Masterton District Council STORMWATER ASSET MANAGEMENT PLAN

Transcription

1 Masterton District Council STORMWATER ASSET MANAGEMENT PLAN

2 All rights reserved. No part of this publication may be reproduced, adapted, published or transmitted in any form or otherwise dealt with, without the prior permission of the copyright owner. Masterton District Council PO Box 444 Masterton 5840 Quality Information Document Asset Management Plan Water Supply Ref Version 11 Date June 2018 Prepared by; David Mawson, David Hopman & James Li Revision History Revision Revision Date Details Authorised 5 04/10/2011 Total review of plan T Pritchard 6 23/03/2012 Updated with financials D Paris 7 19/11/2012 Document Finalised D Hopman (VG) 8 27/03/2015 Total review of plan T Pritchard 9 07/04/2015 Updated with financials P Foreman 10 10/06/2015 Sophistication target level (2.9) added & Natural Resources Plan risk comment (5.3). Improvement plan updated (8.2) T Pritchard 11 18/10/2017 Total Review and reformat D Mawson Page 1 66

3 Table of Contents 1. EXECUTIVE SUMMARY INTRODUCTION INTRODUCTION BACKGROUND SCOPE OF PLAN SUMMARY OF ASSETS ASSET MANAGEMENT PROCESSES GOALS AND OBJECTIVES OF ASSET OWNERSHIP ASSET MANAGEMENT SYSTEMS STANDARDS & GUIDELINES SUMMARY OF ASSET MANAGEMENT PRACTICES ASSET PLAN SOPHISTICATION TARGET LEVEL LEVELS OF SERVICE CUSTOMERS AND STAKEHOLDERS ANNUAL RESIDENTS SURVEY PUBLIC MEETINGS ON SPECIFIC PROJECTS COMMUNITY OUTCOMES CONSULTATION LEGISLATIVE REQUIREMENTS Relevant Legislation Affecting this Activity Relevant Regulations Affecting this Activity Council Policies Affecting This Activity Regional Council Policies and Plans Affecting This Activity Council Strategic Planning and Other Documents Affecting This Activity Other Planning and Other Reference Documents Other Organisations and Bodies which Council Intends to Work with Relating to this Activity Bylaws Affecting This Activity

4 3.6 SERVICE LEVELS AND PERFORMANCE MEASURES Current Levels of Service and Performance Measures DESIRED LEVELS OF SERVICE PAST PERFORMANCE MEASURES FINANCIAL SUMMARY Current Costs COST OF ENHANCING CURRENT LEVELS OF SERVICE FUTURE GROWTH AND DEMAND INTRODUCTION POPULATION EFFECT CHANGES IN CUSTOMER EXPECTATIONS DEMAND FORECAST AND RESPONSE STRATEGY COST OF RESPONDING TO GROWTH AND DEMAND CHANGES CONCLUSION RISK MANAGEMENT INTRODUCTION RISK MANAGEMENT PROCESS NATURAL RESOURCES PLAN OPERATIONAL LEVEL RISK ASSESSMENT: SUMMARY OF TRENDS IN RISK ASSESSMENT IDENTIFICATION OF CRITICAL ASSETS RISK ANALYSIS IMPROVEMENT PLAN COST OF MITIGATING IDENTIFIED RISKS CONCLUSION LIFE CYCLE MANAGEMENT PLANS INTRODUCTION STORMWATER INTRODUCTION ASSET DESCRIPTION Physical Parameters Asset Capacity ASSET CONDITION Asset Valuation

5 6.6 HISTORICAL EXPENDITURES Future Projections CRITICAL ASSETS SIGNIFICANT NEGATIVE EFFECTS RESOURCE CONSENTS DATA CONFIDENCE LEVEL DESIGN STANDARDS Pipes Stop banks MAINTENANCE PLAN Blockage Clearance, OUTlet inspection and cleaning Stormwater Pipe CCTV and Cleaning Stop bank Inspections and Maintenance Rock wall maintenance RENEWAL/REPLACEMENT PLAN Renewal Strategy Optimised renewal decision making (ORDM) framework ORDM inputs for stormwater reticulation Predictor models and data ASSET CREATION PLAN RETICULATION MODELLING FINANCIAL FORECAST Disposal Plan FINANCIAL SUMMARY INTRODUCTION HISTORICAL FINANCIAL PERFORMANCE CAPITAL EXPENDITURE Key Projects and History by Activity ESTIMATED FUTURE PUBLIC DEBT INSURANCE COVERAGE ESTIMATED FUTURE LOAN REPAYMENT AND LOAN INTEREST COST ESTIMATED FUTURE OPERATIONAL REVENUE FINANCIAL FORECASTS FUTURE DEPRECIATION PROJECTIONS FINANCIAL SUMMARY (INCLUDING RATES REQUIREMENT)

6 7.11 CHANGES IN SERVICE POTENTIAL ASSUMPTIONS & CONFIDENCE LEVELS Basis of Preparation Basis of Assumptions Assumptions and Risk Assessments FUNDING MECHANISM PLAN IMPROVEMENT AND MONITORING INTRODUCTION CURRENT IMPROVEMENT PLAN MONITORING AND REVIEW REFERENCES

7 1. EXECUTIVE SUMMARY 1.1 INTRODUCTION The Council provides systems, including use of natural channels and streams, to collect and dispose of stormwater from residential, commercial and industrial properties in the urban area. The stormwater systems in the rural area are largely open drains. This Stormwater Asset Management Plan covers those stormwater assets that the Masterton District Council currently owns and operates. This asset management plan should be read in conjunction with the Long Term Plan (LTP ) which is the Districts overall plan for the next ten years to promote the social, economic, environmental and cultural well-being of the community now and in the future. The plan contributes towards achieving the Masterton District Councils stated community outcomes of being an easy place to move around, achieving a strong sustainable economy, having an active, involved & caring community. Making us a sustainable, healthy natural environment, and also creating a knowledgeable resilient community. Strategic and tactical asset management also plays a role in improving social and environmental outcomes for Masterton. The Council owned stormwater networks comprise of the following, approximately 46 km of pipes, 567 manholes, stop banks, and a retention dam. Records do not show how many properties are connected by drain to the stormwater channels, but estimates on data collected to date show that there may be as many as 5000 private outlets. The collection of stormwater water is funded through targeted location and usage rates per property. The total optimised replacement cost of stormwater assets as at 1 July 2017 was $29,408,000. With an optimised depreciated replacement cost of $16,717,000. Possible new stormwater assets are also funded from private developments. There are risks associated with the collection of stormwater and those stormwater assets, and the main risk identified that may pose a threat to the Councils stormwater assets is both possible climate changes and the GWRC predictions for flooding extents. Although the capacity of Masterton s reticulation is adequate to meet current and forecast demand for stormwater collection, a lot of its age and condition does vary considerably. The network has been programmed for progressive renewals over the next 30 years with an average estimate of $800, budgeted per year. Three key aspects determine the performance of Stormwater Asset management; Operation and maintenance of council owned Infrastructure Stream and water course weed control Sediment removal in streams and water courses. Continued investigations on the risks including possible flooding estimations & condition assessment surveys by Council Staff will continue to provide greater detail on what maintenance & renewal requirements there are. Public education programmes and communication informing private property owners of their responsibilities regarding stream and water course maintenance and obtaining consents to remove sediment from watercourses are new aspects of this Asset Management Plan. 6

