Quality Assurance Statement

Quality Assurance Statement: Quality Assurance Statement Version 2 7 12 17 Southland District Status Draft Council 15 Forth Street Prepared by: AMP Colin Pemberton, Property Asset Management Officer Invercargill 9840 Author Telephone 0800 Reviewed by: Kevin McNaught, Strategic Manager Property 732 732 Approved for issue Council (27 February 2018) Fax: 0800 732 329 by:

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Contents 1. Introduction ...... 7 1.1 Purpose of this Plan ...... 7 2. Activity Description ...... 7 2.1 What we do ...... 7 2.2 Why we do it ...... 7 2.3 Objectives of the Activity ...... 7 2.4 Overview of Management ...... 8 2.5 Plan Limitations ...... 8 2.6 Plan Framework ...... 8 3. Strategic Direction ...... 9 3.1 Community Outcomes ...... 9 3.2 Strategic Priorities ...... 11 4. Key Issues ...... 12 4.1 Key issues for the next ten year ...... 12 4.1.1 What are we planning ...... 12 4.2 Changes Made to the Activity ...... 12 4.3 Key Projects ...... 13 5. Our Levels of Service ...... 14 5.1 Customer Expectations ...... 14 5.1.1 Customer Satisfaction Trends ...... 14 5.2 Planning Framework ...... 16 5.3 Levels of Service, Performance Measures and Targets ...... 16 5.3.1 Changes to the performance framework ...... 16 5.4 Plans Programmed to Meet the Level of Service ...... 17 6. Managing Future Demand ...... 18 6.1 Predicting Future Demand for the Service ...... 18 6.1.1 Demand Drivers ...... 18 6.1.2 Demand Forecasts ...... 18 6.2 Implications of Growth/Demand ...... 18 6.3 Demand Management Strategies ...... 18 6.4 Planned Programmes to Meet Growth/ Demand...... 18 6.5 Sustainability ...... 19 7. District-Wide Asset Management Strategies ...... 20 7.1 Overview of the Cemetery Assets ...... 20 7.1.1 Asset Details ...... 20 7.1.2 Asset Condition and Performance ...... 21 7.1.3 Asset Age and Life Expectancy ...... 21 7.1.4 Data Source and Confidence ...... 21 7.2 Approach to Operations and Maintenance ...... 21 7.2.1 Service Delivery Review ...... 21 7.2.2 Operations and Maintenance Strategy ...... 21 7.2.3 Operations and Maintenance Trends and Forecasts ...... 21 7.2.4 Future Improvements ...... 22 7.3 Approach to Renewals ...... 22 7.3.1 Renewal Strategy ...... 22 7.3.2 Renewal Trends and Forecasts ...... 22 7.3.3 Future Improvements ...... 23 7.4 Upgrading and Developing New Assets for Levels of Service and Demand ...... 23 7.4.1 Capital Investment Strategy – LOS and Demand ...... 23 7.4.2 Capital Investment Trends and Forecasts – LOS and Demand ...... 23 7.4.3 Future Improvement ...... 24 8. Financial Summary ...... 25

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8.1 10 Year Financial Forecast ...... 25 8.1.1 Financial Summary ...... 25 8.1.2 Total Income...... 25 8.2 Financial Forecast Summary ...... 27 8.3 Long Term Financial Sustainability ...... 28 8.4 Summary of Key Assumptions ...... 28 8.5 Valuation Approach ...... 28 8.6 Funding Principles...... 28 9. Activity Specific Assumptions ...... 29 10. Significant Effects, Risk Management & Quality Assurance...... 30 10.1 Significant Effects ...... 30 10.1.1 Risk Management ...... 30 10.1.2 Compliance and Quality Assurance ...... 30 11. Asset Management Plan Improvement ...... 31 11.1 Progress against Previous AM Improvement Programme ...... 31 11.2 Assessing Current and Desired AM Practices ...... 31 11.2.1 Understanding and Defining Requirements ...... 31 11.2.2 Developing Asset Lifecycle Strategies ...... 31 11.2.3 Asset Management Enablers ...... 32 11.3 AM Improvement Plan ...... 32 11.3.1 Improvement Projects ...... 32 11.3.2 Three Year Improvement Programme ...... 32 12. Appendices ...... 33 Appendix A - Cemetery Register ...... 33 Mararoa Waimea Ward ...... 33 Waiau Aparima Ward ...... 34 Stewart Island Rakiura Ward...... 34 Mararoa Waimea Ward ...... 35 Waiau Aparima Ward ...... 36 Waihopai Toetoes Ward ...... 36 Toetoes Ward ...... 37 Waihopai Toetoes Ward ...... 38 Winton Wallacetown Ward ...... 39 Winton Wallacetown Ward ...... 40 Waiau Aparima Ward ...... 41 Appendix C: Legislative and Other Requirements and Relationships with Other Planning Documents ...... 44

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Executive Summary

The Services Provided Council owns and manages 22 cemeteries in the District with 15 of these still in operation.

What We Aim to Achieve Council’s levels of service, performance measures and targets are illustrated in Table 1. Over the next 10 years, Council’s intention for this activity is generally to maintain the current facilities to a level acceptable to the community.

Table 1-1: Cemeteries Performance Management Framework

Managing Future Demand Riverton Cemetery is the only existing cemetery space without sufficient space to meet future demand beyond 30 years. Investigation into acquiring land for addition to the Riverton Cemetery will commence during the term of this plan.

Lifecycle Asset Management Operations and maintenance activities are generally limited to interment and amenity functions of grass mowing and weed spraying to keep the surrounds in a neat, tidy and attractive state. These activities are competitively tendered. New beams are installed for both burials and ashes as needed.

Cemeteries Approx Date of first Burial Calcium/Isla Bank 1891 to present Centre Hill 1906 to present Dipton 1879 to present Edendale 1915 to present Halfmoon Bay 1882 to present Lumsden 1882 to present Lynwood 1974 to present Otautau New 1912 to present Riverton 1861 to present Wairio 1885 to present Wallacetown New 1891 to present Winton East 1951 to present Woodlands 1883 to present Wreys Bush 1891 to present Wyndham 1867 to present Horseshoe Bay 1878 No longer in use Mokoreta 1890 No longer in use - Closed Otautau Old 1879 No longer in use - Closed Single (Wairaki - Blackmount) Unknown Tararua Acre 1881 No longer in use Wallacetown Old 1862 No longer in use Winton Old 1875 No longer in use Table 1-2: Cemeteries

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Key Issues, Options and Implications Key Issues Options Implications Additional land needed at Land to be purchased. Cost. Riverton Cemetery. Table 1-3: Key Issues Options and Implications

Financial Summary The 10 year budgets presented in Section 7 illustrate that over the next 10 years, in order to deliver the programmes described in this plan:

OPEX will increase from around $288 thousand pa to $354 thousand, primarily due to inflation. CAPEX investment is primarily installing new beams for both burial and ashes until 2027/2028. Provision has been made for land purchase to increase size of the Riverton Cemetery in 2023/2024. Investigation into land purchase opportunities will take place during the term of this AMP.

