5 Waters - Strategies Objectives Legislation

 

​The Council's operation and delivery of all activities is constrained and shaped by legislation, statutory plans, processes, and other documents.  This section describes the combination of directives in place and their impact on the 5Waters in Selwyn.

In particular this section identifies details:

• Legislation;
• National Policies, Regional Policies and Plans;
• Councils Policies, Bylaws and Standards and Guidelines; and
• Councils Strategies and Plans.
  

2.1       Role of Strategies and Plans

Central Government provide a high level of direction and regulation into the water infrastructure sector through Strategies, Plans, Policy Statements and Legislation.  Regionally there is a suite of Plans and Strategies, many of which link with the Greater Christchurch Urban Development Strategy (UDS) partnership.

Selwyn District Council has developed a broad range of documents including strategies to define the broad scope and direction of its activities.  Once adopted by Council, no process or action should be inconsistent with it.

2.2       Government and Industry Direction

In providing the services to the community, Council needs to be cognisant of Central Government and Industry direction for infrastructure assets and public service provision.  This is done through attending conferences and seminars, studying reports released by Central Government agencies and membership of industry organisations. The key themes that are signalled are outlined in Table 2‑1.

Table 2‑1 Key Themes

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2.3       Legislation

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2.3.1   ​​K​​ey Legislation – Implications of Asset Management

Legislation is established by Central Government and must be complied with at Local Government Level.  Significant legislation and regulations affecting the 5Waters activities are provided in Table 2‑2.

Different legislation has differing levels of impact on the 5Waters activity; this is indicated under Impact Range (Broad ***, Moderate **, Limited *).

Table 2‑2 Legislation Impact on the 5Waters Activity

2.3.2   Greater Christchurch Regeneration Act 2016

The expiry of the Canterbury Earthquake Recovery Act 2011 (CER Act) on 18 April 2016 prompted the development of the Greater Christchurch Regeneration Act 2016 which came into force during April 2016. 

The primary focus of the CER Act was on recovery – where “Recovery" was defined as including restoration and enhancement. 

The Greater Christchurch Regeneration Act establishes a new entity called Regenerate Christchurch.  Jointly controlled by Christchurch City Council and the Crown, one of its objectives is to lead regeneration in the Christchurch district for the next five years.  'Regeneration' is defined broadly as:

• Rebuilding; and
• Improving the environmental, economic, social, and cultural well-being, and the resilience, of communities through urban renewal and development, and restoration and enhancement.

The new framework transfers more decision-making powers to local authorities and provides for greater public input.

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2.3.3   ​​Civil Defence Emergency Management Act 2002

Under the CDEM Act 2002 there is an expectation that Council's services will function at the best possible level and extent during and after an emergency, including no change from normal operation. Council has established planning and operational relationships with regional CDEM groups to deliver emergency management within Selwyn district boundaries.

Water supply and wastewater are regarded as critical services requiring attention during adverse events and are given special consideration within Council emergency management procedures.  Every effort will be given to restore services immediately after an event to at least provide adequate water for sanitation and health needs.  Supply quantity and quality may be limited.

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2.3.4   Health Act 1956 and Health (Drinking Water) Amendment Act 2007

Places an obligation on Council to improve, promote and protect public health within the District.  The provision of water services conserves public health and helps to protect land and waterways from contamination. The Health Act is expected to be replaced by the Water Services Bill.

The Health Act requires Council to provide the Medical Officer of Health with reports on the level, rate and mitigation measures of diseases, and quality of water.

The Health Act 1956 was amended by the Health (Drinking Water) Amendment Act (HAA 2007) in October 2007 and aims to protect public health by improving the quality of drinking water provided to communities. The main duties in the Act only apply to supplies above a certain size.  Drinking-water suppliers must comply with Sections 69S to 69ZC of the Act by the dates listed in the table. 

As a consequence of this Act, Council were required to take all practicable steps to comply with the Drinking-Water Standards for New Zealand 2005 (Amended 2008) implementing this through water safety plans (WSP).  These plans are complete and have been approved by the Drinking Water Assessor.

2.3.4.1   ​​W​​ater Safety Plans

The Health (Drinking Water) Amendment Act 2007 requires drinking water suppliers to prepare and implement a Water Safety Plan (WSP) for any water supply serving more than 500 people [s69Z]. WSPs were previously known as Public Health Risk Management Plans (PHRMP). These must be reviewed and re-submitted for approval by a Drinking Water Assessor every five years.

The Act places a duty on drinking water suppliers to take all practicable steps t​o comply with drinking water standards. A drinking water supplier complies with this requirement by implementation of an approved WSP [s69 (1) and (2)]. Chapter 10 of the Drinking Water Standards for New Zealand (DWSNZ) includes alternative compliance criteria for drinking water supplies serving fewer than 500 people. Such supplies may adopt a WSP-based compliance approach. A number of Council's water supplies fall into this category.

Council confirmed in 2010 that WSPs were to be completed and implemented for all Council drinking water supplies. These are reviewed every five years. Table 2‑3 presents the status of the WSPs (as at January 2021). WSPs have a risk management focus, an aspect which is discussed further in Section 9.4.

WSPs have public health consequence as their focus and include a programme of improvement works, including both capital projects and operation and maintenance items. The Ministry of Health's Assessors periodically review implementation of the improvement plans and report Non-Conformances and Recommendations. Having prepared and commenced implementation of WSPs in advance of the statutory timeframes Council is well placed to achieve compliance providing that a strong focus on implementation is maintained.

Table 2‑3 Water Safety Plan Summary

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2.3.5   Health and Safety at Work Act 2015

The Health and Safety at Work Act 2015 (HSWA)was enacted on 4 April 2016 and is part of “Working Safer: a blueprint for health and safety at work" and reforms New Zealand's health and safety system following the recommendations of the Independent Taskforce on Workplace Health and Safety.  Working Safer is aimed at reducing New Zealand's workplace injury and death toll by 25 per cent by 2020. 

The HSWA:

• Reinforces proportionality – what a business needs to do depends on its level of risk and what it can control;
• Shifts from hazard spotting to managing critical risks – actions that reduce workplace harm rather than trivial hazards;
• Introduces the “reasonably practicable" concept – focusing attention on what's reasonable for a business to do;
• Changes the focus from the physical workplace to the conduct of work – what the business actually does and so what it can control; and
• Supports more effective worker engagement and participation – promoting flexibility to suit business size and need.

A guiding principle of the HSWA is that workers and other persons should be given the highest level of protection against harm to their health, safety, and welfare from work risks as is reasonably practicable.  The HSWA shifts the focus from monitoring and recording health and safety incidents to proactively identifying and managing risks so everyone is safe and healthy.

The HSWA identifies four duty holders:

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A range of regulations will be developed as part of this HSWA.  The HSWA requires identifying the risks associated with hazards and associated mitigation to reduce those risks. 

