Solid Waste Activity Management Plan 1 Ashburton District Council Solid Waste Activity Management Plan December 2011 Version 1.3 To be developed and refined over time – with emphasis on finding more efficient and effective, integrated and co-ordinated, ways of managing the local authority’s responsibilities pursuant to:- The provisions of Schedule 10 of the Local Government Act 2002 (Community Outcomes; Groups of Activities; Significant Negative Effects, Forecasting Assumptions, Uncertainties and Risks; and the Financial Requirements. For activities that involve infrastructural assets, no separate Asset Management Plan required). The provisions of Sections 76 / 81 of the Local Government Act 2002 (Decision-Making) and Sections82 / 90 (Consultation). The provisions of the Waste Management Act 2008. The provisions of Part 7 of the Local Government Act 2002 (Water Services and Sanitary Services Assessments) The provisions of Part 8 Subpart 5 of the Local Government Act 2002 (Development Contributions) The provisions of the Health Act 1956 The requirements of Section 60 of the Civil Defence Emergency Management Act 2002 (Lifelines) The Asset Management Guidelines in the International Infrastructure Management (‘NAMS’) Manual
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Solid Waste Activity Management Plan 1
Ashburton District Council
Solid Waste
Activity Management Plan
December 2011
Version 1.3
To be developed and refined over time – with emphasis on finding more efficient and
effective, integrated and co-ordinated, ways of managing the local authority’s responsibilities
pursuant to:- The provisions of Schedule 10 of the Local Government Act 2002 (Community
Outcomes; Groups of Activities; Significant Negative Effects, Forecasting Assumptions, Uncertainties and Risks; and the Financial Requirements. For activities that involve infrastructural assets, no separate Asset Management Plan required).
The provisions of Sections 76 / 81 of the Local Government Act 2002 (Decision-Making)
and Sections82 / 90 (Consultation).
The provisions of the Waste Management Act 2008.
The provisions of Part 7 of the Local Government Act 2002 (Water Services and Sanitary
Services Assessments)
The provisions of Part 8 Subpart 5 of the Local Government Act 2002 (Development Contributions)
The provisions of the Health Act 1956
The requirements of Section 60 of the Civil Defence Emergency Management Act 2002 (Lifelines)
The Asset Management Guidelines in the International Infrastructure Management (‘NAMS’) Manual
Solid Waste Activity Management Plan 2
PLAN STATUS
1. Overall Responsibility for the Co-Ordination of all Matters in this Plan
Date Name Designation
Feb 2009 Mark Gordon AECOM NZ
Jul 2011 Cheryl Coombs Solid Waste Manager
2. Prepared / Reviewed / Updated By
Date Name Designation
Jan 2006 Dennis Morgan Maunsell
Sep 2006 Mark Gordon Maunsell
Feb 2009 Dennis Morgan, Kelly Leers, Mark
Gordon
AECOM NZ
Dec 2011 Hock Yeo Opus International Consultants
3. Council Consideration
Date Minute No. Reason / Decision
4. Public Consultation
Date Form Of: (See Appendix ‘ for Details)
5. Plan Update and Review by Management
Date Record Of
U’
Solid Waste Activity Management Plan 3
Table of Contents
Objectives of Solid Waste Activity Management Plan
Solid Waste Management Plan
1. Introduction
2 Levels of Service, Performance Measures and Relationship to Community Outcomes
3 The Existing Situation Described
4 Maintenance and Operating
5 Future Demand
6 New Capital Expenditure
7 Renewals Capital Expenditure and Depreciation
8 Funding the Annual Net Cost – ‘Who Pays’
9 Resource Consents / Property Designations
10 Demand Management
11 Significant Negative Effects
12 Private Solid Waste Disposal
13 Significant Forecasting Assumptions, Uncertainties and Risk Management
14 Solid Waste Bylaw
15 Plan Review / Public Consultation
16 Summary and Conclusions
17 Schedule of Proposed New Capital & Renewals Capital Works – Next 10 Years
Appendix A - Legislative and other Requirements and Relationships with other Planning
Documents and with other Organisations
Appendix B - Overview of Solid Waste Management
Appendix C - Assessment of Solid Waste Management
Appendix D - Asset Valuations
Appendix E - Maintenance and Operating Issues
Appendix F - Demand and Future New Capital Requirements
Appendix G - Development Contributions / Financial Contributions
Appendix H - Resource Consents / Property Designations
Appendix I - Future Renewals’ Capital Requirements
Appendix J - Depreciation / Decline in Service Potential
Appendix K - Likely Future Debt Requirements for the Activity
Appendix L - Future Overall Financial Requirements Summary
Appendix M - Funding Policy Plus Fees and Charges
Appendix N - Demand Management
Appendix O – Not Relevant
Appendix P - Significant Negative Effects
Appendix Q - Significant Forecasting Assumptions, Uncertainties and Risk Management
Appendix R - Levels of Service, Performance Measures and Relationship to Community
Outcomes
Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and
Decision-Making Processes
Appendix T - Bylaws
Appendix U - Stakeholders and Consultation
Appendix V - Implementation and Improvement Programme
Solid Waste Activity Management Plan 4
Appendix W - Disposals
Appendix X - References
Solid Waste Activity Management Plan 5
Objectives of Solid Waste Activity Management Plan
The objective of this Solid Waste Activity Management Plan is to clearly and succinctly explain the
Council’s strategic and management approach for solid waste disposal.
The Plan has been prepared in a manner that enables it to be transferred directly into the Long
Term Plan.
The Activity Management Plan provides the support material for the LTP, and is intended as a
full record which will be continuously updated through the various appendices – there is a separate
appendix for every key strategic and management aspect of the activity.
Each appendix concludes with a summary of the strategic approach and of the management
approach to that particular issue. The strategic conclusions are then taken forward to the
Management Plan itself, and the management issues into an ‘implementation and management
improvement programme’ (see Appendix V).
The intention is that Council can be satisfied that it will form a major part of its ability to satisfy the
Council’s auditors in their audit of:-
“the quality of the information and assumptions underlying the forecast information provided (in
the consultation LTP for the year commencing 1 July 2012); and of
the extent to which the forecast information and performance measures provide an appropriate
framework for the meaningful assessment of the actual levels of service provision1.”
The audit has to be done before the consultation LTP is issued for the year commencing 1 July
2012.
The Plan will be an important and useful management tool that will be kept updated on a
continuous basis.
It is intended that the Plan will meet the following objectives:
a) Rationale for Council Involvement Clear
Makes the rationale for the organisation’s involvement in the particular activity clear.
b) Builds on the Existing Situation
Builds on the existing situation, and on the information that the Council already has – especially in
its Activity Management Plans.
c) No separate Asset Management Plans required.
All relevant information included in future in the Activity Management Plan.
d) Is Outcomes and Outputs Focussed
The Plan is outcomes and outputs focussed.
e) Helps to Substantiate that Legal Obligations Have Been Met
1 Sections 84 and 94 Local Government Act 2002
Solid Waste Activity Management Plan 6
Enables the Council to readily substantiate that it has met its legal obligations and enables it to
satisfy all Audit (and, for instance, in the case of solid waste disposal – Ministry of Health)
requirements.
f) Strategic Approach Clear
Provides a clear statement for the elected representatives of the local strategic approach towards
the provision of the particular service, and of the levels of that service that it is aiming to provide (ie
a strategic plan) for the particular asset.
g) Public Able to Easily See and Understand ‘What the Council is Doing and Why
Produces an output that enables the public to easily and readily see and understand what the
Council’s strategic and management approach to the activity i.;
h) Expectations of Management Clear
Provides clear guidance for Council managers of what the elected Council’s expectations of them are.
i) Substantiates That the Direction and Priorities Have Been Robustly Decided
Provides clear evidence of the local authority having decided the District’s future direction, and its
development programme, in a robust manner.
j) Implementation and Improvement Plan Prepared
Produces an implementation and improvement plan for the Council’s managers, in a form that can
be easily integrated with the Council’s overall controls for management of the particular activity.
k) Separate Water and Sanitary Services Assessments Not Necessary
Avoids the necessity for the Council to prepare a separate water services assessment (for water
supplies, wastewater or stormwater) or for sanitary services (for public conveniences, cemeteries,
crematoria or waste disposal) – because that work would be done as a part of the relevant Activity Management Plan exercise
l) Separate Waste Management Plan
A separate Waste Management and Minimisation Plan has been prepared and complements this Activity Management Plan.
m) The Activity Management Plan Drops Directly Into the LTP
Avoids the necessity for the Council to do any further work (other than minor titivating) relating to
the activity that is the subject of the Activity Management Plan, for the long-term Council
Community Plan (or Annual Plan). In other words, it is formatted in a way so that the information in
it is able to be ‘dropped directly into’ t he Long Term Plan.
Summary of the Proposal’ Expedited
Is suitable for issue, without alternation, via the Special Consultative Procedure (ie it is written in a way so that a summary of the proposal (as is required by the new legislation) can be very easily
extracted from it).
o) Consistent With All Other Council Strategies and Other Plans
Is at all times consistent with all of the Council’s higher level strategic and other plans – especially
n) Preparation of ‘
Solid Waste Activity Management Plan 7
the District Plan, Strategic Plans, and Catchment Management Plans (and the asset register).
p) Assists With Preparation of Development Contributions / Financial Contributions
Policy
Expresses the forecasted future capital costs in terms of ‘backlog / maintenance’ of existing levels
of service, ‘increased levels of service’, and ‘growth in order to support the Council’s Development
Contributions / Financial Contributions policy, as a routine step in the process.
q) Consistent With All Other Activity Management Plans
Is consistent with the Activity Management Plans for all other Council activities.
r) Funding Policy Included
Includes the Council’s Funding Policy for the Activity..
s) Able to be Progressively Developed and Enhanced
Is able to be gradually enhanced and developed, in stages, until the desired level of ‘advanced
activity (asset) management planning’ i s reached.
t) Able to be Kept Easily Updated
Is easily able to be kept continuously updated.
u) Avoids or Eliminates Unnecessary Duplication
Avoids or eliminates the unnecessary duplication that would otherwise occur in a variety of areas.
v) Encourages Continuous Improvement
Is not only able to be used by, but the method of its compilation encourages its use by, managers
as a working document and prime management tool to aid continuous improvement throughout the
year.’
w) Helps Newly Appointed Managers Become Productive Earlier
If passed to a newly appointed ‘Activity Manager’, would give that person a clear total picture of the
whole situation relating to the activities which he/she is to have responsibility for.
x) Establishes a Decision-Making Audit Trail
Will automatically result in there being a clear audit trail of the way that decisions have been made
(and the reason(s) for the chosen option) – a necessary requirement now pursuant to Section 77 of
the Local Government Act 2002.
y) Forces Stronger, more Co-ordinated and Focussed Management and Greater
Accountability
As a result of the way in which it has been ‘put together’ and is required to be updated, forces stronger and more co-ordinated and focussed management of the activity, and greater accountability – and makes the local authority focus less on the preparation of plans to meet statutory requirements, and more on more effective and efficient long-term management of the activity.
Solid Waste Activity Management Plan 8
Solid Waste Management Plan
1. Introduction
1.1 Background
Territorial Local Authorities have a legal obligation under the Local Government Act of 2002 and the Waste Minimisation Act 2008, to promote effective and efficient waste management within their districts.
There is also a duty under the Health Act 1956 to improve, promote, and protect public health within their districts.
This implies in the case of solid waste disposal, that Councils have the obligation to identify where a service is required, to provide it directly themselves, to maintain an overview of the solid waste disposal activity if it is provided by others, and to show the community how it intends to provide the services.
The Ashburton District Council provides recycling and residual waste disposal facilities at Resource Recovery Parks at Ashburton and Rakaia. The Council also provides kerbside collection of solid waste and recyclables in Ashburton, Methven, Rakaia, Mayfield, Mt Somers, and Hinds. Recyclable resource drop off facilities are provided in Methven, Mt Somers, Willowby, Mayfield, Hinds, Hakatere Huts, Rangitata Huts and Pendarves. All landfills in the District have been closed and maintained under resource consent conditions. Residual waste from Ashburton, Hinds, Methven, Mayfield, Mt Somers and Rakaia is transported to the Regional Landfill at Kate Valley in the Hurunui District.
The Ashburton District Council is a shareholder (3%) in Transwaste Canterbury Ltd, a joint venture company with four other Canterbury Councils (47% shareholding), and Canterbury Waste Services Ltd (50% shareholding), which is 100% owned by Transpacific Industries Group (NZ) Ltd. The company has developed a regional landfill facility at Kate Valley, in the Waipara area of Hurunui District.
The District’s unrecoverable solid waste is transported to Kate Valley for disposal. The Council is committed to the regional landfill for the Canterbury region as providing the best means of providing a state of the art landfill facility for the region’s solid waste disposal in the most environmentally responsible way.
The purpose of this plan is to outline and to summarise, in one place, the Council’s strategic and management long-term approach for the disposal of solid waste from properties throughout the district whether they be provided by public or private means.
All of the figures for the LTP in this report are expressed in dollar values as at 1 July 2012, with no allowance for inflation, and unless stated to the contrary are GST exclusive.
Further information about each of the following matters is in the Appendices.
Solid Waste Activity Management Plan 9
1.2 Community Outcomes to Which the Activity Contributes
The protection of the environment and community through the collection, recycling and disposal of solid waste contributes to achieving the following community outcomes:
a. A thriving and diverse local economy
• The infrastructure and services meet the current and future needs.
• The district is an attractive place to live, visit and do business.
• Council’s investments provide a return to ratepayers and contribute to economic development.
b. Sustainable natural and built environments
• People can access and enjoy our natural environments
• Understand the need to protect our natural environment and act to do so. • Have attractive built environments that meet our community’s needs • The community has access to information and services that promote environmental
responsibility and sustainability.
c. An enjoyable place to live • The community has access to a range of cultural and heritage facilities and activities. • The district has sporting and recreational facilities that meet the district’s needs. • The district offers opportunities for people of all ages to develop their skills and enrich their
knowledge.
d. A safe and healthy community • Access to a range of health and social support services. • The community’s environmental health is protected. • Well-prepared to respond to emergency situations.
1.3 Activity Goal and Principal Objectives
The Solid Waste Management Activity goal is:
To provide a cost effective range of waste management services and facilities that contributes to sustainable management, conservation of resources and protection of the community and the environment.
The Councils’ activity objectives are:
a) To provide the community with safe, convenient and effective solid waste services that
contribute to the overall wellbeing of the district
b) To provide recycling, reuse and waste management services and facilities that are sustainable, minimise impact on the environment and that meet requirements of the Resource Management Act 1991
c) To develop and maintain effective relationships with regional and national resource
management agencies
Solid Waste Activity Management Plan 10
2 Levels of Service, Performance Measures and
Relationship to Community Outcomes
2.1 Waste Management and Minimisat ion Plan
The Council adopted its “Waste Management Plan for Solid and Hazardous Waste” i n December1999 and was reconfirmed by Council in 2005. This Plan was subsequently reviewed in 2011 and revoked as it did not comply with the Waste Minimisation Act 2008. A new draft Waste Management and Minimisation Plan has been prepared in 2011 and is currently out for public consultation.
The Plan’s vision for the future is “working towards Zero Waste by providing and maintaining solid waste and recycling facilities and services, these will contribute to community outcomes of:
• supporting a thriving and diverse economy;
• contribute to a healthy community; and
• contribute to sustainable lifestyles and minimise environmental impacts.
These will in turn assist Council in reaching their overall vision for the District, which is Ashburton: District of Choice for Lifestyle and Opportunity.”
The main goals of the Plan are to develop the most cost effective range of waste management services possible with the aim of ensuring sustainable management, conservation of resources and protection of the environment and public health.
The objectives of the Plan are to:
· Work towards an aspirational goal of zero waste in both urban and rural communities.
· Ensure suitable cost effective collection and disposal systems exist which minimise the risks to the environment and community.
· Achieve responsible and informed decisions on solid waste management by the community.
2.2 Service Targets and Performance Measures
Performance in achieving outcomes and key levels of service is monitored using the following
measures:
Rationale
Levels of Service Performance Measures
To contribute to sustainable
management, conservation of
resources and protection of our
community and environment.
