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5-Waters Volume 1
4 Management and Organisational Structure
This section sets out the organisational structure of the assets department, the consultation procedures that are adhered to and relationships with key stakeholders of the Council.
4.1 Organisational Structure
Figure 4‑1 details the organisational structure for the Asset management team at Council and outlines responsibility and linkages for the delivery of services for the 5Waters activities.
Figure 4‑1 Organisational Chart
The current organisational structure separates the asset management team from the service delivery team. The key responsibilities of these two teams' roles is outlined below in Table 4‑1.
Table 4‑1 Key Responsibilities of Roles
| Asset Manager | Sets strategic direction Determines and prepares policy Decides level of service Prepares AM Plans |
| Service Delivery | Manages maintenance and development works Collects AM information Is responsible for contractor performance Ensures consent and drinking water standards compliance |
| Operator/Contractor | Maintains and operates assets |
Responsibility for the asset management function in Selwyn District is via the Asset Management team whose responsibility includes:
- The achievement of appropriate Asset Management practices which meet corporate Asset Management development standards and reporting of these in the AcMPs;
- Adequate budgeting and long-term forecasting;
- Identifying and managing asset and service related risk;
- Reporting of Level of Service, Key performance indicators and Risks at Corporate level; and
- Community and Committee Liaison.
Water services, the service delivery team was established to perform a range of functions that are essential to the achievement of Levels of Service on a daily basis. Water services are involved in day-to-day management of all 5Waters schemes and are responsible for providing the Council with appropriate technical and supervisory engineering services to enable the utilities to meet the required level of service. This includes but is not limited to:
- Management of the maintenance and operations Contracts;
- The associated liaison with the public;
- Ensuring assets are maintained and in compliance with consents and drinking water standards;
- Monitoring and reporting inline with consents and drinking water standards;
- Asset data collection, management and analysis;
- Condition monitoring;
- LIMS/PIM etc;
- Operational Management;
- Project and Contract Management (supervision, administration);
- Provision and monitoring of SCADA;
- Provision and updating of Asset Management System (AMS) and GIS; and
- Processing Consent Applications and requests for information.
Although boundaries are defined between service delivery and asset management, overlap does exist. This overlap will be managed by Council staff and roles will continue to be defined during this LTP period.
External consultants are also utilised by Council to help provide the 5Waters services. An example of where they are utilised in the key operating areas is shown below in Table 4‑2.
Table 4‑2 Operating Areas and Service Providers
Valuation
| Asset Management
| Council and Consultants
|
| Criticality and Condition Modelling | Asset Management | Council and Consultants |
| Budget and Forecasting | Asset Management | Council |
| Level of Service | Asset Management | Council |
| Activity Management Plans | Asset Management | Council and Consultants |
| Bylaw development | Asset Management | Council |
| Operations and Maintenance | Service Delivery | Operator/Contractor |
| Management of Operations and Maintenance Contract | Service Delivery | Council |
| Minor Project Design | Service Delivery | Council |
| Major Project Design | Service Delivery | Tendered |
| SCADA management and Operations | Service Delivery | Council |
| Water testing | Service Delivery | Operator/Contractor |
4.2 Human Resource Management
4.2.1 Staff Numbers
Currently the Assets department has approximately 36 full time equivalent employees and 15 are associated with the management of the 5Waters Activity.
Significant increases in population and associated infrastructure are expected to occur over the next 10 years in the Selwyn District. Because of this, assessment of staffing requirements will be required on an annual basis to ascertain the appropriate requirements for the increased workload. Assessment needs to consider the level of staffing coverage required to implement all of the Asset unit's functions including internal management, information systems management, project management, design, supervision, construction, operations and maintenance.
4.2.2 Staff Skills
In addition to staffing numbers, assessment of staffing levels needs to consider the skill requirements to meet the demands of the infrastructure that Council does and will own and operate.
Increases in the complexity in water and wastewater treatment plants will occur as drinking water and environmental standards increase. The complexity of these plants and their associated resource consent compliance will require skilled and trained engineers for their operation, maintenance and supervision.
4.2.3 Training
Training of staff is presently on an ad-hoc basis with no structured long term development plans for the individual staff members in the asset management field. The link between asset life, and the ability to deliver levels of service with the skills of the people who plan, design, install, operate and maintain the assets is inevitable. It is crucial that the skill gaps of staff, contractors and service providers are identified and there are structured training programmes to close these gaps. The impact of the training provided should also be evaluated.
