long term plan 2012-22 other information 357

Council Vision lifestyles City offering and caring an exciting, innovative, safe, Creating friendly based on a healthy environment and diverse economy. growing

This section contains the assumptions on which this on which this This section contains the assumptions Outcomes plan is based, the Our Way Southland of that inform Council’s priorities, a summary Serices the Assessment of Water and Sanitary and and a summary of the Waste Management Minimisation Plan. Other Information 358

Significant Assumptions

This Plan is based on a number of assumptions and Annual Plans and Annual Reports will identify where predictions about the future. Assumptions are a there have been significant variations between the “best guess” based on the information available. assumptions and the realised future.

Level of Risk Assumption Financial Impact (High/Medium/Low) Catastrophes Medium A major catastrophe could significantly affect the demand for products produced within There will be no major catastrophes (local or the District and Southland, and therefore the remote) that impact on the District and its local economy, reducing the community’s economy. ability to fund current levels of services.

Changes in the Invercargill or Southland Medium Significant change to the economy, such Economy as a large employer choosing to locate in the District, may require Council to review There will be gradual positive growth in the and change its current activities and levels Invercargill and Southland economy. of service. These demands will need to be quantified and an amendment to this Plan developed if the costs are significant.

Climate Change* Low A Civil Defence emergency in the District would impact financially on Council and The impact of climate change on the District the Community. Financial risk to Council is will be minimal in the next ten years. reduced by maintaining insurance cover for Southland’s climate is expected to become emergency events as well as access to central warmer, wetter and windier. It is assumed government assistance. that flood protection works will also offer protection from storm surge.

Delivery of Service Low Confirming current delivery service allows budgets to be developed, based on existing There will be no changes to the way Council costs and contractual agreements. delivers its services, in-house or contractors.

Council will continue to investigate Continued investigation into shared services the potential for shared services with could result in cost savings across a range of neighbouring local authorities. Council activities.

* Climate Change The New Zealand Climate Change Office has •• Stronger west-east rainfall gradient (wetter in the produced a report “Climate Change Effects and west and drier in the east). Impacts Assessment – A Guidance Manual for Local •• Increased rainfall and frequency of extreme Government in New Zealand – 2nd Edition”, May (heavy) daily rainfalls. 2008, which predicts: •• Increased sea level. •• Increased temperatures (with greater increases in •• Increased strength of westerly winds. the winter season). •• Decreased frost risk but increased risk of very high Projections for Invercargill indicate a rise in average temperatures. annual mean temperature of 0.1 to 1.9 degrees over the next 25 – 30 years. Rainfall is expected to vary long term plan 2012-22 other information 359 Council’s terms and conditions for its borrowing facility have mirrored market trends in recent times. Higher than expected interest rates on borrowing will require Council to consider collecting a greater amount in rates to cover the additional interest costs or reducing the amount borrowed (and level of service provided). Financial Impact Cost change factors based on information developed for Council’s by Business and Economic Research Limited (BERL) in from September 2011. Significant variations future these adjustments will be identified in Annual Plans and Annual Reports. (Local Authority cost structures are significantly different to the CPI.) Long term changes in the flows and quality of water Long term changes the District, as well as the courses which traverse have the potential to surrounding sea environment, on the operation of the City’s impact significantly changes are not expected to infrastructure. The the next 20 years. become evident in Medium Medium Level of Risk Level Low) (High/Medium/ Medium Local Government Cost Index % 3.79 3.46 3.17 3.27 3.42 3.26 3.38 3.69 3.89 3.90 Year 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Interest on future borrowing has been calculated at 6.5% for 2012/13 -2014/15 and then at 7.25% until 2021/22. This is based on Council’s current borrowing rates which are hedged for a number of years into the future. Financial – Expected Interest Rates on Rates Interest Financial – Expected Borrowing Financial – Existing Funding Renewal Funding Financial – Existing Council borrowing facility will be renewed (three-yearly) with the terms and conditions mirroring market trends. ource: Derived from forecast indices forecast Derived from * Source: Level BERL Forecasts of Price from eptember (S 2011).Change Adjuster to 2022 The cost change factors will be as follows: Assumption continued Change Factors Financial – Cost from -2% to 19% over the next 25 – 30 years. The from -2% to 19% over are projected during greatest rainfall increases has experienced a history of winter. Invercargill levels of protection in a flooding and has varying Flood protection works may also design flood event. a storm surge event. offer protection in 360