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2.3.6   Historic Places Act 1993

Describes an archaeological site as “Any place in New Zealand that:

• Was associated with human activity that occurred before 1900;
• Is the site of the wreck of any vessel where that wreck occurred before 1900; and
• Is or may be able through investigation by archaeological methods to provide evidence relating to the history of New Zealand".

It is unlawful to modify, damage or destroy any archaeological site – recorded or not – without an authority from the New Zealand Historic Place Trust. 

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2.3.7   Local Government Act 2002

Defines the purpose of local authorities as enabling local decision-making by and on behalf of the community, and allows local authorities the power of general competence.  This Act specifically requires Councils to continue to provide water and wastewater services if they do so already. 

The Local Government Amendment Act 2012 made significant changes to the Local Government Act 2002 in relation to:

• Purpose of local government;
• Reorganisation options;
• Role and power of Mayors; and
• Community outcome reporting.

The 2012 amendments endeavoured to:

• Change what development contributions can be used for;
• Allow for objections to development contributions charges;
• Encourage more collaboration and shared services between local authorities;
• Make consultation requirements more flexible;
• Provide for a new significance and engagement policy;
• Enable more efficient and focused consultation on long-term plans and annual plans;
• Remove unnecessary duplication between annual plans and long-term plans;
• Introduce new requirements for infrastructure strategies and asset management planning;
• Enable elected members to use technology to participate in council meetings, rather than attending in person;
• Require councils to disclose information about their rating bases in long-term plans, annual plans and annual reports; and
• Require disclosure of risk management arrangements for physical assets in annual reports.

This included provisions that enable the Local Government Commission to:

• Establish local boards (similar to those in Auckland) as part of new unitary authorities, and in existing unitary authorities; and
• Create council-controlled organisations and joint committees as part of a reorganisation scheme.

In addition to the general requirements of the Local Government Act there are some specific clauses that apply to water services, these are specified in Table 2‑4.

Table 2‑4 Water Services LGA 2002 Clauses

2.3.8   ​Local Government Act 1974

A significant part of the Local Government Act 1974 has been repealed, with specific sections still in force.  Part 21, Section 319 of this act essentially empowers the Council to maintain its roads to the standard it sees fit. Part 26 Sewerage and Stormwater, sections 440-469 applies to land drainage and rivers by territorial authorities.   Part 29 Land drainage and rivers clearance, sections 501F -517ZM applies to sewerage and stormwater drainage by territorial authorities.   Part XXIII Water Supply, sections 375-397 applied to water supplies, but have been repealed. 

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2.3.9   Local Government Rating Act 2002​​​

Provides Council with flexible powers to set, assess, and collect rates to fund Council activities while ensuring that rates are set in accordance with decisions that are made in a transparent and consultative manner and providing for processes and information to enable ratepayers to identify and understand their liability for rates. 

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2.3.10   Resource Management Act 1991

Governs all water takes and discharges.  Water takes and discharges to waterways and land occur through the extraction of water from waterways and land.  Resource consents obtained for water takes and discharge activities require parameters such as volume and quality to be monitored as well as taking steps to mitigate any adverse effects that may occur through the activity. 

There have been numerous amendments to the Resource Management Act over the years:

• 2009 –
• streamlined and simplified the RMA
• improved how councils process resource consents
• set up a system that allows nationally significant consent applications to be dealt with more quickly
• 2013 –
• improve the resource consent regime
• set a time limit for consent processing
• provided easier referral to the Environment Court
• increased requirements for councils to base their planning decisions on a robust and thorough evaluation of the benefits and costs

• ​Natural and Built Environments Act (NBA) for land use and environmental regulation
  
• Strategic Planning Act (SPA), requiring long-term regional spatial strategies
  
• Climate Change Adaptation Act (CAA), allowing for managed retreat, funding and financing adaptation to climate change
  

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2.3.11   Utilities Access Act 2010

The Act establishes a framework for the National Code of Practice to govern how corridor managers and utility operators coordinate their activities within transport corridors. 

The purpose of the Code is to:

• Maximise the benefit to the Public while ensuring that all Utility Operators are treated fairly;
• Ensures that disruptions to Roads, Motorways, and railways caused by Work by Utility Operators are kept to a minimum, while maintaining safety; and
• Provides a nationally consistent approach to managing access to Transport Corridors.

During 2012 Council engineers investigated the Utilities Access Act 2010 and associated National Code of Practice for Utility Operators' Access to Transport Corridors to consider and document:

• Implications of the Code
• The context of the Selwyn district:
• Overview
• Roles
• Systems
• Business processes
• Implementation

This project identified actions necessary to implement the Code. 

The Code is a mandatory requirement for all road and rail controlling authorities and utility network operators under the Utilities Access Act 2010, and came into effect on the 1st January 2012.  The Code was reviewed during 2016.

2.3.12   Standards, Codes of Practice and Guidelines

National environmental standards, design standards (AS/NZS ISO), Codes of Practice and Guidelines provide technical direction.  National Standards must be complied with under the direction of relevant legislation.

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2.3.13   National Environmental Standards

National environmental standards are regulations issued under the Resource Management Act 1991 (RMA).  They prescribe technical standards, methods and other requirements for environmental matters.  Region and local councils must enforce these standards (or they can enforce stricter standards where the standard provides for this).  In this way, national environmental standards ensure consistent minimum standards are maintained throughout all New Zealand's regions and districts.

The National Environmental Standard for Sources of Human Drinking Water came into effect on 20 June 2008 and is intended to reduce the risk of contaminating drinking water sources such as rivers and groundwater.  It does this by requiring regional councils to consider the effects of activities on drinking water sources in their decision making.  Specifically, the NES require Councils to: 

• Decline discharge or water permits that are likely to result in community drinking water becoming unsafe for human consumption following existing treatment;
• Be satisfied that permitted activities in regional plans will not result in community drinking water supplies being unsafe for human consumption following existing treatment;
• Place conditions on relevant resource consents requiring notification of drinking water suppliers if significant unintended events occur (e.g. spills) that may adversely affect sources of human drinking water; and
• Work with Regional Council (Canterbury) to place conditions on applicable new consents for the protection of its public supply sources.
  

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2.3.14​   ​​AS/NZ Standards

Where possible, relevant AS/NZS standards are used as the basis for determining standards of design and construction.  The Code for Subdivision and Development AS/NZS: 4404 is the principal document defining design requirements.  New works within the urban areas are constructed in general accordance with NZS4404 Land Development and Subdivision Infrastructure which sets minimum standards for reticulation construction, including the provision of firefighting water.  

A summary of key Asset Management standards and manuals are tabled below in Table 2‑5.