Protect the community and
environment from the effects of
harmful waste and promote
waste minimisation
Reduce the volume of waste per
rateable property being
disposed of to landfill
Increase the percentage of
recyclable or reusable material
diverted from the waste stream
Compliance with resource
consent conditions relating to
Closed Landfills and Resource
recovery park operations.
Solid Waste Activity Management Plan 11
Rationale
Levels of Service Performance Measures
Kerbside collection service
meets customer’s needs
Residents receiving kerbside
rubbish collection are satisfied
with the service (Annual
Residents Survey)
Residents receiving kerbside
recycling collection are satisfied
with the service (Annual
Residents Survey)
Table 2-1 Performance Measures
Solid Waste Activity Management Plan 12
3 The Existing Situation Described
3.1 Solid Waste Services and Facilities
3.1.1 Kerbside collection of refuse
The Council provides a weekly residual waste collection in black prepaid bags in the urban areas of Ashburton, Methven, Rakaia, Hinds, Mayfield, and Mt Somers. The residual waste is transported to the Ashburton Resource Recovery Park and compacted into special freight containers for transport and disposal to the Canterbury Regional Landfill at Kate Valley in Hurunui District.
The kerbside refuse collection extends to industrial and commercial properties.
3.1.2 Kerbside recycling collection
Kerbside collection of recyclable resources is carried out weekly in Ashburton, Methven, Hinds, Mount Somers and Mayfield using 45 litre plastic crates. Up to four recycling crates may be placed outside each residential property. The first recycling crate is provided “free” to householders and additional crates are provided by Council at the cost to produce the crates. The recycling collection is sorted by hand at the kerbside into:
• Plastics
• Steel cans
• Aluminium cans
• Paper
• Cardboard
• Glass (green/brown/clear)
The kerbside recycling collection extends to industrial and commercial properties.
Recyclable resources are taken to the Ashburton RRP for further processing.
In Rakaia recyclable resources are collected weekly at the kerbside using the official blue (dry) bag, and transported to the Rakaia RRP for sorting by volunteers.
3.1.3 Kerbside collection of Green and Household Organic Wastes
Green and household organic waste is collected weekly only in Rakaia using the official green (wet) bag and transported to the Rakaia RRP for processing.
3.1.5 Resource Recovery Parks in Ashburton and Rakaia
Resource recovery parks (RRPs) are located in Ashburton and Rakaia. The Ashburton RRP is operated under contract to Council. At the Rakaia RRP recyclable resources, except glass, are processed and managed by the Rakaia Community Association volunteers and general operation of the facility is carried out under contract to Council. Under current contracts all resources deposited at the Ashburton RRP become the property of the operator. At the Rakaia RRP, the resources except glass become the property of the Rakaia Community Association.
Activities at the Ashburton RRP comprise:
• Drop-off for all re-usable items and recyclable resources.
• Re-use retail outlet for all collected reusable items (excludes electrical goods).
• Sorting, baling and sale of recyclable resources collected from the kerbside collection, drop-off facilities, or dropped off at the RRP.
• Collection of electronic waste including computers, monitors, keyboards, printers and
Solid Waste Activity Management Plan 13
televisions.
• Green waste drop-off.
• Green waste composting (including green waste from Methven), and sale of product.
• Drop-off, sorting and sale of construction and demolition waste, including concrete/brick crushing for aggregate, steel recovery and sale of re-usable items.
• Collection of waste oil.
• Education services and school programme.
• Residual waste collection and transfer to Kate Valley Landfill.
• Domestic hazardous waste drop-off for small amounts of household hazardous waste.
The contractor is incentivised to recover resources from the residual waste and is paid monthly for tonnages recovered from the residual waste stream.
Activities at the Rakaia RRP comprise:
• Drop-off for re-usable items and recyclable resources
• Sorting, baling and sale of recyclable resources collected from the kerbside collection, or dropped off at the RRP.
• Green waste drop-off
• Green waste composting and sale of product.
• Refuse drop-off for transfer to Ashburton RRP.
3.1.6 Recycling drop-off facilities
Un-manned recycling drop-off facilities are located in Mayfield, Mt Somers, Willowby, Hinds, Hakatere Huts, Rangitata Huts and Pendarves. These drop-off facilities receive:
• Cardboard
• Paper
• Aluminium and steel cans
• Glass bottles.
Methven has one main recycling drop-off facility and a CBD recycling station which accept the following materials
• Cardboard
• Paper
• Aluminium and steel cans
• Glass bottles
• Plastic
Methven also has a facility for the drop-off of household items for recycling or reuse, and a separate greenwaste and inorganic resources drop-off facility.
3.1.7 Education
Council has contracted out education services in relation to solid waste management and minimisation. The education services provided comprise:
• Operating the education centre at the Ashburton RRP
• Working with schools
• Working with community groups
• Working with businesses
• Displays at shows or events
• Telephone helpline
• Press releases each month on waste issues.
3.1.8 Solid Waste Volumes
Solid Waste Activity Management Plan 14
Volumes for the last two financial years are summarised in the following table:
Residual waste
Tonnes
Recyclable resources
Tonnes
C&D Waste Tonnes
(3)
Green Waste Tonnes
Total Diverted %
2004/05 7,609 (1)
2,349 - 1,629 (1)
34.3
2005/06 7,537 (1)
2,621 - 2,082 (1)
38.4
2006/07 7,895 (1)
3,140 - 2,749(2)
42.8
2007/08 8,056 (1)
3,973 - 2,133 (2)
43.1
2008/09 8,837 (1)
4,736 - 1,473(2)
41.3
2009/10 8,375 4,649 - 1,880 (2)
43.8
2010/11 8,061 4,321 1,181 (2)
40.6
Notes:
(1) Data obtained from Ashburton District Council Solid Waste Activity Management Plan, March 2009, Version 3.
(2) Tonnages for greenwaste have been derived from cubic metres of greenwaste shredded and calculated back into tonnes (3.058 m
3/t). The 2010/11 figure is based on 3 months of calculated
tonnage and 9 months of actual recorded tonnes.
(3) Tonnages of C&D materials were not recorded prior to July 2010.
(4) The data presented in this table excludes recyclable materials collected in Rakaia
Tonnes of reusable items prior to 2010/11 are calculated from sales. From October 2010 actual tonnage is recorded. The most recent data is thus not directly comparable with earlier data.
Table 3-1 Breakdown of recyclable resources (tonnes)
Solid waste facilities in the district are located as follows:
SITE RESIDUAL WASTE
GREEN WASTE
INORGANIC WASTE
RECYCLABLE WASTE
HOUSEHOLD ORGANIC WASTE
Ashburton
Methven
Rakaia
Mayfield
Mt Somers
Willowby
Hinds
Hakatere Huts
Rangitata Huts
Pendarves
3.2 Closed Landfills
Ashburton, Methven, Rakaia, Hinds and Mayfield landfills are closed. Resource consents have been obtained for all of these and all are subject to ongoing monitoring and aftercare in accordance with consent conditions and Post Closure Management Plans.
3.3 Private Solid Waste Disposal
Businesses offering private collection of solid waste in the Ashburton District Council area include:
· Regular Rubbish Removals
· Dial a Drum
· Gary McCormick Transport
· Rakaia Community Association
· Total Bin Supplies
· Mastagard Group
· WasteBusters Trust Canterbury
The Council’s Resource Recovery Park’s are used for disposal. Solid waste may also be disposed of on private rural properties by composting or burning. The Council’s bylaws and rules in Ecan’s Natural Resources Regional Plan regulate this activity.
3.4 Asset Valuation
The most recent valuation is summarised in Table 3.3 below.
Solid Waste Activity Management Plan 16
Table 3.3: Solid Waste Asset Valuation (1 July 2011)
3.5 Current and Future Issues
A Waste Assessment was undertaken and this identified the following District issues with respect to waste management and minimisation:
There is limited waste data on waste composition making it difficult to identify waste streams to target for further diversion
Disposal of Construction & Demolition (C&D) waste and cleanfill is not reliably quantified and requires a suitable site for the temporary storage and processing of material prior to disposal.
The Ashburton Resource Recovery Park (RRP) has operational, maintenance and storage issues that need to be addressed.
There is still significant non-compliant materials being disposed of in refuse and recycling receptacles.
A review of the existing 45 litre recycling crate capacity should be undertaken to determine if a larger crate/bin would be more effective in diverting more recyclable /reuse materials.
Educating and enthusing the public regarding the importance of separating recyclable and reusable materials from refuse to reduce contamination of the different waste streams.
Management of organic and putrescibles in urban communities. Uncertainty over government climate change policies, carbon prices and the continual
changes in the emission trading scheme.
A list of specific actions have been identified in the Action Plan of the Waste Management and Minimisation Plan to address the above issues.
ASSET TYPEORC
1 July 2011
ODRC
1 July 2011
Depreciation to
Date
Annual
Depreciation
1 July 2011
Rakaia Resource Recovery Park $444,415 $350,286 $94,129 $13,261
Ashburton Resource Recovery Park $1,999,416 $1,613,138 $386,278 $55,927
Methven Recycling drop-off area $74,239 $62,267 $11,973 $4,309
Mayfield Recycling drop-off area $5,792 $3,280 $2,512 $442
Hinds Recycling drop-off area $2,036 $1,425 $611 $204
Recycling $22,564 $22,564 $0 $1,062
Ashburton and Tinwald Litter Bins $216,770 $38,891 $177,880 $16,719
Mayfield Litter Bins $829 $829 $0 $83
Methven Litter Bins $28,302 $7,129 $21,173 $2,164
Rakaia Litter Bins $20,239 $6,268 $13,971 $1,721
Rakaia Huts Litter Bins $0 $0 $0 $0
Hinds Litter Bins $9,694 $3,197 $6,497 $944
Mt Somers Litter Bins $6,914 $1,379 $5,536 $628
$2,831,210 $2,110,651 $720,559 $97,464
Solid Waste Activity Management Plan 17
4 Maintenance and Operating
4.1 Ownership and operation
The Council has a number of contracts which cover the solid waste facilities, collection and disposal services in the District. These are all performance based contracts with clear outcomes as set out in the contracts. In addition to the contractors, a volunteer group assists with the running of the recycling activities at the Rakaia Resource Recovery Park.
Site Activity Contractor
Ashburton RRP Operation of RRP Mastagard Ashburton Ltd
2010/15
Operation of recycling resources drop-off facility
Mastagard Ashburton Ltd
2010/15
Operation of education centre Mastagard Ashburton Ltd
2010/15
Operation of greenwaste and demolition materials activities
Mastagard Ashburton Ltd
2010/15
Methven RRP Operation of recycling resources drop-off facility
Mastagard Ashburton Ltd
2011/15
Greenwaste and inorganic Materials Drop off Facility
Minor Maintenance Contractor 2011/15
Rakaia RRP Operation of RRP Minor Maintenance Contractor 2012/15
Operation of recycling centre Minor Maintenance Contractor & Rakaia Community Association
Kerbside collection services in towns
Residual waste G Preston & Son 2009/12
Recycling collection G Preston & Son 2009/12
Household organic waste (Rakaia only)
G Preston & Son 2009/12
Transport waste to Kate Valley Landfill
Waste collected at Ashburton and Rakaia transported to Kate Valley
Transwaste Canterbury Ltd 2015
Table 4.1: Solid Waste Contracts
The contract activity is shown in Table 4.1, and most of these contracts are long term (3 years or more) to obtain the best prices for this work.
In accordance with the Ashburton District Council’s shareholding in Transwaste Canterbury Ltd, residual solid waste from Ashburton, Rakaia, Mount Somers, Mayfield, Methven, and Hinds is transported to the Kate Valley Regional Landfill in Hurunui District. In regard to this a contract has been let to Transwaste Canterbury Ltd for the period to June 2015 for transport to Kate Valley.
The estimated annual cost to transport and dispose of residual waste is the cost per trip plus cost to dispose per tonne multiplied by estimated tonnage. In 2010/11 8061 tonnes was transported out of the district for disposal.
The Council owns the recyclable resource drop off facilities and Resource Recovery Parks in the District, and some land at Ashburton is leased from Environment Canterbury.
A domestic hazardous waste drop off facility is situated at the Ashburton RRP. Only domestic quantities are received. The facility is a purpose built shelter on a bunded concrete pad in a
Solid Waste Activity Management Plan 18
lockable compound. Resource consents were obtained from Ecan and ADC. Staff are specially trained and hold approved handler certificates.
A dividend from Transwaste Canterbury Ltd is expected to be paid to the Council annually as the Council is a shareholder in the regional landfill. This accrues to the Council’s Dividend account. Since July 2009, a waste levy of $10 per tonne of refuse to be disposed at the Kate Valley Landfill, has been collected for waste minimisation purposes.
On 6 September 2004 the Canterbury Waste Subcommittee passed a resolution to implement a shared transport cost arrangement whereby Christchurch City Council, Banks Peninsula District Council (since amalgamated with Christchurch City) and Waimakariri District Council proportionally (based on population) contribute towards the transport costs for waste sent to Kate Valley landfill by Ashburton and Selwyn District Councils. By agreement the Hurunui District Council, as host council to the landfill, is not part of the cost share arrangement, the purpose of which is to ensure that communities further away from the landfill are not disadvantaged through higher transport costs.
The agreed mechanism for payments to Ashburton and Selwyn councils is via a request by the Joint Committee to Transwaste Canterbury Ltd to adjust the company’s final dividend payments (to be declared) accordingly – i.e. to reduce the Christchurch and Waimakariri Council’s dividend payments and to increase the Ashburton and Selwyn Council’s dividend payment based on agreed rules.
4.2 Maintenance and Operating Costs
The total estimated operations and maintenance costs for solid waste activities is summarised in
Figure 4.1.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
Exp
en
dit
ure
($)
Year
Estimated O&M Costs - Solid Waste Collection
OPEX Depreciation Overhead charges
Solid Waste Activity Management Plan 19
Figure 4.1: Maintenance and Operating Forecasts (no inflation)
4.3 Business Continuity / Emergency Management
The Ashburton District Civil Defence Plan 2005-2010 provides under Public Health arrangements liaison with the Council’s solid waste services in advising residents on disposal of waste during a civil defence emergency.
This Plan is under review in 2011.
The Council is also developing systems (Emergency Response Plan) which outline procedures enabling the continuation of solid waste disposal (possible at a reduced level) during a major breakdown or civil defence emergency.
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000E
xp
en
dit
ure
($)
Year
Estimated O&M Costs - Solid Waste Management
OPEX Depreciation Overhead Charges
Solid Waste Activity Management Plan 20
5 Future Demand
Ashburton District Council has a target to achieve zero waste by 2015. It is recognised that this is an aspirational target that is unlikely to be achieved without the commitment of significant resources and funding. The current plan will not achieve zero waste by 2015 but, in the spirit of this objective, ongoing advances in waste minimisation are proposed. Furthermore, minimising the waste being transported to landfill will generally reduce overall costs to council, mainly due to the high transport and disposal costs to the Canterbury Regional Landfill at Kate Valley.
Ashburton District Council uses the “high” population forecast series in its growth modelling for the future as it best reflects:
• Current strong population growth in the district
• Continued change in land use with increased on-farm residences
• Expected migration from Christchurch due to the recent earthquakes (based on current anecdotal evidence)
• Consistency with Ashburton District residential building consent trend analysis over the past five years (which indicates the district’s population has grown by approximately 2,500 people since 2006 – closest to the high series forecast).
It is considered that the “high” series provides a prudent assessment of future increased demand through population growth. Ashburton District’s population looks set to continue this growth over the next ten years, reversing earlier trends of low or no growth.
The rate of projected growth varies across the district, with Methven expected to be the fastest growing urban centre over the next 20 years, growing at an average rate of 2.7% per year. The rural population is also projected to grow at a faster rate than the Ashburton urban area.
Waste minimisation legislation passed into law in 2008 aims at reducing waste through product Stewardship, a national waste levy, and waste minimisation initiatives.
Solid Waste Activity Management Plan 21
6 New Capital Expenditure
6.1 Proposed Future Capital Works Programme
The Council intends to develop current sites to improve the way that recyclables and greenwaste
are treated.
In 2011/12 a study is planned regarding the collection and processing of foodwaste (putrescibles).
After the successful survey carried out late 2005, it is likely that the Council will provide funding for
foodwaste collection and processing in 2013/14. This is expected to be the only major capital cost
item.