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Renewals Acquisition-Level of Service Acquisition-Demand Vested Assets Maintenance Costs Operating Costs Income Figure 1-1: Cemeteries Financial Summary

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Renewals Level of Service Demand Vested Assets Depreciation

Figure 1-2: Cemeteries Capex Summary

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1. Introduction

1.1 Purpose of this Plan

The purpose of this plan is to document the Southland District Council’s (SDC or ‘the Council’) asset management (AM) practices and achieve an optimised life-cycle strategy for cemetery assets for the next 30 years.

This is a long term planning document that represents the aspirations of SDC and will be reviewed every three years. The budgets and timeframes provided in this plan will be recommended to the Council for adoption through the Long Term Council Plan (LTP) and Annual Plan process.

2. Activity Description

2.1 What we do

Council owns and manages 22 cemeteries in the District, with 14 still in use. There are also approximately 43 cemeteries which are managed by cemetery trusts in Southland, and approximately seven closed cemeteries or standalone graves.

The Council provided cemeteries are located in Calcium/Isla Bank, Centre Hill, Dipton, Edendale, Halfmoon Bay, Horseshoe Bay, Lumsden, Lynwood, Mokoreta, Otautau New, Otautau Old, Riverton Old/New, Single Burial (Wairaki - Blackmount), Tararua Acre, Wairio, Wallacetown, Old Wallacetown, New Winton, Old Winton, East Woodlands, Wreys Bush and Wyndham.

Included in this activity is the overall maintenance of cemeteries (lawns and driveways) and managing the digging of graves. Not included is the maintenance of the head stones. This is a matter for families of the interred.

The process around booking internments is managed by the Council’s Customer Support team working with the Funeral Directors.

2.2 Why we do it

Providing cemeteries protects public health in the District by providing appropriate facilities for interments. It also offers a record of a community’s history and heritage, as well as information for people interested in their ancestry.

Council manages the cemetery infrastructure in a cost-effective way that meets legislative requirements. This includes mowing and keeping the cemeteries looking aesthetically pleasing.

2.3 Objectives of the Activity

The Cemeteries Activity in Southland District is focused on the achievement of the following objective:

Provide facilities communities need and support the community to participate in a range of recreational, educational, sporting, commercial and social/cultural activities

In this context the specific objectives for the Activity Plan are:  To demonstrate responsible management of the cemeteries infrastructure to stakeholders, ensuring that public funds are optimally applied to deliver cost effective services to meet customer expectations.  To comply with the requirements of relevant legislation.

The standard to which this objective will be delivered is outlined by the Levels of Service detailed in Section 3.

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2.4 Overview of Management

The assets covered in this plan are the responsibility of the Council’s Property Management Department and the Community Engineers under the strategic direction of Council, the Executive Team, Community Boards and Community Development Area Subcommittees. Asset management responsibilities are covered in detail in Council’s AMP Part A (r/16/8/12686).

Service delivery is provided as follows:  Operation and maintenance (O&M) is delivered by Community Engineers and private contractors.  Capital works design and procurement is provided by Community Engineers and private contractors.

2.5 Plan Limitations

Cemeteries have a current asset management status of ‘elementary’ which is also its target level (refer to Council’s Asset Management Policy contained in the Council’s AMP Part A (r/16/8/12686).

Recognising the current level of AM planning, this plan is limited by its reliance on some basic assumptions, described in Section 11.3.

2.6 Plan Framework

The AM Plan framework is illustrated in Figure 2-1. Corporate information common to all AM Plans has been included in a separate document, the AMP Part A (r/16/8/12686). District-wide information and strategies are documented in the main body of this plan. Information on locally funded activities and services are included in the appendices to this plan.

•Corporate Reference •Activity Detail •Area Detail Information •Activity Description, Strategic •For each geographical area (where •AM Planning Framework, Council Direction, Key Issues relevant) a summary of: Policy and Planning Documents •Levels of Service and KPIs •Assets/services •Council Strategic Framework (Vision •Managing Growth/Demand •Asset condition/performance and Outcomes) •AM Strategies •Issues and Risks •Future Forecasts (population, landuse, •Financial Forecasts •Proposed strategies and works demographics) •Assumptions and Risks programme •Risk Management Framework •Improvement Plan •Capital Expenditure Plan

Activity Activity Appendix: Management Plan Management Plan Area Specific Plans (AMP) Part A (AMP) Part B

Figure 2-1: Asset Management Plan Framework

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3. Strategic Direction

3.1 Community Outcomes

The Council has adopted a Strategic Framework that identifies where the Council wants to be in the future (vision) and the outcomes it aims to achieve to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions (community outcomes). The framework also outlines how it will achieve these (mission and approach) along with the key challenge it faces in doing so and its resulting strategic priorities.

The framework guides staff and informs future planning and policy direction and forms the basis for the performance framework. Additional information about the Council’s strategic framework is included in AMP Part A (r/16/8/12686).

Table 3-1 outlines how the Community Centres activity contributes to the Council’s community outcomes using a benefits mapping diagram. The full levels of service and performance management framework is presented in Section 5.

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Table 3-1: Activity Contribution to Council Outcomes

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3.2 Strategic Priorities

The Council has identified four priority areas in response to the key strategic challenges facing the Council and the community to achieve the Vision and Community Outcomes (refer Strategic Framework in AMP Part A r/16/8/12686 for more details). The contribution that the activity makes to these Strategic Priorities are shown in Table 3-2.

