Performance Indicator–% of service interruptions responded to within: 30 minutes for major loss of supply creating a situation causing or likely to cause damage to persons or causing or likely to cause damage to persons or property. 60 minutes for substantial leaks not falling into the first priority. It is inevitable that structural/mechanical systems will fail from time to time. Vigilance, good maintenance practices and prioritisation of critical assets with built-in redundancy will help to minimise the impact of failure. However once failure has occurred the Council has a responsibility to restore the service in a reasonable timeframe. The performance indicators have been derived through consultation with the customer base as to a reasonable and acceptable service. Reference to Figure 3 shows the performance against this indicator has been satisfactory. The response to an emergency event is interpreted as the arrival on site of a water officer or repair crew. Whilst the 30 minute and 60 minute target times are proportionate to the event they are difficult targets to achieve as the travelling time is included. The number of events each year is small - around 25 and 30 respectively. Consequently a small number of failures is represented by a relatively high rate of failure. Level of Service - Provide a sustainable water supply. Performance Indicator– % of renewal works in the Water Supply Asset Management Plan completed, and % of improvement works included in the Water Supply Asset Management Plan completed. These measures have been adopted to demonstrate the stewardship of the Council in managing the infrastructure to ensure the overall asset management plan is being followed and the system is being sustained for the long term. The 2012 Water Asset Management Plan did not define specific renewal programmes. Financial provision was made within the repair and renewal budgets and an outline, prioritised list of water mains renewals prepared. The outline programme is amended in order to be responsive to shifting priorities and urgent works. The measure of the maintenance and renewal performance indicator was measured based on the percentage of budget expenditure achieved within the reporting period. The capital improvement works programme is well established and planned. Budgets are prepared and agreed based on an optimistic forecast of the planning process. However the process of community consultation, feasibility, design option selection, Resource Consent approval, land acquisition, etc needs to be undertaken with care and precision and is difficult to predict accurately. In contrast once the design has been approved the progression of the construction contract can be accurately programmed and monitored. The indicator has been measured based on the achievement against the budgetary target. This would appear to be unsatisfactory but there have been no delays to capital projects as a result of lack of funds. Page 26