Significant improvements are planned across the 10 year period at the Ashburton RRP, $209,000
has been budgeted for putrescibles, site development and demolition and construction.
$25,215 of new capital has been identified for installation of litter bins at Ashburton, Methven,
Rakaia, Hinds, Mt Somers and Mayfield across the 10 year period.
In addition, upgrades at both Methven and Rakaia RRP are proposed. This includes future
development of the recycling drop off at Methven to allow receipt of demolition and green waste in
2010/11 & 2011/12. Additionally the Vaughans Rd site requires beautification in 2012/13. At
Rakaia a new container and further site development is planned.
Aftercare of ARRP is required as part of Ecan’s post closure requirements.
An overview of the new capital budgets can be seen in table 6.1 and figure 6.1. A further
breakdown of the budgets can be seen in appendix F.
Solid Waste Activity Management Plan 22
Table 6.1: New Assets (excluding growth renewals)
Future New Capital
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Year
Figure 6.1: New Assets (no inflation)
6.2 Capital Works Policies
The Council considers service, functionality, price, availability, reliability and maintenance requirements when developing or acquiring new assets.
6.3 Other Capital works Issues
There are no planned calls on capital from Transwaste Canterbury Ltd for the operation of the Landfill Site.
Solid Waste Activity Management Plan 23
7 Renewals Capital Expenditure and
Depreciation
Renewals identified can be seen in table 7.1. Replacement of litter bins in Ashburton has phased
across the 10 year period. Resealing at both Ashburton RRP and Rakaia RRP is planned. Landfill
aftercare and beautification is also planned for both Ashburton and Rakaia. Security/fencing
upgrades are planned in 2009/10 at ARRP.
The cost of asset renewal work carried out is sourced from depreciation. If this funding is not
sufficient to cover the cost of works, then loan funding is used. Figure 7.1 shows the trends in
funding from deprecation and renewals expenditure, demonstrating that in 2017/18 renewals
expenditure exceeds income from depreciation (the level at which decline in service potential is
Depreciation Renewal Expenditure Service Potential
Figure 7.1: Cumulative Depreciation and Service Potential 2009/2019
Figure 7.1 shows that the depreciation provision significantly exceeds the renewals provision over
the 10 year period – largely because the assets are new and not yet due for renewal. The
accumulation of lost service potential indicates a growing renewal liability in future years.
Solid Waste Activity Management Plan 24
Table 7.1: Asset Renewals
Solid Waste Activity Management Plan 25
8 Funding the Annual Net Cost – ‘Who Pays’
8.1 Funding Sources
Capital Value General Rate is used to fund District-wide benefit accruing through the provision of the service. Capital Value Targeted Rates are used to fund benefit accruing to specific areas within the District.
A Capital Value rating mechanism is considered appropriate to reflect stakeholder community interest and the ability to pay. Uniform Charges are used to reflect equal benefit accruing to each property owner.
More detailed information on the funding regime and rationale are contained in the Council’s Revenue and Financing Policy.
The Solid Waste Management activity is funded from the following sources:
8.1.1 Solid Waste Management
· Fees and Charges (60%)
Solid waste management and disposal has a considerable private benefit in providing a convenient place to recycle or dispose of unwanted refuse. This benefit is assessed as high at 60% and is recovered through user pays fees and charges.
· Capital Value General Rate (40%)
District wide benefit accrues to the community through knowing that refuse is being managed in a coordinated, safe and environmentally acceptable way. This benefit is assessed as medium and set and is recovered through a Capital Value General Rate.
Capital Value is used for the funding mechanism because the benefit relates to the community as a whole and is deemed to have a property related benefit.
8.1.2 Solid Waste Collection
· Fees and Charges (50%)
There is a private benefit to people receiving a solid waste and recycling collection service. The benefit is excludable and measurable and therefore highly rival (more waste means more cost). There is a clear case for the “user pays” principle to be applied. This benefit of kerbside collection is assessed as being high and is recovered through rubbish bag sales.
· Targeted Uniform Annual Charge (40%)
The recycling service costs will be allocated to each town on a group basis (with each property within the group paying a uniform charge) according to the costs of providing the service in each respective town irrespective of the amount of recyclable material collected.
· Capital Value Targeted Rate (10%)
The litter bin service will be paid for through a Capital Value Targeted Rate on CBD/ Commercial ratepayers in Ashburton, and Commercial/ Industrial ratepayers in Methven and Rakaia as it is considered that businesses benefit from the provision of this service.
Solid Waste Activity Management Plan 26
8.2 Statement of Financial Performance
The overall financial summaries, including expenditure and income, are provided in Table 8.1.
Under the Resource Management Act 1991, Councils must protect the life supporting capacity of air, water, soils, and ecosystems: generally by regulating the effects of human development on the environment.
Current Resource Consents relating to Solid Waste Management are included in Appendix H.
Property Designations are shown within the District Plan (Schedule A.1 Nos 132 to 138).
10 Demand Management
The Council has developed programmes as required by the Waste Minimisation Act 2008 for the following hierarchy of disposal options:
· Reduce
· Reuse
· Recycle
· Recovery
· Treatment
· Disposal
Waste minimisation education is being implemented on behalf of the Council by Mastagard Ashburton Ltd.
Ashburton District Council has a target to achieve zero waste by 2015. It is recognised that this is an aspirational target that is unlikely to be achieved without the commitment of significant resources and funding. The current plan will not achieve zero waste by 2015 but, in the spirit of this objective, ongoing advances in waste minimisation are proposed. Furthermore, minimising the waste being transported to landfill will generally reduce overall costs to council, mainly due to the high transport and disposal costs to the Canterbury Regional Landfill at Kate Valley.
Waste generation will increase with economic and population growth. With waste minimisation measures in place, it is possible to reduce the waste per capita produced, and coupled with the rising cost of waste disposal to landfills, the upward trend in waste generation may be able to be slowed down. Reduction in overall waste generation may require more drastic waste minimisation measures to be undertaken.
10.1 Pricing
The Council uses pricing for solid waste disposal and bags which link waste volume to cost. Those who dispose of solid waste are charged a greater portion of the cost of disposal.
11 Significant Negative Effects
Solid Waste disposal has the potential to cause significant negative environmental effects.
This activity has to be carried out to limit environmental effects as set out by the various consents, so the District has no alternative but to accept the associated costs. Every effort will be made in future years to determine ways and means to reduce the cost of managing solid waste.
Solid Waste Activity Management Plan 30
12 Private Solid Waste Disposal
Private solid waste collection contractors operate within the District, using the Ashburton RRP for disposal.
13 Significant Forecasting Assumptions,
Uncertainties and Risk Management
Future volumes of solid waste are difficult to predict accurately due to the uncertainties in population changes, economic growth, and changes in and timing of recycling collections in parts of the District.
The assumptions used when preparing this activity plan are as follows:
· There is no provision for inflation in cost forecasts.
· The Council will continue to be involved in the provision of solid waste services within the District.
· The Council will be able to obtain the necessary resource consents.
- Forecasts are based on the best available knowledge of asset condition and performance, and on the levels of service identified in the 2012/2022 Long Term Plan.
· A waste assessment was undertaken in 2011 and projected waste generation has been estimated for the next five years.
· The market for recyclable/ reusable products is changeable and there will be variations in the contribution that the sale of these items makes to the operating costs of contractors.
· The true value of the asset (and the amount that has to be set aside annually for depreciation) can be expected to become more accurate as the Council’s knowledge of this improves.
· In preparing the maintenance and operating budget it is assumed that there will be no change to the method of service delivery. However as a result of the review of Action Plan items in the Waste Management and Minimisation Plan, changes to service delivery may be possible.
· As historical expenditure profiles are developed, trends in maintenance and operational costs can be developed. In turn, this will enable improvement in the accuracy of the projections contained in this plan.
· The Council will be able to continue to dispose of residual solid waste at the Kate Valley
landfill site, subject to terms and conditions that are acceptable.
14 Solid Waste Bylaw
The Solid Waste Bylaw came into effect on 1 July 2008 and must be reviewed before 1 July 2012. Sections 145 and 146 of the LGA 2002 specifies the bylaw making power for waste management covering:
· Prohibited activities
· Household refuse
· Disposal of refuse
· Restriction on collection
· Commercial refuse
· Street litter bins
· Approved containers
· Refuse collection
· Ownership of refuse
· Recycling
· Hazardous waste
· Penalty
Solid Waste Activity Management Plan 31
There is a Policy document attached to the Bylaw which deals with the fine detail of:
· Placement of containers for emptying
· Control of refuse disposal sites
· Recyclables on refuse disposal sites
15 Plan Review / Public Consultation
The approach that has been outlined herein will be updated on a continuous basis as circumstances change, and will be comprehensively reviewed at intervals of no less than three years via the Special Consultative Procedure.
16 Summary and Conclusions
Ashburton District Council will continue to promote waste management and minimization within the Ashburton District by providing a range of services and facilities that are cost effective, contribute to sustainable management, conserve resources and protect our community and environment.
District specific issues to meet forecast demands have been identified and addressed in the Waste Management and Waste Minimisation Plan 2011 establishing Councils intention for forward works and services that inform the capital work programme of this plan.
Similarly the national waste levy will provide additional support to aspire towards zero waste and puts great importance on education and encouraging the support of waste minimization in the community.
Solid Waste activities are working strongly toward achieving community outcomes relating to a thriving and diverse local economy, sustainable natural and built environments, an enjoyable place to live and a safe and healthy community.
Solid Waste Activity Management Plan 32
17 Schedule of Proposed New Capital &
Renewals Capital Works – Next 10 Years
Solid Waste Activity Management Plan 33
Solid Waste Total Expenditure (Collection &
Management)
120,000
100,000
80,000
60,000
40,000
20,000
0
Year
Asset Additions Asset Renewals Loan Repayment
Figure 16.1: Total Costs Next 10 Years (no inflation)
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 34
Appendix A - Legislative and other
Requirements and Relationships with
other Planning Documents and with other
Organisations
REFERENCE / REASON:- INTERNATIONAL INFRASTRUCTURE MANAGEMENT MANUAL
GUIDELINES
The legislative and planning requirements which the Ashburton District Council is required to
comply with when carrying out solid waste management, maintenance, and capital improvement
activities, are extensive. The requirements include the following:
A- 1 Legislative Requirements
· Local Government Act 2002.
· Local Government (Rating) Act 2002.
· Health Act 1956.
· Resource Management Act 1991.
· Civil Defence Emergency Management Act 2002.
· Health and Safety in Employment Act 1992
· Building Act. 2004
· Waste Minimisation Act 2008
A- 2 National Planning Documents and Standards
· Government’s Sustainable Development Action Plan.
· New Zealand Standard SNZHB 4360:2000 ‘Risk Management for Local Government’.
· Management of Healthcare, Waste NZS4304:2002
· Emergency Operations Centre Guidelines 2007
· NZS3910:2002 Conditions of Contract for Building and Civil Engineering Construction
· Resource Recovery Park Design Guideline
· National Energy, Efficiency, Conservation Strategy 2001.
· New Zealand Waste Strategy 2010.
· Health and Safety in the Waste Industry (2006)
· Waste Management in NZ. A Decade in Progress.
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 35
· Transwaste Canterbury Ltd Statement of Intent 2012
· Transwaste Canterbury Memorandum of Understanding
· Hazardous Waste Reference Guide 2006
· Assessment of Regional Waste Minimisation Options 2006 - 10
· Canterbury Regional Waste Data Technical Report (2002 – 2008)
A- 4 Council Planning Documents
· ADC Draft Waste Management and Waste Minimisation Plan (2011) for public consultation
· Ashburton District Plan.
· Ashburton Development Plan (July 2005)
· Council’s Engineering Design Standards for Subdivisions and Development.
· Business Plans, including budgets, management strategies and performance measures.
· Contract documents, specifications, service levels, and reporting requirements.
· Bylaws, Standards and Policies.
Activity Management Plans support the LTP. The LTP outlines programmes in detail over
the next three years and an outline over the subsequent seven years. The LTP will be updated
every three years. The current review is being undertaken for –2012 – 2021.
A- 5 Relationships with Other Organisations
Key stakeholder organisations are listed in Appendix U. Those with whom the Council has a key
relationship in terms of services are:
· Environment Canterbury
· National Office of the Ministry of Health (Subsidies).
· Local Medical Officer of Health (Part 7, Local Government Act).
· Transwaste Canterbury Ltd
· Ministry for the Environment
· Audit Office NZ.
· Canterbury CDEM Planning Group
· Department of Conservation
· NIWA
· WasteMinz
· Recycling Operators of NZ Inc (RONZ)
· Resource Efficiency in the Building and Related Industries (REBRI)
· Scrap Metal Association
· G. Preston & Son
· Mastagard Ashburton Ltd
· ChemWaste
· Keep NZ Beautiful
· Zero Waste NZ Ltd · Agrecovery
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 36
A- 6 Detailed Requirements
A number of these requirements are further described below.
A- 6.1 Local Government Act 2002
Significant requirements in relation to this Plan are:
· Schedule 10
· The requirement to consider all options and to assess the benefits and costs of each option
(see Appendix ‘F’). relating the full assessment of sanitary services.
· Special consultative procedure Sections 82-92.
The Council adopted a Waste Management Plan for Solid and Hazardous Waste in December
1999and was reconfirmed by the Council in 2005. With the introduction of the Waste Minimisation Act 2008, the Plan was reviewed and revoked in 2011. A new draft Waste Management and Minimisation Plan has been prepared and is currently under public consultation.
The Plan’s vision for the future is “working towards Zero Waste by providing and maintaining solid waste and recycling facilities and services, these will contribute to community outcomes of:
• supporting a thriving and diverse economy;
• contribute to a healthy community; and
• contribute to sustainable lifestyles and minimise environmental impacts.
These will in turn assist Council in reaching their overall vision for the District, which is Ashburton: District of Choice for Lifestyle and Opportunity.”
The objectives of the Plan are to:
· Work towards an aspirational goal of zero waste in both urban and rural communities.
· Ensure suitable cost effective collection and disposal systems exist which minimise the risks to the environment and community.
· Achieve responsible and informed decisions on solid waste management by the community.
As part of the Plan, landfill sites within the District have been closed and replaced by resource recovery parks. The Council has given support to voluntary and commercial organisations to provide services for recycling waste and waste management, particularly in smaller towns and rural areas.
A- 6.1.1 Waste Management Services and Works
Under Section 52 of the Waste Minimisation Act 2008, Council “may undertake, or contract for, any waste management and minimisation service, facility, or activity (whether the service, facility, or activity is undertaken in its own district or otherwise)” and may “charge fees associated with the exercise of the power in accordance with its waste management and minimisation plan.”
A- 6.1.2 Bylaws
Section 145 and 146 of the Local Government Act 2002 sets out a specific bylaw making power for
waste management covering:
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 37
· Prohibiting or regulated the disposal of waste.
· Regulating the collection and transportation of solid waste.
· The mode and disposal of dead animals.
· The charges to be paid for use of facilities.
· Regulating public access to these facilities.
· Prohibiting the removal of waste intended for recycling.
· The licensing of persons who collect or transport solid waste.
A- 6.2 Waste Minimisation Act
The Waste Minimisation Act 2008 encourages a reduction in the amount of waste we generate and dispose of in New Zealand and aims to lessen the environmental harm of waste.
This Act also aims to benefit our economy by encouraging better use of materials throughout the product life cycle, promoting domestic reprocessing of recovered materials and providing more employment.
In summary, the Act:
· Puts a levy on all waste disposed of in landfills to generate funding to help local government,
communities and businesses reduce the amount of waste.
and other parties take responsibility for the environmental effects from their products at end-of-
life – from ‘cradle to grave’.
· Allows for regulations to be made making it mandatory for territorial authorities and others (for
example, landfill operators) to report on waste to improve information on waste minimisation.
· Clarifies the role and responsibilities of territorial authorities with respect to waste
minimisation.
· Introduces a new Board to give independent advice to the Minister for the Environment on
waste minimisation issues.
A- 6.3 Resource Management Act
In relation to Solid Waste, the Resource Management Act 1991 deals with the control of discharges
or contaminants into water and air.
“Section 5
(1) The purpose of this Act is to promote the sustainable management of natural and physical
resources.