Level of Risk Assumption continued Financial Impact (High/Medium/Low) Financial – Forecast on Return on Medium Lower than expected returns on investments Investments will require Council to consider collecting a greater amount in rates, reduce spending or Return on cash investments is calculated increase borrowings to cover any reduction in on the borrowing rate less 2%. (4.5% for income. 2012/13 -2014/15 and then at 5.25% until 2021/22.)

Dividends and subvention payments from Invercargill City Holdings Limited are assumed to be those contained within their Statement of Intent. Council has and may be acquiring land for future development and sale. The timing of this development and sale is uncertain.

Financial – Other Income Medium Changes in development activity and the economy will determine the level of other Income from consents, licences and other income received by Council. user charges is assumed to be at the same level but adjusted by the relevant price adjuster.

Financial – Sources of Funds for Future Low Should loan funds need to be used, this could Replacement of Significant Assets have a financial impact on future ratepayers who will incur the costs of paying interest on Future replacement of significant assets the loan. will be funded from rates levies to fund depreciation. If the rates so levied are insufficient to fund the required level of renewals, applications to community funders will be made and loan funds used.

Fixed Assets Valuations Low Consistent use of national standards minimises the financial risk of inaccurate Estimates are prepared based on Council’s asset valuation. Accounting Policies which in turn are drawn from IFRS and NZ GAAP. Those Accounting Policies include valuation policies appropriate for public benefit entity assets.

Government - Subsidies Medium The New Zealand Transport Agency is yet to confirm its subsidy rates for the next three There will be no change to Council’s years. Lower than anticipated subsidies can eligibility to subsidies, particularly New result in service delivery costs needing to be Zealand Transport Agency. met by other means or decreases in the levels of service.

Government - Legislation Medium Significant legislative change can impose significant financial and service delivery costs Central Government has signalled potential on Council. How these costs will be funded significant changes to the Building Act, also needs to be considered. Health Act and Food Act which may impact on Council and its activities. long term plan 2012-22 other information 361 A shorter useful life for assets would create a financial burden on the community. Using national guidelines for useful life minimises this risk. Significant increase in population may create Significant increase in population may a demand for infrastructure and services beyond existing capacity. Significant decrease in population would adversely impact on the community’s ability and to fund current levels of infrastructure services. Significant increase in dwellings to be connected to infrastructure may create a demand for infrastructure and services beyond current levels. Significant decrease in dwellings would adversely impact on the community’s ability and to fund current levels of infrastructure services. Capital expenditure may need to be spent should the impacts of the Regional Policy Statement or Regional Plans result in the need for further resource consents or changes to how Council delivers services. Capital expenditure may be incurred if the conditions of new resource consents are significantly different to the existing consent. Financial Impact Significant changes in employment opportunities (positive or negative) would impact on the community’s ability to fund current levels of infrastructure and services. Boundary changes would require a review Boundary changes associated community of this Plan with its consultation. Medium Medium Low Medium Level of Risk Level Low) (High/Medium/ Medium Estimates are based on Council’s Accounting Policies and useful lives as stated in Asset Management Plans, which use the NAMS Manual as a guide. Useful Lives of Assets and Depreciation and Depreciation Assets of Lives Useful Rates No resource consents are required from the implementation of the Regional Policy Statement or Regional Plans. The air discharge resource consent for the Sewerage Activity expires in 2014. The resource consent for Stormwater expires in 2016. Council assumes that we will get new resource consents. No other resource consents expire during the term of the LTP. Resource Consents Resource No change in the resource consent conditions relating to Council’s water supply from the Oreti River or to its Foveaux Strait discharge. Additional 1,500 dwellings by 2031. Average of 2.5 people/household in the Average of 2.5 people/household in the District. Population - Household Composition and Composition Household - Population Size Population of 56,400 by 2031 (Statistics Population of 56,400 by 2031 (Statistics New Zealand projections). Population growth will remain positive. Population – Growth** Growth** – Population Population - Employment Opportunities Employment - Population in Employment opportunities will increase the District. Local Authority Boundaries Authority Local to local authority There will be no changes boundaries. Assumption continued 362