8 2. INTRODUCTION 2.1 BACKGROUND The purpose of this stormwater asset management plan ( the Plan ) is to provide Masterton District Council ( Council ) with a tool to assist with the management of its stormwater assets ( the assets ). This tool combine s management, financial, engineering and technical practices and is intended to: Ensure that an agreed level of service is provided to defined standards at optimum cost. Be sustainable in the long term. Comply with regulatory requirements. Help Council to achieve the outcomes the community has defined. This Plan was prepared in 2018, it supersedes Councils Stormwater Asset Management Plan SCOPE OF PLAN Council owns, operates and maintains systems to protect properties from flooding and to collect and dispose of stormwater from properties in the Masterton urban area and the Castlepoint and Tinui settlements. Some privately owned assets such as kerb sockets and drainage are recorded in the Councils assets register but these are stored for information purposes only. This Plan was developed to provide Council with a long-term view of: Where its stormwater facilities and services are currently at. What issues are likely to impact on it in the future? What level of service can be provided to the community in the future at a cost that can be afforded? All of the figures in this Plan are expressed in New Zealand dollar values as at 30 June 2017 and unless noted otherwise, are in GST exclusive terms. 2.3 SUMMARY OF ASSETS The stormwater system consists of 46km of pipes, 388 manholes, 106 soak-pits, 4km of river stop banks along the Waipoua and Ruamahanga Rivers. Council also contributes to designated stop bank protection works on the Waingawa and Ruamahanga Rivers. The stormwater network system is summarised in Table 2.1. Appendix A contains plans showing the location and extent of the stormwater networks in the Masterton District. 7

9 Table 2.1 Masterton District Stormwater Assets Location Asset Type Unit Quantity Comments Urban areas Pipes Km 46 Approx ,800mm dia. Manholes No. 567 Soak pits No. 106 Kerb sockets No. 388 Although privately owned these feed into the network Watercourses Km 96 Approximate length & mixed type Waipoua & Ruamahanga Rivers Stop banks Km. 4 Approximate Weir drop structures No. 3 On Waipoua River 2.4 ASSET MANAGEMENT PROCESSES Council s role in advocating on behalf of the region s stormwater users, ratepayers and residents is a key driver of the asset management process. It enables sound arguments to be put to the appropriate bodies to ensure equitable access to, and funding for, the stormwater networks. Asset management plans clearly define the communities, Council objectives and how these can be successfully delivered within any environmental constraints that are identified in the asset management plans. 2.5 GOALS AND OBJECTIVES OF ASSET OWNERSHIP Council has adopted a funder-provider role delivering stormwater services using a combination of in-house and contracted labour. Council attaches a high priority to the role that it plays in the provision of these services. Councils overall objective for the service is: To develop and maintain a drainage system to ensure the effective removal of stormwater to acceptable standards as outlined in the Wairarapa Combined District Plan, and do not exceed gully trap levels. The reasons why Council is involved in this activity are: The effective management of stormwater is necessary in order to protect public safety and property. The Health Act 1956 requires every territorial authority to improve, promote and protect public health within its district and to provide sanitary works. Sanitary works include drainage works. Part 29 of the Local Government Act 2002 empowers Council to provide, cleanse, repair and maintain all drainage works necessary for the efficient drainage of the district. The Rating Powers Act 1988 empowers Council to levy a separate rate or uniform annual charge on properties connected, or able to be connected, directly or indirectly to a public drain. The Building Code specifies that suitable appliances for the disposal of refuse water in a sanitary manner (by inference this includes the means of collection) are made available for the inmates of a dwelling. 8

10 2.6 ASSET MANAGEMENT SYSTEMS Council administers ongoing administration and monitoring of any works. This is to ensure the work is being carried out to Councils satisfaction in a cost effective manner. Council is currently installing an asset Management system called Assetic Data which is a central strategic register and asset management system for all asset classes. It includes in-built reporting, works tracking and life-cycle costing. It will be integrated with Predictor for a complete Strategic Asset Management planning and operational system capable of holding all water asset information. Council has also developed an Engineering Lifelines plan, which identifies vulnerable components of the stormwater assets and ways of mitigating the degree of disruption likely to be incurred in a civil emergency. Mitigating work identified in the plan will be progressively implemented. 2.7 STANDARDS & GUIDELINES In operating and maintaining its stormwater assets, Council currently use the following standards and guidelines on a regular basis as appropriate: New Zealand Water & Wastes Association (2006) New Zealand Pipe Inspection Manual 2nd Ed. Standards New Zealand (2003) NZS3910: 2003 Conditions of Contract for Building and Civil Engineering Construction. Standards New Zealand (2004) NZS4404: 2010 Land Development and Subdivision Engineering. 2.8 SUMMARY OF ASSET MANAGEMENT PRACTICES Table 2.2 compares the current, appropriate and appropriate asset management practice. It is recommended that this table be completed at a later date. Table 2.2 Stormwater Asset Management Processes Asset Management Activity Current Practice Appropriate Practice Best Practice 1. Level of Service Review LOS & consult with community at least every 3 years 2. Knowledge of Assets Inventory of assets maintained. Supplemented by contractor/specialist reports on serviceability & condition. 3. Risk Management Strategic risk assessment at least every 6 years. Operational risk assessment at least every 3 years. Emergency response plans have been developed. 4. Condition Assessment Largely based on contractor s service records & Council records (e.g. resource consents). Specialist studies/reports supplement these records to build knowledge e.g. CCTV Studies. 5. Accounting/ Economics NCS accounting system. Accrual based system. 6. Operations Service contractors monitor & report on any operational issues. 7. Maintenance Service contractors monitor the system and undertake/report on any maintenance work required. 8. Performance Monitoring Reported annually as part of the Annual Report process. 9