Table 2‑5 Asset Management Standards & Manuals

In 2014 the International Organisation for Standardisation (ISO) published the ISO 55000 series of asset management standards. The ISO 55001:2014 Standard sets out the requirements for an integrated, effective management system for asset management. The ISO 55001 Standard builds on the PAS 55 Standard for Asset Management published in 2004 by the British Standards Institution (BSI). The PAS 55 Standard achieved widespread international acceptance and use which led to the development of the ISO Asset Management Standard. PAS 55 has now been withdrawn by the BSI in favour of ISO 55001. With the ISO 55001 Standard now emerging as the international benchmark against which asset management maturity is measured, organisations are increasingly assessing the adequacy of their asset management practices relative to the requirements of the Standard.

In 2017 Council reviewed whether asset management practices conform to ISO 55001. From this assessment Council (as scored from the 5 Waters Activity Management Plan) scored an average of 1.62 across all ISO 55001 requirements. This places Selwyn District Council approximately midway between “aware" and “developing" in terms of their asset management practices. The review indicated key areas that Council could work towards to improve practice. The Council will undertake these over the next three years which will assist in the move towards aligning with the requirements of ISO 55001 if this is the direction Council decide to take in the future.

​2.4       National Strategies and Plans

National policy statements are issued by the government to provide direction to regional and local government about matters of national significance which contribute to meeting the purposes of the Resource Management Act 1991.

2.4.1   Natio​​​nal Infrastructure Plan

The National Infrastructure Plan 2015 (NIP 2015) is the third National Infrastructure Plan to be released by the Government. 

The NIP 2015 confirms the Government's long term vision for infrastructure and is designed to reduce uncertainty for businesses by outlining the Government's intentions for infrastructure development over a 20 year timeframe.  It provides a framework for infrastructure development rather than a detailed list of projects and it includes a series of actions.

The NIP provides a Vision for New Zealand's Infrastructure that:

“By 2045 New Zealand's infrastructure is resilient and coordinated and contributes to a strong economy and high living standards."

The NIP 2015 is the first Infrastructure Plan that details a comprehensive suite of actions that will be undertaken to deliver on the new approach.  The actions are focussed on what central government, local government and infrastructure peak bodies will do, reflecting the collaborative effort required to chan​ge how infrastructure is planned, developed and managed in New Zealand.  Significant policy work and consultation will be required to develop the detail.   The following list of actions are taken from the NIP 2015.

The Action Plan for Asset Management means:

• Local government will have a long-term view of their investment requirements to make more informed decisions. The Local Government Amendment Act 2014 is a step towards this, requiring an infrastructure strategy for at least a 30-year period.
• Infrastructure providers will develop a more sophisticated approach to understanding the condition of those assets, the timing of renewals, and how they are performing in comparison to similar networks. This be will progressed through the establishment of shared metadata standards across roading, the three waters, and government built assets.
• Infrastructure providers will be able to understand how their networks interact with other infrastructure networks as well as the implications for land use planning and the end user of infrastructure services.
• Individual sectors will progress specific programmes to improve their asset management maturity including the establishment of a programme to enhance the capability, productivity and leadership in asset management throughout the public sector in New Zealand by IPWEA New Zealand and the NIU.
  

The Action Plan for the 3 Waters means:

The sector will be recognised for its mature asset management practices across all providers, underpinned by reliable and accurate data on the state and performance of the network to support better decision-making. A key focus is optimising the existing three waters network. This will be achieved through:

• Developing national metadata standards for water infrastructure to ensure a consistent base to build evidence, undertake forecasting, deepen capability (LINZ, NIU, local authorities, and sector bodies).

• Establishing centres of excellence responsible for collating the data obtained through the shared metadata standards, providing the necessary analytics and supporting local decision-making (NIU, sector bodies, and local authorities).
• EquiP LP, Local Government New Zealand's centre of excellence, is developing a Governance Development programme and an Organisational Performance programme to assist councils in raising the standard of governance, performance and asset management (LGNZ).
• The LGNZ 3 Waters project to lift the performance of our potable water, wastewater and stormwater services and infrastructure. The project established a National Information Framework survey in 2014 and the issues paper released in October 2014 explores the issues facing New Zealand's three waters sector. LGNZ will be releasing a position paper in 2015 to outline what a well performing three waters sector should look like and propose options for a sector led approach to improving performance in the future.

Infrastructure providers collaborate more effectively within and across regions, taking a long-term view and ensuring adequate investment in high-growth communities. This will be achieved through:

• Investigating options to support long-term integrated regional infrastructure plans, potentially with legislative recognition incorporating central, regional and local government objectives (NIU).

• Recognising the importance of aligning infrastructure delivery with planning.
• Investigating how to manage water, wastewater and stormwater services across the sub region.
  

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​2.4.2   Natio​​nal Policy Statement for Freshwater Management​

The National Policy Statement for Freshwater Management 2020 (NPS-FM 2020) sets out the objectives and policies for freshwater management under the Resource Management Act 1991. The NPS-FM 2020 came into effect on 3 September 2020. The NPS-FM is one of the initiatives developed as part of the Government's programme of water reform.  The NPS-FM:

• Requires freshwater to be managed in a way that gives effect to Te Mana o te Wai
  
• Improves degraded water bodies, and maintain or improve all other water bodies using the bottom lines defined in the Freshwater NPS
  
• Provides an expanded national objectives framework
  
• Encourages the restoration of wetlands, and avoids further losses
  
• Identifies and requires work towards target outcomes for fish abundance, diversity and fish passage, including addressing in-stream barriers to fish passage over time
  
• Requires monitoring and reporting annually on freshwater
  

These initiatives will be incorporated into Regional Councils Policy Statements & Regional Plans as these are updated.

​2.4.3   ​Canterbury Land and Water Regional Plan

Policy 4.16A of the CLWRP requires the Council to account for and assume responsibility for the quality and quantity of all stormwater discharged from its reticulated stormwater systems by 2025.   This includes management of discharges into the Council stormwater systems from high risk activities or sites.

“Any reticulated stormwater system for any urban area is managed in accordance with a stormwater management plan that addresses the following matters:

(a) the management of all discharges of stormwater into the stormwater system; and

(b) for any reticulated stormwater system established after 11 August 2012, including any extension to any existing reticulated stormwater system, the discharge of stormwater being subject to a land-based or designed treatment system, or wetland treatment prior to any discharge to a lake or river; and

(c) how any discharge of stormwater, treated or untreated, into water or onto land where it may enter water meets or will meet, the water quality outcomes and standards and limits for that waterbody set out in Table 1, Schedules 5 and 8 and Sections 6 to 15,(whichever applies); and

(d) The management of the discharge of stormwater from sites involving the use, storage or disposal of hazardous substances, and

(e) Where the discharge is from an existing local authority network, demonstration of a commitment to progressively improve the quality of the discharge to meet condition (c) as soon as practicable but no later than 2025."

