The Council provides waste management facilities and services for the following reasons:

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1 WASTE MANAGEMENT 1.0 INTRODUCTION The strategic goals for the Waste Management activity are: To ensure that adequate waste management services and facilities are provided for (by either public or private means) the community To meet the required levels of service in the most cost effective way through the creation, operation, maintenance, renewal and disposal of assets to provide for existing and future users To encourage community involvement 1.1 BACKGROUND AND RATIONALE FOR COUNCIL S INVOLVEMENT The Council provides waste management facilities and services for the following reasons: Public health and safety The provision of waste management services promotes the health and wellbeing of the community by ensuring all of Council s waste management systems provide adequate and satisfactory collection, disposal or diversion of solid waste. Economic The provision of waste management services in accordance with current legislation at an affordable cost. Environmental The provision of waste management services ensure proper disposal of solid waste and aftercare / monitoring of closed landfills and thereby promotes protection of the environment. 1.2 COMMUNITY OUTCOMES TO WHICH THE ACTIVITY CONTRIBUTES Under current legislation territorial authorities must promote effective and efficient waste management within their district. The community outcomes to which the Waste Management activity primarily contributes to are: 4.0 Healthy Air, Water, Land: Healthy People 4.2 Healthy People (a) People will be free from preventable disease and illness 4.4 Pollution and Waste (f) Our environment will be clear of toxins, contaminants, air pollution and litter (g) All residents will have easy access to organic and inorganic waste disposal options 7.0 Planning and Development 7.4 Small Town Culture: Large Town Infrastructure (d) Infrastructure will be provided for the future, not just today (e) Decisions and development will be conducted in a manner respectful to local tikanga (customs) and values Note: See Part One of this document for a list of community outcomes. 1.3 THE ACTIVITY GOAL AND PRINCIPAL OBJECTIVES The goals for the Waste Management activity are: To ensure solid waste collection and disposal facilities and services are provided and maintained to satisfy the requirements of its customers To demonstrate responsible management in the operation, maintenance, renewal and disposal of Council owned waste management assets 115

2 The objectives of the Waste Management activity are described as follows: To meet Council s legal obligations under the Local Government Act To provide the linkage between Council s waste management strategic goals and the current levels of service To provide a detailed description of waste management assets that Council owns and manages To provide the estimated financial expenditure for the next 10 years including operation, maintenance, renewals and capital expenditure To describe the current valuation of waste management assets To identify opportunities for improvement 2.0 LEVELS OF SERVICE, INDICATORS AND REPORTING PROGRESS AGAINST COMMUNITY OUTCOMES Current levels of service are defined based on the following assumptions: The available data has been used to define the current levels of service Limited customer consultation has been undertaken to define current levels of service The operation and maintenance expenditure is based on current levels of service Customer expectations are changing with time and therefore periodic reviews of levels of service are essential. Council conducts customer satisfaction surveys, public consultation and also receives public views either directly or via elected representatives on various activities. Formal consultation on the levels of service will be undertaken in June The key level of service indicators used to measure the performance of this activity are indicated below: Figure 2.1: Key level of service indicators Indicator Target Level of Service Measured By: 06/07 07/08 08/09 09/16 Compliance with Resource 100% 100% 100% 100% Sampling and monitoring Consents for Council s as per Resource closed landfills Consents All disposal options at the Less than 1 Less than 1 Less than 1 Less than 1 Number of complaints transfer stations are complaint complaint complaint complaint entered into BIZ-E available for the public per month per month per month per month assets database during opening hours Kerbside refuse and Less than 2 Less than 2 Less than 2 Less than 2 Number of complaints recycling collected on the complaints complaints complaints complaints entered into BIZ-E usual collection day per month per month per month per month assets database Community satisfied with: transfer station facilities 80% 82% 85% 85% NRB survey Performance kerbside 80% 82% 85% 85% refuse and recycling Reduction of waste 2% 2% Review Weighbridge figures from disposed to landfill Tirohia Landfill Increase of recyclable 2% 2% Review Weighbridge quantities material of kerbside and transfer station recyclables Service provided within +5% to +5% to +5% to +5% to Audit annual accounts approved budget -10% -10% -10% -10% 116

