about our activities - south taranaki · about our activities ... agencies and capacity building...

About Our Activities The Council contributes to the community through the activities and services it delivers. The activities are organised into 12 groups: Democratic Process Cultural Services Arts and Culture, Heritage, Cemeteries and Libraries Recreation and Leisure Halls, Swimming Pools, Public Toilets, TSB Hub, Parks and Property, Holiday Parks and Cinema 2 District Economy Economic Development, Tourism and Events Community and Social Development Community Development and Pensioner Housing Environment and Development Planning, Building Control, Environmental Health, Liquor Licensing, Noise Control, Environmental Policy, Parking, Animal Services, Rural/Vegetation Fire, and Civil Defence and Emergency Management Water Supply Services Roading and Footpaths Stormwater Wastewater Solid Waste Coastal Structures

Differences to previous plans Coastal Structures – additional activity For each of these groups we explain – the activities within the group. Why these services are provided – reasons why the Council provides the activities. What we do – a brief description of what the activity does including the assets that contribute to the activity and how they are managed*. Significant negative effects – The Council activities have the potential to impact negatively on the community’s social, cultural, economic and environmental wellbeing. The purpose of identifying potential significant effects is to make sure the Council activities are conducted in accordance with the principles of sustainability. Looking Ahead o Growth and Demand – influences which could impact on the activity. o Future Projects – projects over the next ten years. o Funding – a description of where funding for this activity comes from. What you can expect and measuring our performance – the main services that will be delivered to the community, specific ways performance will be measured and the contribution made to community outcomes. What it will cost – the funding impact statement for each activity for the next ten years with comparison to the 2014/15 budget.

*About Asset Management The Council owns $770 million of assets that are used to deliver a wide variety of services to our communities, so it is essential that the Council manage their assets well. Asset Management Plans (AMPs) form the basis of the Council’s planning for the operation, maintenance, renewal and

South Taranaki District Council Proposed 2015-2025 Long Term Plan Page 56

development of its assets. In managing these assets the Council has taken account of the community’s interests and desired outcomes through the review of customer service levels and public consultation feedback, and customer demand, while considering the capacity of the Council to deliver the services and affordability for our ratepayers and residents. In developing our AMPs questions are asked such as: • What service levels and performance delivery are required and how

will demand for the services change over time? • What is the current state of the assets? Are they capable of meeting

those demands now and in the future and what are the risks if they are not met?

• What are the best strategies for operating, maintaining, replacing and improving the assets?

• How much will providing the service cost over the long term? What is the best long term funding strategy?

Answering these questions in AMPs for individual activities has the benefit of: • Improving cost efficiency by determining the lowest asset lifecycle

cost. • Improving customer satisfaction by better matching levels of service

with what customers want and are willing to pay for. • Better transparency in decision making. • Being more sustainable by having long term plans that look at

funding of services across generations. The Council’s AMPs have been developed across all of the activities to a “core” level providing a solid footing on which to base this Long Term Plan. However, asset management is an on-going process and the Council’s goal is to develop all AMPs to a higher level, particularly in activities that contain strategic assets of significant value.


Democratic Process

Why these services are provided As outlined in the Local Government Act 2002 one of the main purposes of council’s is to enable democratic local decision-making and action by, and on behalf of local communities in an open and transparent manner and to promote the wellbeing of those communities. This means the Council has a responsibility to consider how we are meeting the needs of our community and how we provide opportunities for all residents to participate in the decision making process. To do this well the Council needs to actively keep residents informed about what is happening at the Council, how decisions will affect them and clearly explain how they can be involved in decision-making. What we do The South Taranaki District Council has a Mayor elected across the District and 12 Councillors elected from five wards (Hawera, Tangahoe, Egmont Plains, Eltham and Patea). There are 16 Community Board members on four Community Boards – Hawera-Tangahoe, Egmont Plains, Eltham and Patea. Councillors are the governing body for the Council and make decisions relating to the level and standard of the services, determine policies for its activities, investments, borrowings, identify partnerships with other agencies and capacity building for Māori; set the rates and charges each year; and approve the Long Term Plan and subsequent annual plans. Community Board members are elected by their local community to ensure local people have a voice on local issues and provide a direct link between the community and the Council. The four Community Boards each have a discretionary fund for community projects and assistance. In addition, the Council has established a formal process of representation for Iwi within the District through the Iwi Liaison

Committee. This forum is a standing committee of the Council which provides an opportunity for four members from each Iwi within South Taranaki (Nga Ruahine, Taranaki, Nga Rauru and Ngati Ruanui) to discuss issues with the Mayor, Deputy Mayor and the Chairperson of the Environment and Hearings Committee and can make recommendations to the Council. Recognising the special relationship with Māori in South Taranaki, the Council also has an Iwi Liaison Advisor whose role includes raising awareness of the opportunities for Māori to participate in local decision-making. The Environment and Hearings Committee hears all notified resource consent applications on behalf of the Council. The Council’s Support Services Unit plans and provides support for meetings of the Council, its Committees, and the Community Boards and generally oversees the processes that support Local Government in South Taranaki. The Council also provides a communications service which co-ordinates the publication and dissemination of information to the public through a range of communication channels including: press releases, newsletters, website, social media, radio, public presentations and a weekly news page in the District’s free community newspaper. There are no assets within this activity.


Significant negative effects

Democratic representation in its own right does not cause any significant effects on the wellbeing of the community, however, when making decisions the Council is required to consider the purpose of local government under Section 10 (1) as follows: • to enable democratic local decision-making and action by, and on

behalf of, communities; and • to meet the current and future needs of communities for good-

quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

The community or parts of the community could feel disconnected or disengaged from Council decisions. This can be mitigated in large part through regular, effective, and easy to understand communication with the public as to why decisions have been made and how residents can participate in decision-making and by providing meaningful opportunities for engagement and consultation.

Looking Ahead Growth and Demand South Taranaki’s population increased by 0.1% per annum between the 2006 and 2013 Censuses, from 26,484 to 26, 577 people. This followed a gradual decline in the population from a peak of 36,250 people in 1960. The small increase suggests a reversal in the trend, although Statistics New Zealand is predicting a continuing decline. The ethnic composition of the District has been fairly constant for many years. Each Census since 2001 has shown a small increase in the percentage of Maori in the community, which may reflect changes in self-perception as much as growth in actual numbers. The proportion of the South Taranaki population that identifies as being Maori, at 19.7% in 2001 to 24.3% in 2013, remains considerably greater than the region (14.7% to

17.4%) and the nation (14.7% to 14.9%). Conversely, other ethnicities continue to be noticeably under-represented in this District. The proportion of older people in the District’s population has increased over time, and this is expected to continue. Those aged 65 years and over were 11.4% of the population in 1996, and 14.7% in 2013. The latest projection by Statistics New Zealand is that the number in this age group is expected to increase from 3,909 in 2013 to 4,900 in 2021 and 5,800 by the year 2031. Changes in technology over the next ten years will likely see further growth in online and social media communications and a corresponding decline in more traditional communication channels. Future Projects Website redevelopment budgeted for in 2018.

Funding The democratic process activity is funded from General Rates and Revenue as democratic representation is available to all residents through the electoral process and local authority decision-making.


What you can expect and measuring our performance

Democratic Process Contribution

to Council Outcomes

Related Strategies and

Plans

Level of Service Performance Measure C=customer measure T=technical measure

Actual 2013/14

Target 2015/16 Year 1



Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (5) Together South Taranaki (2,3,4) Connected South Taranaki (2)

Council’s Mission Statement

Run Council and Committee meetings and provide timely information to the public by having minutes and agendas available in advance (eg website, libraries)

(C) Council and Committee agendas are made available to the public 3 days before the meeting

100% 100% 100% 100% 100% Internal Monitoring

Provide opportunities for the community to participate in decision making

(C) % of residents who agree decisions made by Council represent the best interests of the District

66% 68% 69% 70% 70% Annual Residents

Survey

(C) % of residents who are satisfied with the Council’s level of consultation


Survey

(C) % of residents who are satisfied or neutral with their opportunity to participate in Council decision- making processes


Survey


Democratic Process Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Keep residents informed of Council activities in a timely manner through a variety of media

(C) % of residents who know where to access Council information when they want it (eg website, newspaper, Libraries, Contact Centre)


Survey

South Taranaki District Council Proposed 2015-2025 Long Term Plan 1

Cultural Services The activities in this group include: Arts & Culture Heritage – Aotea Utanganui – Museum of South Taranaki Cemeteries LibraryPlus We provide these services to honour and protect the past and invest in cultural development of our communities.


Cultural Services – Arts and Culture

Why these services are provided The Council aims to encourage and support community participation in creative activities by actively promoting and increasing creative opportunities in our District. Providing professional support, co-ordination and facilitation for activities and organisations grows the community and enhances our cultural diversity. Assisting artists to promote their work and encouraging new ventures contributes to the economic development of the District. This activity meets the purpose of local government by providing good quality local public services. What we do An Arts Co-ordinator provides a point of co-ordination for the creative community and offers professional advice and facilitation to increase the visibility of art throughout the District. Established annual projects facilitated by the Arts Co-ordinator include the Council Art Lease Programme and two curated Cultural Diversity exhibitions at community art galleries. On-going collaborative projects supported by the Arts Co-ordinator include: Taranaki Art Awards, Art in the Square (Hawera Community Board), Arts in the Park, Paepae in the Park and the Creative Communities Funding Committee.

Significant negative effects No significant negative impacts on community wellbeing have been identified from the actions resulting from these Council activities. Looking Ahead Growth and Demand While there is continued demand for more assistance from the Arts Co-ordinator it is not anticipated that the position will change.

Future Projects An asset register of artworks owned by the Council has been established and over the next three years the condition of the items will be assessed and any required maintenance of significant value will be planned when the next Long Term Plan is developed in 2018.

Funding The Arts and Cultural Services are funded by Fees and Charges and General Rates and Revenue.



Cultural Services – Arts and Culture Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Vibrant South Taranaki (1,3) Together South Taranaki (1,2,4,7) Prosperous South Taranaki (1)

Arts Culture and Heritage Policy

Opportunities are provided to participate in arts and cultural activities

(C) Number of art activities facilitated or supported per annum

19 8 8

8 8 Internal Records

(C) Number of exhibitions managed by the Arts Co-ordinator per annum

2 2 2 2 2 Internal Records

South Taranaki artists and galleries are supported

(C) % of artists satisfied with support offered

100% 90% 90% 90% 90% Annual User Survey


Cultural Services – Heritage Aotea Utanganui – Museum of South Taranaki

Why these services are provided We provide District heritage services to honour and protect the past and invest in cultural development of our communities. Such activities increase our communities’ sense of identity, promote the celebration of cultural diversity and encourage the protection of our heritage. What we do The Council, in partnership with the South Taranaki District Museum Trust, provides District heritage services through the management of Aotea Utanganui – Museum of South Taranaki. The South Taranaki District Museum Trust owns the Museum and the collection but has a formal partnership with the Council who staff and manage the operations of the Museum. The Museum staff provide professional advice and support to the Trust, as well as individuals and communities that wish to preserve their tāonga, objects and archives. The staff actively promote the District’s heritage, the Museum and its activities. There is also provision for travelling exhibitions around the District to take the Museum to the people.

Significant negative effects No significant negative impacts on community wellbeing have been identified from the actions resulting from these Council activities.

Looking Ahead Growth and Demand There is an increasing expectation for heritage information to be available online and the Trust may need to seek funds in the future to achieve this.

As clubs and organisations close there has been a demand for somewhere to store their records and memorabilia and there may be a need to consider providing more space in the archival area of the Museum. Future Projects The South Taranaki District Museum Trust is developing Stage Two which will include a new building on the section behind the Museum. Any extension will be dependent on funds raised by the Trust. There are many large pieces of the collection currently held off site and the Trust is working towards bringing these back to Aotea Utanganui. Funding Management of the operations of the Museum is funded from Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance Cultural Services – Heritage – Aotea Utanganui – Museum of South Taranaki Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Vibrant South Taranaki (2,4)

Arts Culture and Heritage Policy

Visitors feel welcome and enjoy the Museum

(C) % of customers satisfied with their visit

100% 90%

95%

95%

95%

Visitors Book

Together South Taranaki (4,7)

The collection of artefacts and archives are made accessible

(C) % of the collection on the database and/ or digitised

81% 40% 50% 60% 70% Internal Records

Connected South Taranaki (2)

Research, archival and heritage advisory services are provided

(C) % of customer satisfied with the service

100% 90% 90% 90% 90% Annual Customer

Survey

Skilled South Taranaki (1,2)

South Taranaki’s unique stories are promoted though exhibitions and activities

Number of exhibitions

8

2 Major 4 Minor

2 Major 4 Minor

2 Major 4 Minor

2 Major 4 Minor

Internal Records

Number of activities New measure

8 School Holidays activities

3 Adult

activities


3 Adult

activities


3 Adult

activities


3 Adult

activities

Internal Records


Cultural Services – Cemeteries Why these services are provided The Council provides cemeteries in order to support the health, social and cultural wellbeing of the community by providing areas to bury, visit and remember those who have passed away. While the provision of cemetery space is a requirement of the Burial and Cremation Act 1964, the administration of cemeteries is not a legal requirement but has historically been a Council responsibility. This means there is a high level of comfort for the community that cemetery records remain available to the public and that the cemeteries are maintained in a tidy and respectful way. What we do The Council actively manages ten cemeteries across the District; Eltham, Hawera, Kaponga, Manaia, Ohawe Beach, Okaiawa, Opunake, Otakeho, Patea and Waihi (Normanby). The Council also owns the Armed Constabulary Cemetery on the banks of the Opunake Lake, and the land at Rahotu Cemetery which is managed by a Trust, and we provide an annual grant to the Waverley Cemetery Trust. As well as the land for cemeteries the Council also manages the associated roading, car parks, toilet blocks, rubbish bins, concrete berms and lowering devices required for proper management of cemeteries. More detailed information on the operations, maintenance, renewal and development of the cemeteries assets can be found in the Cemeteries Asset Management Plan.

Significant negative effects Discrepancies in the allocation of plots can have a significant negative effect on public confidence of the Council’s management of cemeteries as well as a direct impact on the families involved. This can be mitigated by maintaining accurate, up-to-date records including an annual programme

of checking and cross referencing burial data to make sure it is correct (referred to as cemetery surveys). Maintaining close working relationships with contractors and funeral directors is also important.

Looking Ahead Growth and Demand The key issues impacting on demand forecasts for Cemeteries are: The number of South Taranaki residents aged over 65 years is expected to increase over the coming decade. This could result in increased pressure on cemetery space; however based on expected demand the Council still has space available across the District for a further 50 years. Numbers of requests for burials and cremations are about the same annually, with cremations trending upwards. If this continues over the next ten years there will be less land used so offsetting the demand for more land to be developed in cemetery reserve. Anecdotal evidence suggests more people are considering alternative burial places, such as traditional church cemeteries, urupa, privately owned rural burial spaces and eco-burials. As the ethnic profile of the District diversifies further there will be a need to be more culturally sensitive with the provision of specialist areas in our cemeteries. Future Projects Over the next ten years the main projects to take place in the cemetery activity include: Surveys of Council managed cemeteries to gather accurate

information on plot locations


Modelling of future demand versus capacity Review of Hawera Cemetery extension versus relocation to Waihi

Cemetery in Normanby to guarantee capacity for next 100 years Review of burial versus cremation cost and effect on cemetery space

Funding The Cemeteries activity is funded by Fees and Charges and General Rates and Revenue.