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2.4.4   ​National Policy Statement for Urban Development

The National Policy Statement on Urban Development 2020 (NPS-UD) aims to ensure that New Zealand's towns and cities are well-functioning urban environments. The NPS-UD was gazetted on 23 July 2020. The NPS-UD directs local authorities to enable greater supply and ensure that planning is responsive to changes in demand.  It also requires councils to remove overly restrictive rules that affect urban development outcomes in cities. 

Selwyn District ​Council is one of the fastest-growing districts in New Zealand, and is proactively planning for and enabling growth. Council planners are working to implement the NPS-UD into Council planning rules. From an infrastructure perspective, Council's asset planning team has developed water and wastewater masterplans that cover the growth townships. These materplans are regularly updated to ensure that infrastructure is available to support growth areas.

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2.4.5   Productivity Commission​​

The New Zealand Productivity Commission (NZPC) is an independent Crown entity that provides advice to the Government on improving productivity in New Zealand.  The NZPC conduct inquiries and productivity research to expand knowledge about productivity and identify areas for improvement. 

2.4.5.1   ​Local Government Regulation

During May 2012 an inquiry was commissioned to contribute to the Government's 'Better Local Government' initiative to improve the legislative framework for New Zealand's councils.

The Commission was asked to:

• Develop principles to guide decisions on which regulatory functions are best undertaken by local or central government;
• Identify opportunities to improve the regulatory performance of local government; and
• Recommend options for regularly assessing the regulatory performance of the local government sector.

Amongst the Commission's recommendations for improving regulation are:

• A tool for helping to decide what regulations, and which parts of implementing regulation, are best performed by Government or councils;
• Use of standardised formats and increased transparency to better demonstrate how key council regulatory decisions have been made;
• More focus by government departments, when preparing new regulation intended to be implemented by councils, on the costs and benefits of the proposed regulation, where those costs and benefits will fall, whether or not councils have the capability and capacity required to effectively implement the new regulation, and the likely costs of building that capability and capacity where it does not exist;
• The development of a 'Partners in Regulation' protocol to better guide Government/council engagement;
• The development of new or enhanced joint Government/council forums for overseeing improvements; and
• Greater use of risk-based approaches to monitoring and enforcement of regulation by councils, together with enabling greater use of infringement notices to support regulations in place of more costly formal prosecutions.

2.4.5.2   ​​​Urban Planning

During 2015 the Productivity Commission was tasked to look at ways of improving New Zealand's urban planning system.  This is a follow-up on the Commission's findings that New Zealand's urban planning laws and processes were unnecessarily complicated, slow to respond to change, and did not meet the needs of cities.  The Commission was asked to identify the most appropriate system for allocating land use in cities to achieve positive social, economic, environmental and cultural outcomes. This includes the processes that are currently undertaken through the Resource Management Act, the Local Government Act and the Land Transport Management Act. The inquiry looked beyond the existing planning system and considered whether a fundamentally different approach to urban planning is needed.

In 2017 the Productivity Commission released their final report ('Better Urban Planning'). The key recommendations were:

• A more restrained approach to land use regulation;
  
• Infrastructure that is delivered at the right time and at the right place;
• Infrastructure pricing and funding that more accurately reflects actual costs, use and impacts;
• A clearer distinction between the built and natural environment and unambiguously state the important priorities, especially at the national level;
• Stronger professional capabilities at both the local and central government level is required, along with an organisational culture that is fit for purpose to meet the new demands of a future planning system; and
• A different relationship between both levels of government will be required, one that is based on mutual understanding, collegiality and effective interactions, as both are mutually dependent on each other for their success.

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2.4.6   ​​The NZ Energy Strategy and the NZ Energy Efficiency & Conservation Strategy

The NZ Energy Strategy, and the NZ Energy Efficiency and Conservation Strategy are statutory documents and are and referenced in the GPS.

Released in 2011, the revised New Zealand Energy Strategy provides the government's direction for energy and the role energy will play in New Zealand's economy.  It replaces the 2007 New Zealand Energy Strategy.  It covers the supply, delivery and use of energy.  It offers direction for the energy industry; for energy-related aspects of transport, housing, research and development; and infrastructure.  The last section is the New Zealand Energy Efficiency and Conservation Strategy, which provides direction more specifically for energy efficiency, renewable energy and energy conservation.

The New Zealand Energy Efficiency and Conservation Strategy (NZEECS) was written in 2007, and was a key part of the government's response to meeting its energy, climate change, sustainability and economic transformation goals.  It has been written as a companion document to, and will give effect to a number of the objectives set out in, the New Zealand Energy Strategy (NZES).

The New Zealand Energy Strategy 2011–2021 and the New Zealand Energy Efficiency and Conservation Strategy 2011–2016 will add a focus on energy efficiency to these goals.  New Zealand's per capita energy use for transport is high compared to many other OECD countries.  Improving transport energy efficiency offers major opportunities to improve the productivity of the overall economy.

To do this these strategies will focus on improving vehicle fuel efficiency, and increasing the uptake of low-carbon fuels and technologies.  They will highlight the potential to reduce energy use in urban areas through walking and cycling and greater use of public transport.  The strategies will place an expectation on local authorities to ensure integrated travel options through their transport and planning roles. Local authorities will also be expected to improve the efficiency of local transport networks and layouts so that people and freight can move about with greater ease and energy efficiency.

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​​2.4.7   ​​Water Conservation Te Waihora/Lake Ellesmere Order 2011

Hearings to vary the Water Conservation (Lake Ellesmere) Order 1990 were undertaken in June 2011. The variation requests some worthy amendments, particularly recognition of cultural and spiritual values of Te Waihora. The 5Waters Plan (2009-2019) already recognised the high significance of Te Waihora/ Lake Ellesmere, and broadly agreed with the variations. However, Council submitted evidence on the basis that the existing activities of wastewater, land drainage stormwater and water races would not be stopped as a result of the variation. The decision issued on this matter clearly states that discharges are not covered. This will allow Selwyn District Council to at least apply for new consents in time.

2.5       Regional and Greater Christchurch Strategies and Plans

Canterbury Region and Greater Christchurch area strategies and plans are discussed in the following sections. Canterbury Regional documents relate to the entire region and are typically developed under Ecan direction; the group of documents developed for the Greater Christchurch area prior to, or under the Greater Christchurch Urban Development Strategy (UDS) partnership also follow.

2.5.1   ​​Canterbury Land and Water Regional Plan

The Land & Water Regional Plan is a new planning framework for Canterbury and aims to provide clear direction on how land and water are to be managed and help deliver community aspirations for water quality in both urban and rural areas.  

The Canterbury Land and Water Regional Plan (LWRP) identifies the resource management objectives for managing land and water resources in Canterbury to achieve the purpose of the Resource Management Act 1991.  It identifies the policies and rules needed to achieve the objectives, and provides direction in terms of the processing of resource consent applications.