11 Asset Management Activity Current Practice Appropriate Practice Best Practice 9. Optimised Life Cycle Strategy Performance assessment used to prioritise lifecycle strategy. 10. Design/Project Management Expertise is contracted as required. 11. Asset Utilisation/ Demand Modelling Demand forecasting reliant on historic usage records, staff knowledge and Census data. 12. Quality Assurance/ Continuous Improvements identified and compiled into a Plan. Improvement Appropriate Practice ( = same as current pracce) Best Practice ( = same as current pracce) 2.9 ASSET PLAN SOPHISTICATION TARGET LEVEL The level of sophistication refers to the degree to which core and advanced criteria for asset management planning have been achieved. Criteria for core and advanced asset management planning are set out in the International Infrastructure Management Manual. This plan sets out to achieve the minimum level of sophistication where corporate expectations are expressed informally and simply. 10

12 3. LEVELS OF SERVICE 3.1 CUSTOMERS AND STAKEHOLDERS Council s stormwater service customers include, Ratepayers, Residents, Local industries and businesses, Health and Educational institutions, and Emergency services Council s stormwater service stakeholders include, Greater Wellington Regional Council, Rangitāne o Wairarapa, Ngati Kahungunu ki Wairarapa, The Department of Conservation, Wairarapa Public Health, Ministry for the Environment, Ministry of Health, and Ministry of Agriculture and Fisheries Council has considered the following factors for Stormwater in addition to those described in Part A to assist in the prediction of future levels of service: The improvement in the level of service for stormwater may increase following the release of the 1 in 50 and 1 in 100 year predictions of flood levels by GWRC. The Council had previously adopted the following residential stormwater drainage goals: Table 3.1 Previous residential Stormwater goals Return Period Without Nuisance Return Period Without Flood Damage Existing 10 years 50 years New 10 years 100 years The council achieves these standards for the majority of the district s properties. However achieving 100% compliance is an ongoing stormwater management challenge for the council. 3.2 ANNUAL RESIDENTS SURVEY Council conducts a resident s survey to gain feedback on community perceptions of Masterton District Council every year. The National Research Bureau (NRB) has carried out Communitrak Surveys for Council every year since This is a means of measuring Councils effectiveness in representing the wishes and viewpoints of their residents. It provides a comparison for Council on major issues, on their performance relative to the performance of their peer group. It also compares Council to Local Authorities on average throughout New Zealand and to previous Communitrak results, where applicable. The most recent survey was done in Current performance based on recent survey results and compared to national and peer group averages is assessed as being adequate for the level of service desired by the community. 11

13 The following table shows results of the Communitrak Surveys rating the level of service for storm water supply. Figure 3.1 Results of 2017 Masterton Communitrak Survey for Stormwater Stormwater Very Satisfied % Fairly Satisfied % Not Very Satisfied % * Very Dissatisfied % Don t know * Readings prior to 2014 had a different satisfaction scale. Table 3.2 Results of Communitrak Survey for Stormwater Service in Masterton Stormwater Very Satisfied % Fairly Satisfied % Not Very Satisfied % * Very Dissatisfied % Don t know National Average * Readings prior to 2014 had a different satisfaction scale. 12

14 3.3 PUBLIC MEETINGS ON SPECIFIC PROJECTS Council s current policy is to ensure public consultation when undertaking any major projects, however no major stormwater projects have been undertaken in recent years. 3.4 COMMUNITY OUTCOMES CONSULTATION Council s levels of service contribute to achieving the following community outcomes as listed below. The Community Outcomes were identified as part of the LTCCP process and were widely consulted on at that time. For more information re the Consultation process please refer to Shaping Our Future Volume 1: Community Outcomes A levels of service exercise was carried out with the community in 2017 the results of this has been included into this asset management plan. Table 3.3 Community Outcomes that the Stormwater Assets Contribute To Community Outcome How Stormwater Assets Contribute A Strong Resilient Economy Ensure a continuous stormwater service for industrial and/or commercial purposes A Sustainable Healthy Environment An Active, Involved and Caring Community An Easy Place to Move Around Providing stormwater services that help to reduce flooding risk and associated environmental damage Ensure a stormwater service that meets NZ standards and contributes to the health of the Community Ensuring services are provided in an equitable and culturally sensitive manner Providing stormwater services that help to reduce flooding risk and surface water on roads 3.5 LEGISLATIVE REQUIREMENTS Statutory requirements set the framework for the minimum standards of service, which the assets have to meet, and are generally non-negotiable. The key legislation relating to the management of stormwater services are listed below RELEVANT LEGISLATION AFFECTING THIS ACTIVITY Local Government Act 2002 Health Act 1956 Resource Management Act 1991 Health & Safety in Employment Act 1992 The Climate Change Response Act The Civil Defence Emergency Management Act 2002 (Lifelines) The Local Government (Rating) Act 2002 Public Bodies Contracts Act 1959 Public Works Act RELEVANT REGULATIONS AFFECTING THIS ACTIVITY NZS4404: 2004 Land Development and Subdivision Engineering The Building Code 13

15 3.5.3 COUNCIL POLICIES AFFECTING THIS ACTIVITY Rating and Financial Policies REGIONAL COUNCIL POLICIES AND PLANS AFFECTING THIS ACTIVITY Regional Policy Statement for the Wellington Region Natural Resources Plan COUNCIL STRATEGIC PLANNING AND OTHER DOCUMENTS AFFECTING THIS ACTIVITY Long Term Plan OTHER PLANNING AND OTHER REFERENCE DOCUMENTS Wairarapa Combined District Plan OTHER ORGANISATIONS AND BODIES WHICH COUNCIL INTENDS TO WORK WITH RELATING TO THIS ACTIVITY Central Government Greater Wellington Regional Council Rangitāne o Wairarapa Ngati Kahungunu ki Wairarapa The Department of Conservation Wairarapa Public Health BYLAWS AFFECTING THIS ACTIVITY Masterton District Council Consolidated Bylaws 2012 Other Corporate Objectives include Providing our customers with a clear understanding of the services available, their standards and associated costs and therefore the ability to assess if their needs / aspirations are being met. Enabling Council to maintain a close link with its customers through providing clear information about its service provision. Enabling and encouraging our customers to give informed feedback to councillors and/or officers as to the type of services and service levels. Transparency and accountability to our customers about what we provide and how we go about providing it. Provisions of benchmarks upon which Council can consult with customers on future service requirements. 14