Cultural Services – Cemeteries Contribution

to Council Outcomes


Plans

Level of Service Performance Measure

C=customer measure T=technical measure

Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (3,4,6) Vibrant South Taranaki (2,4)

District Plan Reserve Management Plan Cadastral maps

Cemeteries are tidy and well maintained.

(C)% of customers satisfied with the tidiness and level of maintenance at Cemeteries

96%

90% 90% 90% 90% Annual Residents

Survey

(C) % of customer complaints/requests managed within 10 working days

100%

98%

98% 98% 98% Internal monitoring of CRM’s

Interments are managed with respect and sensitivity

(C) Number of complaints regarding interment processes

0

1 1 1 1 Internal monitoring of CRM’s


Cultural Services – LibraryPlus Why these services are provided Engaged and informed citizens help build strong, resilient communities. Our LibraryPlus centres, located in each of the District's seven towns, provide residents with the opportunity to access a wide range of free services, information, recreational resources and offer a focal place for community interaction. The provision of safe, friendly local public places means all citizens can engage with the wider world.

What we do Our seven LibraryPlus centres are located in Hawera, Eltham, Opunake, Patea, Manaia, Kaponga and Waverley. They provide a free lending service to all residents, and services which include literacy, housebound book service, local history and heritage, book clubs, activities and programmes for all age groups. LibraryPlus centres also provide local access to a range of Council services (such as dog registrations, rates payments) and a public space that is warm, safe and inviting. The Librarians have strong links with primary and secondary schools and work together with teachers to ensure the District's children know where and how to find the information they want as well as feeling comfortable and confident in using our spaces. The libraries provide an online presence through www.southtaranaki.com which enables borrowers to reserve and/or renew items, check the catalogue, access online newspapers and resources. Users can communicate with the libraries on Facebook, Twitter, Pinterest and the LibraryPlus blog. A partnership with the Aotearoa Peoples Network Kaharoa enables free internet access for all residents and visitors. Our LibraryPlus provides a Library Management Software service to Stratford Library through a Shared Services Agreement. This partnership allows users to seamlessly borrow from any South Taranaki or Stratford Library and return items to any branch.

The Library Collection is a District resource containing approximately 80,000 items including books, eBooks, eAudio and eReaders, graphic novels, magazines and provides access to online newspapers and databases. More detailed information on the operations, maintenance, renewal and development of the LibraryPlus assets can be found in the LibraryPlus Asset Management Plan.

Significant negative effects No significant negative impacts on community wellbeing have been identified from the actions resulting from these Council activities. Looking Ahead Growth and Demand Libraries, and the world they exist in, are in a transitional print/digital state and particularly in smaller communities this is likely to exist for many years to come despite the rapid pace of technological change. In recent years, the number of people through LibraryPlus’ doors has decreased and use of library resources has changed, reflecting the way people access information and interact with staff. The range of ways people can use library resources both internally and externally through digital access is increasing and the library as the “third place” has become important for studying, business meetings and connection with people. This is a worldwide trend we expect to continue.


The International Federation of Library Associations has identified the following future trends:

• New technology will both expand and limit who has access to information.

• Online education will democratise and disrupt global learning. • The boundaries of privacy and date protection will be redefined. • Hyper-connected societies will listen to and empower new voices

and groups. • The global information environment will be transformed by new

technologies.

Libraries have a role in ensuring fair and open access to people on the wrong side of the digital divide so everyone can fully participate in a hybrid society. Our LibraryPlus centres are well positioned to provide access, advice and support to our citizens so they can participate fully in our society. Alongside these five trends is a move towards focussing more on people through connections, conversations and by creating and co-creating. Libraries assist people by simplifying complexity, enriching information and sharing ideas. They have always been involved in the creation of new materials through providing inspiration for authors and artists but are now actively co-creating and co-curating with the public. This means tapping into the user spaces and places online where people interact, to have a presence and point the way. The LibraryPlus online presence will continue to grow in the future as we meet our users where they are. While the trends might show fewer people through the doors, interactions with our residents will be more time consuming and intensive as we play a greater role in educating and supporting the public to flourish in a digital world. This means over the next ten years our LibraryPlus centres will place more emphasis on maintaining a diverse online presence and remaining current with digital technologies while

pursuing partnerships with other organisations to enhance service delivery. Future Projects The Council is proposing a multi-purpose District

library/community/ culture/heritage facility in Hawera which would involve relocating the existing Hawera LibraryPlus to a larger space. This was a key recommendation of the Library Review presented to the Council in 2011.

An RFID system would replace the current barcode system and offer

another method of inventory management and self-service checkout by patrons. These systems have become less expensive as technology has improved and most libraries are moving in this direction, especially when extending or building libraries.

Development of a Digital Repository for South Taranaki; a digital

repository will provide people (individuals, community organisations etc) with a place to store and share files/information online. As well as providing the resource, the LibraryPlus will provide support and advice on how to use the repository.

Funding Libraries are funded by Fees and Charges, Bequests and General Rates and Revenue. The Aotearoa People's Network Kaharoa is 80% funded by Central Government and 20% funded by the Council with services being free to the public.



Cultural Services - LibraryPlus Contribution

to Council Outcomes


Plans



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Vibrant South Taranaki (2,4) Together South Taranaki (4,7) Connected South Taranaki (2) Skilled South Taranaki (1,2)

LibraryPlus facilities are well resourced and have friendly, helpful staff

(C) % of customers satisfied with facilities and customer service

98% 95%

95%

95%

95%

Annual Residents

Survey

LibraryPlus materials and resources are relevant to current information and leisure needs of the community

Number of visits to facilities spaces are greater than 280,000 and online greater than 6,000

Door Count 295,007

Online 63,243

280,000+

60,000+

280,000+

60,000+

280,000+

60,000+

280,000+

60,000+

Electronic Door Count

(C) % of customers satisfied with materials, resources and information provided

98% 95%

95% 95% 95% Annual Residents

Survey

LibraryPlus programmes and activities support lifelong learning and are responsive to the needs of the community

(C) % of attendees are satisfied with the standard of the programmes and activities

98% 95% 95% 95% 95%

Customer Survey


Recreation and Leisure The activities in this group include:

Parks and Property Halls Public Toilets Holiday Parks Swimming Pools Rural Pools Aquatic Centre TSB Hub Cinema 2 The activities within the Recreation and Leisure group contribute to the cultural and social wellbeing of our residents by providing facilities and programmes for participation. The cost of maintaining diverse sport, leisure and recreation facilities are greater than the capacity and affordability of individuals and groups, and therefore are generally constructed and maintained by the Council with varying levels of subsidy to ensure the facilities are affordable and accessible. The facilities are provided for the benefit of the whole of the District, to attract visitors and to complement facilities available throughout the Taranaki region, but which are not in direct competition with other providers.


Recreation and Leisure – Parks and Property Why these services are provided The Council provides parks and properties to support active and passive recreational opportunities for residents and visitors enhancing their health and social wellbeing. The Council buildings and facilities are administered under the property portfolio in order to provide a consistent standard of technical support (e.g. maintenance) across the Council activities. The Council also owns historic properties which are leased and provide an income stream through rental or lease agreements. What we do The Council owns and maintains parks and reserves across the entire District varying in size from neighbourhood ‘pocket parks’ and playgrounds, small roadside gardens and main street gardens to sports fields, premier parks and large scenic reserves such as Lake Rotokare (457ha in total). Of these, there are 60 Council-owned parks and reserves across the South Taranaki District that can be considered parks in their own right. South Taranaki has 2.45 hectares of actively maintained park land per 1,000 residents, the lowest of 33 peer local authorities. While many are owned in ‘fee simple’ by the Council, some are gazetted as reserves under the Reserves Act 1977 which have specific legal responsibilities (eg Crown owned land with management vested in the Council). In addition the Council owns and maintains 38 playgrounds across the District. For properties, the Council ensures that all buildings are fit for the purpose they are intended to support.

Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Parks and Property Asset Management Plan.

Significant negative effects Vandalism of the Council parks and properties assets is a costly negative effect of this activity. Vandalism can be mitigated by applying ‘Crime Prevention through Environmental Design’ principles in design - features such as improved lighting and open space, security notices and dealing with incidents of vandalism quickly (removal within 24 hours) so that these assets do not become a target. For existing assets we remove graffiti using contractors or in-house staff depending on the location. Personal injury due to failure or non-compliance of playground equipment can be a significant negative effect of this activity. This can be mitigated through good design, occasional safety audits and on-going monitoring of the condition of all playgrounds, and immediate response to reports of damage to play equipment.

Looking Ahead Growth and Demand The key issues impacting on demand forecasts for parks and reserves are:

An aging population may mean there is an increasing need for improved access to facilities to accommodate mobility scooters. This needs to be considered during parks maintenance and upgrades. At this stage, there is little demand for additional parks because of the existing stock providing enough recreational space across the District compared to a static population.


The Council has started a review of the entire District’s playgrounds with a draft purpose of providing one playground within one kilometre of each urban resident. This current draft policy is under review by the Council. The Council has started a programme of identifying earthquake prone buildings for the Council owned buildings across the District. The programme includes Initial Seismic Assessments (ISA’s) on nearly 30 high priority buildings and structure in 2015. Future Projects A review of playgrounds including a renewal, relocation and

divestment programme based on equitable access. On-going development of King Edward Park with the input of the

Hawera Community Board. Development of sporting facilities at Taumata and Soldiers Memorial

Park. Inclusion of green spaces will play a significant role in the Hawera

Town Centre Strategy which is yet to be developed. Full assessment of levels of earthquake proneness and any

subsequent works to ensure the integrity of the Council owned buildings.

Funding The Parks and Properties activity is funded by Fees and Charges and General Rates and Revenue.



Recreation and Leisure – Parks and Property Contribution

to Council Outcomes


Plans



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Prosperous South Taranaki (1) Secure and Healthy South Taranaki (2,5)

Open Space Strategy Landscape Plans

Parks and properties are tidy and well maintained

(C)% of customers satisfied with the level of maintenance in Council parks and properties


Survey

Sustainable South Taranaki (1,2,3,4,6) Vibrant South Taranaki (1,2,4,5)

District Plan Smoke-free Policy Reserve Management Plans

Visitors feel safe and enjoy visiting our parks and properties

(C) Number of recorded incidents of preventable injuries occurring

0

0 0 0 0 Internal monitoring of CRM’s


96% 98% 98% 98% 98% Internal monitoring of CRM’s


Recreation and Leisure – Halls Why these services are provided Halls provide public spaces for local communities to come together and participate in sport, social or other community events. As a predominantly rural District, with eight towns and a number of smaller surrounding rural communities, local halls have historically been important contributors to the social and cultural wellbeing of the community. What we do The Council owns and manages eight halls across the District. These are: 1. Hawera Community Centre (includes the Memorial Theatre) – Albion

Street, Hawera. 2. Eltham Town Hall – Stanners Street, Eltham. 3. Kaponga War Memorial Hall – Victoria Street, Kaponga. 4. Manaia War Memorial Hall – South Road, Manaia. 5. Normanby Recreation Centre – Ketemarae Road, Normanby. 6. Opunake Town Hall – Domett Street, Opunake. 7. Hunter Shaw Building – Egmont Street, Patea. 8. Waverley Community Centre – Chester Street, Waverley.

In addition, there are 34 privately owned halls managed by local hall committees which are eligible to apply for funding support (maximum $1,500 per annum) from the Council’s Rural Halls Grant Fund. The Eltham Town Hall has a “Friends of” community group, and they are a primary stakeholder in the running of this facility. The Council also owns the Sports Society Hall in Manaia, but the day-to-day operations of this Hall, like the sports bookings, minor maintenance and applications for grants is managed by the Manaia Sports Hall Society.

The Council has a partnership and works closely with the Hawera Memorial Theatre Friends Trust. Formed in 2011, the Trust is able to seek external funding for specified projects including funding to allow school students the opportunity to be involved in experiencing the theatre environment through the school curriculum.

Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Halls Asset Management Plan.

Significant negative effects There are no significant effects caused by the halls. However, significant negative effects which could be caused to the halls include natural disasters and fire. A major challenge will be in maintaining the current stock and condition of halls through user charge and contributions. Currently user fees and charges only contribute 7% of the annual cost of maintaining halls. A review of the Council policy (which sets a target of 10 – 15% recovery through user fees and charges) may be needed. A significant increase in hire fees would probably only result in reduced patronage. Looking Ahead Growth and Demand Demand on the halls is expected to remain at the current level or reduce over the life of the Long Term Plan.

There are no plans over the next ten years to build or acquire additional Council halls in the District. South Taranaki’s population projections are for static to minimal population increases and the current capacity of the The Council owned halls can accommodate a significant increase in users should that happen in the future.


Future Projects A review of the retention of the Opunake Town Hall (at the request

of the Egmont Plains Community Board).

Full assessment of levels of earthquake proneness and any subsequent works to ensure the integrity of the Council owned halls is maintained.

Funding The Council wishes to retain the ability to consider Targeted Rates being a possible funding source but not currently. Therefore, Halls are funded by Fees and Charges and General Rates and Revenue.



Recreation and Leisure – Halls Contribution

to Council Outcomes


Plans



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (3,4)

Halls Review 2008 Hall Users Guide

Halls are well maintained and serviced

(C) % of customers satisfied with the maintenance and cleanliness of Halls


Survey

Vibrant South Taranaki (1,2,4)

Hall Hire Agreement

(C) % of customer complaints/requests are managed within 10 working days



Recreation and Leisure – Public Toilets Why these services are provided Most people expect to find good quality public toilets and the Council sees the provision of quality public amenities (toilets) as important in promoting the health, comfort and wellbeing of residents and visitors to the District. Places where we live, shop, work and play, are more accessible and attractive when public toilets are convenient, well planned, designed, maintained, clearly signposted, and available when people need them.

What we do The Council owns and maintains 38 public toilets at locations across the District. There are 9 in Hawera, 11 in and north of Opunake (including the toilet at Rahotu which is privately owned but is managed by the Council so public access is guaranteed), 6 in Eltham, 5 in Kaponga and Manaia and 7 in the towns of Patea, Waverley and Wai-inu. Some toilets are cleaned by contractors while others are cleaned by Council staff. Toilets are generally serviced daily with the exception of coastal or remote toilets where use is limited during the winter season. The Council also provides six dump stations (for motor homes to dispose waste) at Waverley (Dallison Park), Normanby, Opunake, Opunake Beach, Wai-inu Beach and Waverley (Aotea Park). Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the relevant Asset Management Plan.

Significant negative effects The most significant negative effect of the public toilet activity is a sewage spill. This can be mitigated by regular condition inspections,

monitoring and maintenance, close liaison with wastewater service engineers and prompt response to customer requests. While vandalism of public toilets is not a significant issue in South Taranaki it does sporadically occur. Vandalism can be mitigated by applying ‘Crime Prevention Through Environmental Design’ principals in design – features such as improved lighting and open space, security notices and dealing with incidents of vandalism quickly (removal within 24 hours) so that these assets do not become a target.

Looking Ahead Growth and Demand The key issues impacting on demand forecasts for public toilets are the significant demand for new or improved toilets in Hawera. With 38 public toilets across the District and a static population we do not anticipate an increase in demand for this service. While visitor numbers are not monitored, there is anecdotal evidence of higher public toilet use during the summer months (particularly in coastal areas), school holidays and during events. During these times, the Council keeps in close contact with the cleaners to make sure the toilets are clean and meeting demand. Future Projects

• A new public toilet in Hawera with the location yet to be decided as part of the Hawera Town Centre Strategy.

Funding Public Toilets are funded by General Rates and Revenue.