4.2.4 Succession Planning
Succession planning is considered necessary to reduce the risk associated with staff leaving the organisation leaving resource gaps and 'taking' knowledge with them.
Succession planning allows institutional knowledge to be passed on, and assists in ensuring continuity within the organisational culture.
Succession planning techniques that Council have considered as appropriate are:
- Sourcing suitable replacement staff from within the organisation wherever possible;
- Developing personal career development plans for all relevant staff. This can include identifying weaknesses in training and experience and attempting to address those weaknesses by use of mentoring, relevant projects and continuing professional development programmes;
- Identifying likely staff retirements, promotions, resignations or position changes on an annual basis; and
- Identifying potential internal staff to fill positions becoming vacant, providing those staff with projects that extend them and give them relevant experience for filling the positions.
4.2.5 External Resources
External consultant and contractor services are procured where Council expertise or resources are not available, either in the required time or to the required degree.
Procurement of consultants is via a professional services brief. Procurement of contractors is by contract conditions of engagement.
4.3 Procurement
Council has identified the need to plan effectively and deliver quality in a sustainable manner; lowest cost options are not necessarily the best. A robust strategic and asset management planning regime is a priority to ensure effective work programmes are developed. A whole-of-life approach relies on asset management planning including lifecycle management planning and modelling. Suppliers are expected to understand the drivers of Council's planned approach and the commitment made to deliver the agreed Levels of Service. The objectives for the 2010 procurement Strategy are:
- Supporting the achievement of Council's Community Outcomes and the Selwyn Community Plan Programme through efficient procurement processes;
- Integration with Council's organisational goals as contained in the Mission Statement, Statement of Values and Sustainability principles;
- Delivery of services to the community that represent value for money;
- Encouraging appropriate levels of competition across suppliers; and
- Ensuring procurement is fair and transparent with effective accountability measures.
While retaining scope for small local suppliers and the benefits to the local economy they can provide, Council also has a responsibility to recognise the efficiencies and benefits derived from larger and longer term maintenance and construction contracts. Competitive tendering where price and quality are evaluated will be used to select suppliers or supplier panels. In some cases direct appointment may be the most effective approach and this will be considered in terms of specialisation, market competitiveness and the overall cost and efficiency to Council.
4.3.1 Changes to Procurement
The 5Waters currently operates under a contract held by Sicon Ltd. This contract is due to expire 30 June 2021. Negotiations are underway for renewal of the contract.
Council has identified the need to plan effectively and deliver quality in a sustainable manner; lowest cost options are not necessarily the best. An integrated approach across the 5Waters to professional services, construction, maintenance and renewal activities is favoured to ensure that the optimal solution is sought. A robust strategic and asset management planning regime is a priority to ensuring an effective work programme is developed. A whole-of-life approach relies on asset management planning including lifecycle management planning and modelling.
Suppliers are expected to understand the drivers of Council's planned approach and the commitment made to deliver the agreed Levels of Service.
The key components of value for money are regarded as:
- Robust planning to identify an effective work plan;
- Appropriate and efficient supplier selection procedures; and
- Successful delivery of works and services (the right outcome on time and within budget).
4.3.2 Proposed Delivery Models and Supplier Selection Methods
For the 5Waters Activities, Selwyn District Council will utilise the guidance provided by the NZTA Procurement Manual Procurement Procedure 1 - Infrastructure for Physical Works and Procurement Procedure 2 Planning and Advice for Professional Services. Council has varied the limit for closed contests (selected tender) to $250,000 for all activities.
Further analysis by service delivery and the asset management team on procurement options was carried out between July-June 2012.
In procuring the next Contract it was considered that the following options are relevant:
- Renegotiate/extend current Contract with the incumbent Contractor;
- Negotiate a new Contract with the incumbent Contractor;
- Competitive Tender;
- Public tender;
- Selected tender or Registration of Interest (ROI); and
- Provide services through an in-house works unit.
4.3.3 Procurement Options
An assessment of procurement options has been undertaken against the following categories:
- Ease and Cost of Process;
- Addressing Gaps (Technical, Legal, Field Issues, Contract Management);
- Assurance of Value for Money;
- Business Continuity/Risk of Knowledge Loss; and
- Procurement Approach Ranking.