Strategic Priorities  1. Improve how we work 2. Provide appropriate 3. Make informed decisions 4. More people Contribution Area  infrastructure/services What will be done in the Regulatory requirements and services Ensure need and requests Use all relevant information Very much dependent on activities long-term (next 10 years) delivered by Council: for additional infrastructure sources to aid planning. beyond cemetery management. - are user friendly recognising stressful time is actioned in timely for customers manner. - are cost effective; and achieve the regulatory objectives

What will be done in the Continue to ensure the cost of internments Give effect to projects in Maintain flexibility with new Very much dependent on activities short-term (next 3 years) is kept as low as possible whilst maintaining existing planning information that may impact on beyond cemetery management. professional standards. documents as well as current long-term objectives. Review of cemetery fees in relation to findings, recovering full costs of service provision. recommendations and Develop electronic asset register / AM rules in reports and plan system for cemeteries (as part of overall changes. Property Management System) Council Service Delivery Review may identify improvement opportunities. Finalisation of ES Water Plan likely to have impact on new cemetery locations. Key Actions and Projects Ensure ongoing dialogue with both Ensure cemetery grounds Maintain standards in both Very much dependent on activities contractors and customers for feedback are maintained to planning and operations. beyond cemetery management. relative to the quality of service. acceptable and timely standard. Identify land for purchase for addition to Existing cemetery has Assess all options – may not be Ongoing need for more cemetery Riverton Cemetery limited space remaining. adjoin existing cemetery. space. Related strategies / plans / Very much dependent on activities policies beyond cemetery management. Table 3-2: Activity Contribution to Strategic Priorities

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4. Key Issues

4.1 Key issues for the next ten year

The most important issues relating to the Cemeteries activity for the next ten years are shown in Changes Context: Environment Southland are proposing the Southland Water and Land Plan. At required once time of writing this was going through the consultation process. Draft contains resource the proposed consent requirement for new cemeteries where water table is less than 3 metres. This Water and Land could be problematic across the District, thus potentially impacting on any new cemetery Plan has been site. adopted Options: SDC will be required to comply proposed new Cemeteries with adopted plan. Implications: Water tables in Southland District Review will need to take place within the life cycle of this AMP for long term planning purposes. Securing land for new Riverton Cemetery only cemetery impacted within term of this plan. Table 4-1.

Key Issue Context, Options and Implications Land for new Context: Riverton Cemetery has a limited life for ongoing burials. Riverton Options: Options are limited by available land adjoining the current cemetery, which in Cemetery turn leads to the only real option being purchase of land elsewhere that suits the purpose. Implications: Availability of land; compliance with district plan; cost of purchase and set up. Land purchase provided for in budget – refer projects schedule. Changes Context: Environment Southland are proposing the Southland Water and Land Plan. At required once time of writing this was going through the consultation process. Draft contains resource the proposed consent requirement for new cemeteries where water table is less than 3 metres. This Water and Land could be problematic across the District, thus potentially impacting on any new cemetery Plan has been site. adopted Options: SDC will be required to comply proposed new Cemeteries with adopted plan. Implications: Water tables in Southland District Review will need to take place within the life cycle of this AMP for long term planning purposes. Securing land for new Riverton Cemetery only cemetery impacted within term of this plan. Table 4-1: Key Issues for the Activity

4.1.1 What are we planning

Acquisition of land for extension of Riverton Cemetery.

4.2 Changes Made to the Activity

Table 4-2 summaries the key changes for the management of the Cemeteries activity since the 2015 Activity Management Plan.

Key Change Reason for Change Management of cemeteries has N/A remained largely unchanged since the 2105 Activity Management Plan was produced. Table 4-2: Key Changes to the Activity

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4.3 Key Projects

Table 4-3 details the projects programmed for years 2018 to 2028. Lumsden

Project Name Description Type* Year $Amount Funding Source New berms New berms DEM 19/20 9,087 Reserves New Beams New Beams DEM 27/28 11,017 Reserves Mossburn

Project Name Description Type* Year $Amount Funding Source New berms New berms DEM 25/26 10,456 Reserves Otautau

Project Name Description Type* Year $Amount Funding Source New Name Board New kiosk for names buried in the cemetary LOS 19/20 5,110 Rates New Beams New Beams DEM 19/20 7,019 Reserves New Beams New Beams DEM 25/26 9,996 Reserves Riverton/Aparima

Project Name Description Type* Year $Amount Funding Source New Berms New Berms DEM 19/20 6,623 Reserves New Berms New Berms DEM 23/24 7,056 Reserves Land purchase to increase cemetery Land purchase to increase cemetery size DEM 23/24 234,737 Reserves size Te Anau

Project Name Description Type* Year $Amount Funding Source New Beams New Beams DEM 19/20 6,449 Reserves Wallacetown

Project Name Description Type* Year $Amount Funding Source New Ashes Beams Every 5 years REN 21/22 2,135 Reserves New Beams Every 5 years REN 21/22 7,472 Reserves New Beams Every 5 years REN 24/25 8,023 Reserves New Ashes Beams Every 5 years REN 26/27 2,413 Reserves New Beams Every 5 years REN 29/30 8,674 Reserves Winton

Project Name Description Type* Year $Amount Funding Source New Beams New Beams REN 20/21 6,591 Rates New Ashes Beams Every 5 years REN 21/22 4,270 Rates New Beams New Beams REN 23/24 7,056 Rates New Ashes Beams Every 5 years REN 26/27 4,826 Rates

Table 4-3: Key Projects

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5. Our Levels of Service

This section outlines why the Council is involved in this activity and the key drivers for levels of service, including customer expectations, legislative/regulatory requirements and Council outcomes. Section5.3 details what level of service will be provided and the performance measures and targets which will be used to monitor performance.

5.1 Customer Expectations

In providing services it is important to understand what the customer using the service expects and if those expectations may change. The table below details the key customer groups, their expectations and any issues that this raises for the activity.

Customer How we understand their Specific Interests Expectations stakeholder group requirements Users – family of Feedback Burial process Process easy to find and follow deceased – low stress. Funeral Directors Feedback Burial Process Process easy to find and follow – low stress. Community Feedback and Community Upkeep of cemetery Grounds maintained to Board & CDA meetings acceptable tidy standard Table 5-1: Customer Expectations

5.1.1 Customer Satisfaction Trends Council conducts a Resident Opinion And satisfaction survey every three years and there are several questions relating the cemetery activity.

In the 2017 survey the question was satisfaction with the appearance of Council maintained cemeteries.

A high proportion of residents were satisfied (either satisfied or very satisfied) with the appearance of Council maintained cemeteries (94%).1  Performance target met: 94% satisfied, KPI target 90%

Results are in line with previous years and indicate a consistently high level of service. The small number of residents (n=34) that were dissatisfied highlighted overall better maintenance, pest control and better access as improvement areas.

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Other methods of measuring customer service trends include measuring the number of requests for service that are related to the Cemeteries activity.

The active RFS codes relating to Cemeteries include: CEMRM - Cemeteries R&M, CEMINT – Cemeteries Internment CEMMOW – Cemeteries mowing

There were 7 requests for the 14/15 year, 11 for 15/16 year and 25 for 16/17 year.

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5.2 Planning Framework

Legislation, regulation and Council’s existing strategies and policies mandate or influence some of the levels of service and performance targets we set, as illustrated in the table below for the cemeteries activity. A full description of the Council policy and planning framework impacting AM Plans is included in the AMP Part A (r/16/8/12686). Additional information about the planning framework included in Appendix C: Legislative and Other Requirements and Relationships with Other Planning Documents where relevant.