What you can expect and measuring our performance Recreation and Leisure – Public Toilets Contribution

to Council Outcomes


Plans



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Prosperous South Taranaki (5)

Operational contract requirements regarding opening/closing

Toilets are safe, accessible and well maintained

(C) % of residents satisfied with cleanliness and maintenance of Public Toilets


Survey

Sustainable South Taranaki (4,6)

(C) % of residents satisfied with Public Toilet opening hours


Survey


(T) % of contractor compliance for cleaning Public Toilets

91% 90% 90% 90% 90% Internal Monitoring


100% 98%



Recreation and Leisure – Holiday Parks Why these services are provided Our holiday parks provide affordable accommodation in pleasant surroundings for domestic and international visitors. This activity contributes to the community’s social and economic wellbeing by encouraging people to stay and spend their leisure time in the District which in turn supports the local economy.

What we do The Council provides six holiday parks across the District: Opunake Beach Holiday Park, Hawera Holiday Park, Patea Beach Holiday Park, Waverley Beach, Wai-inu Beach and Lake Rotorangi (Patea Dam). The management and operation of these holiday parks varies throughout the District. Opunake Beach Holiday Park and Patea Holiday Park are leased to private operators; Waverley Beach, Wai-inu Beach and the Hawera Holiday Park are managed in-house (the Council employs a part time custodian at Wai-inu over the summer period when demand is high). Lake Rotorangi (Patea Dam) is managed by a voluntary Trust in partnership with the Council. The Council is also responsible for the on-going maintenance of the Te Ngutu o Te Manu reserve which has been handed back to Te Korowai o Nga Ruahine. The Council also mows lawns at the Kaupokonui Beach Motor Camp which is managed by the Kaupokonui Beach Committee. Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Holiday Parks Asset Management Plan. The Hawera Holiday Park underwent capital improvements in 2013 and as a result we are seeing improvements in patronage on previous years.

Significant negative effects There are no significant effects caused by the holiday parks activity but the campground environments themselves can be at risk from extreme weather events.

Looking Ahead Growth and Demand The key issues impacting on demand forecasts for Holiday parks are: A more mobile and retired age group using motor homes Competing pressures on available leisure time increasing use of local

holiday parks Preferred use of alternative non Council-owned venues; and The introduction of the Freedom Camping Bylaw in 2014 Little data is available on historical user statistics, as visitor nights are not recorded at most of the holiday parks. Anecdotal evidence however, suggests there is adequate capacity to meet an increase in demand as existing holiday parks are rarely at full capacity with the busiest season in the school summer holidays. Future Projects Raising the Hawera Holiday Park to a Qualmark rating of 3 stars.

Funding Holiday Parks are funded by Fees and Charges and General Rates and Revenue.



Recreation and Leisure – Holiday Parks Contribution

to Council Outcomes


Plans

Level of Service

Performance Measure


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (7)

Campground Strategy 2008

Holiday parks are attractive, maintained and well used

(T) % of compliance with Camping Grounds Regulations 1985 by retaining the Certificate of Registration


Sustainable South Taranaki (1,4,6)

(C) % of complaints of Council-managed holiday parks managed within 10 working days

100% 98%


Vibrant South Taranaki (1,2)

(C) Number of complaints per annum about campground maintenance

1 <16 <15 <14 <14 Internal monitoring of CRM’s


Recreation and Leisure – Swimming Pools Rural Pools and Aquatic Centre Hawera

Why these services are provided The Council adopted the South Taranaki Active Recreation Strategy in mid- 2009 centred on having ‘More People, More Active, More Often’. The findings and recommendations of the Active Recreation Strategy were reviewed as a part of the development of the 2014 Open Space Strategy. A number of the strategy objectives have been achieved and others have been incorporated into business plans and asset management plans of the Council, now forming a part of our normal service delivery. Recreational swimming is the main motive of pool users. The pools provide opportunities for swim and survive programmes and for the on-going development of swimming, personal survival and lifesaving skills plus aquatic skills development for kayaking and snorkelling. Schools are popular users of the facilities with some being solely reliant on the availability of public facilities in order to meet their curriculum swim and survive commitments. The summer pools located in the rural and small town centres provide convenient seasonal ‘drop in’ summer recreation opportunities close to where people live and work.

What we do The Council provides and operates rural pools in Manaia, Kaponga, Eltham, Rawhitiroa, Patea and Waverley. They open mid-December and close after Taranaki Anniversary weekend in March. Rural pools have free access during advertised public sessions and are staffed by qualified lifeguards. All of these facilities feature main pools suited to adult use, plus learners and toddlers pools. The Council also provides funds towards the operation of the public access community pool at Opunake High School.

The Council provides and operates the Aquatic Centre in Hawera which has an all year round indoor pool complex plus a seasonal outdoor heated pool complex which is open from the first Saturday in December and

closes after the last Sunday in March. The indoor complex includes a 25 metre six lane main pool, a learners’ pool plus a children’s splash park, giant hydro-slide and a thermal pool. The outdoor complex includes a 50 metre seven lane pool and a children’s pool with novel play features. Learn to swim programmes and AquaFit classes are run all year round. The Aquatic Centre is a nationally accredited Poolsafe facility and is a Gold Level AUSTSWIM Recognised Swim Centre.

Significant steps have been made from 2009/10 through to 2013/14 financial years in the growth of the swim school operation. The AUSTSWIM swim and survive accreditation programme, favoured by Water Safety New Zealand, was adopted by the Aquatic Centre in 2010. The swim programme is regarded as the key driver to sustainable business. With external funding support, swim and survive programmes focusing both on local schools and the in-house AquaSchool are planned to continue over the next three years. This activity is expected to continue at current levels and adjust to changes in demand.

Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Hawera Aquatic Centre Asset Management Plan and the South Taranaki Rural Pools Asset Management Plan.

Significant negative effects This activity has the potential to negatively impact the environment with water born contaminants commonly associated with swimming pool water treatment through spillage. Secondary containment vessels are provided to mitigate spills from liquid chemicals. There is potential for accidental injury to pool users and even death by drowning or activity related injury or stress. Qualified lifeguards are employed to supervise the pools and respond to emergencies that may arise when the pools are open for public use.


Risk management plans address a range of potential risk elements that may arise in conjunction with provision and operation of the pools.

Looking Ahead Growth and Demand Key operating costs include cost of labour, water treatment chemicals and energy. Energy costs are assumed to increase by an average of 3%, labour costs by 3% and water treatment chemicals by 5% annually on current trends. Pool use over the last six years for rural pools and the Aquatic Centre is provided below. Rural pools in particular are subject to seasonal weather variations.

Future Projects Maintaining robust and attractive assets and ensuring effective, safe operational capacity at an acceptable level of quality is the facility focus for the next three years. The programme focus is to further improve the reach and effectiveness of swim and survive programmes at all operational sites and to South Taranaki District schools. Capital investments at Waverley, Kaponga, Patea and the Aquatic Centre have improved the quality of operations at these pools. A project within this Long Term Plan is for significant improvements for the Manaia Pool. Installation of solar heating systems is planned for Eltham, Rawhitiroa and

Manaia pools following the success of similar projects at Patea, Waverley and Kaponga in the last triennium. Future capital improvements for change room upgrades and the provision of hot showers at Eltham Pool will cater to the winter code sports field users at Soldiers Park.

Funding The Council wishes to retain the ability to consider Targeted Rates being a possible funding source but not currently. Therefore, the seasonal pools are funded by Fees and Charges and General Rates and Revenue. Additional support funding for swim and survive initiatives is sought from public charities, SPARC and other potential sources. Funding support for the community pool at Opunake High School is 100% funded from the General Rates and Revenue. The Hawera Aquatic Centre is funded by Fees and Charges and General Rates and Revenue.

Pool 2008/09 2009/10 20010/11 2011/12 2012/13 2013/14 Average Aquatic Centre 68,492 91,136 95,041 92,034 100,492 89,620 89,469 Patea 7,926 7,299 7,347 5,584 12,360 6,675 7,865 Waverley 5,551 5,782 5,682 5,922 8,160 6,733 6,305 Eltham 7,972 8,465 7,534 5,199 7,739 8,058 7,495 Rawhitiroa 8,244 8,311 8,379 5,813 7,826 4,235 7,135 Kaponga 5,646 5,985 6,289 3,428 6,240 3,620 5,201 Manaia 8,178 6,066 6,612 4,159 9,090 7,514 6,937 Total 112,009 133,044 136,884 122,139 151,907 126,455 130,406


What you can expect and measuring our performance Recreation and Leisure – Swimming Pools – Rural Pools Contribution

to Council Outcomes

Related Strategies and Plans

Level of Service

Performance Measure


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (1,3,4,6) Vibrant South Taranaki (1,2,4)

Pool Review 2006 Pool Hire Agreement Smoke Free Policy South Taranaki Swimming Pools By-Law Rural Pool Asset Management Plan

Rural Pools are attractive environments

Total number of users of rural pools is greater than 40,000

New measure

40,000 40,000 40,000 40,000 Internal Records

Rural Pools are well maintained

(C) % of customers satisfied with venues being well maintained


Customers are satisfied with services

(C) % of users satisfied with services provided by staff

New measure

80% 80% 80% 80% Annual User Survey

Rural Pools are safe environments

(C)Lifeguards hold current Pool Lifeguard Practicing Certificate


(C) Number of accidents reported per annum due to poor maintenance or design

0 0 0 0 0 Pool Accident Register

Rural pools water quality is safe.

(T) % of compliance with NZ5826 through regular water quality tests

83.7% 90% 90% 90% 90% Pool Water Quality

Records and Monthly

Independent Laboratory

Testing


Recreation and Leisure – Swimming Pools – Aquatic Centre, Hawera Contribution

to Council Outcomes


Level of Service

Performance Measure


Actual 2013/14




Target 2018/25

Years 4-10

Measured by



Together South Taranaki (4)

Hawera Aquatic Centre Normal Operating Plan

Hawera Aquatic Centre Asset Management Plan

Smoke Free Policy

Swimming Pools By-Law

The Aquatic Centre is an attractive environment

(C) Number of users of the Aquatic Centre is greater than 93,500 per annum [*Indoor Pools closed for 1 month 2013/14]

89,620*

93,500

93,500

93,500

93,500

Point of Sale Recording

System

The Aquatic Centre is well maintained

(C) % of users satisfied with the venue being well maintained


Customers are satisfied with services

(C) % of users satisfied with services provided by staff


The Aquatic Centre is a safe environment

(T) The Aquatic Centre holds current national Poolsafe ™ accreditation

Held

Held Held Held Held National Poolsafe

Accreditation Process


Recreation and Leisure – Swimming Pools – Aquatic Centre, Hawera Contribution

to Council Outcomes


Level of Service

Performance Measure


Actual 2013/14




Target 2018/25

Years 4-10

Measured by

The Aquatic Centre is a safe environment


0 0

0

0

0

Pool Accident Register

The Aquatic Centre actively promotes swim programmes

(C) Number of Aqua School Learn to Swim enrolments are no less than 1,400 per annum

1,476 1,400 1,400 1,400 1,400 Point of Sale Recording

System


Recreation and Leisure – TSB Hub Why these services are provided TSB Hub was built to meet a need in South Taranaki for a modern, functional complex catering for a wide range of sports, events and recreational pursuits. The programmes it provides is a significant positive investment intended to motivate and activate the community towards greater levels of participation in active recreation. In 2009, the Council adopted the South Taranaki Active Recreation Strategy with the mission ‘More People, More Active, More Often’. The findings and recommendations of the Active Recreation Strategy were reviewed as a part of the development of the 2014 Open Space Strategy. A number of the strategy objectives have been achieved and others have been incorporated into business plans and asset management plans of the Council, now forming a part of our normal service delivery. What we do The Council provides and operates TSB Hub which is open all year round for recreation, entertainment, social events, functions, programmes and regular sports code competitions. TSB Hub has three full size indoor courts contained within two separate sports halls; four lounges; a café; kitchen facilities to service all lounges and to cater to big dining events. Also included are a self-contained modern Health and Fitness Centre and an indoor small-bore rifle range. Outdoors are four cricket wickets, an athletics track and field suite, six hard courts for netball and tennis, pavilions for netball/tennis and cricket, and five full size winter playing fields for rugby union and rugby league. There are ten modern changing rooms which service the needs of the complex within the main building and two supplementary changing rooms in the cricket pavilion adjacent to King Edward Park cricket ground. Sports fields are maintained by external contractors commissioned by the Council working to agreed specifications. The Council owns and manages the facility and caters to the needs of users, while also initiating programmes and hosting events which

supplement and complement the sports club and external event organiser activities, bringing added interest and colour to the community. TSB Hub hosts two private enterprise operations, being Hub Catering and Hub Health and Fitness Centre, both of which lease areas within the complex. Hawera High School uses the facility for PE curriculum and has offices within the building. Sport Taranaki has a Community Sports Advisor based at TSB Hub as part of a partnership between the Council and Sport Taranaki to develop, promote and support fundamental skills and physical education in primary schools within the District. Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in TSB Hub's Asset Management Plan.

Significant negative effects This activity has the potential to negatively impact the community through large scale events which involve large crowds, traffic volume, lighting and sound spillage. Resource consent conditions require special provisions to be followed to mitigate these effects. There is potential for accidental injury to facility users through activity related injury or stress. Staff at the facility are first aid certified and follow emergency response procedures to support any accidents or incidents that might arise. Sports codes are expected to make their own provision for response to injury and accident when TSB Hub staff may not be on site. Risk management plans address a range of potential risk elements that may arise.


Looking Ahead

Growth and Demand In the planning stages, TSB Hub was envisaged to have the capacity to attract up to 120,000 visitors per year. Since the opening, recorded numbers have been 147,440 in 2010/2011, 161,745 in 2011/2012 and 153,988 in 2012/2013. Growth in the next three years is expected to level off but remain in excess of 150,000 visitors per year. Over the past two years, periods of the year of low use by sports clubs have been identified and programmes have been developed and run successfully to fill these gaps. Some of these have been totally new activities such as indoor football and ultimate frisbee, with the most successful programme being an indoor netball competition which attracted the maximum allowed of 30 teams. The TSB Hub team will continue to identify opportunities and run programmes to fill identified usage gaps. A three year marketing plan has been developed and sets out a suggested plan for marketing and promotion of the facility. The volume of users, growth, trend and aging of the complex suggest that costs of maintenance will be proportionally higher in the future due to higher wear and tear. During the term of this ten year plan, it is anticipated that the roofs that were over existing parts of the TSB Hub building, and not replaced when the facility was built, will need to be replaced. The two areas are over Court 3 and the health and fitness centre. Future Projects Stage 5 of the TSB Hub project (development of an artificial field and an all-weather athletics track) remains a potential future project. It will advance only if sufficient funds are made available through external fundraising initiatives.

Funding TSB Hub is funded by Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance Recreation and Leisure – TSB Hub Contribution

to Council Outcomes


Level of Service

Performance Measure


Actual 2013/14




Target 2018/25

Years 4-10

Measured by




TSB Hub Business Plan Performance Measures

TSB Hub Marketing Plan

TSB Hub is an attractive, well maintained and well used venue

(C) Numbers of users of TSB Hub is greater than 150,000 per annum

153,988 150,000+ 150,000+ 150,000+ 150,000+ Internal Records/ Booking System

(C) % of users satisfied with standard of service provided

92.3%

80% 80% 80% 80% Annual User Survey

TSB Hub provides a safe environment


0

0 0 0 0 TSB Hub Accident Register


Recreation and Leisure – Cinema 2 Why these services are provided The Council supports Cinema 2 to ensure that a range of recreational opportunities are available for residents and visitors to enjoy. The Cinema was established in 1997 following a public survey which showed the number one wish of the District’s population was to have a cinema. A group of 50 individual investors banded together to build the two-cinema complex at a cost of $1.9 million. During the initial years the Cinema had around 55,000 to 60,000 admissions annually making it one of the most popular recreational facilities in the District. Despite this, by 2006, after eight years of trading, the shareholders had only received one dividend. In 2006 the directors of the Cinema and a group of concerned citizens approached the Council to see if it would be interested in purchasing the Cinema to secure it as a long-term asset for the South Taranaki community. In March 2007 the Council purchased the Hawera Cinema 2 complex for $1 million to keep the facility operating. The Council did this because it considered the Cinema was a significant District recreational asset, which contributed to the community’s social and economic wellbeing in terms of enhancing the District as an attractive place to live, work and visit and by providing residents with the opportunity to spend their discretionary dollar locally.