(2) In this Act, sustainable management means managing the use, development, and protection
of natural and physical resources in a way, or at a rate, which enables people and communities to
provide for their social, economic, and cultural wellbeing and for their health and safety while—
(a) Sustaining the potential of natural and physical resources (excluding minerals) to meet
the reasonably foreseeable needs of future generations; and
(b) Safeguarding the life-supporting capacity of air, water, soil, and ecosystems; and
(c) Avoiding, remedying, or mitigating any adverse effects of activities on the environment.
Section 17 outlines the following duties.
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 38
(1) Every person has a duty to avoid, remedy, or mitigate any adverse effect on the environment
arising from an activity carried on by or on behalf of that person, whether or not the activity is in
accordance with a rule in a plan, a resource consent, a designation, section 10, section 10A, or
section 20A
A- 6.4 Canterbury Regional Policy Statement
The requirements of the Resource Management Act 1991 are being implemented by the
Canterbury Regional Council through the Resource Consent procedure and the proposed Regional
Policy Statement. This is a written statement of the principles, priorities, and courses of action
proposed by the Regional Council to deal with the resource management issues of the region.
A- 6.5 Natural Resources Regional Plan
The Natural Resources Regional Plan includes a rule setting out conditions on the discharge
of solid domestic waste to land. The draft rule covers the following waste minimisation and
management matters:
· Sustainable use of natural & physical resources.
· Co-ordinated and consistent management of solid waste in the district.
· Minimise adverse impact on the environment.
· To apply the principles of the 5R’s (reduce, reuse, recycle, recover, residual waste
management) hierarchy. The 5R’s hierarchy is an internationally recognised model
· Public education to promote a change in behaviour.
· Encourage the establishment & use of community services & facilities such as waste transfer
and recycling centres, in rural & urban areas.
A- 7 Legislative Requirements – Summary
The Ashburton District Council is proposing through the draft Waste Management and Minimisation Plan for Solid Waste to aspire towards the goal of zero waste to landfill. The Waste Minimisation Act 2008 gives Territorial Local Authorities this direction, requiring that a waste management and minimisation plan must incorporate the following hierarchy of disposal options, listed from most desirable to least desirable:
· Reduction
· Reuse
· Recycling
· Recovery
· Treatment
· Disposal.
The Waste Management and Waste Minimisation Plan 2011 gives effect to this hierarchy, and specific provision of funding to provide Solid Waste Facilities and Services and closed landfill compliance and monitoring over the period of the Plan.
The draft Plan is currently under public consultation.
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 39
A- 8 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Entrance to Ashburton Facility
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 40
Appendix B - Overview of Solid Waste Management
REFERENCE / REASON: SCHEDULE 10 CLAUSE (2)(1)(D) LOCAL GOVERNMENT ACT 2002
B- 1 Introduction
The assets included in the Solid Waste Activity Management Plan largely cover the Resource Recovery Parks that service the Ashburton District. Resource Recovery Parks consist of two sites providing for disposal of refuse and drop off facilities for greenwaste, reusable items and recyclable resources. The Ashburton RRP also has facilities for the drop off of demolition waste. . Various items of buildings, plant and machinery are located at these sites. Other recyclable resources drop off facilties are located at Methven, Mayfield, Mt Somers, Willowby Hinds, Hakatere Huts, Rangitata Huts, Pendarves . There are also approximately 228 street litter bins throughout the District.
The Council provides a refuse collection in black prepaid bags in the urban areas of Ashburton, Methven, Rakaia, Hinds, Mayfield and Mt Somers. Up to 15kg may be contained in these bags for collection. The refuse is transported to the Ashburton Resource Recovery Park and compacted into special freight containers for transport to the Kate Valley Landfill site in Hurunui District.
Recyclable resources are collected in 45 litre green plastic bins in Ashburton, Methven, Hinds, Mayfield and Mt Somers and separate plastic bags in Rakaia. Rakaia also has a separate plastic bag collection for household organic and greenwaste
Methven has a separate drop off facility for Greenwaste and Inorganic Material.
B- 2 Asset Overview
The Solid Waste facilities in the district are as follows:
SITE RESIDUAL WASTE
GREEN WASTE
INORGANIC WASTE
RECYCLABLE WASTE
HOUSEHOLD ORGANIC WASTE
AshburtonRRP
Methven
Rakaia RRP
Mayfield
Mt Somers
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 41
SITE RESIDUAL WASTE
GREEN WASTE
INORGANIC WASTE
RECYCLABLE WASTE
HOUSEHOLD ORGANIC WASTE
Willowby
Hinds
Hakatere Huts
Rangitata Huts
Pendarves
Table B-1: Resource Recovery Parks and Recyclable Resources Drop-off Facilities in Ashburton District
Solid waste volumes for the last two financial years are summarised in Table B2.
Appendix B - Overview of Solid Waste Management
Residual waste
Tonnes
Recyclable resources
Tonnes
C&D Waste Tonnes
(3)
Green Waste Tonnes
Total Diverted %
2004/05 7,609 (1)
2,349 - 1,629 (1)
34.3
2005/06 7,537 (1)
2,621 - 2,082 (1)
38.4
2006/07 7,895 (1)
3,140 - 2,749(2)
42.8
2007/08 8,056 (1)
3,973 - 2,133 (2)
43.1
2008/09 8,837 (1)
4,736 - 1,473(2)
41.3
2009/10 8,375 4,649 - 1,880 (2)
43.8
2010/11 8,061 4,321 1,181 (2)
40.6
Notes:
(1) Data obtained from Ashburton District Council Solid Waste Activity Management Plan, March 2009, Version 3.
(2) Tonnages for greenwaste have been derived from cubic metres of greenwaste shredded and calculated back into tonnes (3.058 m
3/t). The 2010/11 figure is based on 3 months of calculated
tonnage and 9 months of actual recorded tonnes.
(3) Tonnages of C&D materials were not recorded prior to July 2010.
(4) The data presented in this table excludes recyclable materials collected in Rakaia
Appendix A – Legislative and Other Requirements 42
Al Cans 13 13 12 13 12 13 3
Batteries 2 7 12 10 9 6 0
Other metals 97 29 80 179 216 208 200
PET Plastics 42 50 44 64 70 53
HDPE plastics 34 42 52 54 56 55
Glass 557 490 649 817 1456 1098 1136
Reusable items 249 482 680 923 941 1008 470
Plastic film & bags
27 37 38 64 38 41
Mixed Plastic 8 117 144 66 320
TOTAL 2349 2621 3140 3973 4736 4649 4321
Note:
Tonnes of reusable items prior to 2010/11 are calculated from sales. From October 2010 actual tonnage is recorded. The most recent data is thus not directly comparable with earlier data.
Table B-3 Breakdown of recyclable resources (tonnes) Table B-2 and Figure B1 summarise district-wide waste volumes from 2004/05 to 2010/11, and
show that progress was made in terms of the percentage diverted from the residual waste stream to landfill in 2005/06. This graph also shows a steadily increasing demand for solid waste disposal. Achieving ongoing reductions in the volume of residual waste will require significant progress to be made in capturing waste in the other areas of the waste stream.
Note: Residual waste transported from Rakaia to Ashburton is included in this table. The volume of
material diverted from the waste stream in Rakaia (excluding glass) is not however included.
Figure B-1: Waste Stream Diverted
The scope of assets (as at the July 2011 valuation) is as follows.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Total Waste Tonnes % Diverted
Ton
ne
s
% D
ive
rte
dfr
om
Was
te S
tre
am
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 43
Asset Group Notes
Earthworks Site levelling and preparation, foundations
Buildings Onsite buildings and sheds
Plant & Equipment Compactors, weigh bridges
Recycling Plant & Equipment Cages and bins for materials separation
Roads and Sealed Areas Access and hardstand areas
Signs Information signs
Bins Includes 44 gallon drums and all other bins
Compost Areas Ashburton, includes silt trap
Table B-4: Summary of Solid Waste Assets (2011)
A variety of litter bins are located in various townships as summarised in Table B-5. Material
types include concrete, steel, timber slat, wire mesh and plastic.
Township Litter Bin Nos
Ashburton / Tinwald 143
Methven 43
Rakaia 22
Mayfield 3
Hinds 9
Mt Somers 8
Table B-5: Summary of Litter Bin Assets (2011)
B- 2.1 Private Solid Waste Systems
In addition to those areas that are served by Council solid waste services and facilities, many properties in the
Ashburton District also source solid waste services from private companies. These Companies use
the Council’s Resource Recovery Parks.
B- 2.2 Location of Assets
Figure B1 below shows the location of the Resource Recovery and Recycling Drop Off sites in the
Ashburton District.
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 44
Figure B-2: Location of Resource Recovery Centres
B- 2.3 Capacity and Performance
This activity is performing satisfactorily at present and is being progressively expanded / developed
to cater for future needs as discussed in Appendix F.
B- 2.4 Asset Condition
No formal condition assessments are undertaken.
B- 2.5 Historical Data
Historical data is recorded informally at present. The intention is to record this information in the new Asset Information System that Council is considering to adopt.
B- 3 Strategic Approach and Improvement Actions
The Council has made significant improvements to solid waste management in recent years,
And continues to build on the progress made. An Asset Information System has been recommended for adoption by Council and this will improve the asset data capture quality and quantity when the system has been implemented.
Council has committed through its Waste Management and Waste Minimisation Plan 2011 to continue to provide for waste management and minimisation services and facilities in the Ashburton District. An action plan that sets out Council’s proposals to manage and minimise waste in the
Solid Waste Activity Management Plan
Appendix A – Legislative and Other Requirements 45
district has been prepared in the Plan to address District specific issues.
B- 4 Improvement Actions
Potential improvements identified in this section are summarised below:
Item
B1 Capture condition and performance data for
critical assets
B2 Formal recording systems/processes for
historical data.
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Priority Comments
1 2 3 4 5 6
X
X
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix C - Assessment of Solid Waste Management 46
Appendix C - Assessment of Solid
Waste Management
REFERENCE / REASON: LOCAL GOVERNMENT ACT 2002 (SECTION 128), LOCAL
GOVERNMENT ACT 1974 (SECTIONS 540-541)
C- 1 Introduction
Territorial Local Authorities have an obligation under the Local Government Act 2002 to promote
effective and efficient waste management within their district.
The Ministry for the Environment is also asking Councils to adopt the New Zealand Waste Strategy
as a basis for their waste planning and actions.
TLAs are required to prepare waste management plans and be responsible for implementing waste
policies in their local communities.
A territorial authority is required under part 7 (Sections 124-125, 127-129) of the Local Government
Act 2002 to carry out an assessment of sanitary services within its district. The Act defines sanitary
services as having the same meaning as sanitary works in section 25 (1) (a), (b), (c), (d), (h) and (i)
of the Health Act 1956. Section 25 (1) (h) of the Health Act includes “works for the collection and
disposal of refuse, nightsoil, and other offensive matter” as a sanitary work.
As specified in the legislation, TLAs must ensure effective and efficient waste management in the
District.
C- 2 Waste Minimisation Act
The Waste Minimisation Act 2008, Part 4, s 50-51 states the following:
50 Review of waste management and minimisation plan
(1) A territorial authority must review its waste management and minimisation plan-
(a) not later than 1 July 2012; and
(b) then at intervals of not more than 6 years after the last review.
(2) Before conducting a review, the territorial authority must make an assessment under
section 51.
(3) If, after the review, the territorial authority considers that the plan-
(a) should be amended or revoked and a new plan substituted, it must act under
section 44:
Solid Waste Activity Management Plan
Appendix C - Assessment of Solid Waste Management 47
(b) should continue without amendment, it must use the special consultative
procedure set out in section 83 of the Local Government Act 2002 and, in
doing so, notify the assessment with the statement of proposal.
51 Requirements for waste assessment
(1) A waste assessment must contain-
(a) a description of the collection, recycling, recovery, treatment, and
disposal services provided within the territorial authority’s district
(whether by the territorial authority or otherwise); and
(b) a forecast of future demands for collection, recycling recovery,
treatment, and disposal services within the district; and
(c) a statement of options available to meet the forecast demands of
the district with an assessment of the suitability of each option;
and
(d) a statement of the territorial authority’s intended role in meeting
the forecast demands; and
(e) a statement of the territorial authority’s proposals for meeting the
forecast demands, including proposals for new or replacement
infrastructure; and
(f) a statement about the extent to which the proposals will-
(i) ensure that public health is adequately protected
(ii) promote effective and efficient waste management and minimisation.
(2) An assessment is not required to contain any assessment in relation to individual
properties.
(3) Information is required for an assessment to the extent that the territorial authority
considers appropriate, having regard to-
(a) the significance of the information; and
(b) the costs of, and difficulty in, obtaining the information; and
(c) the extent of the territorial authority’s resources; and
(d) the possibility that the territorial authority may be directed under
the Health Act 1956 to provide the services referred to in that Act.
(4) However, an assessment must indicate whether and, if so, to what extent, the matters
referred to in subsection (3)(b) and (c) have impacted materially on the completeness
of the assessment.
(5) In making an assessment, the territorial authority must-
(a) use its best endeavours to make a full and balanced assessment;
and
(b) consult the Medical Officer of Health.
C- 3 Sanitary Services Assessment Requirements
The Local Government Act 2002 (section 128) states that a separate assessment of sanitary
services is not required if a council considers public health matters have been adequately
addressed in a waste management plan made under Part XXXI of the Local Government Act 1974,
or addressed in an assessment made under section 125 of the Act.
Section 125 allows the Council to include the assessment in the LTP, otherwise it “must adopt
the assessment using the special consultative procedure”.
In terms of the information to be provided, Section 127 requires that “an assessment of sanitary
services must contain the following information:
Solid Waste Activity Management Plan
Appendix C - Assessment of Solid Waste Management 48
· a description of the sanitary services provided within the district for each community in it; and
· a forecast of future demands for sanitary services within the district and each community in it
and;
· a statement of the options available to meet the forecast demands and an assessment of the
suitability of each option for the district and each community in it and;
· a statement of the territorial authority's intended role in meeting the forecast demands and;
· a statement of the territorial authority's proposals for meeting the forecast demands, including
proposals for any new or replacement infrastructure and;
· a statement about the extent to which the proposals will ensure that public health is
adequately protected”.
The assessment process must include consultation with the Medical Officer of Health, and “take
into account the duties of the territorial authority under section 23 of the Health Act 1956”.
C- 4 Solid Waste Sanitary Services Assessment
C- 4.1 Existing Assessment
A waste assessment was carried out in 2011 and the draft Waste Management and Minimisation Plan has been prepared and is currently out for public consultation.
C- 4.1.1 Solid Waste Management
“
Council has five closed landfills (Ashburton, Mayfield, Methven, Hinds and Rakaia) which are fully consented, monitored, maintained and reported on, in accordance with consent conditions. The Council operates two resource recovery parks located at Ashburton and Rakaia. Recycling drop off facilities are also provided in Hinds, Mayfield, Methven, Mt Somers, Willowby, Hakatere Huts, Rangitata Huts and Pendarves.
Kerbside collection of refuse and recycling is contracted out and occurs at Ashburton, Methven, Hinds, Mount Somers and Mayfield. Collection (domestic refuse only and recycling) is extended to industrial and commercial properties. These collected materials are taken to the Ashburton Resource Recovery Park (RRP).
At Rakaia, refuse, recyclable materials and green/household organic waste are collected at the kerbside by a Council contractor in separate plastic bags. All materials other than refuse are taken to the Rakaia Resource Recovery Park. The refuse collected including that dropped off at the Rakaia RRP is taken to the Ashburton RRP where it is consolidated with refuse from elsewhere in the District prior to transport to the Canterbury Regional Landfill at Kate Valley located in Hurunui District.
Methven also has a facility for the drop-off of household items for recycling or reuse, and a separate greenwaste and inorganic resources drop-off facility.
Reusable items are sold at the resource recovery parks, recyclable materials are sorted and processed as required for specific markets, greenwaste and household organic waste(Rakaia only) is composted.
The resource recovery park contractor is incentivised to recover resources from residual waste by being paid monthly for tonnages recovered from the residual waste stream.
Solid Waste Activity Management Plan
Appendix C - Assessment of Solid Waste Management 49
Solid waste private contractors also operate in the District and generally use the Ashburton RRP for disposal.
