
|
|
|
|
Total Expenditure includes Depreciation of: |
294,925 |
294,925 |
333,443 |
38,518 |
Statement of Capital Expenditure
|
|
2007/08 |
2008/09 |
2008/09 |
|
|
|
Annual Plan |
LTCCP |
Annual Plan |
Variance |
|
CAPITAL EXPENDITURE |
|
|
|
|
|
Otorohanga Rural |
|
|
|
|
|
Renewals/ New Works |
443,000 |
213,369 |
258,500 |
45,131 |
|
Loan Repayments |
15,389 |
13,574 |
13,321 |
(253) |
|
|
458,389 |
226,943 |
271,821 |
44,878 |
|
Otorohanga Community |
|
|
|
|
|
Renewals/ New Works |
147,500 |
113,285 |
133,000 |
19,715 |
|
Loan Repayments |
264,602 |
305,062 |
246,949 |
(58,113) |
|
|
412,102 |
418,347 |
379,949 |
(38,398) |
|
Kawhia Community |
|
|
|
|
|
Renewals/ New Works |
1,238,500 |
- |
1,230,000 |
1,230,000 |
|
Loan Repayments |
10,304 |
405,698 |
5,188 |
(400,510) |
|
|
1,248,804 |
405,698 |
1,235,188 |
829,490 |
|
TOTAL CAPITAL EXPENDITURE |
2,119,295 |
1,050,988 |
1,886,958 |
835,970 |
|
|
|
|
|
|
|
FUNDED BY |
|
|
|
|
|
Otorohanga District |
|
|
|
|
|
Loans |
1,386,500 |
- |
1,250,000 |
1,250,000 |
|
Depreciation Reserves |
309,794 |
160,691 |
210,036 |
49,345 |
|
Special Funds |
- |
- |
- |
- |
|
Investment Income |
2,068 |
- |
- |
- |
|
Capital Income |
627,777 |
654,975 |
362,500 |
(292,475) |
|
Rates and General Funding |
(206,846) |
235,322 |
64,422 |
(170,900) |
|
|
2,119,295 |
1,050,988 |
1,886,958 |
835,970 |
|
TOTAL FUNDING |
2,119,295 |
1,050,988 |
1,886,958 |
835,970 |