Among the volumes of reports, documents, submissions and statements produced in the recent city council long term plan process, there is one that councillor John Robson keeps.

It's only nine pages, supplementary agenda DC 186, and the relevant paragraphs are on page four.

Staff report says previous councils didn't look after its buildings, or its people.

'Council's proactive approach to city infrastructure asset management can be contrasted, however, with the historical approach to internal Council infrastructure. External community service infrastructure has been prioritised and internal infrastructure has not been maintained adequately.”

That's bureaucratese for this particular city council is doing a better job compared to previous Tauranga city councils, from the employees point of view.

'In particular there has been continued under-investment over a number of years in Information Communications Technology (ICT), the civic campus buildings and professional development of our staff,” the report continues.

This has led to:

• In the ICT area; information risks, not delivering commonly accepted customer service options (such as online transactions) and inefficient work practices (due to lack of effective electronic systems including automated work streams)

• In the Civic Campus Building area; downstream failures, an unhealthy work environment and unforeseen costs.

• Professional development; under investment in our people negatively impacting on both morale and capability. This underinvestment is detailed in DC180, "investment in people and expertise", table 6.

'An objective assessment of our historical approach to investment in ICT, campus building and our human resources would suggest under-investment and a lack of focus on internal sustainability and risk management. This is likely attributable to a mix of resource prioritisation and insufficient understanding of the broader value proposition that these investments represent to the organisation and the city.”

It's the last strategic direction produced by staff as part of the long term plan process, says John.

'I actually carry it with me because I find it fascinating,” says John.

'So what that paper tells me is that I was right. The previous people who have run the city council have failed to look after out buildings, our systems, and our people.

'Now if you have a board running a company that failed to look after your assets, your buildings, systems… So the people of Tauranga did well when they changed the board.”

It was a collective responsibility and individuals can't be blamed, but clearly the previous city councils didn't cover themselves in glory, says John.

'This is not John Robson's view. I wasn't the author of it. We just received it, didn't react to it. But people like me were thinking, maybe we are learning.”

Cr John Robson, find the staff report fascinating

(In October 2013 just days before the local body elections, the previous council approved the confidential payment of $1.34 million to upgrade the city's computers. The information did not become public until it appeared in the following year's accounts in June 2014.

In December the council acknowledged a serious mould issue in the leaky council buildings that has cost about $1m so far and remains unresolved. Most of the council staff are now in rented office space about town. No decision has been made about the future of the buildings, but the option of demolition and rebuilding is being openly talked about.)

The report goes on to say that the evidence from successful organisations across the world is that up-to-date approaches and appropriate investment 'upstream' in a city administration's people, tools, environment and external relationships leads to better 'downstream' decisions and ultimately to more efficient and effective capital investments.

It is clear that the council needs to apply the same renewal investment philosophy to internal infrastructure as it applies to the external community infrastructure.

The strategic framework for growth management, which includes SmartGrowth, the City Plan, the Infrastructure Strategy and associated policies and plans, represents a coherent and transparent framework, developed collaboratively with stakeholders.

The strategic growth framework provides clarity and confidence to investors and the community, says the report. It supports integrated and efficient investment decisions that have allowed Tauranga to begin to take advantage of the economic and social benefits of growth without being overwhelmed by the costs.

Effective growth management is a national as well as a local issue. Auckland land supply constraints, traffic and housing market dynamics appear to be beginning to have a greater influence on the appeal of Tauranga and in turn on local land and property markets. Tauranga's comparative advantage in terms of "years of ready to go land" for housing - currently 12-17 years in Tauranga vs 3 in Auckland - has so far mitigated Tauranga house price inflation. At the same time, availability of competitively priced, zoned commercial land and access to the port has helped.