This LWRP is made up of 16 sections and a map volume:

• The first describes Canterbury's land and water resources, interrelated issues that need to be managed, the key partnerships, relationships and processes already underway, including the Canterbury Water Management Strategy (CWMS).
• The second section describes how the Plan works and contains the definitions used in the Plan. 
• The subsequent three sections cover the region-wide objectives, policies, and rules.
• Sections 6 to 15 inclusive contain sub-region catchment specific policies and rules, and
• Section 16 contains the schedules.
• The maps referred to in the rules are in a separate map volume.

​2.5.2  ​​​ Canterbury Regional Council's 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 Natural Resources Regional Plan.

The Canterbury Regional Policy Statement 2013 (Revised December 2013) gives an overview of the significant resource management issues facing the region, including issues of resource management significance to Ngāi Tahu. The purpose of the CRPS is to set out objectives, policies and methods to resolve those resource management issues and to achieve the integrated management of the natural and physical resources of Canterbury. There are specific policies related to infrastructure and recovery and rebuilding of Greater Christchurch. 

2.5.3   ​​Iwi Plans

Mahaanui Iwi Management Plan is a significant document.  Any impact on the current or proposed 5Waters  Strategy must account for this.  The most significant for the Te Waihora catchment is the Ngai Tahu and Canterbury Regional Council Interim Co-Governance arrangement.  It must be noted that:

• Selwyn District Council and its Te Waihora communities have an integral role in this matter as it affects land drainage, water races, stormwater and wastewater;
• Iwi are clearly showing that they see more benefit in a relationship with territorial authorities than the Crown; and
• There is a direct linkage with the Canterbury Water Management Strategy.

The Te Waihora/Lake Ellesmere restoration and rejuvenation of the mauri and ecosystem health has been confirmed with the signing of Whakaora Te Waihora - a long-term relationship agreement and shared commitment between Environment Canterbury, Ngāi Tahu and Te Waihora Management Board.

The interim co-governance agreement puts in place a framework within which Ngāi Tahu and Environment Canterbury will work towards the realisation of outcomes aimed at the restoration and rejuvenation of the values of the lake and catchment.

By February 2012 Iwi and ECan have agreed to build on this interim agreement by developing an enduring co-governance structure (by February 2012).

The interim arrangement is informal and non-statutory and has functions which include the following:

• Development of a long-term co-governance agreement ;
• Provision for the governance group (the Te Waihora Management Board) together with Environment Canterbury Commissioners) to provide input into decision-making on matters relating to the lake and its management (for example statutory plans, review of regional and Selwyn-Waihora Zone Implementation Plans, the appointment of hearing commissioners);
• Oversight of the restoration programme (called Whakaora Te Waihora) which is part-funded by government;
• Provision for discussions with key stakeholders on the part they will play​​ in the long term management of Te Waihora. The Selwyn District Council plays a pivotal role in the management of the physical resources of the lake and catchment and the parties will work closely with Selwyn District Council to ensure its special relationship is recognised and provided for appropriately in the new arrangements; and
• The signing of a co-governance agreement for the active management of Te Waihora is a specific goal contained in the Canterbury Water Management Strategy.

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2.5.4   ​​Greater Christchurch Urban Development Strategy

The Greater Christchurch Urban Development Strategy (UDS) has a significant influence on Selwyn District Council's planning and actions.  The UDS area includes the Springs and Selwyn Central Wards of the District.

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Figure 2‑1 Canterbury Regional Policy Statement Proposed Change No.1 - Map 1

The Greater Christchurch Urban Development Strategy (the Strategy) is a bold and ambitious plan for managing urban development that protects water, enhances open spaces, improves transport links, creates more liveable centres and manages population growth in a sustainable way.

The Strategy vision is for a greater Christchurch for the residents of the area (living south of the Ashley River and north of the Selwyn River) and the Strategy partners, Environment Canterbury, the Christchurch City Council, Selwyn and Waimakariri District Councils and the New Zealand Transport Agency (formerly Transit New Zealand).

Figure 2‑2 Canterbury Regional Policy Statement Proposed Change No.1

The Strategy provides the primary strategic direction for the Greater Christchurch area, including the location of future housing, development of social and retail activity centres, areas for new employment and integration with transport networks. It also establishes a basis for all organisations, not just the Strategy partners, and the community to work collaboratively to manage growth.

The Strategy was created through a three-year long consultation and development process initiated in 2004 due to rising concerns over the lack of collaborative planning and leadership to manage growth in the area in a sustainable way.  Community consultation undertaken by the Strategy partners resulted in over 3,250 submissions on growth management options for the area.

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2.5.5   ​​Regional Policy Statement Proposed Change 1 (Urban Development Strategy)

Proposed Change 1 was developed to address land use and urban growth management in Greater Christchurch until 2041.  It introduced a new Chapter 12A (Development of Greater Christchurch) to the Regional Policy Statement which sets out the land use distribution, household densities for various areas, and other key components for consolidated and integrated urban development.  It also sets out which land is to remain rural for natural resource protection or for other reasons.

The Minister for Canterbury Earthquake Recovery, Hon Gerry Brownlee, decided to revoke Proposed Change 1 to the Canterbury Regional Policy Statement. The decision was ancillary to the decision to insert the new Chapter 6 – Recovery and Rebuilding of Greater Christchurch into the Regional Policy Statement as a result of the approval of the Land Use Recovery Plan.

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2.5.6   ​​Land Use Recovery Plan

The Land Use Recovery Plan takes effect on 6 December 2013. It is a statutory document, and directs the Christchurch City Council, Waimakariri and Selwyn District Councils and Canterbury Regional Council (Ecan) to make changes to district plans, the Canterbury Regional Policy Statement and other instruments. Some of these changes take effect immediately and others are to be developed by the relevant council within specified timeframes.

Action 18(i) to (vii) identifies seven greenfield priority areas for future residential development.

The Council has developed Outline Development Plans (ODPs) with associated text amendments through an extensive consultation process with landowners, affected parties and stakeholders.

The ODPs have been developed in accordance with best practice urban design and subdivision criteria and will facilitate the provision of up to 4,500 additional residential sections in the Selwyn District. This is discussed in Section 6.0: Growth and Demand.

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2.5.7   ​​Climate Change Report (Environment Canterbury)

This report considers the effects of climate change for the region on the environment, society and the economy. Predicted effects that are relevant to this activity include: changes to indigenous biodiversity and ecosystems; distribution shift of pest species (plants and animals); more extreme weather events; competition for scarce water resources; environmental deterioration effect on primary production with consequent implication for the district economy.

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2.6       Selwyn District Council Strategies, Plans, Policies and Bylaws 

2.6.1   ​​Sustainability Principles

In February 2008 Council adopted Seven Sustainability Principles to guide planning and management of infrastructure. These are outlined in Figure 2‑3.