3 3.0 THE EXISTING SITUATION DESCRIBED The summary below identifies the scope of assets/services covered by the Waste Management activity within the district: Figure 3.1: Summary of Waste Management assets/services Asset / Service Type Refuse and recycling kerbside collection Refuse and recycling transfer stations Green waste collection and disposal Quantity Three urban centres and seven rural townships Three (Morrinsville, Matamata and Waihou) Three (located at each transfer station) Solid waste disposed to landfill annually 8,300 tonnes ( ) Available annual landfill space 10,500 tonnes (until 2009) Capped landfills (consented) Three 4.0 MAINTENANCE AND OPERATING Council is obliged to ensure the waste management system it provides meets or exceeds customer level of service requirements. Three transfer stations are owned and maintained by Council and are operated by a contractor responsible for disposal of the material. Under the operational agreement, the contractor is responsible for operating the stations in a clean and efficient manner to protect public health and the surrounding environment. The kerbside collection contract and the green waste contract are both operated by appointed contractors and Council s role is limited to monitoring standards of the work carried out and dealing with any public issues. Council s business unit; Kaimai Consultants supervise and monitor the work of these external contractors. The strategies/tactics that will be used to achieve service levels include: The service level agreement with Kaimai Consultants, (Council s business unit) has been recently revised and reviewed to incorporate well defined service criteria External contracts to operate waste management facilities and services will specify desired levels of service. These contracts are supervised and managed by Kaimai Consultants Council s Waste Management Plan waste minimisation targets and actions 117

4 Figure 4.1: Estimated operational expenditure for the next three years Contract Locality $000 Transfer station operations Morrinsville 1,140 Te Aroha 570 Matamata 1230 Kerbside refuse and recycling collection Morrinsville 720 Te Aroha 510 Matamata 810 Greenwaste collection and disposal Morrinsville 54 Te Aroha 45 Matamata 90 District water and waste monitoring Morrinsville 14.5 programme (Landfill Testing) Te Aroha 10.5 Matamata 17 As landfill contracts expire In there may be some significant changes to the waste management service. The estimated operational expenditure to achieve levels of service at this time is described below: Figure 4.2: Estimated Operational Expenditure from Contract Locality $000 Transfer station operations Morrinsville 3,010 Te Aroha 1,680 Matamata 3,220 Kerbside refuse and recycling collection Morrinsville 1,840 Te Aroha 1,320 Matamata 2,090 Greenwaste collection and disposal Morrinsville 140 Te Aroha 120 Matamata 220 District water and waste monitoring Morrinsville 33 programme (Landfill Testing) Te Aroha 24 Matamata

5 5.0 FUTURE DEMAND The 2001 Census recorded a district population of 30,300. It should be noted that even with an assumed high growth rate the predicted population for 2026 is 31,640 indicating a static 20 year growth for the district. Therefore no significant impact is anticipated due to growth alone. Council s waste management services and facilities are capable of handling demand due to population growth alone. However, when Council s current landfill space expires in 2009 it is anticipated that landfill costs will increase, due to more stringent environmental controls and fewer landfills. Therefore future demand for waste minimisation initiatives are anticipated to increase as environmental awareness and disposal costs increase. The intent of Council s Waste Management Plan is to reduce the amount of material passing through the waste stream. This is anticipated to increase the overall amount of material collected but decrease the amount going to landfill. Under the current disposal contract Council will be penalised for the reduction of quantities but it is believed to be in the interest of the community to reduce the quantities of disposable material wherever possible. 6.0 NEW CAPITAL There is no new capital for this activity. 7.0 FUNDING THE ANNUAL NET COST WHO PAYS? The general approach to the funding of the annual net cost of Waste Management is that those who (either directly or indirectly) produce waste should pay. Contributors to the waste collection system pay for one refuse bag per week through their rates. Additional bags can be purchased at various outlets. Materials delivered to transfer stations are charged on a tonnage basis with revenue received by Council. and the revenue comes back to the Council. Council maintains the transfer stations but operational costs are absorbed into the cubic metre rate charged for waste disposal. Recyclables are accepted free of charge at the transfer stations but all other materials are charged for on receipt. The sale of recyclables and any profit from green waste is received by the transfer station operator and is not passed onto Council. This forecast makes no allowance for growth, or for changes as a result of the Waste Minimisation Strategy. A fuller explanation of the funding apportionment rationale is in Volume Three of the Long-Term Council Community Plan. 119