16 3.6 SERVICE LEVELS AND PERFORMANCE MEASURES CURRENT LEVELS OF SERVICE AND PERFORMANCE MEASURES Council developed the current stormwater asset levels of service, performance measures and targets shown in Table 3.4 to reflect: Industry standards Customer research and expectations Legislative and other requirements Strategic and corporate goals Table 3.4 Levels of Service, Performance Measures & Targets for Stormwater (2017) Level of Service Performance Measures Baseline 2016/17 Provide an efficient and effective stormwater system to minimise the impact of heavy rainfall and reduce flooding risk Percentage of residents satisfied with stormwater services Current 64% Performance Targets 2018/ / /22 Years 4-10 Maintain satisfaction level over 3 year Average satisfaction is within 10% of the peer group average Maintain satisfaction level Average satisfaction is within 10% of the peer group average Maintain satisfaction level Average satisfaction is within 10% of the peer group average Maintain satisfaction level Average satisfaction is within 10% of the peer group average Mandatory The number of complaints received by a territorial authority about the performance of its stormwater system, expressed per 1,000 properties connected to the Council s stormwater system. Mandatory (a) The number of flooding events that occur in the Council s district (b) For each flooding event, the number of habitable floors affected. Current Measure Currently less than 12.7 in 1,000 6 stormwater related incidents Current Measure 0/1000 2/1000 2/1000 2/1000 2/ events Less or equal to 1/ events Less or equal to 1/ events Less or equal to 1/ events Less or equal to 1/

17 Level of Service Performance Measures Baseline 2016/17 Deliver stormwater services in a manner that is acceptable, safe and where possible enhances the environment (Expressed per 1,000 properties connected to the Council s stormwater system). Mandatory Compliance with the territorial authority s resource consents for discharge from its stormwater system, measured by the number of: (a) abatement notices (b) infringement notices (c) enforcement orders, and (d) convictions, Received by the territorial authority in relation to those resource consents Mandatory The median response time to attend a flooding event, measured from the time that the territorial authority receives notification to the time that service personnel reach the site. No consent breaches that resulted in abatements, infringements, enforcements or convictions. Current Measure minutes The links between the Levels of Service and the Community Outcomes for waste water are shown in Table 3.6. Performance Targets 2018/ / /22 Years 4-10 No consent breaches No consent breaches No consent breaches No consent breaches 60 minutes 60 minutes 60 minutes 60 minutes 16

18 Table 3.5 Links between Stormwater Levels of Service and Community Outcomes Community Outcomes Levels of Service A Strong Resilient Economy A Sustainable, Healthy Environment An Active, Involved and Caring Community A Knowledgeable Community An Easy Place to Move Around Provide an efficient and effective stormwater system to minimise the impact of heavy rainfall & reduces flooding risk This level of service: Aims to reduce the impact of heavy rainfall and the risk of flooding and consequent impacts, such as public health risks and damage to private and public property, industry, roads and infrastructure. This contributes to both the public health of the community; and the community s capacity for growth and economic development, now and in the future. Deliver stormwater services in a manner that is acceptable, safe and has minimal environmental impact This level of service: Aims to ensure that services are provided in a way that is equitable and culturally acceptable, whilst maximising public health opportunities and minimising environmental impact. 3.7 DESIRED LEVELS OF SERVICE In 2014 invited stakeholders, service users and interest group representatives attended workshops to consider the different services Council offers. At each workshop, participants recorded what they liked and disliked about the service, and then listed suggestions for improvement. This feedback, along with information gathered from surveys, meetings, trends, Annual Plan submissions and a range of other sources was used to help Council review service delivery. By further improving the effectiveness and efficiency of its systems Council could improve service delivery. Through such reviews specific work and/or projects could be identified and assessed for affordability versus potential benefits. 17

19 Table 3.6 Potential Enhancements / Improvements for Stormwater Service Option to Improve service level Justification Benefit Cost Network condition assessment and implementation of potential enhancements identified as a result of this. Customer feedback Risk management Improved service e.g. reduced flooding risk The cost of improvements will be determined as specific projects are identified Opportunities to add value and enhance service Opportunities to enhance knowledge and asset management systems: e.g. condition and risk assessments to better manage assets Ensure targeted and efficient use of limited financial resources Increase protection goals from 1:50 to 1:100 Flood protection Improved service e.g. reduced flooding risk Cost of improvements to be determined Henley Lake Storm water ingress Possible water quality improvements Improved water quality for lake users $300, PAST PERFORMANCE MEASURES Table 3.7 shows the performance measures for the stormwater activities, and whether Council has achieved these, over the past 5 years. This information was obtained from the Annual Reports for each year. Note it gives a reasonably simplistic view of Councils performance and the reader is referred to the Annual Reports for further details. Table 3.7 Masterton District Stormwater Performance Trends Performance Indicator 2009/ / / / / / / /17 Customer satisfaction with stormwater services Not Achieved Achieved Achieved Note 1 Achieved Achieved Achieved Achieved Maintain satisfaction level Proportion of reported stormwater ponding incidents cleared within two days of a rainfall event Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved ending 100% Stormwater assets maintained to level specified in AMP Works projected for the projected year are completed Not Achieved Achieved Achieved Note 1 Note 1 Note 1 Note 1 Note 1 18