Council has contracted out education services in relation to solid waste management and minimisation. The education services provided comprise:
• Operating the education centre at the Ashburton Resource Recovery Park
• Working with schools
• Working with community groups
• Working with businesses
• Displays at shows or events
• Telephone helpline
• Press releases each month on waste issues.”.
Ashburton District Council’s Future Intended Role
“To provide effective and efficient collection and handling of recyclable materials and residual waste to meet forecast demands”.
C- 4.2 Role of this Plan
Further to this assessment, this Plan and thus the LTP it supports, is intended to provide all of
the information required by the legislation, in the following Appendices:
Information Requirement Appendix
Description of solid waste services Appendix B
Forecasts of future demand Appendix F
Options and their suitability for meeting future demand Appendix F
Role of Ashburton District Council Appendix E
Proposals for meeting demands, including new infrastructure Appendix F
Protection of public health (eg risk based approach) Appendices E, P, Q, R, T
C- 5 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix D – Asset Valuations 50
Appendix D - Asset Valuations
REFERENCE / REASON: FINANCIAL REPORTING STANDARD NO. 3
D- 1 Current Valuation
Solid Waste assets were last revalued as at 1 July 2011 by Opus International Consultants Limited, and a summary of the valuation result is presented in Table D-1 below.
Table D-1: Solid Waste Asset Valuations 2011
The valuation process was completed in accordance with the following standards:
· NZ Equivalent to International Accounting Standard 16, Property, Plant, and Equipment
The valuations were generally based on accurate and substantially complete asset registers and
appropriate replacement costs and effective lives.
The asset registers record data to a sufficient component level to allow assets of different base lives to be valued separately. The valuation took into account those landfill sites which have been
closed.
The primary source of information for the 2011 revaluation was ADC’s valuation spreadsheets from the 2008 valuation, which have been progressively updated with asset additions, renewals and
ASSET TYPEORC
1 July 2011
ODRC
1 July 2011
Depreciation to
Date
Annual
Depreciation
1 July 2011
Rakaia Resource Recovery Park $444,415 $350,286 $94,129 $13,261
Ashburton Resource Recovery Park $1,999,416 $1,613,138 $386,278 $55,927
Methven Recycling drop-off area $74,239 $62,267 $11,973 $4,309
Mayfield Recycling drop-off area $5,792 $3,280 $2,512 $442
Hinds Recycling drop-off area $2,036 $1,425 $611 $204
Recycling $22,564 $22,564 $0 $1,062
Ashburton and Tinwald Litter Bins $216,770 $38,891 $177,880 $16,719
Mayfield Litter Bins $829 $829 $0 $83
Methven Litter Bins $28,302 $7,129 $21,173 $2,164
Rakaia Litter Bins $20,239 $6,268 $13,971 $1,721
Rakaia Huts Litter Bins $0 $0 $0 $0
Hinds Litter Bins $9,694 $3,197 $6,497 $944
Mt Somers Litter Bins $6,914 $1,379 $5,536 $628
$2,831,210 $2,110,651 $720,559 $97,464
Solid Waste Activity Management Plan
Appendix D – Asset Valuations 51
disposals for the 2008/09, 2009/10 and 2010/11 financial years.
The incremental approach to optimisation was adopted for the valuation. Renewal practices dictate
that in general assets will be replaced in ‘brownfields’ situations, which closely reflects the
incremental approach.
Straight-line depreciation has been assessed as the most appropriate method and applied to all
assets to establish the DRC.
The valuation excludes any land that is associated with the solid waste activity.
D- 1.1 Useful Lives
These are recorded below for the major assets.
Table D2 defines the lives used in the ADC Solid Waste valuation. A change has been made
since the 2008 valuation for Plant and Equipment as a range of lives rather than a specific life.
Component NZ Valuation Adopted Useful
Guidelines Life
Buildings 50 - 100 50
Earthworks Not Depreciated Not Depreciated
Lighting 30
Litter bins (various) 10
Plant and Equipment - 5 - 50
Recycling containers - 20
Recycling Bins and boxes 3 - 10 5-10
Roads and Sealed Areas 30 - 50 40
Table D-2: Ashburton District Council Solid Waste Valuation- Lives 2011
In addition, ADC calculates a revised valuation annually, based on work completed during the year.
D- 2 Valuation Forecasts
Figure D-1 shows the estimated increase in the replacement cost value of the assets over the next
ten years, based on the capital programmes in this Plan.
Solid Waste Activity Management Plan
Appendix D – Asset Valuations 52
Esimated Asset Valuation - Solid Waste Assets
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Year
Total Replacement Cost Total Depreciated Replacement Cost
Figure D-1: Estimated Asset Value – 2009/19 Replacement Cost
D- 3 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
Improve process for data capitalisation
X
Revaluation annually
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
D1
D2
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix E - Maintenance and Operating Issues 53
Appendix E - Maintenance and
Operating Issues
REFERENCE / REASON: SCHEDULE 10 CLAUSES 2(1)(D)(I) AND (VI) AND (E) AND (2)(B)
LOCAL GOVERNMENT ACT 2002 AND SECTION 60 CIVIL DEFENCE EMERGENCY
MANAGEMENT ACT 2002
E- 1 Introduction
E- 1.1 Council to Continue to Own, Operate & Maintain
Council intends to continue to own, control and manage its recycling and solid waste collection and
disposal facilities and to continue to provide a collection and disposal service. Operation and
maintenance is contracted to a suitable service provider. The contract is performance based, with
the contractor required to operate and maintain the assets to achieve agreed outcomes and
provide levels of service set by Council. Periodically, Council conducts service delivery reviews to
confirm the best method of providing waste management services. This may affect how Council
operates and maintains solid waste and recycling services in the future.
E- 1.2 Operations and Maintenance
Operations activity has no effect on asset condition but is necessary to keep the asset
appropriately utilised, and may include cleaning or the use of electricity.
Maintenance is the routine, ongoing day-to-day work on assets that is necessary to keep the
assets in service, for example where portions of the asset fail and need immediate repair to make
the asset functional again.
Generally speaking, all of the systems are in a reasonable state of repair and if they are maintained
and renewed regularly, and at the appropriate times, they can be expected to last indefinitely,
without significant costs being incurred.
E- 2 Maintenance and Operating Tactics
The Local Government Act requires that it be stated ‘how maintenance will be undertaken in
Schedule 10 2(1)(d)(vi)).
The Solid Waste Management and Minimisation Plan describes the activities and how they are delivered.
Solid Waste Activity Management Plan
Appendix E - Maintenance and Operating Issues 54
E- 2.1 Deferred Maintenance
If work is to be deferred, the impact on the system and the system’s ability to provide the required
levels of service will be considered in the decision making process.
All deferred works will be reconsidered and re-prioritised in the following years annual plan
programme.
The deferral of some items of work will not have a detrimental effect on the levels of service
provided by the system. Repeated deferral however may incur a liability in future years.
E- 3 Maintenance and Operating Cost Projections
The structure of the budget presented in this section is consistent with the Council’s costing and
accounting system. This also relates to the way operating and maintenance expenditure is to be
tracked in the future.
Cost projections are summarised in Table E-1 and Figure E-1. These costs assume no change in
the method of service delivery and make no allowance for inflation.
The budget is built up from the costs for each individual site and township collection system, using
Figure E-1: Maintenance and Operating Forecasts next 10 years (no inflation)
E- 3.1 Funding of Maintenance Work
Maintenance and operational costs are funded from general rates and targeted uniform annual charges. Budgets are set based on historical requirements and identified maintenance works that are required. The annual
maintenance budget is reviewed annually and is the subject of public consultation through the
LTP process.
Solid Waste Activity Management Plan
Appendix E - Maintenance and Operating Issues 56
E- 4 Civil Defence and Emergency Management
Requirements
The Council must ensure that it will be able to meet its obligations under the Civil Defence
Emergency Management Act 2002. That Act declares that every local authority must plan and
provide for civil defence management within its district. Section 64 states:
“Every local authority must ensure that it is able to function to the fullest possible extent, even
though this may be at a reduced level, during and after an emergency.”
The Act also requires all lifeline utilities to:
· Have plans for such functioning (continuity) that can be made available to the Director of the
Ministry of Civil Defence & Emergency Management.
· Participate in CDEM planning at national and regional levels where requested.
· Provide technical advice on CDEM issues where reasonably required.
The Ashburton District Civil Defence Plan 2005-2010 provides under Public Health arrangements
liaison with the Council’s solid waste services in advising residents on disposal of waste during a
civil defence emergency.
The Council is also developing systems which outline procedures enabling the continuation of solid
waste disposal (possible at a reduced level) during a major breakdown or civil defence emergency.
E- 5 Improvement Actions
Potential improvements identified in this section are summarised below:
Item
E1 Complete the Emergency Response Plan
for the Solid Waste disposal service
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Priority Comments
1 2 3 4 5 6
x
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 57
Appendix F - Demand and Future New
Capital Requirements
REFERENCE / REASON: SCHEDULE 10 CLAUSES 2(1)(D)(I)-(V) AND (2)(B) (AND ALSO
SECTION 77 LOCAL GOVERNMENT ACT 2002 – THE REQUIREMENT TO CONSIDER ALL
REASONABLY PRACTICABLE OPTIONS AND TO ASSESS THE ECONOMIC,
ENVIRONMENTAL, SOCIAL AND CULTURAL IMPACTS OF EACH OPTION WILL BE
PARTICULARLY RELEVANT UNDER THIS HEADING)
This section identifies the future new capital requirements, and explains the proposed future capital
development strategy in terms of ‘how’ the provision of additional asset capacity will be undertaken
– a specific requirement of the Act.
F- 1 Future Demand – Ashburton Development
Plan
The Ashburton Development Plan (Boffa Miskell, 2005) was adopted by Council in July 2005. The
need for this plan was driven by:
· Population growth, expected to add 6000 people by 2021 based on recent growth trends.
· Changing demographics in relation to ADC’s population age profile and household sizes.
· Labour market changes, and attraction and retention issues.
· Pressures on productive land and on water and soil resources.
· Changing nature of business and industry growth and the relationship to township services.
· Quality of urban environments.
· Changing roles of dispersed villages.
The Development Plan forms the basis for the planning and design of infrastructural services,
policy directions that feed into the LTP, and some changes in the District Plan.
The increasing demand for land, particularly industrial/commercial land, will result in the need to
make significant investments in infrastructure, both new and in the upgrading of existing assets.
There will also be implications for financial contributions to be made by developers, as provided for
in the legislation.
The first phase of the development plan study was a State of Play report, which focussed on key
future issues in terms of:
· Landscape and Ecology
· Land Use Capability
· Transport
· Water Supply
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 58
· Wastewater
· Stormwater
· Irrigation
· Solid Waste
· Electricity
· Economy
· Community
· Population Projections and Growth
· Projected Land demand
F- 1.1 Small Villages Development Plan 2008
The Small Villages Development Plan 2008 takes the ADP work further, and describes possible
future growth in a number of villages, Hinds, Mayfield, Mt Somers and Barrhill. If growth is to occur
in these townships, consideration will need to be given to providing new or expanded services in
these areas.
F- 1.2 Population Projections and Growth
Given recent population growth trends in Ashburton District during the last census cycle (2001 to
2006), Statistics New Zealand’s ‘high’ population growth projections have been used in Council’s
activity management plans. These ‘high’ projections are consistent with the population growth
forecasts included in the Ashburton District Development Plan, derived from building consent,
subdivision consent, school roll and real estate data. Figure F-1 illustrates the district-wide data.
Total population is expected to increase from an estimated 30,800 in 2011 to nearly 37,700 by 2031.
Figure F-1: Population Growth Projections
24000
26000
28000
30000
32000
34000
36000
38000
40000
2006 2011 2016 2021 2026 2031
Low
Medium
HighPro
ject
ed
Po
pu
lati
on
Year
Ashburton District Population
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 59
Other demographic changes signalled in the Ashburton District Plan are still anticipated to occur. The average household size (2.4 persons per household in 2001) is expected to continue to decrease to between 2.1 and 2.2 persons per household by 2021. One-person households are projected to rise and to represent an increasing proportion of all households.
Over the next 12-15 years, under the high growth scenario the median age of residents of the
District is expected to increase from 39.4 years (in 2001) to 48.3 years in 2021, as highlighted
below:
High Growth Scenario
35.0
30.0
25.0
20.0
Ashburton District
Ashburton Urban Area
Methven
Rakaia
Rural district
trend Ashburton District
Figure F-2: Percentage of Elderly within the District
Detailed projections through to 2031 by township and sub-township areas are shown in Figure F-3.
15.0
10.0
5.0
0.0
1986 1991 1996 2001 2006 2011 2016 2021
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 60
Figure F-3: Population Projections by Area
0
1000
2000
3000
4000
5000
6000
7000
2006 2011 2016 2021 2026 2031
Allenton
Hinds
Tinwald
Mt Somers
Pro
ject
ed
Po
pu
lati
on
Hampstead
Chertsey
Fairton
Methven
Ashburton Central East
Netherby
Rakaia Ashburton Central West
Plains Railway
Statistics - Areas Population Projections
2006 2011 2016 2021 2026 2031
Methven 1360 1640 1810 1970 2130 2280
Fairton 1570 1800 1980 2150 2310 2450
Plains
Railway
570 710 800 890 980 1070
Mt Somers 2410 2660 2860 3070 3290 3490
Hinds 3790 4340 4710 5060 5410 5750
Chertsey 2130 2340 2530 2720 2890 3080
Rakaia 1090 1200 1260 1310 1360 1410
Allenton 5500 5820 5920 5990 6050 6090
Ashburton
Central West
1060 1100 1150 1180 1210 1240
Netherby 1530 1620 1710 1780 1850 1910
Ashburton
Central East
1590 1750 1810 1860 1890 1930
Hampstead 2540 2750 2840 2920 3000 3070
Tinwald 2890 3020 3130 3210 3260 3280
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 61
F- 1.2.1 Projected Land Demand Growth pressures are most evident in Ashburton and Methven townships, with Rakaia and villages
such as Hinds, Mayfield, Mt Somers and Barrhill also expected to grow. Provision for new zonings
is anticipated through the District Plan review
F- 1.2.2 Infrastructure Principles
Principles are defined in the Ashburton Development Plan for Settlement, Identity and Character, Street and Movement, Open Space and Infrastructure.
F- 1.2.3 Development Options
The Development Plan describes the options considered to meet future demand in line with the
vision and principles, outlines the consultation process followed in assessing these options, and
describes the evaluation of the options.
The focus of the Plan is on “towns and villages where the potential for change and the
opportunities for growth to benefit the District are most evident”. This tends towards Ashburton
town, Rakaia and Methven as these are the areas experiencing the greatest growth pressures and
highest projections for future growth. These are also the towns where the greatest numbers of
people live in concentration, where the urban issues are most complex, and where the qualities of
those urban environments influence the greatest number of people in the District.
Some of the District’s smaller villages are experiencing growth, therefore their residents may be
seeking changes to the environment. Although the growth may not be quantitatively large, the
potential for changes that can benefit the village viability and quality of life for residents has
suggested some development recommendations as part of this plan.
The options selected, focus on the following major components across the District:
· Residential land development
· Green belt residential zoning
· Industrial land zoning
· Town centres
· Infrastructure planning
· Traffic
Infrastructure planning is a key action arising from the Development Plan, and this will inform the
staging of land release and the financial contributions sought from land developers.
F- 1.3 District Plan
The Council has responsibility under section 5 of the District Plan to ensure that waste
management is carried out in a manner which safeguards the life-supporting capacity of air, water,
soil and ecosystems; and avoids, remedies or mitigates any adverse effects on the environment. In
addition to the rules within the district plan, solid waste disposal is provided for by way of
designation.
Solid Waste Activity Management Plan
Appendix F – Demand & Future Capital Requirements 62
F- 2 Factors Influencing Demand for Solid Waste
Services
The Implementation Plan discussed above focuses more on towns and urban settlements than on
the needs of rural communities for solid waste disposal.
Factors affecting future demand for solid waste services include:
· Anticipated changes in customer expectations
· Population growth
· Changes in Technology
· Use of new technology and effects on providing future services
· Obsolescence
· New farming or manufacturing practices requiring onsite treatment of animal waste
· Change in solid waste levy, prohibition on burning
· Waste disposal patterns
F- 3 Forecast Future Solid Waste Disposal
Requirements
Appendix B describes the current and projected future demands for solid waste disposal. The
council is working towards the aspirational goal of zero waste.