Legislation / Regulation / How it affects levels of service and performance standards Planning Documents Outline any changes (implemented or pending) which is impacting the activity and describe how Burial and Cremation Act 1964 Sets out the requirement for local authorities to provide sufficient cemeteries within the District. Includes provisions on the establishment, maintenance, regulation and closure of cemeteries. Changes: There have been no changes to this or pending changes. Health Act 1956 Sets out general responsibility of local authorities to improve, promote, and protect public health including the provision of sanitary works (including cemetery and crematoria). Infrastructure Strategy The Infrastructure Strategy was still under preparation at time of writing this AMP Financial Strategy The Financial Strategy was still under preparation at time of writing this AMP. Table 5-2: Planning Framework: Cemeteries

5.3 Levels of Service, Performance Measures and Targets

Levels of service (LOS), performance measures and targets form the performance framework for the activity detailing what the Council will provide, and to what level or standard: • LOS are the outputs that are expected to be generated by the activity. They demonstrate the value being provided to the community or reflect how the public use or experience the service. A key objective of activity planning is to match the level of service provided with agreed expectations of customers and their willingness to pay for that level of service. • Performance measures are quantifiable means for determining whether a LOS has been delivered and are generally broken into customer measures (which focus on how the public uses or experiences the service) or technical measures (which tend to be used internally to track performance or measure what the organisation does). • Performance targets are the desired levels of performance against the performance measures.

The levels of service provide the basis for the management strategies and works programmes identified in the AMP. By clarifying and defining the levels of service for the activity (and associated assets), Council can then identify and cost future operations, maintenance, renewal and development works required of the activity (and associated assets) to deliver that service level. This requires converting user’s needs, expectations and preferences into meaningful levels of service. An overview of the context for levels of service is discussed in more detail in AMP Part A (r/16/8/12686).

Table 5-3 details the levels of service, performance measures and performance targets for the Cemeteries activity. Any KPIs in the table that are in italics are used internally for self-assessment by management (generally more technical measures). The table sets out the Council’s current performance and the targets it aims to achieve within the next three years and by the end of the next 10 year period.

Overall, the aim is to maintain the current levels of service and performance.

5.3.1 Changes to the performance framework

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The performance framework for the Cemeteries AMP is largely unchanged and centres around two aspects. The ease of process for families and funeral directors and the upkeep of the grounds for community satisfaction.

Table 5-3: What we plan to do and out levels of service (LoS)

5.4 Plans Programmed to Meet the Level of Service

The list below details any projects, initiatives, programmes or expenditure that the Council is planning to undertake to ensure that the level of service is achieved and/or to address any gaps between the targets and current performance. Where there are capital works projects related to improving levels of service (LoS) or maintaining levels of service (Renewal – R), these are identified in Section 7.

 Current delivery is meeting levels of service. Close monitoring necessary to ensure standards maintained.

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6. Managing Future Demand

This section describes how demand for this activity is likely to change over the period of the plan, the impact any changes are likely to have and whether the Council is planning to make any changes to the activity as a result.

6.1 Predicting Future Demand for the Service

Demand for the cemetery service can be measured in terms of the numbers of interments performed.

6.1.1 Demand Drivers The factors influencing demand for our service are summarised in the table below. The Council has prepared corporate wide assumptions/projections for growth drivers (population, land use, dwellings, tourism) which have been used as the basis for assessing future demand for the service. These projections are detailed in the Assumptions section of the LTP and AMP Part A (r/16/8/12686).

Demand Driver Impact on Future Demand Population Despite a declining population, its ageing nature will likely result in the increase in the numbers of deaths for perhaps the next twenty to thirty years. Community health An ageing population probably contributing to a slow decrease in overall health. Internment Slow increase in cremations. preferences (eg: cremation, burial). Table 6-1: Demand Drivers for Cemeteries

6.1.2 Demand Forecasts Across the District, total deaths dropped by 147 between 2012 and 2016. There were 40 less burials (495) and 30 (205) more cremations in 2016.

 Projected population increases in Winton and Te Anau, particularly of older people, will likely increase demand on those cemeteries;

 In other areas, demand for the service will be relatively similar to previous years.

6.2 Implications of Growth/Demand

A high level assessment of cemetery capacity has indicated that with the exception of Riverton Cemetery, existing cemetery space is sufficient to meet future demand for at least 30 years. Per annum burials have remained static over the last decade. Total burials for the five years until 2016 were 495 being an average of 99 per annum, compared with the five years until 2012 being 535 or 107 per annum. It is considered this trend will continue throughout the term of this AMP.

Future options for Riverton Cemetery will be investigated during the term of this AMP. Funding for possible land purchase has been included in the 2024/25 financial year.

6.3 Demand Management Strategies

The overall strategy is to meet demand as and when it occurs.

6.4 Planned Programmes to Meet Growth/ Demand

With the possible exception of the Riverton Cemetery, there are no plans to expand or develop new Council cemeteries during the plan period.

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6.5 Sustainability

The Local Government Act 2002 requires local authorities to take a sustainable development approach while conducting its business, taking into account the current and future needs of communities for good-quality local infrastructure, and the efficient and effective delivery of services.

At the Cemeteries activity level, a sustainable development approach is demonstrated by the following:

• By their mere existence and use, cemeteries will grow in the area they occupy. Council can where it is culturally acceptable, promote cremation as a means to sustain the longevity of cemeteries. • Meeting the needs of an increasingly changing cultural mix in the population. Will be considered as and when they arise

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7. District-Wide Asset Management Strategies

Lifecycle asset management means considering all asset management options and strategies to deliver the agreed level of service and to inform decision-making for asset renewal, replacement, upgrade and disposal. Effective lifecycle planning is about making the right investment at the right time to ensure that the asset delivers the desired level of service over its full-expected life, at the minimum total cost. This section explains the approach for:  Providing new or upgraded assets to improve service levels, providing for growth and demand  Operating and maintaining assets  Renewing or replacing assets  Disposing of assets at the end of their useful life.

All asset data has been extracted/reported as at 30 June 2017.

7.1 Overview of the Cemetery Assets

7.1.1 Asset Details The cemeteries activity in Southland District includes 22 Council owned cemeteries. There are other cemeteries operated and managed by separate Trusts however these are not covered in this Plan. It is possible that with increasing costs and regulatory requirements, that the administrators of some of these non-council cemeteries may seek to transfer ownership to Council, as was the case with Calcium Cemetery.

The operational dates are shown in Table 7-1. Further information on cemetery size and operation is included in Appendix A - Cemetery Register.

Council does not own any assets associated with the cemetery activity, other than the land itself (ie there is no asset book value recorded in Council’s Asset Register).