20 Performance Indicator 2009/ / / / / / / /17 Complete a three yearly assessment of stormwater N/A N/A Not Achieved Note 1 Note 1 Note 1 Note 1 Note 1 provision in the district Compliance with resource consents Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved 100% compliant Proportion of reported stormwater / flooding incidents that resulted in residual environmental effects Less than 1% Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved *Note - 1 Performance measure not used for this year. *Note 2 Assessment was completed March FINANCIAL SUMMARY CURRENT COSTS In 2016/17 Stormwater Services, delivered at current levels of service, cost: Operating Expenditure $514,487 Rates contribution: $449,486 Proportion of Total Cost: 87% To maintain current levels of service, further maintenance and renewal work may need to be undertaken. For more information re specific projects identified, please refer to sections: 4 Future Growth and Demand; 5 Risk Management and 6 Life Cycle Management Plans. 19

21 3.10 COST OF ENHANCING CURRENT LEVELS OF SERVICE The key actions and issues identified in this section requiring attention and/or intervention, and the costs associated with the proposed work, are outlined in Table 3.9. It should be noted that the level of services provided through the upgrading of assets is subject to the availability of capital contributions for that service. Table 3.9 Work & Costs Required to Enhance Current Levels of Service Action/Work Driver for Action Estimated Cost Scheduled For How this will be funded Investigate the installation of a Lansdowne area Stormwater Network Directing & managing the paths of the areas stormwater flows To be determined From 2018 Within existing budgets Investigate/model an increase in the Level of Service from 1:50 to 1:100 Implementation of projects to increase LOS from 1:50 to 1:100 flood return Henley Lake Stormwater Diversion Data information $150, Rates Flood protection To be determined To be determined Loan & rates Improved Lake water quality $300, Rates Stop bank cycle paths Enhanced community services $200,000 To be determined Loan & rates Establish Urban stream management schemes. Including sediment removal and erosion protection Stream cleaning enforcement Enhance and protect our stormwater stream network Enhance and protect our stormwater stream network To be determined To be determined Rates To be determined To be determined Rates 20

22 4. FUTURE GROWTH AND DEMAND 4.1 INTRODUCTION The objective of asset management is to create, operate, maintain, rehabilitate and replace assets at the required level of service for present and future customers in a cost effective and sustainable manner. This Plan must therefore forecast the needs and demands of the community now and in the future, and outline strategies to develop the assets to meet current and future needs. 4.2 POPULATION EFFECT With a reasonably low population increase (1% forecast growth), Council does not expect the demand on stormwater to change significantly. The household distribution and urban/rural split should continue to be monitored. If the rural population does continue to increase on the outskirts of the urban area, this growth could be accommodated by expanding existing urban facilities. 4.3 CHANGES IN CUSTOMER EXPECTATIONS Customer expectations may influence service levels. Changes that are likely to impact on stormwater services include customers wanting increased levels of protection from flooding. Increasing the provision for cleaning and maintenance of the stormwater system to restore its capacity, and planned renewals and upgrades, will provide enhanced flooding protection compared to current protection. 4.4 DEMAND FORECAST AND RESPONSE STRATEGY Overall demand drivers are expected to have a low impact on future demand for stormwater services. The impact of demand drivers on future stormwater services are summarised in Table 4.1. Table.4.1 Expected Impacts of Demand Changes for Stormwater Services Demand Driver Future Impact Future Demand (for the next 10 years) POPULATION Low/Med Negligible to slight increase on demand Climate changes Moderate Unknown 21

23 Demand for improvement in services Low/moderate Outcomes from public consultation and annual plan submissions will be considered Changes in customer expectations Low/moderate Outcomes from public consultation will be considered 4.5 COST OF RESPONDING TO GROWTH AND DEMAND CHANGES As noted, no specific work has been identified at this time. The key actions and issues identified in this section that may require attention and/or intervention, and the costs associated with the proposed work, are outlined in Table 4.2. Table 4.2 Stormwater Work required to meet Growth & Demand Action/Work Driver for Action Estimated Cost Scheduled For How this will be funded Climate Change Flood plain mitigation for the Waipoua stop bank. It is possible that climate change impacts will require future work to mitigate and/or adapt. MFE estimates for Wairarapa are now available for climate change in the Wellington & Wairarapa region. South stop bank Waipoua North stop bank Waipoua No specific climate change projects are planned though any new projects and upgrades will factor in the latest climate change estimates $6,000,000 $2,000,000 On going 2018 to 2020 Investigative work will be covered by existing budgets, GWRC has allocated funding. (Any MDC costs to be determined.) Works to improve flood protection Resilience 4.6 CONCLUSION MDC water supply pipeline Paierau Road Hood Aerodrome Masterton WWTP Review resilience options for the District Plan stormwater strategies. - Hydraulic neutrality - Designated overland flow paths $298,500 $20,000 $755,250 $50, / / / /28 50% Loan/Rates and 50% GWRC 50% Loan/Rates and 50% GWRC 50% Loan/Rates and 50% GWRC 50% Loan/Rates and 50% GWRC Within existing budgets 2020 Within existing budgets The existing stormwater system, especially following cleaning, has sufficient capacity to accommodate changes in demand discussed in this section. Trends and potential impacts will continue to be monitored and this Plan will be updated accordingly. Further research is recommended to assess: Council will develop strategies for the various possible projections as to the likely risks of climate changes. Strategies required having the asset capacity to accommodate the GWRC 1:50 & 1:100 year flood prediction modelling. Council to work with GWRC toward the mitigation of the hazards that are possible through flooding of the Waipoua. 22

24 5. RISK MANAGEMENT 5.1 INTRODUCTION Risk management is the term applied to a logical and systematic method of establishing the context, identifying, analysing, evaluating, treating, monitoring and communicating risks associated with any activity, function or process in a way that will enable organisations to minimise losses and maximise opportunities. It is as much about identifying opportunities as avoiding or mitigating losses. The AMP - Part A summarises risk relevant to all asset streams but there are risk management issues particular to the storm water assets, and these are identified below. 5.2 RISK MANAGEMENT PROCESS The process followed for this Plan was: Strategic Level Risk Assessment: Initiation of Risk Management Project in November 2005 to support Council s asset management planning processes and LTCCP Introduction of Council staff to concepts of risk management via training workshops Preparation of draft risk assessments by Council asset managers for their respective areas of responsibility, which were then reviewed by Waugh Consultants Ltd Production of a report: Masterton District Council Asset Management Processes Risk Management (Waugh Consultants, 2006) Identification of issues to be followed up Updated assessments were undertaken by Masterton District Council staff during a Risk Workshop held by Waugh Infrastructure Management Ltd on the 18/19 th April This resulted in a Risk Management Update (Waugh, 2011) Risk Management Update (Waugh Consultants, 2014) The impact of the Waugh Report (2011 & 2014) was reviewed at a strategic level in conjunction with the risk assessments carried out by Council staff. The risk management analysis is now consistently incorporated into all respective asset management plans. It is recommended that: Further work, training and assessment are carried out as an ongoing process following the strategic review. 23