Likely growth of future solid waste management requirements for the next five years is summarised in the Table F-1. The growth trend relates to projected increases in population, based on the same amount of waste per person averaged over the past 4 years (0.72 t/year). It does not allow for expansion of services outside of current areas serviced, and does not allow for waste collected from outside the current areas serviced. The residual waste quantity has been calculated assuming the maximum recycling rate of 43.8% experienced in 2009/10. Any improvement in the recycling rate as a result of any additional diversion measures outlined in this plan will reduce the quantity of residual waste transported to Kate Valley.
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix H – Resource Consents / Property Designations 70
Appendix H - Resource Consents /
Property Designations
REFERENCE / REASON: RESOURCE MANAGEMENT ACT 1991 AND PUBLIC WORKS ACT
1987
H- 1 Introduction
The Council’s resource consent responsibilities are an important issue in relation to solid waste
activity.
The Resource Management Act 1991 deals with protection of the life supporting capacity of air,
water, soils, and ecosystems: generally by regulating the effects of human development on the
environment.
H- 2 Resource Consents
There are existing resource consents in operation for all activity carried out at the following sites.
Location Regional Council Reference No.
Consent No. Purpose Expiry Date
Ashburton Landfill, Range Street
CRC952068.2 CO6C/08532 To discharge contaminants (municipal refuse) into or Street onto land and leachate into groundwater.
28/01/2032
Ashburton Landfill, Range Street
CRC952067 CO6C/08352 To discharge contaminants (odours, gases from decomposition of refuse) into the air.
28/01/2032
Ashburton Landfill, Range Street
CRC000892 CO6C/08532 To discharge to air contaminants from a resource recovery park and a composting operation.
19/01/2035
Ashburton Landfill, Range Street
CRC000893.1 To discharge stormwater from a refuse transfer property to ground
14/01/2035
Vaughans Road, Methven
CRC054067 CO6C/08517-02 To dispose of inert, inorganic demolition material on site, to store green waste for transportation off site, to store containers for
28/01/2032
Solid Waste Activity Management Plan
Appendix H – Resource Consents / Property Designations 71
recyclable/reusable larger household items prior to transportation off site at the Methven Landfill site.
Vaughans Road, Methven
CRC060545 CO6C/08517-02 To deposit inert material into Methven excavated land at the Methven Landfill.
28/01/2032
Methven Landfill, Methven
CRC952066 CO6C/08519 To discharge contaminants (refuse) into land.
28/01/2032
Methven Landfill, Methven
CRC952065 CO6C/08517 To discharge contaminants Methven (odours, gases from decomposition of refuse) into air.
28/01/2032
Mayfield Landfill, Tinwald
CRC952076 CO6C/08527 To discharge contaminants (refuse) into land and leachate into groundwater.
28/01/2032
Mayfield Landfill, Tinwald
CRC952077 CO6C/08525 To discharge contaminants (odours and gases from the decomposition of refuse) into air.
28/01/2032
Hinds Landfill, Frisbys Road
CRC952072 CO6C/08351 To discharge contaminants (refuse) into land and leachate into groundwater.
28/01/2032
Hinds Landfill, Frisbys Road
CRC952070 CO6C/08529 To discharge contaminants (odours, gases from the decomposition of refuse) into air.
28/01/2032
Rakaia Landfill, West Town Belt
CRC952074.1 CO6C/08520 To discharge contaminants (refuse) into land and leachate into groundwater.
28/01/2032
Rakaia Landfill, West Town Belt
CRC952075 CO6C/08520 To discharge contaminants (odours and gases from the decomposition of refuse) into air.
28/01/2032
Rakaia Resource Recovery Park
CRC111677 CO6C/08520 To use land to store organic waste matter
23/06/2034
Rakaia Resource Recovery Park
CRC111678 CO6C/08520 Activity No. 1
To discharge contaminants to air from waste management processes
23/06/2034
Rakaia Resource Recovery Park
CRC111678 CO6C/08520 Activity No. 2
To discharge contaminants to air from landfill/transfer station
23/06/2034
Rakaia Resource Recovery Park
CRC111679 CO6C/08520 To discharge stormwater that may contain contaminants to land
23/06/2034
Cnr West Town Belt & Rakaia Terrace, Rakaia Transfer Station
CRC981852 CO6C/14505 To discharge contaminants to air
23/06/2034
Table H-1: Existing Resource Consents
The extent to which the Council has been able to meet the conditions of each consent is to be
reported in the Annual Report.
Changes of use at current sites will require resource consent.
Solid Waste Activity Management Plan
Appendix H – Resource Consents / Property Designations 72
H- 3 Property Designations
Property Designations for solid waste are included in the District Plan (Schedule A.1 Nos 132 to
138).
Compliance with the Standards attached to the designations is required.
H- 4 Improvement Actions
Resource consents will become more significant in coming years, as new requirements, such as
the NRRP, come into effect.
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix I – Future Renewals Capital Expenditure 73
Appendix I - Future Renewals’ Capital
Requirements
REFERENCE / REASON: SCHEDULE 10 CLAUSES 2(1) (D) (VI) AND (2) (B) LOCAL
GOVERNMENT ACT 200
I- 1 Introduction
Renewal expenditure is major work that does not increase the asset’s design capacity but restores,
rehabilitates, replaces or renews an existing asset to its original capacity. Work over and above
restoring an asset to original capacity is new works expenditure.
I- 2 Renewal Tactics
I- 2.1 Identification of Renewals
The purpose of cyclic renewal / replacement / rehabilitation strategies is to provide for the
progressive replacement of individual asset components that have reached the end of their useful
lives.
This work is to be carried out at a rate which maintains the value of the system in the long term.
The work does not necessarily increase but maintains the Level of Service provided by the assets.
Projects and expenditure levels will be set and adjusted based on the following, and may vary from
year to year:
· Age profile of solid waste assets
· Condition profile of the assets
· Ongoing maintenance requirements and costs
· Different life expectancies of individual asset components.
Failure to maintain an adequate cyclic asset replacement will result in a decline in the overall
standard and performance of the asset or asset components.
I- 2.2 End of Life Projections
Base lives and remaining lives are determined using the methodology set out in the International
Infrastructure Management Manual, and are documented in the current asset valuation.
Solid Waste Activity Management Plan
Appendix I – Future Renewals Capital Expenditure 74
I- 3 Renewals Cost Projections
Renewal work is expected to be minimal. Expenditure has been provided in 2009/2010 for
recycling crates and security fencing. The cost of asset renewal work carried out is funded from
depreciation. If this funding is not sufficient to cover the cost of works, then loan funding may be used.
The cost of asset renewals requirements are scheduled in Table I-1, and Figure I-1 provides a
summary view.
Solid Waste Asset Renewals
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Year
Figure I-1: Estimated Renewal Capital Expenditure – 2009/2019
Solid Waste Activity Management Plan
Appendix I – Future Renewals Capital Expenditure 75
Depreciation Renewal Expenditure Service Potential
Figure J-2: Cumulative Depreciation and Service Potential 2009/2019
J- 3 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix J – Depreciation / Decline in Service Potential 81
Ashburton Resource Recovery Park Bailer
Solid Waste Activity Management Plan
Appendix K - Likely Future Debt Requirements for the Activity 82
Appendix K - Likely Future Debt
Requirements for the Activity
REFERENCE / REASON: SECTIONS 102(4) (B) AND 104, AND SCHEDULE 10(2) (1) (D) (V) AND
(VII) AND (2) (2) (B)
The Council usually funds capital expenditure from borrowing and spreads repayment over several years. Borrowing is managed within the framework specified in Council’s Liability Management Policy which sets out procedures and guidelines to be used to safeguard Council’s investments, maximise returns and minimises risks both in investing and its borrowing liability.
Borrowing for capital expenditure enables Council to ensure there is intergenerational equity in terms of who funds capital expenditure; the repayments for the works are spread over the reasonably expected average life of the asset, meaning that those benefiting from the asset contribute towards it.
The capital works required for the proposed composting operation at the Rakaia Resource Recovery Park will require debt provisions to be raised.
Projected debt levels associated with the Solid waste activity are shown in Table K-1 below. Interest projections based on an assumed interest rate scenario, and estimated future loan repayment costs, are shown in Table K-2.
.
Table K-1: Estimated Future Public Debt
Solid Waste Activity Management Plan
Appendix K - Likely Future Debt Requirements for the Activity 83
Table K-2: Estimated Future Loan Interest Cost
Potential improvements identified in this section are summarised below:
Item Priority Comments
Nil
Key Relative Urgency
High Within the first FY of the LTP
Medium Should be done in the next three years
Low Should be done in the next six years
Good Idea
Beyond 6 years
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 84
Appendix L - Future Overall Financial
Requirements Summary
REFERENCE / REASON: CONSOLIDATION FOR THE LTP
This section provides an overall financial summary for the next ten years. Individual financial
programmes have been prepared for:
· Operations and Maintenance
· Cyclic Renewals and Rehabilitation
· Future Asset Development (capital)
All forecasts are based on $NZ as at 1 July 2012 and exclude GST.
The projected total annual costs, and the methods by which they are proposed to be funded for the
next ten years, are shown in Table L-1 below. The funding apportionment rationale is summarised
in Appendix M and the detail is contained in the Council’s Revenue and Financing Policy.
L- 1.1 Financial Forecast District Wide
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 85
L- 1.1.1 Financial Forecast District Wide - Collection
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 86
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 87
L- 1.1.2 Financial Forecast District Wide - Management
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 88
Solid Waste Total Capital Expenditure
(Collection & Management)
120,000
100,000
80,000
60,000
40,000
20,000
0
Year
Asset Additions Asset Renewals Loan Repayment
Figure L-1: Total Capital Expenditure Next 10 Years (no inflation)
L- 2 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 89
Appendix M - Funding Policy Plus Fees
and Charges
REFERENCE / REASON: SECTIONS 102(4) (A) AND 103 AND SCHEDULE 10 CLAUSES
2(1) (D) (V) AND (VII) AND (2) (C) AND (D) LOCAL GOVERNMENT ACT 2002INTRODUCTION
M- 1 Introduction
Two specific questions are considered here:
· To what extent is the solid waste activity a public good or a private good (or a combination of
both)?
· Should the private good costs be apportioned between properties that receive different
degrees of private benefit?
The rationale must be robust and sufficiently consider ‘all reasonably practicable options’.
The Act requires that the funding needs must be met from those sources that the Council
determines to be appropriate, following consideration of:-
“a) in relation to each activity to be funded:
i) the community outcomes to which the activity primarily contributes; and
ii) the distribution of benefits between the community as a whole, any identifiable part
of the community; and individuals; and
iii) the period in or over which those benefits are expected to occur; and
iv) the extent to which the actions or inaction of particular individuals or a group
contribute to the need to undertake the activity; and
v) the costs and benefits, including consequences for transparency and
accountability, of funding the activity distinctly from other activities; and
b) the overall impact of any allocation of liability for revenue needs on the current and future
social, economic, environmental, and cultural well-being of the community.”
The new process for making funding policy is illustrated below.
The first two steps take place at the individual activity level, and the third at the group level.
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 90
FUNDING SOURCES
FOR EACH ACTIVITY
Consideration of:
• Community
Outcomes
• Beneficiary pays
• Exacerbator pays
• Intergenerational
equity
• Costs / benefits of
separate funding
Step One: Identify Activities
The first step is to identify activities. This Plan covers the Solid Waste activity.
Step Two: Analyse Activities
For each activity the following matters must be considered:
· The community outcomes to which the activity contributes.
· Who benefits.
· When benefits accrue.
· Action / inaction of particular residents.
· Costs and benefits of separate funding.
Step Three: Consider Impact on Well-Being
At the end of the second step, the local authority will have a list of funding sources for each activity.
In the third step, the local authority will add up these results and then consider the impact that the
overall list would have on community well-being, and modify the list if desired. This recognises that
funding decisions are not made in a vacuum, and that funding decisions impact on well-being.
Documenting the Funding Process – The Revenue and Financing Policy
Local authorities will document the results of this process in two places – in the material on groups
of activities in the LTP, and in a revenue and financing policy.
(Reference: ‘The Local Government Act 2002: An Overview, by the Local Government KnowHow Group).
(Activity Level)
IDENTIFY
ACTIVITIES
Will be done as
preparations of
LTP.
(Council Level)
FUNDING
SYSTEM FOR
COUNCIL
Aggregation of
funding for each
activity and
modification to
take account of
well-being.
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 91
M- 2 Solid Waste Fees & Charges
Current fees and charges are reviewed annually, and are shown below for the Solid Waste activity.
Refuse and Recycling 1 July 2011 - 30 Jun 2012
1. Kerbside Refuse Collection
Prepaid Refuse Bags - roll of 5 bags
Recycling Bin
Recycling Bag (Blue) - Rakaia - per bag
Recycling Bag (Green) - Rakaia - per bag
$9.50
$13.30
$0.60
$0.60
2. Ashburton Transfer Station Fees
Minimum charge (up to 80kg)
Green waste - per tonne
Residual waste - per tonne
Car body - each
Clean and sorted concrete waste and demolition waste - per tonne
$8.20
$95.10
$193.00
$59.30
$136.00
3. Rakaia Resource Recovery Park
Minimum charge
Residual waste - per/ m3
Greenwaste - per / m3
Waste is charged on volume basis (m3) at the Rakaia resource recovery park.
$8.20
$75.40
$25.60
4. Methven Greenwaste and Inorganic Material Drop Off Facility
Minimum charge
Inorganic / inert material - per/ m3
Greenwaste - per/ m3
Waste is charged on volume basis (m3) at the Methven Greenwaste and Inorganic Material Drop Off Facility
$8.20
$55.20
$25.60
5. Domestic Hazardous Waste Drop Off - Ashburton Resource Recovery Park only
Non-intractable chemicals- low hazard
Intractable and unidentifiable chemicals
A schedule of chemicals is available at the Ashburton Resource Recovery Park
$6.10/litre
$19.40/litre
6. Tyre Disposal - Ashburton & Rakaia Resource Recovery Park only
Car/ Light Truck/ 4x4 per tyre
Heavy Truck per tyre
Tractor Tyre
$5.10
$10.20
Not Accepted
Table M-1: Solid Waste Fees & Charges
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 92
M- 3 Funding Policy
The funding policy was reviewed by Council in 2011/12, and no changes were made
that affect this activity.
The Solid Waste Management activity is funded from the following sources:
M- 3.1 Solid Waste Management
· Fees and Charges (60%)
Solid waste management and disposal has a considerable private benefit in providing a convenient
place to recycle or dispose of unwanted refuse. This benefit is assessed as high at 60% and is
recovered through user pays fees and charges.
· Capital Value General Rate (40%)
District wide benefit accrues to the community through knowing that refuse is being managed in a
coordinated, safe and environmentally acceptable way. This benefit is assessed as medium and
set and is recovered through a Capital Value General Rate.
Capital Value is used for the funding mechanism because the benefit relates to the community as a
whole and is deemed to have a property related benefit.
M- 3.2 Solid Waste Collection
· Fees and Charges (50%)
There is a private benefit to people receiving a solid waste and recycling collection service. The
benefit is excludable and measurable and therefore highly rival (more waste means more cost).
There is a clear case for the “user pays” principle to be applied. This benefit is assessed as being
high and is recovered through rubbish bag sales.
· Targeted Uniform Annual Charge (40%)
The recycling service costs will be allocated to each town on a group basis (with each property
within the group paying a uniform charge) according to the costs of providing the service in each
respective town irrespective of the amount of recyclable material collected.
· Capital Value Targeted Rate (10%)
The litter bin service will be paid for through a Capital Value Targeted Rate on CBD/ Commercial
ratepayers in Ashburton, and Commercial/ Industrial ratepayers in Methven and Rakaia as it is
considered that businesses benefit from the provision of this service.
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 93
M- 3.2.1 General Comments
Capital Value General Rate is used to fund District-wide benefit accruing through the provision of
the service. Capital Value Targeted Rates are used to fund benefit accruing to specific areas within
the District.
A Capital Value rating mechanism is considered appropriate to reflect stakeholder community
interest and the ability to pay. Uniform Charges are used to reflect equal benefit accruing to each
property owner.