4.3.3.1 Ease and Cost of Process
Renegotiating/extending the existing Contract with the incumbent Contractor is the easiest option and the lowest procurement cost option available. Negotiating a new Contract with the incumbent will require development of a new Contract and will result in added costs. A tender process will result in development of a new Contract, evaluating the Contract options and going through the whole tender process. This will be a high cost option available and will impact significantly on staff time and resources. Establishing an in-house works unit will also be a high cost option and will be a complicated process.
4.3.3.2 Addressing Gaps (Technical, Legal, Field Issues, Contract Management)
Renegotiating/extending the existing Contract will not result in addressing any of the gaps identified as the status quo will be maintained. Establishing an in-house works unit will address legal and Contract management issues, but will not necessarily resolve technical gaps and field issues as the need to formalise processes and specifications will be less. All the remaining options will address all of the technical, legal gaps, field and identified Contract management issues through development of a new Contract.
4.3.3.3 Assurance of Value for Money
Negotiating a new Contract with the incumbent will give the least assurance of value for money as it is not based on open and competitive pricing. However, scheduled rates can be obtained to provide a cost framework ensuring negotiated rates are aligned with current trends. Establishing an in-house works unit is not likely to provide any assurance of value for money. A public tender will be more likely to ensure value for money, but there are risks associated with this.
4.3.3.4 Business Continuity/Risk of Knowledge Loss
A public tender may result in a new Contractor. This will result in immediate termination of the relationship of trust that exists between the Council and the existing Contractor. The local knowledge will be lost with new staff having to familiarise themselves with the district and distribution and collection systems. The focus on service to customers that was instilled in most of the current Contractor's staff while they were still working as in-house Council staff will be lost. A selected tender or ROI will provide some assurance of reputable Contractors, but the local knowledge and focus on service to customers will be lost.
4.3.1.5 Procurement Approach Ranking
From the above it is evident that renegotiating/extending the existing Contract with the incumbent is the least favoured option. It is the easiest and lowest procurement cost option, but it will not address any of the technical and legal gaps, and field and Contract management issues. It will not ensure value for money, but will retain local knowledge and maintain the existing relationship of trust.
Establishing an in-house works unit will address legal and identified Contract management issues, but will not necessarily address technical gaps and field issues. It will be a complicated and costly process and is not likely to provide assurance of value for money. As a result it is ranked as the second least preferred option.
Public or selected tender are ranked equal as it will ensure value for money and will address technical and legal gaps, and field and identified Contract management issues. These options will be the highest procurement cost option as it will impact significantly on staff time and resources.
Negotiating a new Contract with the incumbent is the highest ranked option as it will address all of the technical and legal gaps, and field and identified Contract management issues. It will have some procurement cost implication and will require research of current operation and maintenance scheduled rates to provide a framework to ensure competitive pricing. But most importantly it will retain local knowledge and maintain the current relationship.
4.4 Consultation Procedures and Processes
4.4.1 Community Outcomes for the Long Term Plan
The Council has carried out significant consultation with the residents of the District to establish the Community Outcomes for the LTP, these were reviewed in 2011 following the changes to the Local Government Act in 2010. For the 2021 LTP, the Community Outcomes retain the essence of those included in previous plans, with a greater focus on the outcomes where Council's role is prominent ('Council Outcomes').
4.4.2 Statutes that Include Consultation
Statutes that require Council to undertake consultation for the 5Waters include:
- Local Government Act
- Resource Management Act
- Land Transport Management Act
- Reserves Act
- Ngai Tahu Settlement Claims Act
- Health Act
4.4.3 Significance Policy
Under the LGA 2002, each Council is required to have a Policy of Significance. The requirements for the policy can be seen as being a means for ensuring that in making decisions that Council is:
- Clear about why it is addressing a matter;
- Has considered and evaluated the options and alternatives; and
- Has information on the community views about the matter and the options for addressing it. Particularly, it has an understanding of the views and preferences of those persons likely to be affected by, or have an interest in the matter.
A significant activity is one that has a high degree of significance in terms of its impact on either:
- The well-being of the people and environment of Selwyn District; and/or
- Persons likely to be affected by or with an interest in that activity; and/or
- Capacity of the Selwyn District Council to provide for the well-being of the district.
The 5Waters schemes are considered by the Selwyn District Council as “Significant Activities" therefore some decisions require consultation.