What we do The Council owns the Cinema 2 land, building, chattels and stock, but the Cinema is managed and operated by a charitable trust (Hawera Cinema 2 Trust). The building is partly leased to the Trust for the cinema and partly to a private establishment (The Local - Sports Bar and TAB). There are no performance measures for this activity as the Cinema is operated by the Hawera Cinema 2 Trust.

The Council provides an annual ($50,000) operating grant to the Cinema Trust to ensure that it is able to continue operating as well as having a representative on the Cinema Trust to provide support and accountability. The Annual Grant is reviewed every three years. Further details on how the Council maintains and replaces the Cinema 2 assets which it owns, is described in the Parks and Property Asset Management Plan. Significant negative effects There are no significant negative effects from the ownership and operation of the Cinema. Looking Ahead Growth and Demand The Cinema has averaged approximately 41,100 paid admissions per annum for the last three years with around 300 additional 2 for 1 complimentary tickets given out each year. Cinema 2 now has the latest digital technology with digital projection in Theatre One and high frame rate digital with 3D in Theatre Two. Since this was installed the number of movies screened on their national release date has increased from 47% to 78% which means that moviegoers can see most movies at the same time as the major metropolitan areas. The key issues impacting on demand forecasts for the Cinema are: Piracy of movies is costing the New Zealand film industry $70 million annually and is impacting on film distributors, DVD retailers and movie theatres. The Commerce Commission is currently exploring a number of solutions to address this issue. The most recent trend in movie exhibition today is the boutique cinema, offering a more intimate, adult-friendly movie-going experience. Boutique cinemas are much smaller than the traditional movie theatres that


Cinema 2 currently has and tend to be combined with a coffeehouse or wine bar. Future Projects No future projects are planned by the Council for the Cinema in the foreseeable future. However the Trust is working on plans to optimise the number and range of movies that can be shown in the complex.

Funding The annual operating grant of $50,000 provided by the Council to the Trust is funded by General Rates and Revenue.


District Economy The activities in this group include: Economic Development Tourism Events Economic development is everybody’s business as a vibrant and thriving economy makes the District an attractive place to live and work. The District Economy activity, with its emphasis on economic development, tourism and events, contributes to the Council’s community outcomes by supporting and encouraging activities that facilitate responsible business development, economic growth and employment within a vibrant and dynamic environment for residents and visitors.


District Economy – Economic Development Why these services are provided Creating a vibrant and prosperous environment for residents and visitors are key community outcomes for this Council. The Economic Development activity seeks to contribute to these outcomes by supporting new and existing businesses to develop and grow.

What we do The economic growth of the District is supported by the Council through implementing its Economic Development Strategy, adopted in 2007 and reviewed in 2013. The Strategy identifies the Council’s role in economic development and highlights issues and opportunities for the District. The Council is committed to four key visions identified in the Strategy which are: • Foundation: South Taranaki has attractive functional urban centres

of which new and existing residents can be proud. • Social and Cultural: South Taranaki is a vibrant, interesting and safe

community, in which to live and to raise families. • Partnerships: Stakeholders in South Taranaki’s future are supported

to create a vibrant and thriving community. • Leadership: South Taranaki is recognised as a great place to live and

do business.

The Council has a partnership with Venture Taranaki Trust. The Trust acts as a regional development agency with priorities to provide a strategic and focussed approach to regional economic development. Venture Taranaki Trust also provides a business advisory service for the Council as part of this partnership with the following services available: • Start-up advice for new and emerging enterprises • A referral and support service to assist businesses to access agency

funding for research and development, export and growth incentives and training;

• Advice and assistance for established businesses to develop new products or services, implement expansion programmes, or access export markets. This may be achieved through direct advice or through linking businesses with professional services, regional or government agencies and funding providers; and

• Assistance with referrals to Business Mentoring.

The Council has a Business Incentive Package to encourage new businesses and developments that may be considering setting up in the South Taranaki District. An Image Improvement Package is also available to encourage property owners in all of the Districts’ commercial areas to maintain the frontages of their buildings.

Significant negative effects There are no identifiable significant effects in the Economic Development activity. Looking Ahead

Growth and Demand The Taranaki region has had significant growth in agriculture, especially dairy, and increased oil and gas production which in 2014 saw the region provide the highest GDP per capita in New Zealand and high employment. There is potential for South Taranaki business growth in the specialist engineering and related expertise that has developed around the mining and dairy sectors. There needs to be a focus on ensuring that the local labour force has the skills to make the most of the employment opportunities available. Hawera was one of the first towns in New Zealand to receive UltraFast Broadband as part of the Government’s nationwide initiative. Whilst uptake has been slow to date, it is expected that demand for this service will grow as technology advances.


Future Projects Work with the community to implement the 2013 Economic

Development Strategy Action Plan. Explore opportunities for supporting improvements to rural

broadband accessibility and cellphone coverage across the District. Work with business and community groups across the District to

undertake a staggered programme of upgrading town entrance signage.

Funding Economic Development is funded by Fees and Charges and Targeted Rates.



District Economy – Economic Development Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Prosperous South Taranaki (1,2,3,4,5,6) Skilled South Taranaki (1,2,3,4,5)

District Economic Development Strategy District Marketing Plan Regional Economic Development Strategy

Existing or new businesses are supported and assisted to grow

(C) Number of client interactions with the Business Advisory Service

558 450 475 475 475 Venture Taranaki Quarterly

Report

(C) % of businesses satisfied with the service received from the Business Advisory Service

90.2% 90% 90% 90% 90% User Survey

(C) Number of painting incentives granted

2

2

2

2

2

Internal Records

South Taranaki is promoted as an attractive place to do business, live and work

(C) Number of business related promotions/ articles per annum



District Economy – Economic Development Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Prosperous South Taranaki (1,2,3,4,5,6) Skilled South Taranaki (1,2,3,4,5)

District Economic Development Strategy District Marketing Plan

South Taranaki is promoted as an attractive place to do business, live and work

(C) Number of lifestyle promotions per annum

5

2 2 2 2 Internal Records

Regional Economic Development Strategy

(C) Number of delegations to or from Harbin per annum



District Economy – Tourism Why these services are provided Tourism promotion attracts visitors to the area who stay in our accommodation, visit our attractions and use other services such as petrol stations, restaurants and retail stores. Visitors can also add to the vibrancy and cultural vitality of an area through interaction with residents and mixing of their culture into our lives. Providing visitor services is an important part of the equation to encourage visitors to stay longer and spend more in the District. Local visitor information services are delivered directly by the Council as there is currently insufficient visitor numbers to provide enough income to make this service commercially viable for a private enterprise.

What we do The South Taranaki i-SITE Visitor Centre is responsible for promoting the District’s attractions and facilities to both visitors to the area and local residents. The i-SITE is a member of i-SITE New Zealand which makes it part of the national network and also holds and maintains Qualmark accreditation. Services include providing regional and national information and booking and ticketing services for most travel services (including ferry, train and bus travel), tourism attractions, activities and accommodation throughout the country. In conjunction with the other territorial authorities in Taranaki, the Council has a partnership with the region’s economic development and tourism agency, Venture Taranaki Trust (VTT) to develop the tourism businesses in the region to increase the number of quality tourism experiences the region has to offer and to attract visitors to the region through promotional activities. This contract has been in place since July 2004.

Significant negative effects There are no significant negative effects associated with this activity.

Looking Ahead Growth and Demand There will continue to be a regional partnership delivered through VTT for the development and promotion of Tourism. Over the past three years the total number of visitors to the South Taranaki i-SITE has decreased by 14.6% from 33,432 in 2011/12 to 28,550 in 2013/14. The following graph highlights the variations in the visitor numbers for the past three financial years.

Future Projects The inclusion of the i-SITE as part of the proposed enlarged library/cultural/arts and heritage facility is being considered. If this proceeds the i-SITE may move into this new facility in the future.

Funding Tourism is funded by Fees and Charges and General Rates and Revenue.

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

Local Domestic Overseas Phone

Financial Year Customer Enquiries

2011/12

2012/13

2013/14



District Economy – Tourism Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (7) Prosperous South Taranaki (1,2) Sustainable South Taranaki (3) Vibrant South Taranaki (1,2,3,5) Together South Taranaki (2,3,5,7)

Regional Tourism Strategy District Marketing Plan

South Taranaki is promoted as a great place to visit

(C) Number of promotions of South Taranaki as a visitor destination

11

6

6

6

6

Internal Records

(C) Number of website hits per annum

107,223 100,000 100,000 100,000 100,000 Internal Monitoring

Staff at the i-SITE are friendly and knowledgeable

(T) Qualmark accreditation is maintained

93%

91%

91%

Qualmark (bi-ennially)

A seven day a week service is provided at the i-SITE (excluding Christmas Day)

(T) Qualmark accreditation is maintained

93%

91%

91%

Qualmark (bi-ennially)


District Economy – Events Why these services are provided Events are undertaken by the Council to provide the community with a range of cultural and recreational activities including entertainment which contributes to the vitality and uniqueness of our communities, making them more attractive to residents and prospective residents. Events have the potential to bring communities together and add to the character and spirit of a community. In addition, events provide an opportunity to attract visitors to the District which can bring economic benefits to our businesses.

What we do The Council is involved with a range of events throughout the District and supports them in a variety of different ways. This may be financially through sponsorship, ticketing and bookings, facilitation of a local element of a regional/national event, promotions and marketing support or complete organisation of an event. Events previously supported through the Council’s events programme include AmeriCARna (Hawera and Opunake), XRACE, Hawera ALTFest, the Taranaki Cycle Challenge and Paepae in the Park (Patea). Regular events the Council has run over the last few years include Arts in the Park (Hawera and Eltham), Sounds on the Sand (Opunake), the More FM Fireworks Spectacular (Hawera), Comedy Show and Scale Ship Regatta (Hawera). Evidence that these events continue to be popular is generally based on the increasing numbers of people attending. The popularity of these events is maintained by adding or changing some aspects to keep them refreshed. TSB Hub has gained a reputation as a capable venue and new opportunities have arisen to host larger regional, national and even international events in the District. These ‘one-off’ events are supported and we work to attract events which not only add vibrancy and enrich our

communities but also can attract visitors and add economic benefits to our businesses. The Council also co-ordinates a school holiday programme Happening Holidays which runs for two weeks during three of the four school holiday periods. Activities are aimed at the 8 to 15 year age group and range from arts and crafts to sports, recreation and trips. The Programme is based in Hawera, however activities are held in other parts of the District from time to time.

Significant negative effects There are no identifiable significant negative effects for the Events activity.

Looking Ahead Growth and Demand The Council will continue to provide, encourage and/or support events within the District. We will continuously monitor the support and attendances of the existing events and review each event at its conclusion. We will respond and assess any new initiatives or opportunities that may arise or be presented to the Council. Future Projects No new projects are planned for the future for this activity.

Funding The Events programme is funded by Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance District Economy – Events Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (7) Prosperous South Taranaki (1,2) Vibrant South Taranaki (1,2,3,5)

District Marketing Plan

Council will provide, encourage and/or support events within the District

(C) Minimum number of events Council has provided or supported per annum

16 6

6

6

6

Internal Records

Council events are well organised, safe and well attended

(C) % of attendees satisfied with selected Council events

98.8% 95% 95% 95% 95% Post Event Surveys

(C) Number of serious incidents due to poor event management

0

0 0 0 0 Event Accident Register


Community and Social Development The activities in this group include: Community Development Pensioner Housing Community and Social Development underpin the Council’s role in promoting the social wellbeing of the community.


Community and Social Development – Community Development Why these services are provided The Council is committed to working in partnership with communities to ensure that their views and aspirations are considered and communities are supported to develop and implement projects which may improve their wellbeing and that contribute to the Council’s Community Outcomes. What we do The Council works alongside communities to achieve the Council’s outcomes and to support communities to act for themselves. To achieve these objectives the following key roles are undertaken: Work with the community and groups to raise their own capacity to

achieve the outcomes they desire for themselves. Work in partnership with community groups, businesses and

external agencies to make the best use of resources. Complete joint community and Council initiatives which contribute

to the achievement of community aspirations and the Council outcomes.

Undertake research and consultation which accurately identifies the issues and opportunities for our communities and the outcomes they wish for themselves.

Develop policies and strategies which provide guidance for the Council to achieve the purpose of local government and the Council outcomes.

Compile and maintain a District profile which provides a resource of statistics, trends and qualitative information to support the development of the Council and community initiatives and assists with monitoring progress toward achieving the Council outcomes.

Fund Management Administering the allocation of discretionary funds on behalf of the

Community Boards and Iwi Liaison Committee, the Waimate Development Levy, the Patea Centennial Bursary and annual grants made by the Council.

Administering the annual application process and allocation of small grants to support Rural Halls and Community Surveillance Systems.

Administering the Rural Travel Fund on behalf of Sport New Zealand and the Creative Communities Grants on behalf of Creative New Zealand.

Significant negative effects There are no significant negative effects as a result of this activity. Looking Ahead Growth and Demand Demand for assistance with capacity building is expected to continue, especially in the areas of sustainable funding planning, leadership, managing community projects and the development of effective networks and partnerships. Future Projects Key projects in the coming three years are: A review of the long term housing needs of older people and the role

of the Council; Review of the Council’s Youth Policy; and Support the Mayor’s Task Force for Jobs Strategy.


Funding

The Community Development Activity is fully funded by General Rates and Revenue, however the Council has set performance measures which require that a minimum of 50% of the funding for community led projects supported by the Council should be obtained from external sources and one third of funding for Council projects completed in partnership with the community should be raised from external sources.



Community and Social Development – Community Development Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (4, 5) Together South Taranaki (2,4,5) Vibrant South Taranaki (1,2,3,4)

Community Action Plans Youth Policy Positive Aging Strategy

Communities and Groups are supported to achieve their own goals

(C) % of participants in workshops and training sessions find the training useful

91% 85% 85% 85% 85% Participant Survey

(C) % of groups satisfied with the support they receive

100% 75% 75% 75% 75% Customer Survey

Partnerships with community groups are developed to make the best use of resources

(C) % of the cost of community led projects (supported by Council) funded from external sources

92% 50%+ 50%+ 50%+ 50%+ Internal Records

(C) % of the total cost of Council led projects (completed in partnership with the community) funded from external sources

39%+ 33.3%+ 33.3%+ 33.3%+ 33.3%+ Internal Records


Community and Social Development –Pensioner Housing

Why these services are provided The purpose of the Council’s Pensioner Housing activity is to provide an affordable housing option for older residents of the South Taranaki District who have a higher level of need.

What we do The Council owns 68 pensioner housing units across the District. The Council is committed to providing safe, comfortable and affordable accommodation for tenants of the existing Pensioner Housing Units and to achieve this, adopted a Pensioner Housing Policy in October 2011. The Policy contains minimum standards for housing which include the installation of: insulation; cost effective heating; and accessible showers.