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Table 7-1: Overview of Cemeteries Assets

7.1.2 Asset Condition and Performance Information on condition and performance is largely obtained from dialogue with the Community Engineers. Their regular onsite activities/inspections identify any issues that may arise or potentially arise in the future. These are promptly addressed.

The cemetery grounds are maintained to a high standard and perform well in meeting community needs.

7.1.3 Asset Age and Life Expectancy By nature of their existence most cemeteries are “old”. Riverton Cemetery is however the only one with a life expectancy of less than 30 years. Provision is made within this AMP for new land to be acquired for future cemetery needs at Riverton. Refer to Appendix A Cemetery Register.

7.1.4 Data Source and Confidence Assessment of need for new/additional cemetery land is based on the annual burial data held by Council compared against amount of land remaining available. There is considered to be a high degree of reliability in this data.

7.2 Approach to Operations and Maintenance

The purpose of this section is to outline the broad O&M philosophies for the assets, understand any underlying issues and trends, and set the basis for the O&M financial forecasts.

Cemetery operations and maintenance activities are generally limited to interment and amenity functions of grass mowing and weed spraying to keep the surrounds in a neat, tidy and visually appealing state. These activities are competitively tendered.

7.2.1 Service Delivery Review Section 17A of the Local Government Act 2002 requires all local authorities to review the cost- effectiveness of its current arrangements for delivering good quality local infrastructure, local public services and performance of regulatory functions at least every six years.

A review of Cemeteries Service Delivery is occurring during 2017. Options and recommendations will not be available at time of approving this AMP.

7.2.2 Operations and Maintenance Strategy There is very little reactive/repair maintenance required other than in response to occasional vandalism. Council has determined that all interments be self-funding, so that the cost of these will be recovered through the funeral directors charges. This leaves cemetery maintenance and beam provision to be funded locally. The local Community Board or Community Development Area Subcommittee (CDA) determines the level of maintenance or mowing and the requirement for new beams required in lawn cemeteries as demand requires.

7.2.3 Operations and Maintenance Trends and Forecasts It is very much business as usual with the possible addition of more Information Kiosks. Some of these are developed by Council, with community groups developing others.

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Figure 7-1: Cemeteries Opex Forecasts

7.2.4 Future Improvements Future technology improvements, or knowledge gains, will be implemented as and when relevant, but are limited in this activity.

7.3 Approach to Renewals

Renewal is the replacement (or rehabilitation) of an existing asset without changing its capacity or level of service beyond the original design.

Council will acquire new land for cemeteries in a timely manner, ahead of when they are needed, to enable site development ahead of when the new land is needed.

7.3.1 Renewal Strategy The day to day running of a cemetery is considered to be operations and maintenance. Only acquisition of more land for a cemetery would be considered a “Renewal”. Purchase of land for Riverton Cemetery has been identified for 2023/24.

7.3.2 Renewal Trends and Forecasts With no cemeteries in the recent past having required purchase of additional land, there is no past Trend. None planned in the Plan period.

An overview of all capital projects is included in Table 4-3.

The only renewal in 2015-2016 was the Pad and Shelter at the Woodlands Cemetery. Depreciation of various cemetery assets ends over the next 10 years.

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Figure 7-2: Cemetery Renewal Trends and Forecasts

7.3.3 Future Improvements No future improvements have been planned for.

7.4 Upgrading and Developing New Assets for Levels of Service and Demand

7.4.1 Capital Investment Strategy – LOS and Demand Acquisitions for capital spend is based on projects which have been identified to meet the level of service and increased demand within communities.

The acquisition of land is scheduled in 2023/2024 to increase the size of the Riverton Cemetery.

7.4.2 Capital Investment Trends and Forecasts – LOS and Demand Capital Investment in Cemeteries is as a result of increasing capacity or upgrading and maintaining existing structures.

In 2014-2015 land was purchased in Wallacetown. The next scheduled purchase is at the Riverton Cemetery (2023/24). Capital investment remains on the basis that when it is identified, as a change in level of service or demand, then it is budgeted for accordingly.

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$250

$200

$150

$100 Thousands $50

Level of Service Demand

Figure 7-3: Cemetery LoS and Demand Forecasts

7.4.3 Future Improvement No improvements are planned for the life time of this AMP. Business as usual plus purchase of land for addition to Riverton Cemetery.

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8. Financial Summary

The following section contains financial information for the activity which has been generated from the Council’s budget platform as at November 2017. All of the financial budget information 2018- 2028 includes inflation, unless otherwise stated. The costs associated with the Cemeteries are included in the Community Services Activity Statement in the Council’s LTP.

The full set of financial assumptions are included in AMP Part A and any activity specific financial assumptions that impact on the activity are listed in section 8.4.

8.1 10 Year Financial Forecast

The following graphs summarise the financial forecasts 2018-2028 for the activity over the ten year period against the past 10 year trends 2007-2017.

8.1.1 Financial Summary The forecast is business as usual for operating and maintenance costs with the Riverton capital acquisitions in 2026-2024 as identified by Council.

$600

$500

$400

$300

$200 Thousands $100

Renewals Acquisition-Level of Service Acquisition-Demand Vested Assets Maintenance Costs Operating Costs Income Table 8-1: Cemeteries Financial Summary (District-wide) excluding Depreciation

8.1.2 Total Income Income is derived from Interment Fees, Rates and Town and Ward Contributions. The cemeteries activity is largely business as usual with an inflation adjustment over the 2018-2028 period.

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$400

$350

$300

$250

$200

$150

$100 Thousands

$50

Rates NZ Transport Agency Grants and Donations Interest & Dividends

Internal Revenue Activity Revenue Development & Financial Cont Table 8-2: Cemeteries Total Income

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8.2 Financial Forecast Summary

The table below represents the 10 year plan for the cemeteries across the district.

Table 8-3: Cemeteries Financial Forecasts (District-wide)

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8.3 Long Term Financial Sustainability

Long term costs and income are expected to remain reasonably static, with no significant major renewals expected, therefore the activity is considered financially sustainable over the long term.

8.4 Summary of Key Assumptions

The assumptions made in respect to Council owned cemeteries are:  That these types of facilities will still be required in communities within the District;  That funding for this activity is at a local level as opposed to being District funded;  That these assets will continue to be managed by local governance groups.

There are few scenarios that will significantly affect Council’s cemeteries forecasts. Interments are self-funding so unexpected increases or decreases in interment rates and costs will be balanced by increased revenue. Cemetery capacity is adequate for the long term, with only Riverton needing consideration for additional land requirement within the term of this AMP.

8.5 Valuation Approach

There are no valued assets associated with the Cemeteries activities.