More detailed information on the funding regime and rationale are contained in the Council’s
Revenue and Financing Policy.
The general approach to the funding of the annual net cost of all of the public solid waste activity
starts from the premise that those who (either directly or indirectly) benefit should pay.
Targeted rates are set for solid waste collection on the basis of a fixed amount per separately used
or inhabited part of a rating unit the categories being:
· Ashburton Urban area
· Ashburton Central Business District (inner)
· Methven,
· Rakaia
· Hinds
· Mt Somers
· Mayfield
·
In addition, the Ashburton Business amenity rate provides revenue for solid waste collection in that
area (litter bins).
M- 3.3 How Capital Works will be Funded
The capital works will be funded from funds available from DISP, and the balance sourced from
Targeted Uniform Annual Charge for the collection services, and from Capital Value General Rate for
waste management services.
The Capital Value General Rate contribution is to recognise the District-wide benefit or public good
component of these works accruing to the District’s economy and to the environmental benefits
stemming from improved services.
M- 3.4 Capital Works Policies
Other key financial policies relating to solid waste capital programmes and expenditure are:
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 94
a) The repayment period for any new loans will be 25 years, or the estimated life of the asset
which the loan is being raised to fund (whichever is the lesser). The Council may in the future
review its overall loan portfolio to determine whether or not loan repayment periods are
appropriate.
b) The new capital expenditure forecasts for the next three years and for the next ten years
are indicative only at this stage. The plan will be updated at intervals of no less than three years,
and the capital forecasts that are presently in it will be undertaken as per the Waste Management and Minimisation Plan Action Plan. In several cases, further studies
are required to confirm that the work really is required; that the option that has been valued will be
the best option for satisfying the identified need; if it is required – exactly when it should be
constructed; and to confirm what the total cost is likely to be.
M- 4 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix M – Funding Policy Plus Fees & Charges 95
Ashburton RRP Education Centre
Solid Waste Activity Management Plan
Appendix N – Demand Management 96
Appendix N - Demand Management
REFERENCE / REASON: PART 7 LOCAL GOVERNMENT ACT 2002 (SECTION 128)
The Council has developed programmes as required by the Waste Management Act 2008 for the following hierarchy of disposal options:
· Reduction
· Reuse
· Recycling
· Recovering
· Treatment
· Disposal
Ashburton District Council has a target to achieve zero waste by 2015. It is recognised that this is an aspirational target that is unlikely to be achieved without the commitment of significant resources and funding. The current plan will not achieve zero waste by 2015 but, in the spirit of this objective, ongoing advances in waste minimisation are proposed. Furthermore, minimising the waste being transported to landfill will generally reduce overall costs to council, mainly due to the high transport and disposal costs to the Canterbury Regional Landfill at Kate Valley.
Increasing diversion of resources to increase waste minimisation will increase demands on the services provided by Council and its contractors.
N- 1 Pricing
The Council uses pricing for solid waste disposal and bags which links waste volume to cost.
Those who dispose of solid waste are charged a greater portion of the cost of disposal. This
ensures management of waste on site whether residential or commercial.
N- 2 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Solid Waste Activity Management Plan
Appendix N – Demand Management 97
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix O 98
Appendix O -
Not relevant to Activity
Solid Waste Activity Management Plan
Appendix P – Significant Negative Effects 99
Appendix P - Significant Negative
Effects
REFERENCE / REASON: SCHEDULE 10, CLAUSE 2(1)(C) LOCAL GOVERNMENT ACT 2002
This section identifies any significant negative effects that the solid waste activity may have on the
social, economic, environmental or cultural wellbeing of the community, and how the actual results
will be measured and reported against these in future.
This activity has to be carried out to limit environmental effects as set out by the various consents,
so the District has no alternative but to accept the associated costs. Every effort will be made in
future years to determine ways and means to reduce the cost of managing solid waste.
The following potential significant effects have been identified for the Solid Waste Management
activity:
· Disposal of waste has the potential to cause negative environmental effects if not managed
appropriately.
· Response: All residual waste from Council collection is disposed of at the Kate Valley
regional landfill where appropriate environmental protection measures are imposed.
· Response: Council has a waste management plan and actively looks to minimise residual
waste through recycling and reuse.
P- 1 Improvement Actions
Potential improvements identified in this section are summarised below:
h) The reliability of the depreciation calculations.
i) The degree of reliability that the Council can place on the population and other growth
projections that have been used in this plan. What is the level of confidence that the
figures used will not result in over-investment, inappropriate investment, or the Council not
being able to provide the required level of service when it is needed?
j) Changes in Government legislation
The assumptions included in this plan include the following:
· There is no provision for inflation in cost forecasts.
· The Council will continue to be involved in the provision of solid waste services within the District.
· The Council will be able to obtain the necessary resource consents.
- Forecasts are based on the best available knowledge of asset condition and performance, and on the levels of service identified in the 2012/2022 Long Term Plan.
· A waste assessment was undertaken in 2011 and projected waste generation has been estimated for the next five years.
· The market for recyclable/ reusable products is changeable and there will be variations in the contribution that the sale of these items makes to the operating costs of contractors.
· The true value of the asset (and the amount that has to be set aside annually for depreciation) can be expected to become more accurate as the Council’s knowledge of this improves.
· In preparing the maintenance and operating budget it is assumed that there will be no change to the method of service delivery. However as a result of the review of Action Plan items in the Waste Management and Minimisation Plan, changes to service delivery may be possible.
· As historical expenditure profiles are developed, trends in maintenance and operational costs can be developed. In turn, this will enable improvement in the accuracy of the projections contained in this plan.
· The Council will be able to continue to dispose of residual solid waste at the Kate Valley
landfill site, subject to terms and conditions that are acceptable.
Q- 1 Potential Risks
Risk assessments should consider the probability of an event and all of its consequences, and
should include:
a) physical failure risks, such as fundamental failure, accidental, or malicious damage;
b) operational risks, including the control of the asset, human factors, and all other activities
which affect its performance, condition or safety;
c) natural environment events (storm, floods, etc);
d) factors outside of the organisation’s control, such as failure in externally supplied materials
and services;
e) stakeholder risks, such as failure to meet regulatory performance requirements or
reputation damage;
f) asset related design, specification, procurement, construction, installation, and
Solid Waste Activity Management Plan Appendix R – Levels of Service, Performance Measures
and Relationship to Community Outcomes 105
Appendix R - Levels of Service, Performance Measures and Relationship to Community Outcomes
REFERENCE / REASON: SECTIONS 84(4)(C) AND 94(1)(C) AND SCHEDULE 10 CLAUSES
2(1)(D)(I)(B) AND 2(2)(A) LOCAL GOVERNMENT ACT 2002INTRODUCTION
This section identifies Council’s goals and objectives for the solid waste activity, current Levels of
Service and proposed future Levels of Service. It also identifies targets and performance measures
by which the achievement of LoS and the impact of the service on the achievement of Community
Outcomes can be monitored.
The levels of service defined in this section will be used:
· To inform customers of the proposed type and level of service to be offered.
· To enable customers to assess the suitability, affordability and equity of the services provided.
· As a focus for the strategies to be used to deliver the required Level of Service.
· To measure the effectiveness of the Solid Waste Activity Management Plan.
· To identify the costs and benefits of the service offered.
R- 1 Community Outcomes
The protection of the environment and community through the collection, recycling and disposal of solid waste contributes to achieving the following community outcomes:
a. A thriving and diverse local economy
• The infrastructure and services meet the current and future needs.
• The district is an attractive place to live, visit and do business.
• Council’s investments provide a return to ratepayers and contribute to economic development.
b. Sustainable natural and built environments
• People can access and enjoy our natural environments
• Understand the need to protect our natural environment and act to do so. • Have safe and attractive built environments that meet our community’s needs • The community has access to information and services that promote environmental
responsibility and sustainability.
c. An enjoyable place to live • The community has access to a range of cultural and heritage facilities and activities. • The district has sporting and recreational facilities that meet the district’s needs. • The district offers opportunities for people of all ages to develop their skills and enrich their
Solid Waste Activity Management Plan Appendix R – Levels of Service, Performance Measures
and Relationship to Community Outcomes 106
knowledge.
d. A safe and healthy community • Access to a range of health and social support services. • Environmental threats to our community’s health is protected.
• Well-prepared to respond to emergency situations.
R- 2 Activity Goal and Principal Objectives
The Solid Waste Management Activity goal is:
To provide a cost effective range of waste management services and facilities that contributes to sustainable management, conservation of resources and protection of the community and the environment.
The Councils’ principal objectives are:
a) To provide the community with safe, convenient and effective solid waste services that
contribute to the overall wellbeing of the district
b) To provide recycling, reuse and waste management services and facilities that are sustainable, minimise impact on the environment and that meet requirements of the Resource Management Act 1991
c) To develop and maintain effective relationships with regional and national resource
management agencies
R- 2.1 Key Outcomes Performance
Performance measures and targets will be reported each year in Council’s Annual Report. This is shown in Table R-1.
R- 3 Current Levels of Service
In providing solid waste services the Council’s current objectives are to:
· meet customer expectations
· achieve defined standards of service
· implement Council policies
· complete agreed works programmes on time, to the appropriate standards and within budget
· protect the health and safety of the community and maintenance and operations personnel
· minimise adverse impacts on the environment
· comply with statutory requirements
· obtain and maintain the required resource consents to provide the required level of service
· comply with resource consent requirements
· achieve compliance with appropriate technical standards
· promote development within the District
· achieve defined standards of system management
Solid Waste Activity Management Plan Appendix R – Levels of Service, Performance Measures
and Relationship to Community Outcomes 107
R- 3.1 Customer Expectations
An annual corporate survey of residents is carried out to determine resident level of satisfaction
with a number of services, including solid waste.
Additionally in-depth public consultation is conducted each year to invite submissions on the
Annual Plan. The public has the opportunity to identify their expectations for solid waste services.
The public consultation process will determine:
· the minimum level of service acceptable to the community
· increases in the level of service desired by the community, and which they are prepared to pay
for
· what levels of service can be reduced
A community survey undertaken in 2011 produced a user satisfaction result of 83% for kerbside rubbish collection and 85% for kerbside recycling collection. The target satisfaction rate for both is 85%
R- 3.2 Statutory Requirements
The requirements of Schedule 10 of the Local Government Act 2002 specify how the asset
management implications of different Levels of Service (LOS) must be assessed – a role of the
AMP as a key input to the LTP.
R- 4 Proposed Levels of Service
R- 4.1 Service Targets and Performance Measures
Service targets and performance measures to be reported through the LTP are listed in Table
R-1.
R- 4.2 Future Alternative LoS
Areas where alternative Levels of Service may be developed for consultation are to be considered
in future reviews of this plan from action plan.
.
Solid Waste Activity Management Plan Appendix R – Levels of Service, Performance Measures
and Relationship to Community Outcomes 108
Table R-1 Performance Monitoring
Performance measures and targets denoted with a # are also used by Council to monitor progress toward achieving community outcomes and are reported on in Council’s three yearly Community Outcomes report.
Rationale Levels of Service Performance Measures
Target
Baseline 2011/12 Actual
2012/2013 2013/14 2014/15 2015/22
To contribute to sustainable management, conservation of resources and protection of our community and environment.
Protect the community and environment from the effects of harmful waste and promote waste minimisation
Reduce the volume of waste per rateable property being disposed of to landfill
537 Decrease by 2% Decrease by 2% Decrease by 2% Decrease by 2%
Increase the percentage of recyclable or reusable material diverted from the waste stream
413% Increase by 1% Increase by 1% Increase by 1% Increase by 1%
Compliance with resource consent conditions relating to Closed Landfills and Resource recovery park operations.
2 No significant non-compliances reported by environment Canterbury
No significant non-compliances reported by environment Canterbury NIL
No significant non-compliances reported by environment Canterbury NIL
No significant non-compliances reported by environment Canterbury
Kerbside collection service meets customer’s needs
Residents receiving kerbside rubbish collection are satisfied with the service (Annual Residents Survey)#
83% 85%+ 85%+ 85%+ 85%+
Residents receiving kerbside recycling collection are satisfied with the service (Annual Residents Survey)#
85% 85%+ 85%+ 85%+ 85%+
Solid Waste Activity Management Plan Appendix R – Levels of Service, Performance Measures
and Relationship to Community Outcomes 109
R- 5 Improvement Actions
Potential improvements identified in this section are summarised below:
Item
R1 Consider and test alternative LOS and
willingness to pay
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Priority Comments
1 2 3 4 5 6
X
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 110
Appendix S - Organisational Structure,
Solid Waste Management Practices, Data
Systems and Decision-Making Processes
REFERENCE / REASON: INTERNATIONAL INFRASTRUCTURE MANAGEMENT MANUAL
GUIDELINES
S- 1 Organisational Structure
The Council’s organisational structure is shown in Figure S-1 below.
Solid Waste activity is managed within the Operations Department, the reporting
line is through the Operations Manager to the Chief Executive and Council.
Figure S-1: ADC Organisation Structure
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 111
S- 2 Accounting / Financial Systems
S- 2.1 Financial Management System
The Council currently operates the “Technology One” f inancial management system (FMS).
Budgets are prepared for each Activity on spreadsheets, and loaded into the FMS once adopted.
Outputs are defined within the budget structure and linked to a unique ledger code.
Expenditure is authorised within Council defined delegations by Solid Waste personnel and
charged to the ledger code.
Financial reports are produced monthly by the Solid Waste Manager for reporting to Council on progress and variances.
The Finance department has a fixed asset register (FAR), and performs an annual summary level
reconciliation based on work in progress (WIP) data provided by Water Services. The FAR is at a
high level, recording asset groups such as plant & equipment, buildings, litter bins etc at an area/facility level.
Work In Progress and completed works costs are provided by project, and include all engineering fees. There is
a certain amount of double handling with this approach, and for most of the year data is not up-to-
date in the financial system. This is an opportunity for an across the board improvement.
S- 2.2 Expenditure Types
S- 2.2.1 Operations
Asset operation has no effect on asset condition but is necessary to keep the asset appropriately
utilised.
In the case of solid waste these are the costs of collection, facilities management, waste minimisation, education and transport of residual waste to the regional landfill at Kate Valley..
S- 2.2.2 Maintenance
The day to day work required to keep assets operating at required service levels, falls into two
broad categories:
· Planned (proactive) maintenance: Proactive inspection and maintenance works planned to
prevent asset failure.
· Unplanned (reactive) maintenance: Reactive action to correct asset malfunctions and failures
on an as required basis (i.e. emergency repairs).
S- 2.2.3 Renewals
This expenditure is defined as:
· the renewal and rehabilitation of existing assets to their original size and capacity, or,
· the replacement of the entire component of the asset with the equivalent size or capacity.
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 112
S- 2.2.4 New Works
Projects (including land purchase) for the extension or upgrading of assets required to cater for
growth or additional Levels of Service, include:
· Works which create an asset that did not exist in any shape or form, or
· Works which improves an asset beyond its original size or capacity, or
· Upgrade works which increase the capacity of an asset, or
· Works designed to produce an improvement in the standard and operation of the asset
beyond its original capacity.
S- 2.2.5 Asset Disposals
Costs associated with the removal or disposal of decommissioned solid waste assets.
S- 2.2.6 Accounting Standards and Guidelines
Various accounting standards and guidelines govern financial management practice, these being
held by the Finance Department.
S- 3 Activity Management Business Practices
S- 3.1 Business Practice Analysis
Asset management business practices typically fall under three headings:
· Processes - The necessary processes, analysis and evaluation techniques needed for life-
cycle management.
· Information Systems - The information support systems used to store and manipulate the
data.
· Data - data available for manipulation by information systems to produce the required outputs.
The following is an interim subjective assessment of current practice, and generic desired practice
that needs to be considered for the solid waste activity in terms of making improvements to asset
management activities. Council is currently reviewing and considering Asset Information System platforms to assist in improving asset data management.