4.4.4 Consultation Policy
In December 2014 the Significance and Engagement Policy superseded the Council' Public Consultation Policy. This policy states the approach to consultation.
The Council's Public Consultation Policy (C301) states that the Council will:
- Clarify its expectations through public consultation;
- Allow sufficient time for effective response to its proposals;
- Report on public proposals and follow up when necessary; and
- Maintain the consultative process.
The approach taken to consultation has been reconsidered in terms of LGA20-02 s76AA, inline with Council's Significance and Engagement Policy. This Policy was adopted in December 2014 and has information on:
- The Council's approach to determining the significance of proposals and decisions in relation to issues, assets or other matters;
- Any criteria or procedures that are to be used by the Council in assessing the extent to which issues, proposals, decisions or other matters are significant;
- How the Council will respond to community preferences about engagement on decisions relating to specific issues, assets or other matters, including when use of the special consultative procedure is desirable; and
- How the Council will engage with communities on other matters.
4.4.5 The Special Consultative Procedure
There are a number of instances where the Council will undertake consultation at a District wide or comprehensive level. This generally occurs when there is a requirement to use the Special Consultative Procedure as prescribed in the LGA2002 section 83. This occurs in the following situations:
- Adopting or amending the Activity Management Plan. The plan is reviewed every three years with the Annual Plan giving effect to that Plan in the intervening years. The Council must consult on community outcomes at least every six years;
- Adopting the Annual Budget;
- Adopting, amending or reviewing a Bylaw;
- Proposing a change in the way a significant activity is undertaken;
- Significant decisions not already provided for in the Activity Management Plan; and
- Termination of a service.
The Council will decide that some decisions are significant and will therefore require a more rigorous assessment of options and a more robust consultative process. Those decisions are treated as amendments to the Community Plan and can be dealt with either separately or as part of the Annual Plan process.
The level of consultation required will be determined inline with the Policy on Significance and Policy on Engagement and Consultation.
4.4.6 Public Consultation Process for Levels of Service and Performance
A public focus group process was undertaken in 2008 to develop an understanding of problems, concerns and the relative importance of each level of service in each community. This process was not repeated for this subsequent LTPs as it was considered sufficiently robust and the findings remained current to carry forward into subsequent LTPs.
These LoS extend over the 10 years (short term). However after strategic consultation (a qualitative assessment), many of the lower weighted LoS were given much higher importance. Initially, workshops were held with representatives of the communities to obtain insight and input into the issues around water services in the District. Subsequently a telephone survey was conducted to obtain wider feedback on the issues identified in the workshops and in particular to better understand consumer's priorities. These have been reflected through 5Waters activity objectives which are listed below in order of priority:
- The community is provided with water services to a standard that protects their health and property;
- Water services are provided in a cost effective manner;
- Customers are provided with and fairly charged for water services that meet their reasonable needs;
- Service capacity is provided to accommodate growing communities, where this growth is sustainable;
- Problems with water services are addressed in a timely manner and prioritised according to risk and need;
- Nuisance effects of water services are minimised;
- Adverse effects of water services on the environment are minimised;
- Greenhouse gas emissions from the provision of water services are minimised; and
- Adverse effects of water services on cultural and heritage values are minimised.
4.4.7 Community Consultation
The Selwyn District Council has undertaken a range of consultation processes over the past few years specifically targeted at gathering information on the extent of infrastructure that Council will be required to install, its future vision or how the services are management. The extent of the historical and proposed consultation is detailed below in Table 4‑3 below.
Table 4‑3 5Waters Activity Consultation Processes (Historical and Proposed)
|
Current |
| Residents Survey | Community | Annual basis from 1999 to 2020
(now discontinued)
| Ratepayers satisfaction with services provided by Council | 2,107 residents surveyed by telephone |
Land Drainage Discharges
| Iwi, ECan and rated users
| 2011-current
| Identifying practical solutions to improve water quality | Ecan, Iwi |
| Darfield Wastewater | Township Committee | 2015 Onwards
| To advise the Council on the strategic approach to wastewater management | Project working party |
|
Proposed |
| 2021-2031 LTP process | Community | 2021 Onwards | Legislative requirement criteria of LGA 2002 | In accordance with the LGA 2002 consultation requirements
|
4.4.8 Maori Contribution to Council's Decision Making Process
The Local Government Act requires the Council to establish processes that provide opportunities for Maori to contribute to the Council's decision-making. To facilitate this, Council has included, over a number of years, local Iwi representation on:
- Project teams associated with community projects eg. Osbournes Drain;
- District Plan Committee; and
- In periodic meetings between runanga and staff on particular issues.