The Council also agreed that units should have a separate bedroom (ie not be a bedsit). Tenancy Support Service The Council manages the tenancy of the units and provides a support service for the tenants to help them to remain living independently in their communities. This additional service includes a fortnightly visit to most units and support to access appropriate health and social services.

Significant negative effects There are no significant negative effects as a result of this activity.

Looking Ahead Growth and Demand The number of South Taranaki residents aged over 65 years is expected to increase from 3,909 in 2013 to 4,900 in 2021 and 5,800 in 2031. The impacts of that growth on the demand for pensioner housing is unknown and the Council is monitoring demand and trends and will review the current policy prior to the 2018-28 Long Term Plan. The Council’s Pensioner Housing Policy requires that any funds raised from the sale of old and unsuitable units be redirected into the Pensioner Housing activity. The funds raised from the sale of the Dixon Court bedsit units in Hawera in 2011 and (the funds from the pending sale of) Meredith Street bedsit units in Patea have already been set aside in this way. Future Projects The Council is progressively upgrading its units to meet the minimum standards defined in the Pensioner Housing Policy with the objective of completing 90% of the units by 2017. Since the adoption of the Policy in October 2011, ceiling and under-floor insulation has been fitted in the 58 units with accessible ceiling and floor cavities. A further 4 units will be insulated in conjunction with roof replacements. Heat pumps have been installed in 63 units and the remaining 5 will be installed in conjunction with interior refits. Interior upgrades of 31 units including the installation of accessible showers have been completed and, of the remaining 34 units, 29 will be refitted as the units are vacated. Plans and budgets for 5 older units requiring more extensive work will be presented to the Council for consideration to ensure the proposed work is cost effective.


Funding The Pensioner Housing Activity is funded by Fees and Charges and General Rates and Revenue. The current policy is to charge 80% of market rates and over time rentals are being increased to achieve that 80% level. Currently 43% are paying 80% of market rate and we expect 100% of tenants to be paying 80% by 2019/20.


What you can expect and measuring our performance Community and Social Development – Pensioner Housing Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (2,4) Together South Taranaki (1,5) Vibrant South Taranaki (3)

Pensioner Housing Asset Management Plan Pensioner Housing Policy Positive Aging Strategy

Council will provide well maintained and affordable Pensioner Housing

(T) % of Pensioner Housing units are rated good to very good using the minimum standards included in the Pensioner Housing Policy

38% 47% 53% 59% 90% Asset Management

Plan Reporting

(C) All tenants will be paying rental rates which meet, but do not exceed 80% of market rates.

New measure

50% 67% 76% 100% Internal Records

(C) % of tenants satisfied with the standard of their accommodation

90%

85%

85%

85%

85%

Annual Residents

Survey

Tenants are supported to remain independent in their communities of choice for as long as they are able

(C) % of tenants satisfied with the social support service provided (or who rate the social support service good or above).


Survey


Environment and Development The activities in this group include:

Planning Building Control Licensing Environmental Health Liquor Licensing Noise Control Parking Environmental Policy Animal Services Rural/Vegetation Fire Civil Defence & Emergency Management The Environment and Development activity group is key to the Council’s delivery of quality local public services and regulatory functions. The Group’s activities all contribute to protecting and managing the natural and man-made environment for the benefit of the whole community. The Council has a wide range of legislative responsibility which has been delegated to the Environmental Services Group to administer, much of that legislation protects the public and environment and promotes efficient use of resources. Additionally, other key related functions include the administration of the District Plan, Bylaws and Council policies.


Environment and Development – Planning

Why these services are provided Planning services are provided to ensure the Council meets its responsibilities under the Resource Management Act 1991 to manage the use, development and protection of South Taranaki’s natural and physical resources while ensuring that those resources remain available for future generations of South Taranaki residents and any adverse environmental effects arising from their use or development are appropriately managed. Planning services also help deliver the Sustainable South Taranaki, Together South Taranaki and Secure and Healthy South Taranaki outcomes.

What we do The Planning activity involves applying the provisions of the South Taranaki District Plan. In particular it involves providing advice on subdivision and land use activities, processing applications for resource consent when proposed activities fall outside of the environmental controls established by the Council and community and monitoring compliance with the District Plan and resource consent conditions.

Significant negative effects There are no significant negative effects arising from the Planning activity.

Looking Ahead Growth and Demand The number of applications for resource consents is not expected to increase significantly over the next ten years. We do anticipate that the buoyant economy will stimulate business activity and in South Taranaki – this could result in some significant industrial developments occurring. Future Projects The Government is expected to continue with its plans to streamline and simplify the Resource Management Act 1991.

The review of the South Taranaki District Plan is due to be notified by December 2014 and completed by December 2015. This review is anticipated to provide an improved District Plan that will better meet the current needs of the community and commercial operators.

Funding The Planning activity is funded through Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance Environment and Development – Planning Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by


District Plan Consents for subdivision and development are processed in a timely manner

(T) % of resource consent applications processed within statutory timeframes

90%

100%

100%

100%

100%

Internal Reporting

System


Consent compliance is monitored by the Council

(T) Consents are monitored by their due date

87% 85% 85% 85% 85% Internal Reporting

System

Together South Taranaki (1,4)

(C) % of resource consent applicants are satisfied with the service they receive

*See note below * 85% 85% 85% 85% Annual Residents

Survey

* Customer Surveys have been conducted using the mail system with only limited response, a different method is being considered to gather Customer feed-back – possibly using a web based survey


Environment and Development – Building Control

Why these services are provided The Building Control activity is an important community service that contributes to the safety of buildings for use by people and is also a key element in supporting the District’s economy. The Council must retain Crown accreditation as a Building Consent Authority to implement much of the Building Act 2004. Some of the purposes for which the Council has a direct involvement within the community are: • To provide a service that ensures people who use buildings can do so

safely and without endangering their health; • Buildings have attributes that contribute appropriately to the health,

physical independence, and wellbeing of the people who use them; • People who use a building can escape from the building if it is on fire

and; • Buildings are designed, constructed, and able to be used in ways that

promote sustainable development.

What we do The Building Control activity also involves providing information regarding regulatory compliance for building projects. It involves receiving and processing building consent applications and inspecting building work for approximately 780 building consent applications each year. In addition the safe use of public buildings are monitored and the on-going operation of specified safety systems within them. This involves maintaining a Building Warrant of Fitness register with which we are able to undertake site inspections of those registered buildings to insure that compliance with the Building Warrant of Fitness is being met.

Significant negative effects There are no significant negative effects in relation to this activity.

Looking Ahead Growth and Demand It is assumed that the demand for the service will increase slowly over the short to medium term (5 - 10 years) reflecting an improved economic outlook and changes to the Resource Management Act. It is anticipated that 780 consents per year will become the norm in comparison to the 1,000 plus consents per year seen during the years 2005 - 2008. With legislation around earthquake-prone buildings currently being considered by Central Government, along with influences from the commercial sector that has recognised the business risk involved with earthquake prone buildings, it is expected that the Building Control Unit may be affected in terms of work load and the need for further staff resource will arise. As accreditation requirements become more stringent the need to increase the quality and standard of the Unit’s management and process systems could have an impact on staffing. Future Projects Phase 3 of Building Consent Authority Accreditation will involve all of the Council’s Building Control Officers gaining a National Diploma in Building Control Surveying. This will achieve the third and final phase of Accreditation.

Funding The Building Control activity is funded through Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance Environment and Development – Building Control Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Prosperous South Taranaki (1,5)

Building Act 2004

Building consents are processed quickly and efficiently

(T) % of building consent applications processed within 20 working days (note: the statutory timeframe is 20 working days)

99.4% 100% 100% 100% 100% Internal Reporting

System


New buildings are safe

(T) % of building inspections carried out within 2 working days of request

98.1% 95% 95% 95% 95% Internal Reporting

System


Customers receive industry recognised quality service

(T) Accreditation as a Building Consent Authority is retained

New measure

Retained Retained Bi-ennial External Audits

Customers receive industry recognised quality service

*See note below * 85% 85% 85% 85% Annual Residents

Survey

* Customer Surveys have been conducted using the mail system with only limited response, a different method is being considered to gather Customer feed-back – possibly using a web based survey


Environment and Development – Licensing – Environmental Health Why these services are provided Environmental Health services are provided to protect public health and ensure the Council meets its obligations under the Health Act 1956, Food Act 2014 and Litter Act 1979 by making sure the District’s food premises, hairdressers, funeral homes and offensive trades are safe, hygienic places and by dealing with nuisances.

What we do Our Environmental Health activity protects the community, it involves registering and inspecting premises that prepare or sell food; registering and inspecting hairdressers, funeral homes and offensive trades; investigating complaints about consumed foods, including the manner of its preparation and the state of premises used for food preparation; educating food premise operators and residents about food safety; and investigating nuisances such as noise, dumping of rubbish and other health risks.

Significant negative effects There are no significant negative effects arising from the Environmental Health activity.

Looking Ahead Growth and Demand The major change affecting Environmental Health is the new Food Act 2014 which was introduced as a result of the New Zealand Food Safety Authority (NZFSA) Domestic Food Review. The new Act takes a more risk-based approach to food safety. As a result of the new legislation, businesses that prepare food need to recognise the food safety issues that are most likely to affect the food that they sell, and will be required to have Food Control Plans in place. The demand for the Environmental Health service is likely to increase as

setting up Food Control Plans and the auditing process is more involved and time consuming than the old inspection process. Future Projects The implementation of the Food Act 2014 will involve Council staff progressively working with food operators to develop Food Control Plans. The Council introduced its own food grading system in 2014 (as a result of the adoption of the Food Safety Bylaw 2013) and premises will be required to display their grading in a prominent location at their business.

Funding The Environmental Health activity is funded by Fees and Charges and General Rates and Revenue.


What you can expect and measuring our performance Environment and Development – Environmental Health Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (2,3,6)

Food Act Food Hygiene Regulations Food Safety Bylaw Mobile Trading Bylaw Health Act

New food premises can open to the public quickly and existing food premises can continue to trade

(T) % of New Premises Applications and Renewal Premises Applications processed within 10 working days

New Premises

100%

Renewal Premises

95%

95% 95% 95% 95% Internal Reporting

System

Food premises are hygienic and food sold to the public is safe to eat

(T) % of licensed premises that are inspected annually


System

Food premises operators receive high quality service

(C) The number of complaints received from food premises operators about standard of service per annum

0 <5 <5 <5 <5 Internal monitoring of CRM’s


Environment and Development – Licensing – Liquor Licensing

Why these services are provided The Liquor Licensing activity is undertaken to regulate the sale, supply and consumption of alcohol to promote its safe and responsible consumption so as to minimise the harm that excessive consumption can cause.

What we do The activity involves the protection of public health through providing reports for the purposes of the Sale and Supply of Alcohol Act 2012 and licensing and monitoring for compliance with licence conditions of that Act. This includes issuing On, Off, Club and Special Liquor Licences as well as issuing Manager’s Certificates. It also involves developing partnership strategies with the Police and the Taranaki District Health Board to reduce liquor abuse and promote host responsibility. The Council is now required to operate a District Licensing Committee to determine all new and renewal applications for licences and certificates. This may involve holding public hearings for opposed applications.

Significant negative effects There are no significant negative effects arising from the Liquor Licensing activity.

Looking Ahead Growth and Demand The demand for this service is likely to continue at current levels. Future Projects • Develop and introduce a Local Alcohol Policy in consultation with the

community, partner organisations and Iwi.

Funding The Liquor Licensing activity is funded through Fees and Charges and General Rates and Revenue.



Environment and Development – Liquor Licensing Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by


Sale and Supply of Alcohol Act Local Alcohol Policy Liquor Control Bylaw Combined Agency Approach Plan

Premises selling liquor to the public are licensed and are running their business responsibly

(C) Number of Council facilitated workshops to encourage host responsibility per annum


(T) % of licensed premises that are annually inspected


System

Unopposed Liquor Licence Applications are processed promptly

(T) % of unopposed Liquor Licence Applications processed within 10 working days of receipt of all reports


System


Environment and Development – Licensing – Noise Control Why these services are provided A Noise Control service is provided to assist residents to enjoy acceptable amenity in their living environments with regard to noise levels that can unreasonably intrude on their peace, comfort and enjoyment of their properties.

What we do This 24 hour, seven days a week service involves responding to and investigating noise complaints, the issuing of Excessive Noise Direction Notices, Abatement Notices and Infringements and the seizure of the noise generating equipment/stereo when excessive noise is detected.

Significant negative effects There are no significant negative effects arising from the Noise Control activity.

Looking Ahead Growth and Demand The demand for this service is likely to continue at current levels. Future Projects There are no major projects or changes expected in this activity.

Funding The Noise Control activity is funded through Fees and Charges and General Rates and Revenue.



Environment and Development – Noise Control Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by


Resource Management Act

Provide a prompt and reliable noise control service 24 hours a day, 7 days a week

(T) % of noise complaints responded to within one hour


System


Environment and Development – Licensing – Parking Why these services are provided Parking Control services are provided to maximise the availability of the parking resource and ensure efficient use of parking spaces to provide convenient parking opportunities for our communities. This also enhances economic activity and vibrancy in our town centres. Additionally, this service contributes to vehicle safety by regulating the safety standard of vehicles parked in controlled parking locations.

What we do This 30 hour, five days per week service involves patrolling the CBD of Hawera and surrounding townships, responding to parking complaints, education and the issuing of warning notices and infringement notices.

Significant negative effects There are no significant negative effects arising from the Parking Control activity.

Looking Ahead

Growth and Demand The demand for this service is likely to continue at current levels.

Future Projects There are no major projects or changes expected in this activity.

Funding The Parking Control activity is funded through Fees and Charges and General Rates and Revenue.


Environment and Development – Environmental Policy

Why these services are provided Environmental Policy services are provided to ensure the Council meets its responsibilities under the Resource Management Act 1991 and to help deliver the Sustainable South Taranaki and Together South Taranaki outcomes. Environmental Policy provides a framework for sustainable land development and opportunities for the community to participate in developing the District Plan. This contributes to protecting and managing the natural and man-made environment for the benefit of the whole community.

What we do Environmental Policy involves promoting sustainable management of the environment through the District Plan. The current District Plan was made operative in December 2004. A District Plan Review is currently underway which will involve considerable input from elected members, Iwi and the community. It is anticipated that a proposed District Plan will be notified for submissions in 2015. Environmental Policy also involves providing funding assistance to people protecting areas of indigenous vegetation or habitats of indigenous fauna.

Significant negative effects There are no significant effects arising from the Environmental Policy activity.

Looking Ahead Growth and Demand There is expected to be an increased demand for this service as the community becomes more aware of environmental issues. It is also likely that Central Government will require further policy development during the next ten years.

Future Projects Hawera Town Centre Strategy The Council is currently consulting the community on a project for future planning for the Hawera Town Centre. The Council has recognised the risks that Earthquake Prone Buildings and the resultant commercial influences will have on town centres in South Taranaki, consequently the Council has embarked on this urban planning project, in partnership with BizLink and the wider community, to develop a strategy that will enhance the social and economic viability of the Hawera Town Centre. The principles of this strategy, it is anticipated, will be suitable for other towns in South Taranaki. The Council also recognises that actions taken by the Council can significantly influence the success of the Hawera Town Centre Strategy. Such actions could involve financial incentives, advocacy, District Plan guidelines and controls, the Council’s own buildings, services and infrastructure renewals aligned with the strategy, plus liaison with other organisations such as Heritage New Zealand. A Council Assistance Package is being developed as a comprehensive plan to assist our Town Centres and owners of Earthquake Prone Buildings. Funding The Environmental Policy activity is funded through Fees and Charges and General Rates and Revenue.