Level of Risk Assumption continued Financial Impact (High/Medium/Low) Insurance - Underground Assets Low Being unable to obtain insurance for our underground assets would result in the City Council has no issues in insuring its having to borrow to replace assets in the underground assets. event of a disaster.

** Population Growth The population of areas changes over time reflecting boundary and this pressure is likely to continue. changes in land use and lifestyle choices. Low density connections to Council infrastructure do not lead to efficiencies in the supply of services Within the District there have been increases within and increases cost per household for long term new urban subdivisions and the rural/semi-rural areas maintenance. of the District – Waikiwi, Myross Bush, Mill Road/ Woodend, Tisbury and Otatara. Other areas of the The location of expansion of infrastructure is a District have been experiencing population decline – major decision which will impact Council’s Asset Bluff, Kingswell/Clifton, Heidelberg, Georgetown and Management Planning, (the private sector will Appleby/Kew. also react to such decisions). As such, Council has identified through the non-statutory Spatial Plan, Given the assumption that the population of areas where long term residential development is Invercargill will continue to increase, there will anticipated and will be provided for. be demand for additional housing, and therefore services. There is currently pressure to expand The table below provides an indication of possible infrastructural services beyond the existing urban changes in land use and development:

Environment Development Urban Invercargill – Fully serviced •• No significant changes in commercial development. commercial, industrial and residential. •• Industrial development expanded (north of Victoria Avenue). •• Residential areas expanded (Tramway/Rockdale Road area, north of Northwood Avenue, Bainfield Road east of Queens Drive). •• Half the new dwellings are located within an expanded urban area. Otatara – Low density residential •• No expansion of reticulated services. lifestyle. •• Quarter of new dwellings located in this area. Rural - Rural activities and residences •• No significant changes in rural activities. on larger allotments. •• No expansion of reticulated services. •• Quarter of new dwellings located in this area. Awarua Industrial Estate. •• Reticulated services available. •• Provision for two large wet industries and domestic waste. •• Continuing demand by large scale industries. Bluff. •• No expansion of reticulated services. •• Stable/decreasing population. •• Increase in port activity. long term plan 2012-22 other information 363 Seven broad Our Way Southland Community Seven broad Our Way in August 2005 as a result Outcomes were identified consultation. The following of extensive community and associated intermediate seven major outcomes, into the Long Term Plans outcomes, are incorporated guiding principles to ensure that and Annual Plans as identified Southland’s Councils take the Community’s account when priorities and desired outcomes into setting programmes and activities.

We are able to live healthy lifestyles We have good quality affordable housing We live in a compassionate caring community We have equity of access to health services We have public places safe for children and families We apprehend and hold law breakers appropriately accountable We support the victims of crime We keep the things about living here that we value We have safe roads We have safe homes We have an innovative and vibrant culture that supports business We have an innovative and vibrant culture We have a business friendly environment in which to operate We have an economy built on our competitive advantage We have full employment and rewarding careers We retain and build on our skills base We are proud to be Southlanders We live in a creative place for growth We have a quality infrastructure with potential We value our history and heritage and things to do We have a choice of quality places to go We embrace and respect a diverse community

4.2 4.3 4.4 4.1 3.4 3.5 3.2 3.3 3.1 2.6 2.7 2.3 2.4 2.5 2.1 2.2 1.5 1.3 1.4 1.1 1.2 Lifestyle and Culture: “Southland to Live” is a Great Place Health and Well-being: “We are Healthy People” are Healthy “We andHealth Well-being: Law and Order: “Safe Places in a Caring and Places SocietyLaw Crime” Order: “Safe that is Free from Economy and Employment: “A Diverse Growth and Our Strengths for Prosperity” Economy Built from