25 5.3 NATURAL RESOURCES PLAN Greater Wellington Regional Council is has released a Natural Resources Plan (to replace the Regional Plan) and will modify this plan further though the Whaitua Process. This sets targets and rules for all activities in the Wellington region that have the potential to affect the natural environment, biodiversity and landscape values. The plan has potentially significant impact on Council s infrastructure requirements, especially on the potable water and wastewater treatment plants. In preparing the asset management plans and infrastructure strategy we have allowed for what we believe to be the most likely requirements when the Natural Resources Plan is in place. However the plan remains in its hearing phase and the rules and standards it remains subject to change. 5.4 OPERATIONAL LEVEL RISK ASSESSMENT: Operational level risks are identified via general maintenance work and issue reviews. A network condition assessment was done in 2011 and will help to identify operational risks. Current known operational level risks include stormwater blockages reducing the system s capacity and potentially increasing the risk of flooding 5.6 SUMMARY OF TRENDS IN RISK ASSESSMENT The Waugh Update (2014) and internal Risk Review (June 2017) showed that there were a number of risk themes that were common to many activities. These themes are outlined in the Waugh Report and are identified for Councils consideration, rather than as a list of individual risk issues against each activity. Themes included: Unforeseen Natural Events Health & Safety Legislative Compliance Policy & Process Development Asset Renewals, Operations & Maintenance Staff Resourcing & Training 24

26 5.7 IDENTIFICATION OF CRITICAL ASSETS The assets (both internal and external) that are critical to Councils stormwater activity were identified and consequences of their failure are discussed in Table 5.3. Assessment of the risks for the critical stormwater assets requires the analysis and rating of its probability and impact of occurrences, which are given below. Table 5.1 Risk Methodology & Scores example Risk Magnitude Legislation Community Expectation Financial Environment Total Extreme (4) Commissioners Appointed Expectations not obtainable Detrimental effects > $0.5m Widespread long term effect High (3) Adverse Audit Opinion or Disclaimer Expectations not obtainable medium term Detrimental effects > $50k Long term effect Medium (2) Qualified Opinion; Warning over non- compliance. Expectations not obtainable in short term Detrimental effects between $10k - $50k Short term reversible effect Low (1) Minor non- compliance Faults within agreed LoS Detrimental effects <$10k Reversible and contained effect. Negligible (0) Compliance Expectations reached No effect No effect Level of Compliance [E]Existing [P]Proposed/Future [P] Population and demand changes forecast at least 30 years forward, for individual communities served. District Plan. Risk Magnitude: Original [O] Current [C] Residual [R] Total O C R O C R O C R O C R O C R RISK ANALYSIS The risks specific to this asset were identified and assessed on the basis of existing conditions in Table 5.3. The higher the risk scores the higher the risk potential 25

27 Risk Category Risk Magnitude Legislation Community Expectation Financial Environment Total IC Extreme (4) High (3) Medium (2) Low (1) Commissioners Appointed Qualified Audit Warning over noncompliance Minor non- compliance Expectations not obtainable Expectations not obtainable medium term Expectations not obtainable in short term Faults within agreed LoS Detrimental effects > $0.5m Detrimental effects > $50k Detrimental effects between $10k - $50k Detrimental effects <$10k Widespread long term effect Long term effect Short term reversible effect Reversible and contained effect. Negligible (0) Compliance Expectations reached No effect No effect Total Risk Improvement Code (Mitigation) 1 Managerial and Governance Level of Compliance [E]Existing [P]Proposed/Future 1.1 Business Continuity Plan [E] BCP s associated with emergency management. [P] Assess infrastructure for SW asset failures that impact on lifelines and produce response plan to restore continuity. 1.2 Succession planning [E] No formal succession planning is carried out; insufficient employee numbers. Ensuring systems, data, records are of good quality. 1.3 Risk Register and Asset Risk Plan [P] Risk Control schedule to be developed for all assets. 1.4 Corporate Risk Policy [P] Policy outlines Councils strategic approach to risk management 1.5 Council Policy Document [E] The council has a corporate policy manual. Staff know of the manual s existence and it is being actively used. [P] Review policy for urban areas with no SW service, e.g. Lansdowne. 1.6 Special Agreements [E] Adequate service agreements are in place. Departments in the organisation know what, how and when is expected. 1.7 Contracts Supervision [E] Contractors are supervised directly by staff from the Water Department. In some cases contractors on Capital projects may be supervised by a consultant. 1.8 Completion of Work [E] Individual responsibility is defined in job descriptions and annual works programmes. Progress is monitored through staff meetings and other communications. A formal review of staff performance is undertaken yearly. Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R M M M M

28 1.9 Staff Resources [E] Staffing levels low and considered appropriate due to level of plant automation. Intermittent high project/consent/reporting workload is handled economically with consultants Internal Monitoring and Reporting [E] Established reporting in place to support management overview. Consent compliance and financial reporting forms a major portion of reporting M Service Delivery Level of Compliance [E]Existing [P]Proposed/Future Risk Totals; % Reduction if all mitigation completed % Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R 2.1 Service Standards Individual responsibility is defined in job descriptions and annual works programmes. Well established NZ Standards and legislative requirements 2.2 Service Levels [E] Formal maintenance agreements with Regional Council. [P] Review customer LoS measures as part of 2018 AMP/LTP. 2.3 Monitoring and Reporting The reporting on compliance and existing Service Levels is carried out in a systematic manner and reported annually M Financial 3.1 Completion of annual Capital Works programme Level of Compliance [E]Existing [P]Proposed/Future [E] Limited number of competent contractors; resulting in necessary deferral of projects. [P] Obtain executive agreement so that desire to employ locally is balanced against need to attract resource from outside of MDC to deliver on time. [P] Agreements with private property that share SW services Risk Totals; % Reduction if all mitigation completed % Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R Insurance [E] All assets adequately insured M6 3.3 Connected properties charged [E] Properties are appropriately charged as per Council policy and within the network area Charges that ratepayers prepared to pay 3.5 Financial Costs for providing services portray the true costs for the following: Operations and maintenance [E] Council s survey indicates a clear preference by ratepayers that the service they are receiving is of value. [P] Include service in 2018 LTP focus groups. The financial forecasts level of confidence are as follows: [E] High level of confidence as based on historical costs and known cyclic increases in operational and maintenance costs M