Figure 2‑3 Selwyn District Council Seven Sustainability Principles

		Principle 1: Make decisions based on the four aspects of well-being Integrate environmental, economic, social and cultural considerations within Council decision making. Consider both the short-term and long-term effects of the decision
		Principle 2: Observe the Precautionary Principle to provide contingency and enable adaptability of our community Err on the side of caution in the face of scientific uncertainty and a risk of serious or irreversible environmental damage
		Principle 3: Seek “intra-generational" and “inter-generational" equity Improve quality of life and create opportunity for all of the current generation, without compromising the quality of life and opportunity of future generations
		Principle 4: Internalise environmental and social costs Develop and adopt a system that recognises the true costs and benefits of protecting and restoring environmental/ecological, human, social and cultural resources affected as a result of the services that Council provides
		Principle 5: Foster community welfare Support and encourage the region to prosper socially and culturally. Our assets are not just our built assets but our people, their skills and the connections between them
​		Principle 6: Act to halt the decline of our indigenous biodiversity and maintain and restore remaining ecosystems Conserve, and sustainably use and manage, the district's biodiversity, recognising the various services that ecosystems provide to humans as well as the environment's intrinsic value
		Principle 7: Consider, and promote the sustainability of our neighbouring communities and work with governing bodies for sustainable outcomes Recognise that we are part of a whole globe system whether we can physically see the impacts of our actions or not.

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2.6.2   ​​5Waters Strategy

Council uses strategies to define the broad scope and direction of its activities. Once adopted by Council, no process or action may be inconsistent with these strategies. In 2009 Council adopted its 5Waters Strategy. The strategy is supported by a set of sustainability principles and Selwyn specific interpretations of the four wellbeing's (environmental, social, economic, cultural).

In combination, the stated principles and strategy goals reflect councils adopted method of giving effect to sustainable development (refer 'purpose of Local Government Act 2002').

The 5Waters Strategy identifies the depth and span of goals and actions in 'we will do….' format. It describes the desired position of this council activity in 60 years. The 5Waters Strategy is one of a number of strategies in place, including 'Selwyn 2031', adopted in 2014.

This Strategy will be reviewed before the next LTP, considering the amount of growth the district has undergone over the past few years it is timely that it was reviewed.

Figure 2‑4 below covers global to local 5Waters issues which are encompassed by the 5Waters Strategy. In taking this position a clear link between global influences e.g. World Health Organisation Standards on drinking water quality is shown with individual scheme compliance requirement.

 

​Figure 2‑4 5Waters Strategy Layers

Table 2‑7 identifies the planning framework in which the 60 year 5Waters Strategy sits. The strategy drives work in the 10 year Long Term Plan (LTP) work programme. This 10 year plan process is described in this 5Waters AcMP. Any infrastructure constructed within this LTP is done so in accordance with the strategies 60 year vision.

Table 2‑7 5Waters Planning Windows

2.6.3   ​​​District Wide Strategy (Future for Selwyn)

In 2014 Selwyn District Council adopted 'Selwyn 2031" the District Development Strategy.  This strategy has been in preparation since 2011.

The Vision of Selwyn 2031, is:

“To grow and consolidate Selwyn District as one of the most liveable, attractive and prosperous places in New Zealand for residents, businesses and visitors."​

To achieve this vision, Selwyn 2031 identifies the following five high-level Directions to guide Council's future decision-making:

• A More Sustainable Urban Growth Pattern;
• A Prosperous Community;
• A Great Place to Live;
• A Strong and Resilient Community;
  
• Sustainably Managing our Rural and Natural Resource
  

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2.6.4   ​​Procurement Strategy

Developed in 2010 to meet the requirements of NZTA's Procurement Manual, this Strategy details the approach to procurement across the Transportation, 5Waters, Community Services and Waste Management.

Procurement of services for the Transportation Activity is required to comply with the Strategy.  The Executive Summary follows.

Selwyn District Council has developed a comprehensive regime for asset management planning and service delivery.  This framework reflects community desires and national drivers and includes Council's:

• Mission Statement
• Statement of Values
• Community Outcomes
• Sustainability Principles
• Activity Goals

Council seeks to procure goods and services to support the asset delivery function in a manner that is consistent with this framework and Council's overall business approach.

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 ensuring an 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 this Strategy are:

1. Supporting the achievement of Council's Community Outcomes and the Selwyn Community Plan Programme through efficient procurement processes
2. Integration with Council's organisational goals as contained in the Mission Statement, Statement of Values and Sustainability principles
3. Delivery of services to the community that represent value for money
4. Encouraging appropriate levels of competition across suppliers
5. Ensuring procurement is fair and transparent with effective accountability measures

In general, 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. However a departure to this is where Council has varied the limit for closed contests (selected tender) to $250,000.

Within this approach Council will consider the most appropriate bundling of work for maintenance and construction (renewal and improvement) in terms of Council's objectives and the market's ability and capacity. 

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.

The appropriateness of the approaches used will be assessed regularly and this strategy will be reviewed every three years in line with NZTA requirements. This will primarily relate to the Transport Activity and components funded through the National Land Transport Programme, managed by the NZ Transport Agency.

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2.6.5   Asset Management Policy

'An AM system is the set of inter-acting elements of an organisation to establish AM policies and objectives, and processes to achieve those objectives (ISO 55000)

The AM Policy should provide clear direction as to the appropriate focus and level of AM practice expected. This level should reflect the strategic business objectives as well as meeting legal requirements, community needs and available resources. The appropriate AM level will also depend on the costs and risks associated with the activity.

This Asset Management Policy sets the appropriate level of asset management practice for Council's Water Activity as 'Intermediate' practice:

'Intermediate' asset management practice is undertaken at a level between 'Core' and 'Advanced' practice. The focus is to build on the basic technical asset management planning of 'Core' practice by introducing improved maintenance management and more advanced asset management techniques (as appropriate). Further use is made of risk management, asset lifecycle management, and service standard optimisation techniques.

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2.6.6   ​Selwyn Long Term Plan 

The Local Government Act 2002 requires local authorities in New Zealand to prepare a LTP that sets out Council's intentions over a ten-year period.  The Act is very clear on how Councils should prepare their plans and what should be included in the final document.  Consultation with the community is a very important part of this process.  This is to ensure the people who effectively pay for the services delivered in the plan have the opportunity to feedback on what they want to see and how much they are prepared to pay.  5Waters is considered to be a significant/core activity.

The LTP sets out the direction for Selwyn District Council over the following ten years.  The LTP is reviewed by Council every three years.

The LTP provides information on all Council activities, how these will be delivered, how much they will cost and how they will be paid for.  The first year of the LTP is also the Annual Plan for the first year of the ten year LTP period and as a result there is no separate Annual Plan process for that year. 