Environment and Development – Environmental Policy Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Sustainable South Taranaki (1)

District Plan The District Plan is reviewed

(T) % of Plan Change projects delivered by the next local body election

No Plan Change Projects

were planned

90% 90% 90% 90% Internal Records


Iwi are supported to contribute to local environmental issues

(T) % of Plan Change projects that have dedicated periods of officer time set aside for talking with Iwi

100%

100%

100%

100%

100%

Internal Records


Environment and Development – Animal Control

Why these services are provided The Animal Control activity is provided to mitigate the potentially adverse effects of dog and stock ownership on our community. This activity involves promotion and education of responsible animal ownership, regulation and rehoming of dogs. There is a significant level of public contact and response to complaints. The Council has a responsibility under the Dog Control Act 1996 and Impounding Act 1955 to provide this service.

What we do Animal Control involves requiring all dogs to be registered; responding to and investigating complaints of dogs roaming, barking or attacking; responding to and investigating complaints of wandering stock; making special provision for dangerous and menacing dogs; educating owners to be more aware of their responsibilities so that their dogs do not cause a nuisance or injury to people, stock, domestic animals or protected wildlife. The Council owns and operates a Pound in Hawera. Management strategies for this asset are contained in the Pound Asset Management Plan.

Significant negative effects There are no significant negative effects arising from the Animal Control activity.

Looking Ahead Growth and Demand The number of dogs in the District is unlikely to increase in the foreseeable future. The demand for this service is likely to continue at current levels. Future Projects There are no significant projects known to date.

Funding The Animal Control activity is funded through Fees and Charges and General Rates and Revenue.



Environment and Development – Animal Control Contribution

to Council Outcomes




Actual 2013/14




Target 2018/25

Years 4-10

Measured by

Secure and Healthy South Taranaki (2,3,6,7)

Dog Control Act Dog Control Policy Impounding Act Dog Control Bylaw

A prompt and reliable animal control service will be provided 24 hours a day, 7 days a week for wandering stock and serious dog* incidents

(C) % of reported serious dog or wandering stock incidents responded to within 4 hours


Stock Control Bylaw

A reliable and responsive animal control service that investigates general dog* incidents

(C) % of reported general dog incidents responded to within 1 working day


* serious dog incidents – dog attacks, threatening or rushing dogs. * general dog incidents – barking and roaming.


Environment and Development – Rural/Vegetation Fire

Why these services are provided The Rural/Vegetation Fire activity is undertaken by the Taranaki Rural Fire Authority of which the Council are a contributing member. The Taranaki Rural Fire Authority enables the Council to meet its requirements under the Forest and Rural Fires Act 1977 which helps to keep the community safe from the effects of vegetation fires and promotes the sustainable use of fire as a land management tool. What we do Rural Fire involves attending vegetation fires and issuing fire permits during restricted fire seasons. The resources employed for this function are maintained by the Council to be in a state of readiness at all times, and consists of a wide range of fire fighting equipment ranging from a water tanker to hand held tools and trained staff. Significant negative effects There are no significant negative effects in relation to this activity. Looking Ahead Growth and Demand There is likely to be a slight increase in demand due to increased planting of forestry in some areas of the District. Future Projects With the forming of the Taranaki Rural Fire Authority there may be a need to undertake some restructuring of the Rural Fire function within the Council over the medium to long term.

Funding The Rural Fire activity is funded through Fees and Charges and General Rates and Revenue. The Taranaki Rural Fire Authority also has the ability to apply for grant assistance from the National Rural Fire Authority for certain items of equipment.



Environment and Development – Rural/Vegetation Fire Contribution

to Council Outcomes



Actual 2013/14




Target 2018/25

Years 4-10

Measured by


Forest and Rural Fires Act 1977

Council provides a timely response to rural fire notifications

(T) % of significant fire calls attended within one hour of pager notification

84.6% 90% 90% 90% 90% Internal Records

Rural fire applications are processed promptly

(T) % of fire permits issued within five working days

100% 100% 100% 100% 100% Fire Permit

Register


Environment and Development – Civil Defence and Emergency Management

Why these services are provided The Council is involved in Civil Defence and Emergency Management to contribute to the social, economic, cultural, and environmental wellbeing of the District and to provide for the safety of the public and also the protection of property in South Taranaki. The Council is obligated to plan and provide for Civil Defence and Emergency Management within South Taranaki and to ensure that it can function at the fullest possible extent during an emergency.

What we do The Council participates in a wide range of actions to fulfil its obligations for Civil Defence and Emergency Management in South Taranaki, some of these are;- • Participation in the Taranaki Civil Defence and Emergency

Management Group (CDEMG), as a way of improving and co-ordinating Civil Defence and Emergency Management planning and response both in the Region and in South Taranaki.

• Provide a number of elected members and staff that participate in the CDEMG and related entities, such as the Coordinating Executive Group, Hazards Advisory Group and Lifelines Advisory Group.

• Provide a number of staff that participate in the Civil Defence and Emergency Management planning and preparedness, who are trained to act during and after emergency situations. These staff are available to perform as Alternate Controllers, Recovery Managers, Public Information Officers, plus Emergency Operations Centre Staff.

• Provide staff who assist with the planning and preparedness of the Taranaki Emergency Management Office (TEMO).

• Provide a financial contribution for the delivery of Civil Defence and Emergency Management functions in South Taranaki by TEMO.

• Ensure that the Council operated infrastructure is resilient and designed to function in post-disaster situations, with contingency plans for repair and recovery of service.

Significant negative effects There are not any significant adverse effects of undertaking this activity.

Looking ahead The level of service received from TEMO for Civil Defence and Emergency Management cover in South Taranaki is a current concern and the need for better definition of the service being paid for is being discussed. This could result in improved service levels in South Taranaki, or increased servicing costs. Additionally, TEMO will review the resourcing of its Regional Civil Defence and Emergency Management services and this could result in the need to increase funding of the regional service. How the Councils participating in the Taranaki CDEMG would allocate that increased funding is unknown at this time. Growth & Demand It is not anticipated that the population or risk environment in South Taranaki will significantly change and drive a demand change for this service. However the service level review could result in improved definition of the service and need to resource it. Future Projects A service level review of services delivered by TEMO is currently underway.

Funding The Civil and Emergency Management activity is funded through General Rates and Revenue.


Water Supply Services

Why these services are provided Water supply is the most critical infrastructure service provided by the South Taranaki District Council. It is essential for the health and wellbeing of the population, and is required in large volumes to sustain existing domestic, agricultural and industrial customers. Having the ability to access additional water is also required to facilitate economic development in the District. Reducing waste and encouraging appropriate water use (demand management) is a key element of the Council’s water network operations to help us to manage our water resource in an environmentally sustainable way. The Local Government Act requires that we continue to provide water supply services and maintain their capacity. Water Supply is also an activity highlighted in the new purpose of local government i.e. “to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.” The importance of the activity is also recognised in the introduction of mandatory non-financial performance measures to allow direct comparison between councils.

What we do Our water supplies provide an average of 33,320 cubic meters of drinking water each day to nine urban and two rural water supply areas to meet the demand of residential, agricultural and industrial customers. Water is available 24 hours a day, seven days a week and requires treatment to meet the quality standards as defined by the Health (Drinking Water) Amendment Act 2007. To deliver this service we have 11 water production facilities, 36 reservoirs and 641 km of water mains. These assets have a value in excess of $186 million. Since 2006 the Council has invested over $55 million upgrading the District’s water supply infrastructure and our water supplies are more

robust than they have ever been. In recent years we have avoided needing to introduce water restrictions during dry summers. Water is sourced from boreholes where there is sufficient quantity and quality of water, or from the many streams that run from Mount Taranaki to the sea. Boreholes are preferred as they are more reliable in a drought, have less impact on the environment and compliance with drinking water standards generally costs less. Boreholes are used to supply the Patea and Waverley areas and to augment the Kapuni Water Treatment Plant supply. The quantity of water the Council can take from streams is regulated by the Taranaki Regional Council, who administers consents issued under the Resource Management Act, to sustain and protect the environment. This requires a focus on demand management to ensuring water is not leaking from our pipes or on customers’ properties so the Council are able to account for what is abstracted. The recent introduction of Water Outlook, a data management and reporting tool means the Council can monitor this automatically on a daily basis. To comply with the drinking-water quality standards water is treated to ensure that it is has a clear appearance and that it is free from bacteria and protozoa. From the Council’s 11 water production sites, 10 have now been upgraded and are now able to meet these standards. However, the drinking-water standards contain a provision for the category of rural agricultural drinking-water supply, where 75% or more of the water is used for agriculture and the supply does not include any towns with more than 50 people. The water quality standards associated with this designation have not yet been defined by the Ministry of Health and this may be applied to the Inaha Rural Water Supply. In order to adequately operate the reticulation systems, a minimum storage capacity of 24 hours is desirable and the Council provide more than 24 hours storage capacity at all of their water supplies. Having high levels of storage capacity allows the efficient operation of the water treatment plants which can be “turned down” when there is heavy


rainfall and the water can become more difficult to treat. Storage also provides resilience in the event of natural disasters or emergencies which affect water supply.

Significant negative effects The vast majority of our drinking water is taken from river sources. Reducing river flow can have a negative effect on the ecosystem of rivers, however the Resource Management Act resource consent process recognises this and the Taranaki Regional Council apply principles set out in the Regional Fresh Water Plan when considering permission to abstract water from streams and bores.

Looking Ahead Nukumaru Water Supply The Nukumaru Water Supply is a non-potable supply providing stock water. This Supply doesn’t appear on the Ministry of Health register of drinking water supplies and is not run on a day-to-day basis by the Council. It is proposed that consultation is undertaken with the users of the Supply with a view to divesting ownership by 2016/2017. Kaponga Farmers Water Rate Kaponga Farmers are defined as farms that have been supplied with water after the water has passed through the Kaponga town reticulation network. Due to the accounting practices and number of councils that existed when the Waimate West Water Supply was set up in 1974, Kaponga Farmers have been a charge a higher rate than the Waimate West customers. This was for a contribution to depreciation for a pipe in the Kaponga town and to service a loan. The difference between the two rates was $0.14 per m3 in 2014/15. It is proposed that this rate be abandoned, with Kaponga Farmers being charged the Waimate West Water Rate from 2015/16. Growth and Demand The cost estimate to provide water supply reticulation infrastructure for the Larlin Drive area and the Normanby commercial and industrial areas

identified in the Urban Growth District Plan is approximately $3.8 million. This work has not been budgeted for in this Long Term Plan and the Council are reviewing their approach to structure planning and charging as part of the District Plan review currently underway. Future Projects Being “Open for Business” means the Council may have to meet significant increases in demand on the Kapuni Water Treatment Plant to service new businesses and industry. If required, a second and third borehole could be constructed at the Kapuni Water Treatment Plant site, and additional water treatment capacity provided. However, the performance of the existing Kapuni borehole has not been as good as hoped. An alternative to meet additional demand on the Kapuni Plant may be to augment the Kapuni Supply with treated water from Waimate West. This would be transferred using the existing link main between the schemes which was constructed in 2011. There will be an on-going focus to manage water demand on each of the water supplies to ensure that excessive quantities of water are not being wasted. Water Quality – Taste and Odour Water drawn from rivers can, particularly during the summer, have high levels of taste and odour compounds which some people can find objectionable. Taste and odour is classed as aesthetic in the drinking water standards, so doesn’t normally require treatment to achieve compliance from a health perspective. The recent upgrades to our treatment plants will have helped reduce some taste and odour. The Council will monitor this over the next three years and it has made a financial allowance from year four of this Plan to reduce taste and odour levels in some water supplies. Water Quality – Drinking Water Standards The Inaha Water Treatment Plant needs to be upgraded to improve the quality of the water produced. This is scheduled to be completed in


2015/16 however this depends on the definition of the Rural Agricultural Drinking Water Standard by the Ministry of Health. Low Pressure Some parts of Eltham and Patea can experience low pressure. The Council will examine the practicalities of improving pressure in some parts of these towns in the first year of this Plan and possibly make improvements in 2016/2017. Fire Flows The Council have analysed the urban towns with a water supply to determine how much water can be delivered through hydrants to fight fires. This has identified some areas where improvements could be made which will be progressively improved through pipe upgrades over the next 10 years. Renewal of Assets There is an on-going need to renew the Council’s water mains and connections as they reach the end of their useful lives. Condition assessment work on the Council’s Asbestos Cement (AC) pipes has allowed a renewals programme to be developed based on the size and pressure class of the pipes. The Waimate West pipe network is nearly all AC pipe and there is a significant renewals programme planned for Waimate West over the next ten years, as well as the urban areas. Many of our cast iron pipes are nearly 100 years old and a systematic review of their condition will be carried out over the next two years. Other significant urban renewals are galvanised iron service connections. A programme to renewing service connections is expected to reduce network leakage significantly. Funding Water Supply services are funded by the consumers of the services through targeted rates and supply charges. Consumers of the urban water schemes are a mix of metered consumers and non-metered consumers. Metered consumers pay a cubic metre rate for the water they use and a fixed charge for having a water meter; non-metered consumers, which

are the vast majority of homes in our towns, pay a set fee for the Water Supply service annually. In rural areas all connections are metered and separate cubic meter charges are calculated for the Waimate West and Inaha Water Supplies. In addition there is a fixed charge for each connection for the water meter and backflow preventer.



Water Supply Services Contribution

to Council Outcomes



Actual 2013/14




Target 2018-25

Years 4-10

Measured by

Connected South Taranaki (1) Prosperous South Taranaki (1,2,3,4,5,6) Secure and Healthy Taranaki (2,6) Sustainable Taranaki (1,4,6) Together South Taranaki (5) Vibrant South Taranaki (2,4)

Asset Management Plan – Water Supply Water and Sanitary Services Assessment

The water supply is accessible and reliable

(C) Number of complaints received about continuity of supply (per 1000 connections)

DIA Performance Measure 4d

New measure

≤ 10 ≤ 10 ≤ 9 ≤ 9 CRM system

(T) Median response time for service personnel to attend urgent call-out DIA Performance Measure 3a

New measure

≤ 2 hr ≤ 2 hr ≤ 2 hr ≤ 2 hr CRM system

(T) Median response time for service personnel to resolve urgent call-out (P1 < 250 mm diameter main) DIA Performance Measure 3b

New measure

≤ 5 hrs ≤ 5 hrs ≤ 5 hrs ≤ 5 hrs CRM system

(T) Median response time for service personnel to resolve urgent call-out (P1 ≥ 250 mm diameter main) DIA Performance Measure 3b

New measure


(T) Median response time for service personnel to attend non-urgent call-out (P2) DIA Performance Measure 3c

New measure

≤ 2 days ≤ 2 days ≤ 2 days ≤ 2 days CRM system



to Council Outcomes



Actual 2013/14




Target 2018-25

Years 4-10

Measured by

(T) Median response time for service personnel to attend non-urgent call-out (P3) DIA Performance Measure 3c

New measure


(T) Median response time for service personnel to resolve non-urgent call-out (P2) DIA Performance Measure 3d

New measure


(T) Median response time for service personnel to resolve non-urgent call-out (P3) DIA Performance Measure 3d

New measure


Water supplied is clean and healthy

(T) Extent of compliance with current NZ Drinking Water Standards (for bacteria) DIA Performance Measure 1a

6/12 10/10 10/10 10/10 10/10 Water Outlook

Extent of compliance with NZ Drinking Water Standards (for protozoa) DIA Performance Measure 1b

3/12 8/10 10/10 10/10 10/10 Water Outlook



to Council Outcomes



Actual 2013/14




Target 2018-25

Years 4-10

Measured by

(T) Water Safety Plans approved by DHB

5/12 9/10 10/10 10/10 10/10 DHB approval

The water supply is managed sustainably

(T) % Water Losses DIA Performance Measure 2

15% ≤ 15% ≤ 15% ≤ 15% ≤ 15% (Water into Supply/Real

Losses)

(T) Average consumption of drinking water per day per resident DIA Performance Measure 5

366 L/c/d ≤ 350 L/c/d

≤ 350 L/c/d

≤ 350 L/c/d

≤ 350 L/c/d

(Water into Supply/

Population)

(T) % of compliance with resource consents for abstraction

99.7% 100% 100% 100% 100% Internal Records

Consumers are satisfied with the Water Supply service

Number of complaints received about drinking water clarity (per 1000 connections) DIA Performance Measure 4a

New measure

≤ 3 ≤ 3 ≤ 2 ≤ 2 CRM system

Number of complaints received about drinking water taste (per 1000 connections) DIA Performance Measure 4a

New measure

≤ 3 ≤ 3 ≤ 2 ≤ 2 CRM system



to Council Outcomes



Actual 2013/14




Target 2018-25

Years 4-10

Measured by

Number of complaints received about drinking water odour (per 1000 connections) DIA Performance Measure 4b

New measure

≤ 3 ≤ 3 ≤ 2 ≤ 2 CRM system

Number of complaints received about drinking water pressure or flow (per 1000 connections) DIA Performance Measure 4c

New measure

≤ 3 ≤ 3 ≤ 2 ≤ 2 CRM system

Number of complaints received about response to the above (per 1000 connections) DIA Performance Measure 4e

New measure

≤ 2 ≤ 2 ≤ 1 ≤ 1 CRM system

(C) % of consumers are satisfied with the Water Supply overall.