29 Asset renewals [E] High level of confidence, costs based on similar projects carried out in the past. Future new Capital works [F] Review rates to ensure estimates accurate. Minimal Capex budget Financial Assistance (external sources) being taken advantage of. [E] Council aware of external funding sources and applies for these. [P] Network to identify other sources. Find a person prepared to lobby in support of applications Asset Valuations [E] Valuations in accordance with FRS 3. [P] Review as-built responsibility; Data from contractors is slow and poor quality. 3.8 Prevention of Cost overspend [E] The council s financial accounting system has reporting facilities that allow managers to be kept fully informed of expenditure on all projects M Development Contributions appropriate [E] Development contributions are fair, clear and properly enforced. [P] New LGA requirements will be reflected in next LTP M Deferred maintenance [E] No known deferred work; improved asset info M Delegation [E] Financial authority delegations are in place for all staff with defined purchasing authority Year Replacement Programme [E] Increased level of confidence in replacement programme: condition assessments undertaken, other attribute data improvement Physical Assets Level of Compliance [E]Existing [P]Proposed/Future Risk Totals; % Reduction if all mitigation completed % Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R 4.1 As Built Plans and New assets [E] Council has a documented process for recording changes to assets that occur during the Maintenance Contract and following Renewal. [P] Consider undertaking as-built surveys directly rather than relying on contractors/developers.[p] Improve location accuracy M Standard of new construction and of repair work [E] New assets are built to standard specifications, which are aimed at reducing the risk of failure of an asset. Subdivisions are properly inspected and asbuilds completed to the required standards. Maintenance and repair work is inspected, supervised and approved by Council staff Assets attributes [E] Council s knowledge of asset condition is improved. [P] Criticality, performance and remaining life information requires further improvement to ensure the replacement programme is robust M8 28

30 Year Renewal Plan [E] Increased level of confidence in replacement programme of assets with the condition assessments being undertaken. [P] Include risk factors. 4.5 Optimisation Renewals [E] Optimisation approach is currently least cost. [P] Complete data attribute update for risk based optimisation. 4.6 Lifelines [E] Lifelines determined by condition rating and lifecycle analysis carried out by both external consultant and internal staff. [P] Review lifelines report M12 Risk Totals; % Reduction if all mitigation completed % 29

31 5 Maintenance and Operation Level of Compliance [E]Existing [P]Proposed/Future Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R 5.1 Operations/Maintenance Agreements [E] Private property access agreements exist where required and identify private and public drainage requirements. [P] Communication Programme M5 5.2 Health and Safety Manuals [E] Available, updated and adhered to Standard of new construction and of repair work Maintenance and repair work is inspected, supervised and approved by Council staff Service Agreements [E] Maintenance and Operation performed under formal contract. 5.5 Fault Response [E] Faults or requests for service reported by the public are logged on common Council-contractor system. Response times are specified in contract and monitored. [P] Integrating work orders against assets would be beneficial M Legal Level of Compliance [E]Existing [P]Proposed/Future Risk Totals; % Reduction if all mitigation completed % Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R 6.1 Legislative Compliance [E] All legislative requirements that impact on stormwater services complied with M Sub-divisional, Development and Building Consent processes. [E] Appropriate attention to detail is being paid during processing sub division, development and resource consent applications. [P] Review LGA developerprovided infrastructure provision (should we check designs?) Councils Warrants [E] All relevant staff have the necessary warrants and properly trained for their use. [P] Review training. 6.4 Bylaws [E] Bylaws are reviewed time to time. What staff are affected and what is needed by a By-Law amendment Industry Standards and Guidelines [E] Code of Practice adopted, Trade waste bylaw adopted. [P] Review bylaw; complete audit programme Designations [E] All relevant stormwater assets properly designated in the District Plan. [P] Review Provisions of District Plan taken into Account [E] All issues regarding un-serviced areas are assessed. [P] Review when Plan updated M9 Risk Totals; % Reduction if all mitigation completed % 7 Environmental Level of Compliance Risk Magnitude: Original [O] Current [C] Residual [R] 30

32 [E]Existing [P]Proposed/Future 7.1 All relevant Consents held. [E] Council holds all relevant consents. [P] Review risk as part of future requirement for MDC to hold urban SW discharge consents. O C R O C R O C R O C R O C R Compliance with resource consent Conditions [E] All resource consents are complied with. Reporting procedures in place to ensure compliance Climate Change [E] Design hydrographs regularly updated. [P] MDC proposes to adopt Wellington Regional Council policy. 7.4 Energy Management [E] No Council wide policies or commitment. Energy usage is monitored. Insufficient consumption to support investment unless aggregated over region. [P] Review joint purchase for lower tariffs/efficient devices Other Risks 8.1 Natural Events (severe storms, seismic activity, coastal or river erosion. 8.2 Damage by others (excavations, accidents, vandalism etc.) Level of Compliance [E]Existing [P]Proposed/Future [E] MDC has an approach for managing damage; assessing the risks (Lifelines), and exercises have been held in the past. [P] The Lifelines planning/assessments are now old. Review; prepare additional ERP s. [E] Reactive response when events detected. Potential contamination of SW. Refer to 7.1, MDC will require legal power to control private discharge contamination. Risk Totals; % Reduction if all mitigation completed % Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R M M Growth [E] 3 yearly projections are provided corporately and the impacts allowed for in AMPs. [P] 30-year projections are made; impact of declining communities provided for in District Plan and AMP Storm water ingress to Sewer [P] Soak pit maintenance policy or procedure Inflow/Infiltration [E] No current programme. [P] WW I/I from property flooding (e.g. into gully traps or vents) may require SW management M15 Risk Totals; % Reduction if all mitigation completed % 31