Since 2003, Southland’s Regional Community Since 2003, Southland’s identified and monitored by Outcomes have been This project is supported by Our Way Southland. the Invercargill City Council, Environment Southland, Council and the Gore District the Southland District for Local Government to work Council, and is a vehicle organisations together with Government agencies, economic, and groups to improve community social, Our Way environmental and cultural well-being. Forum, the Southland reports to the Shared Services authorities. collaborative arm of Southland’s local Our Way Southland Outcomes Way Our 364

Leadership: “Strong, Effective Leadership Taking us into the Future”

5.1 Citizens and communities are inspired, motivated and empowered

5.2 Decisions are progressive, forward looking and robust

5.3 The community has confidence in its leaders

Environment: “A Treasured Environment Which We Care For and Which Supports Us Now and Into the Future”

6.1 We have an informed community caring for the environment

6.2 We have a healthy, safe and accessible built environment

6.3 We have an environment protected from the negative effects of human activities

Education and Training: “A Well Educated and Skilled Community Continually Seeking Further Opportunities to Learn”

7.1 We have accessible learning opportunities

7. 2 We have high quality learning opportunities available to meet community needs and demands

7. 3 We deliver innovative, integrated and effective learning programmes

7. 4 We have a culture of continuous learning

7. 5 We have accessible learning opportunities

Council Community Outcomes Councils have also developed Council-focussed 2005-2008 period. The Quality of Life survey will be Council Community Outcomes, which sit alongside conducted again in 2013, and will measure changes in the Our Way Southland Outcomes to provide clarity Southlanders’ perceptions of their quality of life since regarding the role which each council see that it has 2010. with respect to Community Outcomes, and the Council Outcomes for which it holds itself accountable. Region-Wide Consultation A key function of Our Way Southland is the facilitation Region-Wide Monitoring of high-level community discussion of regional The monitoring work of Our Way Southland provides priorities and desired outcomes by means of regional a regional benchmark reports on three-yearly cycles, forums. A Regional Leaders’ Forum in September including: 2009, and a Regional Youth Forum in 2010 both •• Southland’s Community Outcomes Monitoring identified key regional issues where a combined whole Report for the period 2005-2008. of community approach could deliver a major shift in community well-being. A second Regional Leaders’ •• Our Way Southland Quality of Life Report 2010. Forum will be convened in 2012 in order to revisit the The next Outcomes Monitoring Report will cover the key issues of parenting, leadership and youth, and period 2009-2012, and will measure progress towards identify new community challenges and collaborative the achievement of Our Way Southland Community opportunities. Outcomes against the benchmarks established in the long term plan 2012-22 other information 365 on The Leadership in Southland project seeks to The Leadership in and mentor current and future identify, stimulate while at the same leadership within communities, community networks and groups, time strengthening flaxroots and thereby community resilience. The been leadership incubator concept which has utilises developed by the leadership focus group train and existing community resources to identify, flaxroots develop potential leaders. Trials of the across incubator will take place progressively Southland from 2012. ongoing liaison The Regional Youth project involves across with a number of youth-related initiatives between Southland, and assistance with coordination these projects. to the Each of these projects will be developed from Our point that they become independent on their own Way Southland, thereafter operating collective mandates. ur Way Southland Further is available on Our Way information at www.ourwaysouthland.org.nz unity Liais Comm The active engagement of Our Way Southland with agencies and the wider community assists with the linking of Councils with Central Government and the business and voluntary sectors to network together on a shared vision on key regional issues, and to explore means of collaborating to pool and share knowledge and resources. The Community Outcomes Regional Coordinator also sits ex officio on a number of other regional community projects, and assists with associated research and consultation work. ng, arenting, s – P t c oje Is a response to an identified community outcome Is a response to an identified community or key issue Has a regional perspective each Recognises specific circumstances within Council area Takes a collaborative whole of community approach and Is evidence-based by means of consultation research practice Adopts national and international best models. • • • • • • uth hip and Yo Leaders The Strengthening Parenting in Southland project is working towards a whole community support for parents by means of a regional parenting strategy and charter for children. The cross-section of government, health and community agencies involved with the project recognise the multitude of benefits which will accrue to the Community when parents are better supported as citizens, ratepayers, employees and clients. At the heart of the regional strategy are the issues and opinions voiced by Southland families, collected by two separate research projects. The strategy and charter will be drafted and consulted upon during 2012, with the final charter ready for signing by sector representatives in 2013. Projects to address the key regional issues of Projects to address and youth, first identified at parenting, leadership Leaders’ Forum, are coordinated the 2009 Regional with the assistance of focus by Our Way Southland and groups comprised of Government, community three projects business sector representatives. All Our share the principles which have underpinned outcomes Way Southland’s collaborative community in 2003, process since the project’s inception whereby each project: • • • • • • Pr ional Reg 366