Survey


Roading and Footpaths

Why these services are provided The Council maintains and develops a substantial roading network to meet the needs of residents and road users within the District. A safe, reliable and accessible roading infrastructure supports the District’s community outcomes by allowing access to health and social services and by providing an efficient distribution network for residents and businesses. Roading infrastructure is essential for both community and economic development for the District. The Council recognises that the New Zealand Transport Agency (NZTA) operates and maintains the state highway network which interfaces with the Council’s local road network. The NZTA is also our co-investment partner for funding of the local road network. What we do The Council maintains and develops a substantial roading network. The key assets are: • 1,357 km of sealed roads • 272 km of unsealed roads • 156 km of footpaths • 223 bridges and major culverts • 2,405 street lights • 175 km of kerb and channel • 67 km of pipes; and • 57 major culverts In addition to these key assets there are about 1,007 km of “paper” or unformed legal roads that are not maintained by the Council. The State Highways in the District are maintained by the NZTA. Details on how the Council assesses changes to demand, level of service changes and how maintenance, renewal and replacement of assets is undertaken are described in the Council’s Roading Asset Management Plan. The major works involved in the Roading activity include: • Road Pavement Rehabilitation: ~11km per year

• Road resealing: ~90 km per year • Footpath renewal:~ 1.5 km per year • Kerb and Channel renewal: ~1.5 km per year; and • Bridge renewal: up to 1-2 bridges per year (subject to NZTA approval of

available funds). Maintenance and Operations The day to day management, operations and maintenance of the roading network is contracted out to a Network Management Consultant. This involves managing network issues, producing designs and contract documents, calling tenders, recommending contractors, and monitoring to make sure that contract works are satisfactorily completed. All contracts are let under the Procurement Policy stipulated by the NZTA as co-investment partner and also in accordance with the Council’s Procurement Policy. Regional Road Safety Programme The Council delivers the Community Road Safety Programme on behalf of the region and in partnership with the Stratford and New Plymouth District Councils. This involves working with communities to identify and address local road safety issues by running a number of road safety campaigns and educational programmes. The Taranaki Regional Transport Committee has prepared a Regional Land Transport Plan for consultation and public submission. This document is important to the South Taranaki District Council as it establishes the regional priority for many of the District’s transport activities, including: all state highway activities; local road improvements; walking and cycling and community road safety activities. Significant negative effects The provision of roads can have a negative effect on the environment such as air, noise and water pollution through air and noise emissions from motor vehicles. The environmental effects of road construction and maintenance are minimised through conditions set by the Taranaki


Regional Council Plans for Freshwater Quality and Air Quality. Dust generated by traffic on unsealed roads is mitigated through regular gravelling or sealing of the roads (the latter is subject to available funds). Vehicle accidents have a significant effect on the social and economic wellbeing of the community. Road safety management is an on-going focus for the Council and minor improvement works are carried out at high risk areas to reduce crash incidents. The Council’s Roading Bylaws support the protection of its roading infrastructure by regulating the behaviour of road users who would otherwise pose a risk of negative impacts for other road users. Looking Ahead Growth and Demand Pastoral farming, oil and gas, and forestry are expected to be the main demand generator for the District’s roading network. The demand for new roads will be minor in the near future and it is expected that developers will have to pay the cost and then vest the asset to the Council. Other factors that are likely to have significant impacts are: High Productivity Motor Vehicles (HPMV – 50Max) – these larger vehicles will put more stress on the rural roading network and will also require investigation and upgrades of bridges on permitted routes to carry them. Forestry in the District is starting to be harvested and the impact on the rural roads of this activity can be damaging and significant if proper arrangements are not established prior (eg. road maintenance agreements, funding recovery mechanisms). Recent bridge inspections and reports have indicated that there are backlogs on bridge maintenance and renewals. Financial provisions are being put in place to address the maintenance backlog. Climate change will impact on the roading network. The trend is already evident with regular occurrences of extreme weather events causing significant damage to the roading network.

The adoption of One Network Roading Classification (ONRC) will have an impact on the funding for the roading network. The Financial Assistance Review (FAR) which sets the subsidy rates that the Council receives for roading work is 54% for 2015/2016, with 1% increment per year for the next two years. This is about 3% more than the last three years subsidy rate. Future Projects There are no new roads planned to be built in the District over the next ten years. The focus of the roading activity will be on: • Road pavement rehabilitation. • Resealing about 90 km of roads each year. • Footpath and kerb and channel renewal. • Bridge upgrades (one-two bridges per year subject to available funds). • Some possible changes to the streetscape and traffic flow in Hawera

associated with the Hawera Town Centre Strategy. • The planned establishment of new walkways and cycleways for public

to be funded by the Council and others. • Streetlight upgrade – conversion to LED light bulbs. Key Challenges The key challenge for the Roading activity over the life of the long term plan is managing the cost, driven by contract cost adjustment and inflation. This is made more difficult with the signal from the NZTA of future funding constraint (eg. flat lining of future funding). There are uncertainties of the roading network funding in the future with the adoption of the One Network Roading Classification and the associated level of service and performance measure. Also balancing the funding of bridge renewals and pavement maintenance and renewal works.


Funding Funding of the roading network comes from two sources, a targeted roading rate from ratepayers (which recognises the use of roads by local residents) and a roading subsidy from the NZTA (which redistributes road taxes taken by the Government from motorists). Following the recent FAR review, the percentage split is 46% from targeted rates and 54% from the NZTA subsidy for 2015/2016 financial year. The NZTA subsidy will increase by 1% per year to a maximum of 58% in future years. The non-subsidised roading network comes from 100% General Rates and Revenue.



Roading & Footpaths Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018-25

Years 4-10

Measured by

Connected South Taranaki (1,3,4,5) Prosperous South Taranaki (1,5) Secure and Healthy South Taranaki (1,6) Sustainable South Taranaki (1,4,6) Together South Taranaki (4,5) Vibrant South Taranaki (1,2,4,5)

Roading Asset Management Plan Regional Land Transport Plan

Council provides roads which are safe and comfortable to drive on

(T) % of roads meeting the roughness standard (deviation of true plane) remains stable or improves

DIA Performance Measure 2

93% 93%

93% 93% 93% Road Asset Maintenance Management

system

(C) % of road users satisfied with the condition of Council roads


Survey

(T) Annual change in number of fatalities and serious injury crashes on local road network.


New measure

Decrease by 1 or

zero

Decrease by 1 or

zero

Decrease by 1 or

zero

Decrease by 1 or

zero

NZTA Crash Analysis System

The roading network is maintained in good condition

(T) % of sealed local road network resurfaced annually


New measure

6.5% 6.5% 6.5% 6.5% Contract records

Footpaths are maintained in good condition and are fit for purpose

(T) % of footpaths with condition rating 1-4


New measure

92% 93% 94% 95% Condition reports


Roading & Footpaths Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018-25

Years 4-10

Measured by

Council will respond promptly to customer service requests for roads and footpaths

(T) % of urgent customer service requests relating to roads and footpaths responded to within 2 working days


New measure

90% 92% 94% 94% CRM system

(T) % of non-urgent customer service requests relating to roads and footpaths responded to within 5 working days


New measure

90% 92% 94% 94% CRM system


Future projects

Roading renewal and capital projects The Council prioritises these projects based on the Road Asset Maintenance Management System Treatment selection. It is then validated by the consultant engineer on field inspections.

Description 2015/16 2016/17 2017/18 Years 4-10 Pavement Rehabilitation Total length: 11km

Total cost: $2m Total length: 11km Total cost: $2m

Total length: 11km Total cost: $2m

Rehabilitate 11km of road per year.

Pavement Resurfacing Various roads programme yearly following treatment selection process.




Resurface on average 90km of road per year.

Footpath & Kerb/Channel Replacement

Total length: 1.5km Total cost: $366k



Upgrade on average 1.5km of footpath and kerb and channel per year.

Bridge Renewals 1-2 bridges Total cost: $700k

1-2 bridges Total cost: $700k

1-2 bridges Total cost: $700k

Renew on average 1-2 bridges per year.

Street-lighting conversion to LED (subsidised through NZTA)

$300,000 $300,000 $300,000 3 year programme of replacement Subject to NZTA approval against criteria. Will result in operational energy savings

New walkways and cycle ways (Council funded Pathways project)

Allocation of $150,000 per annum ($100,000 provisionally subsidised, balance unsubsidised)

$150,000 $150,000 $50,000 per annum, plus contributions from funding partners and in kind. On-going maintenance through opex

Assumptions specific to Roading • Unit costs have been based on those used during the Certified Valuation as at 30 June 2014, and were determined using the latest contracts,

construction projects and supplier information. • The price of oil will increase with inflation which will be reflected in bitumen and construction costs which are a large component of the Roading

expenditure. • The South Taranaki District Council continues to deliver the Regional Road Safety Programme. • The NZTA subsidy of 54% will increase by 1% per year to a maximum of 58%. • Levels of service for the Council’s Roading activity will be maintained to the current standard.


Stormwater

Why these services are provided Piped storm water reticulation infrastructure is provided to prevent flooding of properties, and to avoid or reduce ponding on roads (except in extreme rainfall events) that could create safety hazards. What we do The Council manages and maintains stormwater assets made up of: culverts, channels, collectors, outfalls and a pipe reticulation network with manholes to effectively divert stormwater from roads to natural water courses. Stormwater from residential properties is required to be dealt with internally via on-site soakage, not through the Council’s stormwater system. The Stormwater assets include: 75 km of pipes 322 outlets 814 manholes 9 open drains 280 inlets These assets have a replacement value of $41 million. Details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Stormwater Asset Management Plan. Significant negative effects The discharge of stormwater into watercourses can lead to flooding and/or erosion at points further downstream. Suitable designs incorporating detention ponds can mitigate these risks.

Climate change effects will result in more periods of intense rainfall and flooding, as our stormwater systems are not designed to cope with extreme events. Looking Ahead Growth and Demand The increase in demand for stormwater services over the next ten years is not anticipated to be significant as there is no significant urban growth anticipated. Some further stormwater assets may be needed if additional kerb and channel is constructed as part of the roading programme. Future Projects A number of minor projects (totalling $2.8 million) are planned to improve the stormwater system and alleviate flooding problems over the next ten years. These projects are detailed in the Stormwater Asset Management Plan. Funding The Stormwater activity is funded from General Rates and Revenue.



Stormwater Contribution

to Council Outcomes


Plans


Actual 2013/14




Target 2018-25 Years 4-

10

Measured by

Connected South Taranaki (1) Prosperous South Taranaki (1,5,6) Secure and Healthy South Taranaki (2,4,6) Sustainable South Taranaki (1,4,6)

Asset Management Plan - Stormwater Water and Sanitary Services Assessment

Council provides a reliable stormwater system which prevents houses from flooding

(C) Number of reported flooding incidents of habitable properties DIA Performance Measure 1a

2 ≤ 10 ≤ 10 ≤ 10 ≤ 10 CRM system

(T) For each flooding event, the number of habitable floors affected per 1000 properties rated for stormwater DIA Performance Measure 1b

New measure

≤ 1.0 ≤ 1.0 ≤ 1.0 ≤ 1.0 CRM system

The stormwater system is managed sustainably

(T) Number of abatement notices received by STDC for stormwater discharges DIA Performance Measure 2a

New measure

0 0 0 0 Internal records

(T) Number of infringement notices received by STDC for stormwater discharges DIA Performance Measure 2b

New measure



Stormwater Contribution

to Council Outcomes


Plans


Actual 2013/14





10

Measured by

(T) Number of enforcement orders received by STDC for stormwater discharges DIA Performance Measure 2c

New measure


(T) Number of successful prosecutions made against STDC for stormwater discharges DIA Performance Measure 2d

New measure


Council will respond promptly to reports of flooding and customer requests

(C) Number of complaints received about stormwater system and response to issues (per 1000 connections) DIA Performance Measure 4

New measure

≤ 1 ≤ 1 ≤ 1 ≤ 1 CRM system

(T) Median response time for service personnel to attend flooding event DIA Performance Measure 3

New measure

≤ 2 hr ≤ 2 hr ≤ 2 hr ≤ 2 hr CRM system (In Urban Areas)


Wastewater

Why these services are provided The safe management of wastewater is a core activity of the Council. By undertaking this activity the Council ensures that domestic sewage and trade wastes will be removed and properly treated, sludge is managed without adverse risk to public health and without adversely affecting the quality of the environment and, in particular, our waterways. Ensuring the quality and adequacy of all existing wastewater services in the District is also a requirement under the Local Government Act. A new national freshwater quality standard for New Zealand lakes and rivers will place extra emphasis on environmental performance.

What we do In the South Taranaki District there are nine wastewater schemes. These schemes convey wastewater to the plants where it is treated and disposed of in a safe manner to natural waters (streams, rivers or the ocean) or by way of land application in accordance with the site conditions and related resource consents, to ensure public health and environmental standards are met. Details of these wastewater schemes are below: The nine wastewater schemes are located in Hawera, Patea, Waverley, Opunake, Eltham, Kaponga, Manaia, Wai-inu and the Waverley Stock Effluent Pond. Of the nine schemes, seven are oxidation ponds (one with an anaerobic lagoon, two with wetlands), one is an anaerobic lagoon and one uses septic tanks/sand filters. Discharges from the Eltham and Hawera Plants occur through the Fonterra sea outfall; two discharge onto land; and the remaining schemes discharge to streams/rivers. There are: 156 km of reticulation; and 7,722 connections.