8.6 Funding Principles

Section 102(4) (a) of the Local Government Act 2002 requires each Council to adopt a Revenue and Financing Policy. This Policy must state the Council’s policies in respect of the funding of both capital and operational expenditure.

Further information can be found in Council’s Revenue and Financing Policy.

Funding for the cemeteries is as follows:  Interment fees are fully recovered by funeral director charges.  Maintenance and beams are funded by local rates.

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9. Activity Specific Assumptions

Council has made a number of assumptions in preparing the AMP. Table 9-1 lists the most significant assumptions which relate specifically to the Cemeteries activity. For assumptions which apply across Council refer to AMP Part A.

Assumption Type Assumption Discussion Population Mortality rates stay as predicted. No increase or decrease in planned use. Table 9-1: Activity Specific Assumptions

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10. Significant Effects, Risk Management & Quality Assurance

10.1 Significant Effects

The significant negative and significant positive effects that the activity may have on the local community are listed is the tables below.

Effect Description Mitigation Measure Locality Deceased buried in local community None providing easy access for family and friends.

Table 10-1: Significant Negative Effects

10.1.1 Risk Management Table 10-2 summarises the key risks associated with this activity. The detailed risk framework and process followed is detailed in the AMP Part A (r/16/8/12686).

SDC is in the process of reviewing its risk management approach and the corporate risk framework and register. This will be part of the AM improvement plan.

Cemeteries

Risk Event Current Treatment Details Proposed Treatment Details Significant rise in death rate Monitoring of death rates within Look at purchasing further land if would create over-demand for region to ensure future required. cemetery plots capacity is available. Table 10-2: Cemeteries Risks

10.1.2 Compliance and Quality Assurance The purpose of this section is to demonstrate that a quality assurance process for the development of this AMP has been undertaken to ensure compliance with the requirements of the LGA 2002 and any other applicable requirements.

The AMP was drafted and submitted for review by the Strategic Property Manager.

A quality check is planned and will be outsourced.

Formatting checks will be in place once the final draft is completed to ensure uniformity with al other AMP’.

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11. Asset Management Plan Improvement

This section summarises the AM practices (data, systems, processes) applied to AM planning. It assesses the current and desired level of practice in relation to the ‘AM Maturity Index’1 and identifies an improvement programme for the next three years.

11.1 Progress against Previous AM Improvement Programme

A detailed Asset Management Improvement Plan was not completed for the previous Asset Management Plan.

11.2 Assessing Current and Desired AM Practices

11.2.1 Understanding and Defining Requirements Current Status Future Status and Identified Improvements The AM Policy Core. AM Policy has been developed. Intermediate. Annual reviews. Levels of Core. Overall the aim is to maintain current levels Core - Intermediate. Service and of service based on customer satisfaction and Improve understanding of Performance local governance bodies defining level of service. community requirements through Management engagement with Venture Southland. Provision of information boards at cemeteries. Demand Minimum: Demand forecasts are based on Minimum. Maintain status quo. Forecasting continuation of historical trends. Local governance bodies make decisions on projects to meet future demand. Asset Minimum-Core. Information on cemeteries is held Core: Review process for capturing Knowledge in: interment and warrant information. Cemeteries List 2008 Cemeteries Register Staff (CE and admin staff) Condition Minimum-Core. Regular inspections/ Core: Assess condition and include Assessment maintenance by contractor, defined by AEs based in the structures database. on level of utilisation and local governance body requirements. Focus is defects identification rather than long term renewal requirements. Inspections by contract manager (AE) at least quarterly, as part of contractor assessment. Risk Minimum. Core. Develop risk register and Management maintain.

11.2.2 Developing Asset Lifecycle Strategies Current Status Future Status and Identified Improvements Operational Core. AE, in conjunction with Community Core. Cemeteries asset manager to Decision Boards, determine O&M practices and this is have input to contract reviews (with Making documented in performance-based contracts AEs) to ensure good and consistent AM which are competitively tendered. practices are being followed. Faults notified to Council, an RFS gets sent to Set up internal SLA with operations and the contractor and the person is notified as to community services department. the timeframe in which it will be rectified. A timeline is attached to the RFS and escalates to AE if contractor does not meet these.

1 NAMS International Infrastructure Management Manual, 2011

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Current Status Future Status and Identified Improvements Capital Minimum. CEs and local governance bodies Minimum. Maintain status quo. Planning and determine future capital works required. Very Decision little capital requirements other than beams Making and opening new sections of cemeteries. Policy and bylaws specify minimum provision requirements. Financial Minimum. Assets capitalised and held at Minimum. Maintain status quo. Management historical cost in FAR. Review of cemetery fees in relation to Financial Forecasts are developed by AEs and recovering full costs of service provision local governance bodies who make (and comparison to other TLAs). recommendation to Council for Council approval.

11.2.3 Asset Management Enablers Current Status Future Status and Identified Improvements The AM Team Core: Asset manager leads AMP process with Intermediate. Internal review (currently input from AEs. AM Coordination occurs underway) to review/clarify asset owner, across Council. service provider roles. This will be documented in reviewed job descriptions. AM Service Core. See ‘operational decision making’. Intermediate. Status quo. Delivery AM Information Minimum. Manual documentation maintained Core. Development of property Systems by the asset manager. management system. Quality Minimum. Contractual obligations and Minimum. Status quo. Continue Management monitoring by contract manager (AE). RFS quarterly contractor performance system reports. Improvement Core. AMP improvement developed based on Intermediate. Formal annual reports on Planning analysis of current/desired practice. AMP improvement progress and interim informal reviews.

11.3 AM Improvement Plan

11.3.1 Improvement Projects Improvement Task Priority2 Resources Timeframe Develop electronic asset register/AM system for High Internal staff time to 2018-19 cemeteries (part of overall Property Management develop business System). case3. Asset manager review of contracts to ensure AM High Internal staff time. 2018-19 requirements are being met (AMP’s align with contracts, performance is being reported, etc). Internal review of structure, roles and responsibilities. High Internal staff time. 2018-19 Set up internal SLA with operations and community services department. Review of cemetery fees in relation to recovering full High Internal staff time. 2018-19 costs of service provision.

11.3.2 Three Year Improvement Programme With the exception of identifying land suitable for addition to Riverton Cemetery and acquiring said land, this activity requires no major improvement.

2 High - Complete this year. Medium - Complete in three years. Low - Review need in three years. 3 Funds would need to be sought if software purchase and external support with implementation required.