Waste Management and Minimisation Plan

Council has prepared a Waste Management and materials is made up of diverted materials Minimisation Plan (WMMP) in accordance with section (greenwaste, cleanfill, scrap metal, recyclables), 43 of the Waste Minimisation Act 2008 (WMA). more than three quarters (80 percent) is made Council has not identified any significant variations up of waste disposed to the Southland Regional between the Plan and this Long Term Plan. A Landfill (SRL). summary of the Waste Management and Minimisation •• 11,500 tonnes of materials were diverted from Plan is included below. The full document is available landfill. This represents 130 kilograms per person. on request. Conversely 47,400 tonnes of waste was sent to the SRL, this represents 520 kilograms per person. Territorial authorities are legally required to adopt a waste management and minimisation plan as per the •• Less than half (46 percent) of the waste going Waste Minimisation Act 2008. The Plan documents to the SRL is sourced from kerbside rubbish the strategic direction (vision, goals and objectives), collection, with 32 percent sourced from the actions and funding policy for the Councils’ to meet Industrial/Commercial/Institutional (ICI) sector. both public health protection issues and the legal The Residential and Construction and Demolition requirements to promote effective and efficient waste sectors both account for 10%. management and minimisation. •• Southland’s distance from national and global commodity markets and key infrastructure can Given this legislative requirement, under the joint hinder waste reduction initiatives. Conversely committee banner of ‘WasteNet Southland’, the it provides the region with opportunities to lead Gore District Council, Invercargill City Council and innovation local solutions. Southland District Council’s have developed this joint •• The Councils have good control and management Plan for the region. of waste services in Southland. All transfer This WMMP considers diverted materials and waste stations are owned by the Councils and the as defined by the WMA, while excludeing animal contract with the landfill owner allows WasteNet waste, emissions, sewage and stormwater as these control of all waste sourced within the Southland waste streams are covered in other Council planning region. documents. •• Data indicates that Councils need to further investigate hazardous waste quantities and waste It is acknowledged when this new WMMP is adopted it flows within the region. will revoke the current Southland Waste Management Plan 2004. The Plan will be reviewed at least every The assessment also considers future growth and six years, or when significant changes warrant a full demand for services. All three population projection review under special consultative procedure. scenarios indicate steady population growth for the region up to 2021. The projected material volumes As per section 44 of the WMA, a Southland Waste indicate that the Councils need to ensure that they Assessment was undertaken. Councils must have have infrastructure in place to meet the demand for regard to this assessment when developing the diverted materials (specifically greenwaste) and that WMMP. The key findings of the assessment include: there is no major landfill capacity issues in the region. •• Southlanders discarded 59,000 tonnes of materials in the base year 2010/2011. This This WMMP sets out challenging goals for Southland, represents 650 kilograms per person. our vision is clear: the effective and efficient •• Less a quarter (20 percent) of the discarded stewardship of waste as a resource with a residual long term plan 2012-22 other information 367 Develop a regional resource efficiency education and behaviour change strategy. Regional data management and collection system. Develop partnerships with industry to foster sustainable design, and recovery of products. Establish a Southland waste exchange for redistribution of materials. Advocate to Central Government. Build on the Love Southland brand. Investigate extensions to kerbside collection areas Investigate rewards scheme for participants that recycle more. Work with providers to secure a permanent e-waste solution. • • • • • • • • • our health and environment. The Councils will work our health and environment. under the Joint Committee together as a region Southland. banner of WasteNet waste services available in The wide range of by the Councils or by private Southland as provided that public health is adequately industry will ensure protected into the future. waste services, The Councils will, in their provision of fund services from targeted rates, user-charges, charge, national waste disposal levy, local landfill revenue recovered from the sale or diverted necessary. materials, fees and general rates where disposal Funding received from the national waste the Environment levy administered by the Ministry for waste received by Councils will be spent on with this Plan. minimisation initiatives in accordance ongoing basis Performance will be measured on an by the by using the performance measure adopted Progress in Councils to meet the levels of service. as part of the respect to Action Plans will be updated Annual Report. The following activities are included in the Action Plans: • • • • • • • • • Work together to improve the efficient use of Work together to improve the efficient resources. making. Use the waste hierarchy for decision on our Reduce the harmful effects of waste health and environment. Make the best use of recoverable waste as a renewable resource. Appropriate treatment and disposal of waste for the protection of our health and environment. Reuse or repurpose material so it has a life before Reuse or repurpose material so it has recycling or disposal. Reduce the amount of material sent to final disposal by maximising recycling. Reduce the amount of material entering the waste Reduce the amount of material entering stream. 5. 4. 3. 1. 2. Five key strategic objectives further support our Five key strategic objectives further vision, goals and target: 2. 3. Southland As a result of our actions, by 1 July 2018 capita figure will maintain a materials discarded per diverted of 650 kilograms, comprising 35 percent materials. This will require changes in our behaviour over the This will require changes vision: next decade. Three goals underpin this 1. value, to protect our health and environment. value, to protect our is to become a region that is Southland’s vision producer, with businesses and a minimum waste opportunities to reduce, reuse, individuals maximising our resources. recycle and recover The Councils’ role in waste management and minimisation is to oversee, facilitate and manage the range of programmes and actions to achieve our vision, met the legislative requirements and protect The general policies of the WMMP are based on the following guiding principles: global citizenship; kaitiakitanga/stewardship; extended producer responsibility; full-cost pricing; life-cycle principle and the precautionary principle. 368