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 113
S- 3.2 Processes
Current Business Practice Desired Business Practice
Solid Waste Generic
Levels of Service
· Reflect current levels of service provided · Targeted specific performance measures
through performance contracts · Customer preferences well understood
· Annual customer surveys · On-going service level review process
· Limited performance measures in use · Customer feedback surveys
· Service level agreements formally adopted
Knowledge of Assets
· Asset data obtained at component level · All asset data entered into AIS & GIS
· Practised informally based on knowledge · All critical assets monitored and failure
of experienced staff modes understood
· Failure costs identified
· Strategy in place to minimise the failure of
critical assets
Accounting and Economics
· Carried out through Council’s Financial · All costs recorded against individual
Management and job costing systems assets
· Straight line depreciation method used · Straight line and condition based
· Valuations based on depreciated depreciation methods available
replacement cost methodology · Valuations based on depreciated
replacement cost methodology
· Current asset costings readily available to
asset managers
· Costs of deferred maintenance/
rehabilitation/ renewal available
Operations
· Contracts in place · Operational activities contestably priced
· Operational activities optimised to
minimise lifecycle costs
· Continuous performance monitoring in
place
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 114
Maintenance
· Maintenance activities contestably priced where required
· Contractors monitor performance against LOS standards
· Solid waste staff directly inputs
information into AIS system
Performance Monitoring
· Monitored through requests for service, · Performance measures and levels of
customer surveys, contract audits. service linked
· Performance standards fully documented
· Continuous monitoring and reporting of
performance against measures
· Performance reported to contractors
regularly
Optimised Life Cycle Strategy
· Not practised to an significant degree · Failure works predicted
· Risk assessments carried out and
treatment options identified
· Lifecycle costs determined and optimised
using NPV analysis
Design and Project Management
· Value management completed in designs
· Quality assurance systems for design and
project management to ensure optimum
lifecycle costs
· Processes to ensure new assets are
included in AIS systems
· Designers required to consider lifecycle
costs and carry out ORDM and risk
assessment
·
Asset Utilisation
· Capacity is not systematically monitored · Asset utilisation and capacity identified
or assessed · Non-performing assets investigated and
correction options assessed
· Disposal/rationalisation policy clearly
identified
Quality Assurance and Improvement
· This activity management plan is reviewed · Continuous improvement ‘culture’ evident
on a 3-yearly cycle. in AISM processes
· Appropriate quality checks and controls
established
· All maintenance work approved in accordance with Council’s delegations
register
· All new assets are designed to best meet
the needs of the organisation, district and
communities and will be completed on
time, within budget and to the required
standard.
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 115
S- 3.3 Activity Management Systems
Current Business Practice Desired Business Practice
Asset Register
· A basic asset register has been prepared · Asset registers available for all asset
recording the necessary details and groups
descriptions of the solid waste assets. · Implement AIS
· Asset register integrated with corporate
information systems
Financial Systems
System allocates costs against assets
System fully integrated to other information
systems via the asset register
Depreciation measured by condition of
assets (renewal accounting)
Maintenance Management
· No electronic MMS in use. · Planned and unplanned maintenance
recorded
· Inventory automatically recorded against
assets and work orders
· Resource allocations optimised
· Optimised maintenance strategy available
for individual assets
Condition and Performance Monitoring
No specific AIS system, use is made of
valuation spreadsheets
No capacity / utilisation modelling systems
in place
Customer Enquiries/Records
A request for service system is in · Customer transactions included as part of
operation (CRM) corporate system with property and asset
links
Risk Management
No system · Risk management module part of AIS
Optimised Renewal Decision Making
· No ODM system in place. · Risk management issues taken into
consideration
· Calculation of Net Present Value for
comparison of options
· Asset and non-asset treatment options
considered
· ORDM used for all asset types as
recognised corporate decision making
model
· Corporate system, which records financial ·
expenditures and relies on manual entry of ·
valuation data.
·
· System linked to asset register allowing
forward cashflows to be based on
predicted asset condition
·
·
·
·
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 116
Forward Works Programme
· Forward works programmes have been · A variety of scenarios can be modelled via
prepared showing the timing and cost of varying LOS or budget availability
proposed work · Works identified initially by WMMP
Action Plan
Geographic Information System GIS
· The Council “GIS” system will allow spatial · High level functionality GIS allowing full
viewing, searching, manipulating and integration with corporate AIS systems
analysis of data base records
Integration of Systems
· Asset management system not integrated · IT strategy includes AIS
with GIS or FMS · Seamless integration of Financial, GIS and
AM systems
Plans and Records
· All Council plans recorded and stored in · Effective plan management system to
hard copy validate/capture as-built data
· Plans and records for new works stored in · All plans and records included on
both hard copy and on disk corporate GIS system and assets linked to
appropriate database
Operations Manuals
· No manuals · Electronic and hard copy O & M Manuals
where required for plant
Levels of Service
· No formal system · Electronic document enhanced annually
through review process
Emergency Management Plan
· Documented in CDEM Plan · Emergency management plans available
for all asset groups
Activity Management Plan
· The Activity Management Plan will be · Up-to date AMP documents available for
used for the management of the solid all asset groups and used as basis for
waste activity forward planning
· The plan is to combine technical and
financial management techniques over the
life cycle of solid waste assets in the most
cost effective manner to provide the
specified levels of service
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 117
S- 3.4 Asset Management Data
Current Business Practice Desired Business Practice
Asset Classification/Hierarchy
· Solid waste assets have been · Formalised asset classification system
categorised to create a hierarchical
classification
Asset Identification
No unique numbering system in place · All assets uniquely identified on
computerised system
Asset Attributes
Some attribute data, such as material, · Relevant and up to date attributes
age, size recorded for all assets
Historical Condition and Maintenance Data
· Maintenance tasks based on AIS systems
output
· Maintenance costs linked via AIS systems
and financial system
· Historical data recorded relating to
individual assets used for AM planning and
lifecycle management
· Data integration between AIS and FAR
Future Growth and Demand Prediction Data
· ADC Development Plan · Growth modelling carried out extensively
· Targets established but future waste based on up to date data and projections
volumes are uncertain · Programmes in place to cater for growth
· WMMP Action Plan · Actual versus predicted growth monitored
Risk Data
· Risk data not available · Risk cost of failure identified for all assets
and used to drive renewal and
maintenance programmes
· Risk rating recorded against all assets and
failure costs identified
Life Cycle Costing
· Limited data available · Good database of complete lifecycle costs
· Information analysed
· Poor performing assets investigated
· Used in decision making
·
·
·
·
Maintenance data contained in spreadsheets
Duplication between FAR and AIS,
inefficient annual update process
Solid Waste Activity Management Plan Appendix S - Organisational Structure, Solid Waste Management Practices, Data Systems and Decision-Making Processes 118
S- 4 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
S1 Complete assessment of asset management Update the interim assessment
practices, and identify and prioritise X presented in this section as a
improvement tasks start point.
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix T - Bylaws 119
Appendix T - Bylaws
REFERENCE / REASON: SECTIONS 158-160 LOCAL GOVERNMENT ACT 2002
Solid Waste activity is controlled through the Ashburton District Council Bylaw Chapter 16, Solid
Waste, and also Chapter 9 Fire Prevention (for control of solid waste disposal by burning)
Chapter 16 covers the following:
· Prohibited activities
· Official containers to be kept clean and in good repair
· Official containers to be placed conveniently for emptying and removal
· Owner of apartment building to provide official containers
· Deposit of certain materials in receptacles prohibited.
· Method of storage of Refuse in receptacles prohibited
· Removal of trade refuse
· Establishment and control of disposal sites.
· Transport of refuse
· Official containers
The Bylaw was last reviewed in 2008 and will be reviewed again in 2012.
T- 1 Improvement Actions
Item Priority Comments
1 2 3 4 5 6
T1
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix U – Stakeholders and Consultation 120
Appendix U - Stakeholders and
Consultation
REFERENCE / REASON: PART 6 SUBPART 1 LOCAL GOVERNMENT ACT 2002 (SECTIONS
82-90) LEGISLATIVE CONSULTATION REQUIREMENTS
There are a number of key legislative consultation requirements that must be complied with.
a) Principles of Consultation
Section 82(1) of the Local Government Act 2002 lists a number of principles that have to be
complied with (to the extent that, subject to Section 82(4 and 5), it considers in its discretion to be
appropriate in any particular instance):-
i) that persons who will or may be affected by, or have an interest in, the decision or matter
should be provided by the local authority with reasonable access to relevant information, in a
manner and format that is appropriate to the preferences and needs of those persons;
ii) that persons who will or may be affected by, or have an interest in, the decision or matter
should be encouraged by the local authority to present their views to the local authority;
iii) that persons who are invited or encouraged to present their views to the local authority
should be given clear information by the local authority concerning the purpose of the consultation
and the scope of the decisions to be taken following the consideration of views presented;
iv) that persons who wish to have their views on the decision or matter considered by the local
authority should be provided by the local authority with a reasonable opportunity to present those
views to the local authority in a manner and format that is appropriate to the preferences and needs
of those persons;
v) that the views presented to the local authority should be received by the local authority with
an open mind and should be given by the local authority, in making a decision, due consideration;
vi) that persons who present views to the local authority should be provided by the local
authority with information concerning both the relevant decisions and the reasons for those
decisions.
b) Extent to Which Community Views Required to be Taken Into Account
(Subject to the power to make judgements about the degree and extent to which it does so in any
particular case – Section 79) every local authority is required, in the course of its decision-making,
to give consideration to the views and preferences of persons likely to be affected by, or who have
interest in, the matter, and that consideration must be given at:-
Solid Waste Activity Management Plan
Appendix U – Stakeholders and Consultation 121
i) the stage at which the problems and objectives related to the matter are defined; and
ii) the stage at which the options that may be reasonably practicable options of achieving an
objective are identified; and
iii) the stage at which reasonably practicable options are assessed and proposals developed;
and
iv) the stage at which proposals of the kind mentioned in (iii) above are adopted (Section 78).
c) Consultation with Maori
The local authority must ensure that it has in place processes for consulting with Maori.
d) Bylaws
A bylaw can only be made, amended, reviewed or revoked via the special consultative procedure.
e) Change in Mode of Delivery
Any proposal to change the delivery of a significant activity:-
i) from provision by the local authority itself to delivery by a Council-controlled organisation in
which the local authority is a shareholder; or
ii) from provision by the local authority itself to delivery by another organisation or person; or
iii) from provision by a Council-controlled organisation in which the local authority is a
shareholder to delivery of the activity by another organisation or person;
can only be done via the special consultative procedure (Section 88).
f) Certain Other Decisions May Only be Made, Only if the Decision is Explicitly
Provided for in the Long-Term Plan, and the Proposal to Provide for it
was Included in a Statement of Proposal
i) A decision to alter significantly the intended level of service provision for any significant
activity undertaken by or on behalf of the local authority, including a decision to commence or
cease any such activity;
ii) A decision to transfer the ownership or control of a strategic asset to or from the local
authority;
iii) A decision to construct, replace, or abandon a strategic asset;
iv) A decision that will, directly or indirectly, significantly affect the capacity of the local
authority, or the cost to the local authority, in relation to any activity identified in the Long-Term
Plan (Section 97).
Solid Waste Activity Management Plan
Appendix U – Stakeholders and Consultation 122
U- 1 Stakeholders
Stakeholders with an interest in the Solid Waste activity include the following:-
U- 1.1 External Stakeholders
· Consumers producing solid waste
· Audit Office NZ
· Ministry of Health (eg subsidies)
· Medical Officer of Health
· Public Health Services (Crown Public Health)
· Environment Canterbury
· Transwaste Canterbury Ltd
· Department of Conservation.
· Ministry for the Environment.
· Fish and Game NZ
· Local Iwi / Ngai Tahu
· Royal Forest and Bird Protection Society
· Water and Waste Association.
· Council’s Insurers.
U- 1.2 Internal Stakeholders
· Ashburton District Councillors
· Asset Management Staff
· Solid Waste Staff
· Financial Manager
· Information Technology Manager
· Planning Manager
· Corporate Services Manager
· Internal Auditors
U- 2 Consultation and Customer Research
One of the key objectives of the Solid Waste activity management plan is to match the Level of
Service provided by the solid waste disposal system with the expectations of its customers.
Council’s knowledge of customer expectations and preferences is based on:
· Consultation on previous AMP’s, the current LTP, and other planning documents
· Public meetings
· Feedback from elected members
· Feedback from service providers
· Analysis of customer service requests and complaints
Solid Waste Activity Management Plan
Appendix U – Stakeholders and Consultation 123
· Consultation with beneficiaries of proposed works
· Consultation via the annual plan process
· Annual customer satisfaction survey
· Focus groups and working parties
Further knowledge will be obtained through enhanced public consultation.
The public and interest groups will be consulted during all significant proposed capital projects or
new initiatives to ensure input for stakeholders is considered for each project.
U- 3 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
nil
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix V – Implementation & Improvement Programme 124
Appendix V - Implementation and
Improvement Programme
REFERENCE / REASON: INTERNATIONAL INFRASTRUCTURE MANAGEMENT MANUAL
GUIDELINES
This Activity Management plan has been prepared using information contained in the 2011 asset valuation, and knowledge of current AM practice and issues.
Levels of Service have been reviewed and performance measures confirmed to reflect the nature
and scope of the activity. Consultation on Levels of Service and LoS alternatives is undertaken
through the LTP process, to which this plan contributes.
As an input to this plan, much work has been undertaken in looking at the future development of
the District, although this has tended to focus more on population and settlement rather than
economic activity.
An aspirational target of zero waste and demand management will have a major impact on future solid waste activity.
Also of significance is the market for the recycled/ recovered materials from the waste stream.
A review of potential risks has been initiated, and this will need to be reviewed in more detail and a
full risk register developed with risks prioritised and mitigation actions planned.
In summary, this plan has largely been developed from existing knowledge. Actions to increase the
level of sophistication of this plan are recorded in Table V-1 below. This table includes
improvement priorities identified in other Appendices within the plan.
This implementation plan still needs further work in relation to desired asset management priorities
described in Appendix 5.
V- 1 Improvement Actions
Item Priority Comments
1 2 3 4 5 6
B1 Capture condition and performance data for
critical assets
B2 Formal recording system/procedure for
historical data
D1 Improve process for data capitalisation
X
X
X Provide for more frequent updates to
the financial system./ integration of
Solid Waste Activity Management Plan
Appendix V – Implementation & Improvement Programme 125
Revaluation annually
Complete the Emergency Response Plan for x
the Solid Waste disposal service
Complete risk assessment and identify X
critical risks
Develop risk management strategy X
Consider and test alternative LOS and
willingness to pay
Complete assessment of asset management
practices, and identify and prioritise
improvement tasks
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
» End of appendix
data
X
Once critical risks have been
confirmed
Update the interim assessment
presented in this section as a start
point.
D2
E1
Q1
Q2
R1
S1
X
X
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix W – Disposals 126
Appendix W - Disposals
Reference / Reason: International Infrastructure Management Manual Guidelines
Disposal involves all activities associated with the decommissioning of assets, including sale,
abandonment, demolition or relocation.
A Post Closure Management Plan has been adopted for solid waste disposal sites, covering:
· Management
· Consent and Designation Conditions
· Closure
· Monitoring
· Phasing of Rehabilitation
The District Plan includes provision for rehabilitation and landscaping of landfill sites on completion
of landfill operations.
W- 1 Forecast Income / Expenditure Arising from
Asset Disposal
Any costs associated with asset disposals are minor and are met through the operational budget.
There is no planned income arising from disposals.
W- 2 Improvement Actions
Potential improvements identified in this section are summarised below:
Item Priority Comments
1 2 3 4 5 6
Nil
Solid Waste Activity Management Plan
Appendix W – Disposals 127
Relative Urgency
Extremely urgent (needs to be addressed now)
Very urgent
Urgent
Reasonably or fairly urgent
Not urgent
A good idea for some time in the future
» End of appendix
Key
1
2
3
4
5
6
Solid Waste Activity Management Plan
Appendix X –References 128
Appendix X - References
· Report of the Controller and Auditor-General entitled ‘Reporting Public Sector Performance –
2nd Edition’ – January 2002 – Ref ISBN 0-472-02889-6.
· ‘International Infrastructure Management Manual’ (commonly referred to as ‘The NAMS
Manual’) published by the Association of Local Government Engineering New Zealand (Inc)
(INGENIUM) – www.ingenium.org.nz.
· ‘Creating Customer Value from Community Assets – Guidelines for Agreeing Service Levels
with Customers’ published by the Association of Local Government Engineering New Zealand