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12. Appendices Appendix A - Cemetery Register

Mararoa Waimea Ward

Name Centre Hill (Mossburn) Ward Mararoa Waimea Location (street address) 20 Cemetery Road Area (ha) 4.514 App Sec 12 Blk III Centre Hill Survey District SDC file 3611/0020/0 Control SDC Control/ Gov. Gaz Gaz 1899 p 1311 Description Lawn beam and ashes. Sealed access. Comments Well maintained Area remaining (ha) (as at 3.9 2017) Estimated Remaining Life 200 years

Name Lumsden Ward Mararoa Waimea Location (street address) 14 Lumsden - Riversdale Highway Area (ha) 2.0234 App Section 241B Hokonui Survey District SDC file 3154/0014/0 Control SDC Control /Gov. Gaz Gaz 1986 p 8 Gaz 1919 p 1566 Gaz 1880 p 1724 Description Gravelled vehicle access with roundabout. Lawn cemetery with beam, ashes and plots. Also an old pauper section. Comments Reasonably well maintained Area remaining (ha) (as at 0.8 2017) Estimated Remaining Life 200 years

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Waiau Aparima Ward

Name Riverton Ward Waiau Aparima Location (street address) 93 Riverton Otautau Road Area (ha) 4.6508 App Lot 1 DP 3956 Ct 169/86, Sec 39, 39A Blk VI Jacobs River Hundred, Lot 1 DP 3956 SDC file 1781/0093/0 Control SDC Control /Gov. Gaz Gaz 1865 p110 Gaz 1999 p 3771 Description Vehicle access via a gravel loop road through the cemetery. It is a lawn cemetery, beam, ashes sections and old plots. Old section only available for family burials. There is still available space in the Catholic part of the old section. Comments The old section has historical value with the burial site of the founder of Riverton, Captain John Howell. There is also n unmarked Chinese section as well as RSA. Area remaining (ha) (as at 0.5 2017) Estimated Remaining Life 30 years

Stewart Island Rakiura Ward

Name Halfmoon Bay Ward Stewart Island Rakiura Location (street address) 13 Mapau Road Area (ha) 1.816 App Sec 7 Blk I Paterson Survey District SDC file 3914/0013/0 Control SDC Control /Gov. Gaz Gaz 1909 p 565 Gaz 1918 p 864 Description Access by means of steep single lane track, no easy turning area or on site parking. There is a memorial wall at the entrance to the site and an ashes beam on the southern side. Lawn cemetery surrounded by native bush. Comments Well maintained Area remaining (ha) (as at 0.8 2017) Estimated Remaining Life 200 years

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Name Horseshoe Bay Ward Stewart Island Rakiura Location (street address) 16 Horseshoe Point Road Area (ha) 1.173 App Sec 2 SO 322798 SDC file 3943/0016/0 Control SDC Control /Gov. Gaz Gaz 1909 p 565 Gaz 1918 p 864 Gaz 2005 p 2263 Description Small cemetery with a handful of marked graves. Steep grass track to site. Comments Last known to be used 1985. Area remaining (ha) (as at 0.04 2017) Estimated Remaining Life 200 years

Mararoa Waimea Ward

Name Lynwood Ward Mararoa Waimea Location (street address) 229 Whitestone Road Area (ha) 3.0905 App Sec 1 SO 12314 SDC file 3574/0229/0 Control SDC Control /Gov. Gaz Gaz 1973 p743 Gaz 1984 p 1442 Gaz 1999 p 1029 Description Internal sealed loop road. Lawn beam and ashes cemetery. Comments A number of well placed tree plantings are a feature of this cemetery. Area remaining (ha) (as at 2 2017) Estimated Remaining Life 200 years

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Waiau Aparima Ward

Name Single Burial (Clifden Blackmount) Ward Waiau Aparima Location (street address) 1300 Clifden Blackmount Road, Wairaki - Blackmount Area (ha) 4.0469 App Sec 1A Takitimu Survey District SDC file 2082/1300 Control SDC Control /Gov. Gaz Unknown Description Unknown Comments SDC Freehold Area remaining (ha) (as at 4 2017) Estimated Remaining Life Not in use - single burial

Waihopai Toetoes Ward

Name Edendale Ward/Township Waihopai Toetoes/Edendale Location (street address) 5 Scenic Reserve Road Area (ha) 2.0199 App Pt Sec 132E Edendale Settlement SDC file 1525/0005/0 Control SDC Control /Gov. Gaz Gaz 1983 p 2024 Description Lawn cemetery with hedge around perimeter, gravel access, commercial tree plantings on south side. Comments Well maintained Area remaining (ha) (as at 1.1 2017) Estimated Remaining Life 170 years

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Toetoes Ward

Name Mokoreta Ward/Township Waihopai Toetoes/Mokoreta Location (street address) 117 Mokoreta Tahakopa Road Area (ha) 7.0638 App Pt Sec 35 Blk IV Mokoreta Survey District SDC file 1335/0117/0 Control SDC Control /Gov. Gaz GAZ 1966 p 371 Description Small number of graves situated on small steep hill. Rough grass. Grave area fenced off from rest of cemetery property leased out to adjoining farmer for grazing. Comments Reasonably maintained considering difficult terrain. Area remaining (ha) (as at No longer in use 2017) Estimated Remaining Life No longer in use

Name Tararua Acre Ward Waihopai Toetoes Ward Location (street address) 237 Waipapa Otara Road Area (ha) 0.4047 App Sec 29 Blk I Otara Survey District SDC file 1093/0237/0 Control SDC Control /Gov. Gaz Gaz 1881 p 961 1904 p 1116 Description Site consists of sign, commemorative plaque, three headstones, concrete corner stones marking mass graves. Comments Burial site of most of the 131 passengers and crew who died when the SS Tararua went down in rough seas on 28 April 1881. Only 20 people survived. The disaster remains as NZ worst maritime disaster. Access to the site is via private land. Area remaining (ha) (as at Not in use 2017) Estimated Remaining Life Not in use

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Name Wyndham Ward/Township Waihopai Toetoes Ward Location (street address) 373 Mimihau School Road Area (ha) 4.0924 App Sec 26 Blk I Wyndham Survey District SDC file 1397/0373/0 Control SDC Control /Gov. Gaz GAZ 1981 p 2255 Description Lawn cemetery, plots beams and ashes. Gravelled car park outside cemetery grounds. Comments Well maintained Area remaining (ha) (as at 1.4 2017) Estimated Remaining Life 200 years

Waihopai Toetoes Ward

Name Woodlands Ward Waihopai Toetoes Location (street address) 5 Woodlands Cemetery Road Area (ha) 1.2722 App Lot 45 DP 115 SDC file 1581/0005/0 Control SDC Control /Gov. Gaz T 27970 Description Lawn cemetery with unformed vehicle access. Plots beam and ashes. Comments Well maintained. A section of garden maintained by relatives of those buried there. Area remaining (ha) (as at 0.4 2017) Estimated Remaining Life 200 years