•• Investigate regional opportunities for management It is noted that a number of the actions involve of organic waste. the investigation and/or development of specific •• Operate a network of public drop-off facilities for strategies or plans. Once agreed, any strategies or diverted materials. plans may include indicators or milestones or targets as part of their implementation. •• Facilitate kerbside recycling and rubbish collection services. These actions, provide a comprehensive approach to •• Southland Regional Landfill. waste management and minimisation and a platform •• Explore opportunities for management of for Southland to move towards a culture of “it’s not hazardous waste. waste – it’s a resource”. •• Examine options for management of littering/fly dumping. •• Investigate opportunities for management of batteries. •• Develop a joint solid waste bylaw. long term plan 2012-22 other information 369 summary UES Y ISS The Asset Management Plans do not however, cover The Asset Management on-site wastewater systems, all issues relating to supplies and private water supplies. community water relating to these has been Assessment information obtained from various sources and collated. KE Systems Wastewater On-site the City area Most on-site wastewater systems within ten years ago would have been installed in excess of 1547:2000 and would not meet the current AS/NZS When On-site Wastewater Management Standard. of Council, they failed systems come to the attention upgraded. are investigated and, where required, wastewater Maintenance and proper use of on-site owner. systems is the responsibility of the property are Where maintenance is lacking and systems of system not operated correctly, the incidence inevitable failure increases substantially with the result of ponding sewage and the consequential environmental and health risks. An information booklet has been prepared to assist property owners to be more informed on the mechanics of their on-site wastewater systems. Poor draining soils, high rainfall and low sunlight hours will continue to provide a challenge to the disposal of effluent from on-site systems. Staff, designers and practitioners have been educated on Council’s On-site Technical Memorandum and the requirements of relevant standards. All designs are peer reviewed. It is becoming apparent that on-site wastewater systems in non-reticulated areas need to be designed on a holistic basis, for example, an assumption needs to be made that clearly states water usage per capita ARY ARY ARY NIT TER AND SA NIT TER AND SA S 2011 S (AWSS)

MENT OF WA SS OF WA MENT SS Reticulated waste water On-site waste water systems Stormwater Cemeteries and crematorium Public toilets. Reticulated supplies Community supplies Private water supplies.