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2.6.7   ​​Annual Plan

In accordance with the Local Government Act 2002 local authorities in New Zealand must prepare and adopt and Annual Plan for each financial year.  The Annual Plan must support the long-term plan in providing integrated decision-making and co-ordination of the resources of the local authority; and contribute to the accountability of the local authority to the community.  The Annual Plan process provides an opportunity to adjust the direction of Council and the community for the twelve months following.  It also provides an opportunity for Council to highlight the key issues it faces and update the community on achievements and plans for the following year. 

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2.6.8   ​​30 Year Infrastructure Strategy

Changes to the Local Government Act 2002 during 2014 requires that a local authority must prepare and adopt, as part of its LTP, an Infrastructure Strategy for a period of at least 30 consecutive financial years. 

The task of building, operating and maintaining infrastructure assets in an affordable manner is becoming increasingly difficult in view of:

• Demographic changes;
• Environmental impacts;
• New technologies;
• Continually changing legislative environment (Central & Regional Government);
• Infrastructure resilience; and
• Aging of infrastructure.

Council considered these impacts and developed a strategy to guide decision-making for the next 30 years. 

2.6.9   ​​Delivery of Services Review

Section 17A of the Local Government Amendment Act 2014 requires that a local authority must review the cost-effectiveness of current arrangements for meeting the needs of communities within its district or region for good-quality local infrastructure, local public services, and performance of regulatory functions. While not separately audited or consulted on, the review is integral to demonstrating efficient, effective services that represent value for money.

Section 17A has a number of triggers that apply to the application of the Section:

• Significant change in service levels
• Within two years of the completion of a relevant contract (before renewal of contract)
• At Councils discretion with a maximum time between reviews of six years
• The first review is required within three years (clause 1A of new Schedule 1AA)

Exceptions for review are:

• Circumstances where the services cannot be reasonably altered within the two years
• The local authority is satisfied that the potential benefits of undertaking the review do not justify the costs of undertaking the review

The review:

1. Must consider options for
1. Governance
2. Funding
3. Delivery
2. Options for the responsibility for governance, funding and delivery is exercised by
1. The local authority
2. A Council controlled organisation of the local authority
3. A Council controlled organisation where the local authority is one of several shareholders
4. Another local authority
5. Another person or agency

Council undertook this review in April 2016.

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2.6.10   ​​Selwyn District Plan

Section 73 of the Resource Management Act 1991 requires the Selwyn District Council to have at all times a District Plan for its District. 

The District Plan sets out in a systematic way the manner in which the Council intends to deal with its functions under the Act.  In doing this, the District Plan specifies objectives, policies and methods, in relation to resource management issues in the District, to achieve the integrated and sustainable management of the District's resources. 

The District Plan must reflect and provide for the principle resource management issues pertaining to the District.  The District Plan identifies and discusses the issues that have been identified by the Council and sets out the objectives and policies of the District Plan in regard to those issues.  The District Plan also specifies the environmental results anticipated to be achieved by the implementation of the objectives and policies.

To achieve the objectives and policies of the Plan, rules are included which prohibit, regulate or allow activities.

The Council has adopted the principle of zoning.  This technique recognises that different areas of the District will have different resources, character and levels of amenity and that the community will seek different environmental results for these areas.  The zones provide opportunities for future development in keeping with the character and amenity sought for these different areas.  Any particular activity must comply with the rules applicable to the zone in which it is situated, as well as general district rules covering a range of matters such as subdivision, heritage values and transportation.

The Selwyn District Plan was made partially operative on 10 June 2008 and there have been multiple plan changes and variations made.

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2.6.11   ​​Selwyn District Council Engineering Design Standards for Subdivisions and Development

The role of Engineering Design Standards for Subdivision and Development has been strengthened through the plan changes discussed above.  The guidance provided now includes:

• Engineering Code of Practice (2011);
• Subdivision Design Guide (SDC, 2009) – A design guide for residential subdivision in the urban living zones;
• Medium Density Housing Design Guide (SDC, 2009) – A design guide for medium density housing;
• Good Solutions Guide Subdividing Large Rural Style Lots (Davis Ogilvie, 2009);
• Commercial Design Guide (SDC, 2011) – A design guide for commercial development; and
• Subdivision Design Guide & Urban Design Action Plan.

The guidance while aimed at developers can also be used as a basis for Council's own project works. Prior to the introduction of the plan changes and the development of the engineering standards, service and technical design details were contained in the levels of service portion of the AMP. Collation and analysis of the suite of Engineering Design Standards to ensure consistency across the range of former, current and proposed levels of service and standards is identified as an Improvement Plan item.

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2.6.12   ​​Master Plans and Structure Plans

Rolleston Town Centre M​aster ​Plan

In 2013, Council undertook consultation of the development of Rolleston in terms of a readily growing population centre and as the 'hub of the district'.  The consultation specifically included the Rolleston Town Centre and Foster Park (also in Rolleston).

Rolleston has a lot of potential. The town is growing quickly but there are a number of issues and challenges:

• Rolleston doesn't have a main street or a town centre. This means that people tend to drive from one location to another. With no town centre it's also harder to create central public spaces which people will use.
• Rolleston Primary School, I-zone and the Council offices are key areas but are not well connected to the shopping area.
• The new Aquatic Centre, Foster Recreation Park, Clearview Primary and the new high school to the south of the town centre will become increasingly busy locations and there is the opportunity to create a well connected recreation and education hub.
• Existing community facilities (Rolleston Library and the Rolleston Community Centre) and sports grounds are at capacity [6],​.
  

Figure 2‑6 Rolleston Town Centre Master Plan

The plan was adopted on April 2014.  Key projects are integrated into this AcMP.

Based on this feedback the vision for the centre is:

By 2031 Rolleston Town Centre will be a thriving destination at the heart of Rolleston where people will come to work, shop and play.

The centre will:

• Be locally distinctive;
• Be family and child-friendly;
• Include quality built form;
• Progress sustainability;
• Value open space; and
• Be economically competitive.

Based on this vision the Masterplan introduces key 'projects' as follows:

1. Development of a two-sided retail 'high street' along Tennyson Street;
2. Reinforcing Tennyson Street as the key 'spine' route through the town centre from SH1 to the Foster Recreation Park;
3. Introducing a 'fine grain' built form by creating new streets to improve legibility and connectivity and a range of building sizes and forms;
4. Introducing a new multi-purpose library/ community/ technology centre and town square at the heart of the centre as a key attraction and landmark development; and
5. Integration of the Reserve into the town centre as a high amenity park adjacent to the 'high street' and town square.

Lincoln Structure Plan

The Lincoln Structure Plan determines when, where and how the town of Lincoln will grow over the next three decades as its population climbs to an estimated 11,900 in 2041.