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Winton Wallacetown Ward

Name Wallacetown New Ward Winton Wallacetown Location (street address) 4 Ailsa Street Area (ha) 1.822 App Sec 66 Blk XVI New River Hd SDC file 1675/0004/0 Control SDC Control / Gov. Gaz NZ Gaz 1869 p 73 Description Vehicle access, 2 x strip concrete. Lawn cemetery, beam ashes and old plots. Comments Well maintained Area remaining (ha) (as at 0.8 2017) Estimated Remaining Life 100 years

Name Wallacetown Old Ward Winton Wallacetown Location (street address) 24 Cumnock Street Area (ha) 0.2023 App Sec 59 Blk XVI New River Hd SDC file 1667/0024/0 Control SDC Control /Gov. Gaz NZ Gaz 1869 p 73 Description Not in use. No vehicle access. Historic Cemetery Park has nice gardens. Comments Well maintained Area remaining (ha) (as at None 2017) Estimated Remaining Life None

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Winton Wallacetown Ward

Name Dipton Ward Winton Wallacetown Location (street address) 1838 South Hillend Dipton Road Area (ha) 2.0358 App Sec 268 Blk II Taringatura District SDC file 2891/1838/0 Control SDC Control/Gov. Gaz Gaz 1982 p 4114 Description Unformed vehicle access. Old section plots, new section lawn beam, also ashes beam. Comments Well maintained Area remaining (ha) (as at 1.2 2017) Estimated Remaining Life 200 years

Name East Winton Ward Winton Wallacetown Location (street address) 25 Devereux Road Area (ha) 4.0484 App Lot 1 DP 2751 SDC file 2644/0025/0 Control SDC Control / Gov. Gaz Certificate of title Transfer No. 59995 19 October 1928 Description Sealed access with K/C. Grassed beam and ashes. Comments Well maintained Area remaining (ha) (as at 2.6 2017) Estimated Remaining Life 200 years

Name Winton Old Ward Winton Wallacetown Location (street address) 2693 Dipton Winton Hwy Area (ha) 1.7553 App Sec 9, 10, 11, 12 Blk I Town of East Winton SDC file 2876/2693/0 Control SDC Control / Gov. Gaz Gaz 1985 p 3939 Description Limited vehicle access. Plot cemetery has historical value. Some plots showing signs of deterioration. Comments Reasonably well maintained Area remaining (ha) (as at None - Fully sold 2017) Estimated Remaining Life Fully sold

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Waiau Aparima Ward

Name Otautau New Ward Waiau Aparima Location (street address) 18 Bayswater Road Area (ha) 5.3353 App Sec 34, Pt Sec 35, Pt Sec 76 Town of Hodgkinson SDC file 2325/0018/0 Control SDC Control/Gov. Gaz 1913 p 905 Description Vehicle access with formed gravel road through cemetery. Large expanses of lawn. Beam, ashes and old plots, also RSA section. Comments Well maintained Area remaining (ha) (as at 3.2 2017) Estimated Remaining Life 200 years

Name Otautau Old Ward Waiau Aparima Location (street address) 36 Knutsford Road Area (ha) 1.983 App Sec 7 Blk VII Town of Otautau SDC file 2273/0036/0 Control SDC Control/ Gov. Gaz OT Gaz 1875 p 465 Description Vehicle access into cemetery. Rough paddock type grass. With few exceptions graves are in poor condition due to years of neglect and damage caused by felled trees. Comments Last known to be used in 1947 Area remaining (ha) (as at None - Fully sold 2017) Estimated Remaining Life Fully sold

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Name Wairio Ward/Township Waiau Aparima Location (street address) 22 Nightcaps Ohai Highway Area (ha) 4.2246 App Sec 191, 326 Wairio Survey District SDC file 2165/0022/0 Control SDC Control /Gov. Gaz Gaz 1893 p 1484 Gaz 1964 p 967 Description This cemetery has an internal drive through gravel road. Old Plots section also a lawn beam and ashes section. Comments Well maintained Area remaining (ha) (as at 2.1 2017) Estimated Remaining Life 200 years

Name Wreys Bush Ward/Township Waiau Aparima Location (street address) 212 Durham Street Area (ha) 2.2207 App Sec 2175 Wairio Survey District SDC file 2346/0212/0 Control SDC Control /Gov. Gaz Gaz 1881 p 673 Description Consists of two separate fenced off areas. Lawn with beam and old plots. Comments Situated some way off SH 96 - access via a gravel road which is gated where it joins with the Highway. Area remaining (ha) (as at 1.4 2017) Estimated Remaining Life 200 years

Name Calcium Ward/Township Waiau Aparima Location (street address) 15 Cemetery Road, Isla Bank Area (ha) 1.4164 App Section 1, Block II, Town of Calcium SDC file S2306/0015 Control SDC Control /Gov. Gaz NZ Gaz 2015 p 695 SDC appointed to control and manage. NZ Gazette 1890, page 308 reserved for cemetery purposes. Description Fenced from adjoining farm land, with approximately half area developed as cemetery. Burial and ashes beams. Road access to cemetery frontage.

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Comments SDC assumed ownership from cemetery trust in 2015. Area remaining (ha) (as at 0.800 ha 2017) Estimated Remaining Life 200 years

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Appendix C: Legislative and Other Requirements and Relationships with Other Planning Documents

The purpose of this activity management plan (AMP) is to outline and to summarise in one place, the Council’s strategic and long-term management approach for the Cemeteries activity.

In preparing this AMP, consideration has been given to the need to ensure that the AMP is consistent with: • national drivers –e.g. legislation, national policy statements • regional and local drivers – e.g. regional policy statements, community priorities/plans, regional strategies • linkages – e.g. Council plans and policies • Constraints – e.g. regulations / the legal constraints and obligations.

Legislation

The key statutes relating to the management of the activity includes: • Local Government Act 2002 • Burial and Cremation Act 1964

National Policies, Regulations and Strategies

In addition to the legislation, the key national documents impacting the activity includes: • Burial and Cremation (Removal of Monuments and Tablets Regulations 1967

Industry Standards and Guidelines

Industry standards and guidelines affecting this activity includes: • Monuments within burial grounds and memorial sites. BS8415:2005

Local Policies, Regulations, Standards and Strategies The Council also has several planning policy and/or management documents detailing its responsibilities under the legislative drivers listed above. Those which impact on the provision of the Council’s Cemeteries activity are: • Southland District Council Cemetery Policy 2016

Bylaws The Council also has several bylaws that have been adopted for different activities. The full list of bylaws is included in AMP Part A. Those which impact on the provision of the Council’s Cemeteries activity are detailed below along with any commentary on new bylaws required or aspects of bylaws which require review: • Southland District Council Cemetery Bylaw 2016

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