· · · · · · · · Drinking Water Supplies including: · Sanitary Services including: · · · · · · · • • • Invercargill City Council addresses most of the key issues regarding reticulated wastewater, stormwater, cemeteries and crematoria, public toilets and reticulated water supplies through the respective Asset Management Plans. Information relating to these services has been directly extracted from the Asset Management Plans 2011 and included as part of this assessment. • This assessment looks at the following services: This assessment looks at the following Executive Summary Executive Territorial The Local Government Act 2002 requires of water and Local Authorities to make an assessment sanitary services within their districts. E ASS Council has prepared an Assessment of Water and Council has prepared provided in the District. other Sanitary Services any significant variations Council has not identified and the Long Term Plan. A between the assessment and Sanitary summary of the Assessment of Water is Services is included below. The full document available on request. E ASS Water and SanitaryWater Services E SERVIC E SERVIC 370

and occupancy. All systems from supply to disposal There is a continuing trend towards using cremation must then be designed around this key assumption. over burial. Ideally the design capacity of a system should appear Burial records are available from Council during office on a Land Information Memorandum. hours and online via Council’s website www.icc.govt. nz. Reticulated Wastewater Being reactive to changing ethnic burial requirements, While the major urban areas of the city have a including natural burials. reticulation system, smaller townships and rural properties use septic tanks. The issue of choosing between systems will apply to new subdivisions Reticulated Drinking Water Supplies and lifestyle block development. It may be more Compliance with New Zealand Drinking Water economical for properties to be serviced by on-site Standards. Currently meeting the protozoal criteria disposal rather than extending the public reticulation is not always being achieved. Either improvement in system. Any on-site disposal system will need to the treatment process or additional treatment will be meet the same environmental standards as a public required to ensure compliance. reticulated system. Taste and odour. Improvement in treatment methods are needed to meet Community expectations as Stormwater indicated in customer survey. Stormwater pumping stations are located in the Alternative source. Complete reliance on the Oreti lowest parts of the catchments close to waterways River source to singly serve the whole Community and are susceptible to flooding due to extreme rainfall makes for a vulnerable situation. Another source events, or stopbank failure. To ensure stations needs investigation to act as an emergency supply continue to pump during flood conditions, electrical during civil defence emergencies such as a drought. and control cabinets are elevated within pump buildings or on stop banks. Legislative changes. New health threats to drinking water. It is likely that with identification of new risks The open drain systems carry inherent risks of to public water supplies, the standard of performance flooding due to blockage from debris, vegetation will increase to meet the drinking water standards of or collapse of ditch banks, and also pose a risk to the future. the safety to road users. These risks are accepted and managed through a programme of continuous Backflow prevention. Currently, reliance on the maintenance and management of road safety issues. elimination of threat of backflow is dependent on the threat being eliminated at source via the Building Act. It is likely that under the Health (Drinking Cemeteries and Crematoria Water) Amendment Act 2007 due to come into The high cost of maintenance associated with older force as of July 2012, that Council will be required to areas within the cemeteries, and restrictions on what demonstrate an active approach towards protection can be done to old headstones with historic value. against backflow.

Planning for a pandemic event where there may be large numbers of deaths in a short space of time. long term plan 2012-22 other information 371 Private Water Supplies Water Private water for these supplies is The quality of drinking of the property owner and is the sole responsibility has no input into any health not regulated. Council supplies. related risks for these relating to This assessment finds that all issues current status, future demand and environmental services health related issues for water and sanitary plans have have been considered, and the necessary the needs of been or are being put in place to meet the Community. Community Water Supplies Water Community supplies are self regulating and Community water they have their own maintenance need to ensure that in place as per the requirements and monitoring plans Standards of NZ 2008. of the Drinking Water work closely with Drinking Water Community supplies Assessors. 372