Council Policy C302 also addresses consultation with Tangata Whenua on the District Plan
Council will further consider the contribution of Maori through the guidance provided in Mahaanui - Iwi Management Plan (2013).
The Policy on Consultation and Engagement also provides details on consultation with Ngai Tahu.
4.4.9 Consultation Process for Key Stakeholders and Larger Users
The Key stakeholders and larger users are consulted in a variety of ways, subject to the purpose of the consultation.
Generally face to face meetings are held, with a clear purpose and deliverables. For example, staff met with Central Plains Water in formal meetings to discuss the provision of water and the future of the water races. The sharing of information is generally through email-based processes.
The Canterbury Water Strategy was established throughout Canterbury following several years of collaborative work by the Mayoral Forum, the Steering Group, Environment Canterbury and the region's 10 territorial authorities. The Zone Committees established under the Canterbury Water Management Strategy are also key consultation points.
Project Working Parties are also established from time to time to progress matters, which Key Stakeholders are invited to or members of. For example, a working party was set up in 2015 for the Darfield Wastewater project. Key stakeholders have positions on or provide feedback on these processes.
Council has established Memorandums of Understanding with several key stakeholders. These provide a framework for working through issues and highlighting 'common ground'. To date these include New Zealand Transport Agency, Ngai Tahu and Waihora Ellesmere Trust.
4.5 Service Life of Facilities and Network
The service life of a network or facility can be influenced by factors outside the actual expected lives of the individual assets within the 5Waters services. The influences associated with the 5Waters are:
- The role of Council in providing a continuous service indefinitely; this only differs with regard to Water race systems where closure will be considered in the future;
- Resource consents: Major consents are usually 20 to 35 years but the infrastructure that are associated with these consents i.e. wastewater treatment plant may have a life of 50 to 75 years; and
- Receiving environment (social/culture).
The risks associated with the service life of the network are considered at many stages and further discussed in 8.0 Infrastructure Sustainability.
4.6 Key Stakeholders
The key stakeholders and the outcomes that they require from the 5Waters Activities are detailed in Table 4‑4. Different issues will require different levels of consultation from a broad approach to specific and generally dictated by the extent of impacts.
Relationships with Specific Key Stakeholders are discussed in detail below.
Table 4‑4 Key Stakeholders
External
| Selwyn District Council customers and resident population | Broad | Reliable service that meets levels of service, strategic and sustainable drivers. |
| Canterbury Regional Council | Moderate | Sustainable management of resources implementing Regional Strategies. For example: Land and Water Plan, National Regional Resources Plan, Canterbury Water Management Strategy. |
| Greater Christchurch Urban Partners (Waimakariri DC, Christchurch CC and ECan) | Moderate | Partnership in urban growth over 35 year period.
|
| Local Government New Zealand and Central Government | Limited | Ensure that Local Government Act is complied with .(via Auditor-General) |
| Christchurch City | Limited | Disposal of wastewater Operation of water races in Christchurch area |
| Department of Conservation | Limited | Enhance conservation value of natural waterways. (i.e. rivers/streams) |
| IPENZ, NZWWA, Ingenium | Limited | Council supports the organisation and continuing professional development. |
| Local Iwi/Ngai Tahu | Moderate | Enhance water quality and Te Waihora for Mahinga kai, cultural/spiritual values. |
| Local Businesses/Industries | Moderate | 5Waters services to suit commercial needs and expansion, at affordable cost. |
| Wider Community | Limited | Enhance landscape and aesthetic values of farmland and plains. |
| Ministry of Health | Limited | Water quality is suitable, consistently assured, does not spread diseases. |
Internal
| Selwyn District Council | Broad | Maximise the four aspects of well being through provision of the 5Waters Activity. |
| Elected Officials | Broad | Owner of assets, responsible for sustainable service levels under the LGA 2002. |
| Council committees | Limited | |
| Executive | Broad | Compliance with regulations, service reliability, quality, economy and risk management. |
| Asset Managers | Limited | “Executive" plus policy, planning and implementation of infrastructure and service management activities e.g. operations, demand management, maintenance, construction. Safety. Effective corporate support for decision-making, service management, procurement, finance, communications, I.T., staff and other resources. |
| Contract managers (Service Delivery) | Moderate | Responsible for implementation of infrastructure and service management activities. Day to day maintenance and operation. |
| Planners | Limited | AcMP support for Long-term Community Plans. Infrastructure support for current/future district activities . |
| Finance | Moderate | Proper accounting for assets and for services consumed by asset management activities. |
| Customer Services | Limited | Systems which minimise and resolve complaints/enquiries about service. |
| Information Services | Limited | Clarity of technical and budget requirements for systems and support. |
4.6.1 Tangata Whenua - Kaitaikitanga, tikanga
For Maori, linking the past, present and the future is an important concept of life. There is much value in learning from the past in planning for the future. Kaitiakitanga – safe guarding our future (guardianship) and Tikanga (protocols) are two powerful concepts embodied in Maori culture. These values are reflected in the 5Waters Strategy Principles.