The Structure Plan indicates where the new streets, paths, pipes and drains will go; where the new houses, school and community buildings and where the new parks, reserves and land uses will be.

It brings together a wide range of information from:

• Council files, maps and plans;
• Research by our consultants;
• Discussions, meetings and workshops with landowners, developers and residents; and
• Submissions from all of the above.

The Structure Plan was adopted on 28th May 2008. 

Rolleston Structure Plan

The Rolleston Structure Plan was adopted by Council on 23 September 2009 following two years of work and consultation with the community, consultants, landowners, developers and Council staff.

Rolleston will grow from an existing population of 7,000 to close to 50,000 by 2075. The Structure Plan addresses four key issues:

• Town Centre;
• Land Use;
  
• Movement; and
• Infrastructure.

Prebbleton Structure Plan

The Prebbleton Structure Plan was adopted by Selwyn District Council on the 24th February 2010. It provides a framework for guiding development over the next 30 years to achieve a high level of town planning and urban design.

The village is expected to grow by an additional 1,295 households by 2041. The Structure Plan details what community services and infrastructure is required and the character elements that need to be protected to ensure that the village amenity is retained.

The Structure Plan is consistent with the Greater Urban Development Strategy and Proposed Change 1 to the Regional Policy Statement, and will guide plan changes, resource consents and reviews of the District Plan.

The further development and implementation of these plans will require commitment and collaboration from planners and activity managers.  This will occur over the course of successive LTPs.  It is proposed that a project team be established for Structure Plan Implementation.

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2.6.13  ​​ Asset Management Plans

Asset Management has been described as applied common sense.  Therefore, documenting applied common sense results in an AcMP.  In essence there is limited funding and competing priorities.  The AcMP helps staff/Council decide where and how to spend the limited funds to achieve the desired results.   Changes to the Local Government Act 2002 further emphasised the need for asset management planning and the development of AcMPs.

AcMPs are a key component of Council's planning process. They are prepared within the context and framework of the LTP, District Plan, Annual Plan and Funding Policy.  Figure 2‑8 depicts the links and information flows with the AcMP, other corporate plans and public consultation.

As part of the Local Government Act 2002 requirements (Schedule 10) the LTP must, for the ten years of the Plan, identify for each group of assets the costs for any additional asset capacity required and the maintenance, renewal, and replacement costs for the assets.

This statement of cost for the 10-year period includes the accounting for asset depreciation in accordance with The New Zealand Equivalents to International Financial Reporting Standards, and the recording of all significant assumptions in preparing the financials.

This AcMP will provide the basis for identifying service potential and any losses, and determining the long-term financial strategies for Council's water network assets.  This AcMP is part of a suite of AcMPs and forms part of Council's LTP for the period 2021-31. 

Figure 2‑7 Corporate Links to AcMPs​

This AMP is intended to be read in conjunction with the LTP and fulfils requirements of the Local Government Act 2002 (and amendments) – Schedule 10, which states:

1. The purpose of local government is—
   
• to enable democratic local decision-making and action by, and on behalf of, communities; and
• to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.
2. In this Act, good-quality, in relation to local infrastructure, local public services, and performance of regulatory functions, means infrastructure, services, and performance that are—
• efficient; and
  
• effective; and
• appropriate to present and anticipated future circumstances.

In order to demonstrate that the delivery of services are efficient, effective and appropriate; Selwyn District Council has developed a suite of Activity Management Plans (AMP or AcMP) for its Core Infrastructural Services as part of this LTP process.  These AMPs provide comprehensive account of the efficiency, effectiveness and appropriateness of Council's Core Infrastructural Assets, asset management practices and knowledge. 

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2.6.14   ​​​Council Policies

Over time Council has established a broad suite of policies.  These state Council's position on specific issues and detail the management approach to be implemented by staff.

Policies differing levels of impact on the 5Waters activity; this is indicated under Impact Range (Broad ***, Moderate **, Limited *).

Table 2‑8 Policy Impact on the 5Waters Activity

It is Council policy that a review of the Policy Manual will be undertaken no later than 6 months following each triennial election.

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2.6.15   ​​Council Bylaws

Section 155 of the Local Government Act 2002 requires every local authority, before making a bylaw, to determine whether a bylaw is the most appropriate way of addressing the perceived problem. 

The process and timing of bylaw reviews are managed by the Council's Policy Section. When reviewing each bylaw consideration is given as to whether:

• A bylaw is the most appropriate way of addressing the particular problem or issue
• The bylaw is in the most appropriate form, and
• The bylaw has implications under the New Zealand Bill of Rights Act 1990

Table 2‑9 lists the bylaws enacted by SDC and their impact on 5Waters:

Different bylaws has differing levels of impact on the 5Waters activity; this is indicated under Impact Range (Broad ***, Moderate **, Limited *).

Table 2‑9 Impact of Bylaws

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2.6.16   ​​The Council's Mission Statement

The Council's Mission Statement is:

“To achieve excellence in the management of resources and the provision of services for the People of Selwyn District"

2.6.17   ​​The Council's Statement on Quality of Service

The emphasis on quality and service shall be, at all times, the focus of the Council activities.

The Council will maintain and strive to improve the quality of services that are provided.

It will continue to provide services that meet the needs of its 'customers' and exceed their expectations in the process.

To achieve success, the Council will demonstrate innovation in providing solutions to meet those needs and expectations into the future while operating in a cost-effective and business-like manner.

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2.6.18   ​​​The Council's Statement of Values

In fulfilling its statutory and community obligations, the Council will operate according to the following values. Asset management and service delivery, as core functions of the Council, are therefore consistent with the following Values:

Leadership

The Council will guide, inform and seek community involvement in policy decisions in accordance with the principles of community governance.

Community Service

The Council will provide quality services in a prompt, helpful and friendly manner, minimising the cost through innovative management and best utilisation of resources.

Commercial

The Council's service charges will be based on the benefits of those services to the recipients after considering the equity, efficiency and transparency of those services.

Environment and Biodiversity

The Council will encourage and, where appropriate, carry out or enforce measures to sustain and enhance the district's biophysical environment, including its biological diversity.

Health and Safety

The Council will encourage and, where appropriate, carry out or enforce measures to sustain and enhance public health and safety.

Economic Development

The Council will encourage and, where appropriate, facilitate sustainable economic development.

Cultural Diversity

The Council will have due regard for the diversity of cultural perspectives within the District.

Treaty of Waitangi

The Council will have due regard for the principles of the Treaty of Waitangi.

Staff

As a good employer, The Council will continue to attract, retain and develop skilled staff.

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2.7      Improvement Planning

Throughout this section a number of specific actions to improve the way in which the Council identifies and manages legislation changes associated with th​e 5Waters activity. These actions are summarised below in Table 2‑10.

Table 2‑10 AM Improvement Items - Legislation