6 8.0 DEMAND MANAGEMENT Council s Waste Management Plan (WMP) focuses on better management and minimisation of waste in the district. Therefore, where demands on the waste management activity become too great for the available services and facilities the WMP will contribute to demand management. Some examples of these non-asset solutions are: Public waste minimisation education which focuses on the five R s - reduce, reuse, recycle, recover and residual (disposal) in that order of priority Investigate subsidising home composting bins 9.0 SIGNIFICANT NEGATIVE EFFECTS Significant effects of the service related to social, economic, environmental and cultural wellbeing are set out below: Figure 9.1: Significant effects of this activity Wellbeing Positive Effects Negative Effects Social Health and wellbeing Economic Generates business Not self-funding Environmental Reduction of waste Non-biodegradable matter Landfill byproducts Protection of the environment (i.e. Landfill gases and leachate) Cultural 10.0 THE ROLE OF OTHER PARTIES There are several other parties within the district that provide solid waste collection and disposal systems, such as private wheelie bin and skip bin operators. These parties are mainly minor providers and operate in different areas and offer different services to those covered by Council under this activity, (i.e. rural properties, waste generated from commercial/industrial processes and green waste kerbside collection) SIGNIFICANT FORECASTING ASSUMPTIONS, UNCERTAINTIES AND RISK MANAGEMENT All estimates arrived at are the best possible at the time of preparation. More accurate figures will be prepared during each year s annual plan preparation. The assumptions made for the Waste Management activity are: Council is committed to sustaining the current levels of service for the community Growth projections are based on Statistics New Zealand forecasts There will be no sudden demand changes due to growth Renewal is funded through depreciation charges As growth is not predicted to impact on the Waste Management activity there are no risks directly associated with meeting or not meeting projected growth. The only risk of growth is meeting the current levels of service without a breakdown of service. There are several types of risk associated with waste management assets. The consequences, probability and the proposed mitigation measures for this activity are detailed below: 120

7 Figure 11.1: Risk Consequences, Probability and Proposed Mitigation Risk Consequence Probability Mitigation Loss of the asset, High Moderate Repairs, preventive breakage, failure maintenance, condition assessment and renewal Human errors Moderate to high Low to moderate Use of competent contractors and identify potential hazards Poor asset information High Moderate Improve asset data Natural disasters High Moderate to low Implement contingency procedures Non-compliance of Moderate Moderate Staff monitoring consent conditions 12.0 LEGISLATION The following legislation impacts on the Waste Management activity: Hazardous Substances and New Organisms Act 1996 Health Act 1956 and its amendments Health and Safety in Employment Act 1992 Local Government Act 2002 Resource Management Act 1991 Other The District Plan, waste management plans and bylaws also impact on waste management facilities and services CONCLUSION The Local Government Act 2002 has placed a greater emphasis on asset management planning and community participation in decision-making processes. Council provides waste management services in the form of domestic refuse, recycling kerbside collection and transfer station facilities. Council is also committed to the aftercare and continued monitoring of its closed landfills. 121