Council works with Tangata Whenua and will continue to enhance the relationships with the local Iwi through their representative agency – Mahaunui Kurataiao. With respect to the 5Waters this relationship will continue to be developed by the Asset Manager through discussions on issues. For example the Lincoln Integrated Stormwater Management Plan is one matter where strong productive dialogue has occurred between parties.
Council will seek to understand and exercise the principles of Kaitiakitanga so those who follow can enjoy what we enjoy today, and seek to establish the right Tikanga that will enable us to deliver water services in an integrated and sustainable way.
4.6.2 Canterbury Regional Council - Environment Canterbury (ECan)
Environment Canterbury is delegated responsibility for management of the water resources within the District and achieves this through Regional Plans. These plans provide a framework for the sustainable environmental management of Canterbury's physical and natural resources.
Council must liaise with Environment Canterbury to obtain advice and comply with consents in relation to the 5Waters Activity. Table 4‑5 identifies the types of water consents held by Council.
These consents are vital for the delivery of sustainable services to our 5Waters communities. Without the consents, Councils assets would essentially be unusable.
Table 4‑5 Consent Types
Coastal Permit
|
| | X | | |
Discharge to Air (of contaminants)
|
| X
| |
|
|
Discharge to Water
| | X | X | X | X |
Discharge to Land
| | X | X | X | X |
Land Use
| X | X | X | X | X |
| Water Permit – Divert Water | X |
| X | X | |
| Water Permit - Groundwater | X | X
| | | |
Water Permit – Surface Water
| X | | | | X
|
4.6.3 Water NZ
Water NZ, previously known as the NZ Water and Wastes Association, provides a forum for the exchange of ideas between those involved in the New Zealand water industry. Water NZ also manages projects such as the development of national codes of practice. In recent times, Water NZ has taken on an advocacy role to Central Government on water issues. Particularly, rationalisation of legislation and improved governance.
4.6.4 Engineering New Zealand, INGENIUM, LGNZ
Engineering New Zealand, Local Government New Zealand (LGNZ) and INGENIUM provide peer support and exchange of information to foster appropriate practice and share/manage issues that arise. They are involved in standards development, and advocate at a Central Government level.
4.6.5 Community and Public Health – Canterbury District Health Board
Community and Public Health (CPH) are tasked with monitoring, advising on and improving the public health of communities on behalf of the Ministry of Health. The Medical Officer of Health and staff are predominantly concerned with the quality of drinking water the Council supplies to its consumers and the disposal of wastewater effluent where this could compromise community health. To these ends CPH:
- Annually audits compliance water supplies with Water Safety Plans;
- Is part of working parties on wastewater e.g. Darfield-Kirwee; and
- A regulator of Council water supplies under the Health (Drinking Water) Amendment Act 2007.
4.6.6 Large or Significant Users
Within the 5Waters activities there are a number of large or significant users that need to be considered as they represent a higher risk for revenue, and in some cases criticality. Examples of these or significant users are: Water – Council reserves, Rolleston Izone; and Wastewater – Rolleston Correctional institutions and Westland Dairy (Izone).
4.6.7 Greater Christchurch Urban Development Strategy Partners
Selwyn District Council has a close relationship with the Christchurch City Council (CCC) and Waimakariri District Council (WDC), under the Greater Christchurch Urban Development Strategy (UDS). Council has a number of obligations under the UDS that relate to the 5Waters Activity (IN 706).