The biggest future challenges in the Wastewater activity are to manage the wastewater pond sludge and reduce the levels of stormwater inflow and infiltration by reducing the amount of rainwater and groundwater entering the wastewater system. This is particularly critical in Hawera (including Normanby), Eltham, Patea and Opunake. Using Nature to Save Money Over the past two years the Council have been treating the Hawera Wastewater Treatment Pond 1 with bacteria to reduce the sludge; a process called advanced microbial digestion. This has proved to be very successful with the removal of 73% of the sludge to date. Not only is the sludge being removed but the treatment and conditions of the ponds have significantly improved. At Hawera the Council have spent $677,000 on Ponds 1 and 2 on advanced microbial digestion to date. The same treatment was extended to the Waverley Wastewater Treatment Pond which has shown a similar level of improvement. The Council are currently looking to extend and continue a programme of advanced microbial digestion that will keep the ponds operating at their peak. There is an on-going programme for the assessment and repair of critical areas of the sewage network, which has the aim of reducing inflow and infiltration in these catchments. To date this has resulted in less frequent overflows of raw sewage from pumping stations and of partially treated sewage from treatment plants in the past five years. Allowance has been made during the next ten years for a further $4.9 million to be spent for sewer renewals based upon the condition of these wastewater assets.


Further details on how the Council assesses changes to demand, levels of service and how the maintenance, renewal and replacement of assets is undertaken are described in the Wastewater Asset Management Plan.

Significant negative effects Overflows of untreated or partially treated wastewater from the wastewater network and treatment plants are a potential serious risk to the health, social and cultural wellbeing of the community and environment. The risk of harmful discharges from the wastewater systems are minimised through meeting resource consent conditions, regular monitoring and implementation of the Inflow and Infiltration Management Plan described above. Odours Odours produced from trade waste and domestic sewage can create significant negative effects, such as the odours that were produced when treating the buttermilk at the Eltham Wastewater Treatment Plant in 2013/14.

Looking Ahead Growth and Demand The majority of wastewater systems have sufficient capacity for the next ten years. The one that requires upsizing is the Wai-inu Beach Treatment Plant (due to overloading during summer when the population increases). Capital programmes will continue to reduce the amount of inflow and infiltration to allow capacity in the wastewater systems for new connections. A Trade Waste Bylaw will be introduced in conjunction with this Long Term Plan to ensure that an equitable charging structure operates throughout the District in regards to industrial and trade wastes, and that subsidising the cost of wastewater treatment by the domestic rate payer does not occur. A Trade Waste Bylaw will also allow a mechanism to

ensure the quality control of the wastewater. The charging regime is proposed to be implemented from 2015/16. Future Projects The main projects to be undertaken during the next ten years are: Resource consent renewals at the Wai-inu Beach, Opunake,

Waverley and the emergency discharge at Middleton Bay, Opunake. Renewal of the consent to discharge Hawera and Eltham’s treated

effluent to sea via the 1.8 km long Fonterra outfall. Implementation of a trade waste charging regime in conjunction

with the Trade Waste Bylaw to be adopted by the Council (2015). The agreement with Fonterra on the use of the sea outfall pipe

needs to be renewed in conjunction with the above consent. Construction of a second anaerobic lagoon for trade wastes at

Hawera Implementing a sludge dewatering facility and a septage receiving

facility or a combination of both at Hawera Wastewater Treatment Plant.

Continue to replace the brush aerators with more efficient bubbler type aerators in Hawera and Eltham.

Wai-inu Beach Treatment Plant Upgrade/re-location (from 2016). Pipe renewal and inflow and infiltration investigations and repairs. Investigation into the environmental benefits and cost/viability of

providing a sewer scheme to Ohawe Beach residents, whose properties are currently serviced by private individual on-site septic tanks.

Funding Only people who use the wastewater system pay for it. The Council has a mix of funding mechanisms with the bulk of the revenue coming from a wastewater targeted rate which applies to all urban properties and the remainder from user charges of some of the District’s large industrial users (some of which are based on historic contracts).



Wastewater Contribution

to Council Outcomes


Plans


Actual 2013/14





10

Measured by

Connected South Taranaki (1) Prosperous South Taranaki (1,5,6) Secure and Healthy South Taranaki (2,6) Sustainable South Taranaki (1,4,6)

Asset Management Plan - Wastewater Assessment of Water and Sanitary Services

Sewage is managed without risk to public health

(C) Number of sewerage overflows into occupied buildings due to faults in the public wastewater system

0 0

0 0 0 CRM system

(T) Median response time for service personnel to attend overflow DIA Performance Measure 3a

New measure

≤ 2 hr ≤ 2 hr ≤ 2 hr ≤ 2 hr CRM system

(T) Median response time for service personnel to resolve overflow DIA Performance Measure 3b

New measure




to Council Outcomes


Plans


Actual 2013/14





10

Measured by

Sewage does not affect the quality of the environment

(C) Number of customer complaints per year relating to odours from wastewater pump stations or treatment facilities (per 1000 connections) DIA Performance Measure 4a

225 ≤ 1 ≤ 1 ≤ 1 ≤ 1 CRM system

(C) Number of complaints received about sewerage system faults (per 1000 connections) DIA Performance Measure 4b

New measure

≤ 12 ≤ 12 ≤ 12 ≤ 12 CRM system

(C) Number of complaints received about sewerage system blockages (per 1000 connections) DIA Performance Measure 4c

New measure

≤ 11 ≤ 11 ≤ 10 ≤ 10 CRM system



to Council Outcomes


Plans


Actual 2013/14





10

Measured by

(C) Number of complaints received about response to issues (per 1000 connections) DIA Performance Measure 4d

New measure

≤ 3 ≤ 2 ≤ 2 ≤ 2 CRM system

(T) Number of dry weather overflows per 1000 connections DIA Performance Measure 1

New measure

≤ 1 ≤ 1 ≤ 1 ≤ 1 Internal records

(T) % of compliance with discharge standards

Not achieved

100% 100% 100% 100% Annual Report

provided by TRC

(T) Number of abatement notices received for discharges DIA Performance Measure 2a

New measure


(T) Number of infringement notices received for discharges DIA Performance Measure 2b

New measure




to Council Outcomes


Plans


Actual 2013/14





10

Measured by

(T) Number of enforcement orders received for discharges DIA Performance Measure 2c

New measure


(T) Number of convictions received for discharges DIA Performance Measure 2d

New measure


Consumers are satisfied with Wastewater services overall

(C) % of consumers satisfied with the Wastewater services overall.


Survey


Coastal Structures

Why these services are provided The Council has a beautiful marine and river environment. This activity ensures pedestrians can access the beaches and lakes, and boat users can access the water. To maintain these facilities means that the Council need to protect erosion prone areas close to existing infrastructure and maintain access to the sea. The Council don’t have any Flood Protection and Coastal Works, as defined in the LGA 2012, so this activity is not a mandatory activity.

What we do The Council provide access paths and steps to the sea and a number of boat ramps to allow recreational craft to access water bodies. The Council provide coastal protection in the form of revetments in a number of places and maintain a number of significant structures in the Patea estuary such as the moles. These concrete and stone walls which guide the Patea River out to sea and associated structures in the Patea estuary would cost over $20 million to replace.

Significant negative effects Infrastructure built in the marine environment is subject to dynamic and on-going natural forces (tides, currents, wave action, and corrosion) and therefore requires significantly more robust engineering and relatively expensive maintenance, when compared to similar land-based construction. The future effects of climate change will only exacerbate this situation. Meeting health and safety standards when inspecting, repairing or maintaining Coastal Structures, is difficult as well.

Looking Ahead The Patea Moles were designed to allow coastal shipping to get to the old freezing works wharf and access to the sea from Patea is now only for recreational craft. Maintaining the more than 100 year old moles to their original service standard will be a large and on-going financial

commitment. In 2015/16 the Council will consult the community and Iwi about the level of service provided by the moles and work with marine engineers to determine a long term affordable solution to keep recreational boat access in Patea. The Patea wharf is now a derelict structure sited several hundred meters upstream in the Patea River estuary, originally built to serve the now defunct freezing works and riverside factories.

Funding The Coastal Structures activity is funded from the General Rate and Revenue; however works to the Patea estuary are also funded by the Patea Harbour Endowment Fund.


Solid Waste

Why these services are provided Under the 1956 Health Act the Council has a responsibility to protect the public health and maintain environmental standards within the District. The Council contributes to the health and wellbeing of the community and the environment by providing waste management infrastructure and services as detailed in our Waste Management Plan. This Plan provides for the collection, reduction, recycling and disposal of waste produced within the District.

What we do The Council operates a kerbside (wheelie bin) collection service to collect waste and recyclables from households in the District’s towns and along the main collection routes. There is also a fortnightly voluntary greenwaste collection service on a user-pays basis. The greenwaste is composted which reduces the amount of waste going to the landfill. The Council have seven consented closed landfills and seven transfer stations throughout the District (Hawera, Manaia, Opunake, Patea, Waverley, Waitotara and Eltham) which give the public and businesses access to waste disposal facilities. Free recycling facilities, open 24 hours a day, are also available at Opunake, Eltham, Manaia and Waverley Transfer Stations. Patea, Waitotara and Hawera Transfer Stations also have free recycling however these can only be accessed during working hours. Currently more than 95% of the South Taranaki population have access to these services within 20 minutes driving time. All refuse from the District is transported to the Regional Landfill at Colson Road in New Plymouth.

The Colson Road Landfill in New Plymouth is expected to have capacity until 2019. As Colson Road nears the end of its life the South Taranaki District Council plan to open a new regional landfill near Eltham in 2018/19 where all of the region’s waste will then be sent. A Waste Minimisation Levy applied by the Government since 2008 means for every tonne of waste sent to the landfill the Council are charged $10. The Government collects the levy and redistributes it to councils to use on waste minimisation programmes based on a population formula. The Council receive back approximately what they are charged, which is due to the significant effort to minimise our waste through recycling. From 1 January 2013 a methane tax was introduced as part of the Government’s Emission Trading Scheme. The methane tax does not apply to closed landfills however will apply to the new regional landfill when it opens.

Significant negative effects The effects of gas emissions and leachate from the closed landfills are a potential serious contaminant to the environment. The risk of contamination is minimised through meeting resource consent conditions and regular monitoring. Fly-tipping or illegal dumping of waste has detrimental effects on the environment and potentially on public health. It also attracts associated clean-up and disposal costs. The illegal dumping of waste is reduced by regular monitoring of known sites and areas, by erecting signage and through public education.

Looking Ahead Growth and Demand The quantity of waste from the South Taranaki District reduced 7% over the past 4 years from 9,800 tonnes in 2009/2010 to 9,100 tonne in 2013/2014 due to waste minimisation initiatives. Any future growth from


population change and new businesses should be compensated by additional waste minimisation initiatives. The kerbside collection contract will be improved from October 2015 with the addition of a separate dedicated glass recycling bin to all serviced properties. This will coincide with a new contract and collection contractor. The Council will continue to send their waste to the Colson Road Landfill in New Plymouth until it closes. The Council expect the Colson Road Landfill will close and the Central Landfill near Eltham will open in 2018/19. To build a new landfill just for South Taranaki alone would be very expensive, however currently all three Taranaki District Councils have agreed to send their rubbish to the new Central Landfill. This is the most cost effective way of dealing with our waste regionally. The South Taranaki District Council is working with the other territorial local authorities in Taranaki; however there is an underlying agreement which assumes that the Council will finance the capital required to build the Central Landfill and charge the other council’s in accordance with the agreement over the life of the landfill. The Central Landfill will be designed to receive a total of approximately 60,000 tonnes of waste per year, for a consented period to 2034. $35 per tonne of refuse has been used for the methane tax to estimate the carbon dioxide equivalent emissions, as per the “Central Landfill Full Cost Accounting Model”. The voluntary greenwaste kerbside collection service will attract 2,700 users for the life of this Plan. We don’t anticipate any significant expenditure will be required to maintain the closed landfill sites.

Future Projects The Central Landfill is planned to open in 2019. In the next three years of this Plan, capital of over $8 million will be required for the Landfill development so that it is ready to receive waste from across the Region by the time Colson Road closes. The total cost for building the Landfill and related work so it will be ready for operation is approximately $5.9 million.

Funding Kerbside Collection The kerbside collection service is funded by the users of the service through a Targeted Rate. Transfer Station Fees The Council’s policy for the disposal of solid waste (which covers the operation of the transfer stations and the transporting and landfill charges for the refuse collected) is funded through Fees and Charges, and General Rate and Revenue. Central Landfill The New Plymouth and Stratford District Councils are stakeholders in the Central Landfill. They will be charged for each tonne of waste they place in the Landfill. The regional agreement allows for the South Taranaki District Council to charge to dispose of waste based on the total cost of operating the Landfill, including the aftercare it needs for many years after it has been closed. The councils are together considering alternative funding models in order to provide a more cost effective and efficient Landfill operation for households and businesses throughout the Region.



Waste Services – Solid Waste Contribution

to Council Outcomes


Plans


Actual 2013/14





10

Measured by

Connected South Taranaki (1) Prosperous South Taranaki (1,5,6) Secure and Healthy South Taranaki (2,6) Sustainable South Taranaki (1,6) Together South Taranaki (5) Vibrant South Taranaki (4)

Asset Management Plan - Solid Waste Waste Management Plan – Regional and District

A reliable weekly kerbside recycling and rubbish collection service is provided

(T) Number of complaints received for missed street collection that are not resolved

New measure

0

0

0 0 Internal monitoring of CRM’s

(C) % of customers satisfied with the Solid Waste collection service


Survey

A reliable, well managed (user pays) fortnightly kerbside greenwaste collection service is provided

(C) Average number of complaints received for genuine missed greenwaste bins (excluding non-compliant bins) per collection

New measure

≤ 5 ≤ 5 ≤ 5 ≤ 5 Internal monitoring of CRM’s

Transfer stations are safe and well maintained

(C) Number of complaints received about poor maintenance, noise or smell for Transfer Stations

3 ≤ 5 ≤ 5 ≤ 5 ≤ 5 Internal monitoring of CRM’s

Recycling is encouraged and less waste is sent to landfill

(T) % of waste diverted from landfill each year

27.3% 25%

26%

27%

28%

Monthly Records

supplied by Waste

Contractor


Support Services - (Reallocated Overheads)

Why these services are provided Support Services are an essential part of ensuring that the Council operates in an effective and efficient manner, meeting its statutory obligations, and is able to work towards the achievement of our community outcomes.

What we do These activities are internally focused and do not have a direct output to the community, rather they are internal support systems for those activities that do. As the Support Services activities are internal services there are no Long Term Plan levels of service or performance measures, however they have their own business plans. This activity includes some of the following functions: Contact Centre

The Contact Centre offers a face-to-face and telephone customer enquiry service to all members of the public and covers all of the Council's activities throughout the whole organisation.

Corporate Support and Planning The Corporate Support activity plans and provides support for meetings of the Council, its Committees, and the Community Boards and generally oversees the processes that support Local Government in South Taranaki. The Corporate Planning activity ensures all the Council documents/plans comply with relevant legislation.

Finance and Business Services The Finance and Business activity is responsible for offering financial advice and service to all of the Council's other activities. All aspects of the Council's operations have some financial aspect to them and require support in areas such as revenue gathering, capital funding, meeting financial and tax obligations, monitoring of expenditure, debt management, investment management and corporate reporting. This activity provides a cost effective financial and accounting service that enhances the achievement of the Council's goals and meets the needs of the organisation.

Information Technology and Record Management The primary role of the Information Technology activity is to support and assist other activities to meet their goals and objectives through the provision of technological solutions. Communication and access to information is vital to allow decision-making, analysis and monitoring to take place. The Records Management activity provides a public document system to meet the needs of all external and internal users and to meet the requirements of relevant legislation. Both activities are essential to function during disasters to support the continuity of the business and with that of the community.

Human Resources The Human Resource activity works in partnership with Managers to ensure that the Council recruits, trains and supports its staff to perform in their roles competently. This activity provides learning and development, performance management, remuneration and policy development.

Property and Legal The Property and Legal activity provides a legal executive service for all the Council services which covers insurance, leases and contracts.

Funding The cost of providing these services is spread over the Council’s external services as overheads.


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