At an operational level some of the Council's sewer networks pump into the CCC wastewater scheme. The Council and CCC have an agreement for Council to administer and operate the water races within the Christchurch area. Water race water is supplied to the Wigram Wards of CCC.
4.6.8 Other Organisations
Council has a consultative relationship with other organisations including:
- Fish and Game, North Canterbury;
- Central Plains Water Trust;
- Te Waihora Trust/Ellesmere Trust;
- Irrigation New Zealand; and
- Zone Committees.
4.6.9 Township, Community and Scheme Committees
Each township and rural community has a local advisory committee which is elected every three years at a specially convened public meeting. The purpose of the committee is to consult with its community and relay local concerns and preferences to the Council or Ward Board. There is one exception currently- Edendale which does not have a formally elected committee
Scheme committees are also elected on a three-yearly basis and have delegated responsibilities for land drainage schemes. The committees have terms of reference – the Community Committee Agreement, which provide direction on their governance role. While committees play a role in the management of the land drainage system, ultimate responsibility and hence risk, lies with Council as the owner of the asset.
4.6.9.1 Land Drainage Scheme Committees
The land drainage network is owned by Council. To support this Council takes both direct and hands-off action for service delivery. Its direct roles include formulation and implementation of management systems, policies and rules governing operation of the drainage schemes. Council's asset management and service delivery staff are involved in the schemes day to day management at present. Targeted rates are levied to support the direct and indirect works.
The District Land Drainage Committee has an annual meeting each year. This committee includes members from the other land drainage advisory committees. The Land Drainage Advisory Committees responsibilities are detailed in the “Terms of Reference" for the Drainage Committees, which was updated in 2017.
Council are undertaking a governance review for Land Drainage during the 2021 - 2031 LTP period.
4.6.9.2 Other Committees
From time to time Council established committees or Project Working Parties for specific tasks. In 2015 a Working Party was established for the Darfield wastewater project, working parties provide strategic advice only.
4.7 Access to Council's infrastructure
Access to Council's infrastructure is primarily controlled by the LGA 2002 (section 181). Council may enter private land to inspect, alter, renew, repair or clean any work provided that the infrastructure was constructed with the land owner's permission.
4.7.1 Permissions and Easements
Historically details of the land entry permissions given are often difficult to locate and can give rise to disagreements between Council and the property owner. It is considered that all existing and future agreements are stored on the individual's property file and flagged electronically.
Easements are currently required in urban locations where infrastructure is required to be located within private property or reserves. This is considered necessary to ensure that Council or Council's representative has unrestricted access to the infrastructure without the problems associated with the use of section 181 of the LGA 2002.
At present there is no easily accessible record showing Council easements across private property or file on written agreements for rural water supplies or water races.
Significant lengths of water races were gazetted in the 1880's and early 1900's; permitting access for the operation and maintenance of these races. Details of these gazette notices are required to be shown on GIS for future use.
Easements are normally not required for classified drains, with access for cleaning, inspection and maintenance be provided by the Land Drainage Act 1908 and amendments.
4.7.2 Property Designations
The Selwyn District Council District Plan contains a schedule of designated sites. Facilities not noted in this schedule are there by right and either meet the rules of the District Plan or Plan/Rules that were in force at the time of installation. Sites that accommodate major new assets are considered for designation as they are acquired.
4.7.3 Proposed Additional Access Processes
Creating a list (paper and GIS based) and overall plan showing all Council easements required and those already obtained over private property should be undertaken (IN 105). This will be a valuable tool in the event of property development or subdivision to identify at an early stage whether Council services are involved or encroached upon by the proposed future development or subdivision.
4.8 Use of Suitably Qualified Persons
An important measure of the quality of Council's asset management is the ability, experience and qualifications of the individuals and companies involved in its preparation. The Council employs a wide range of technical staff appropriately qualified to carry out the asset management function. Formal qualifications range from NZ Certificate to Chartered Engineer.
4.9 Improvement Planning
Throughout this section a number of specific actions to improve the way in which the Council identifies, manages and organises the 5Waters activity. These actions are summarised below in Table 4‑6.
Table 4‑6 AM Improvement Items – Management and Organisational Structure
| 4.1 | Continue to define the boundary between Asset Management and Service Delivery | High | Ongoing |
| 4.4 | Continue to involve Stakeholders in decisions where necessary. | Medium | Ongoing
|