33 The table below shows the risk categories based on the score of risk elements, responsibilities and required responses. Table 5.2 Stormwater Risk Category Risk Risk Treatment Key Attention required by Response Required Extreme (11-12) Executive Management Action plans and management responsibility specified High (8-10) Senior Management Management responsibility specified Medium (5-7) Specific monitoring or response procedures Management responsibility specified Low (1-4) Routine procedures Unlikely to need specific application of resources 5.9 IMPROVEMENT PLAN Improvements identified in the table are tabulated below: Table 5.3 Improvement Plan Stormwater Ref Item Description Score When Whom M1 1.1 Business Continuity Plan Review the activities from current practices to incorporate within a BCP process and document 7 Partially Complete SMT M2 1.2 Succession planning Ensure systems, data, records are of good quality SMT M3 1.3 Risk Register and Asset Risk Plan Develop and Implement 9 Not Complete USM M4 1.4 Corporate Risk Policy Incorporate in AM Plan once Policy is developed 8 Partially Complete SMT M7 3.4 Monitor Ratepayer satisfaction levels Confirm Communitrak survey requirements and use of information gathered 7 On-going USM M Asset Valuations Asset Attributes Confirm other attribute data and link to asset criticality 6 8 On-going USM M9 3.9 Development Contributions Extend DC Policy to other future growth areas 7 On-going MAO M As built plans and new assets New AM System and GIS to record existing and new assets 6 Implemented - On-going MAO M Lifelines Unforeseen Natural Events Update existing Lifelines document (WELA) and implement a programme to complete mitigation measures 7 8 Not Complete USM 32

34 Ref Item Description Score When Whom M Legislation Record in AM Plan what policies exist for stormwater management and Control. M Inflow/Infiltration Investigate the potential of on property flooding causing inflow into the sewer reticulation. Key: SMT Senior Management Team, MAO Manager Assets & Operations, MF Manager Finance, USM Utility Services Manager 5.10 COST OF MITIGATING IDENTIFIED RISKS The key risks identified in this section requiring attention and/or intervention, and the costs associated with proposed work, are outlined in Table 5.4 Table 5.4 Work and Costs Required to Mitigate Identified Risks Risk/Driver Work/Action Required Estimated Cost & How this will be funded 6 Not Complete USM 6 On-going USM Additional technical investigations, monitoring, CCTV and reporting To improve knowledge of asset condition, enabling better management of the water supply network. Within existing budgets Improvement Plans Projects/tasks required to progress Improvement Plan items. See Table 6.9. Wairarapa Engineering Lifelines Association 2003 (WELA) A range of risks relevant to systems, processes and planning were identified. See Table 5.1 Develop soak pit maintenance procedure Retention tank instillation programme 5.11 CONCLUSION Review of the WELA 2003 report on the possible effects from natural disasters including any possible climate change implications. Mitigation options identified in Table 5.1 require planning bylaw changes and policy work and/or the review or development of systems and procedures. To be determined To be determined $30,000 for two years in conjunction with the Territorial Authorities. (rates funded) Incorporate into work plans for appropriate staff. (rates funded) To be determined To be determined Risks, at a strategic level, relevant to the stormwater assets were identified and assessed by both Council staff and Waugh Consultants Ltd. Operational risks identified through this process have been assessed and incorporated into this Plan. 33

35 6. LIFE CYCLE MANAGEMENT PLANS 6.1 INTRODUCTION Life cycle management plans were prepared for the stormwater asset group and they include the following information: Asset description (including physical parameters, capacity/performance, condition, valuation, historical expenditure, critical assets, significant negative effects, resource consents, data confidence levels) Design standards Maintenance plan Renewal/replacement plan Asset creation plan Financial forecast Disposal plan 6.2 STORMWATER INTRODUCTION Over time a network of culverts, pipes, drains and sumps has been established to assist in the timely removal of stormwater. In rural areas these are largely open drains but in urban areas a network of both piped and open drains are formed. Council s role is to ensure that the reticulation continues to operate in a manner that minimise the effects of stormwater on property. This plan covers the stormwater assets in the Masterton urban area that Council owns and maintains. This includes, Pipes, Manholes, Outfall weirs, Stop-banks, and the erosion protection seawall at Castlepoint. Council contributes financially to the maintenance of the stop-banks that protect the Masterton urban area and Council assets only. Other stop-banks in the district are currently maintained by GWRC. The stormwater system has relied largely on the small streams, creeks, etc. which flow from west to east as a means of disposing of stormwater, with piped sections used to transfer water to these outlets. Council has a policy of requiring buildings to dispose of roof water on the sections via soak pits in the first instance before discharging to the stormwater system. Historically flooding of dwellings has not occurred largely due to the presence of secondary flow paths (i.e. roads). However, in July 2017 due to extreme rainfalls (over 100mm in 2 days, the second major wet weather event in mm in 2 days April 2017) a few homes were impacted by flood water. These were mainly the result of local stormwater facilities not functioning fully due to blockages. 34

36 Note: Road channels, sumps and sump leads are considered roading assets and as such their maintenance and operation are covered in the Roading Asset Management Plan. Maintenance of the myriad open channels within the Masterton urban area has traditionally been the responsibility of the property owner. This still applies to most open channel drains and creeks/streams, the exception being the Upper Plain cut off drain to which Council has undertaken maintenance. 35

37 6.3 ASSET DESCRIPTION PHYSICAL PARAMETERS The stormwater reticulation varies in size from 75mm diameter up to 22,500mm diameter and uses pipes made of earthenware, concrete, steel, aluminum, PE, and PVC. Overall length of pipework is approximately 46,116m. The earliest pipes were laid in the 1920s. Table 6.1 summarises the stormwater network in Masterton. Masterton s open channel network is approximately 96,152m long and comprises of both natural & modified watercourses. Information on Council s stop-banks on the Waipoua and Ruamahanga Rivers is summarised in Table ASSET CAPACITY The stormwater system is generally adequate to meet the performance standards established by Council in June 1995, and revised in The central area of Masterton was the subject of an extensive study following flooding of shops in 1993 (Beca Steven, 1995). The main recommendation was to provide piping to cut off and divert flows from the west of the central area to the north and then to the Waipoua River via the Park Lake. This project was completed in June Table 6.1 Length of Stormwater pipes by size & material Diameter AC Alu. Steel Conc. EW & Drain PVC & PE Other mm m m m m m m

38 Totals Type of pipe and length per diameters Meters of pipe AC Alu. m Steel m Conc. m EW & Drain m PVC & PE m Other m Diameter of pipe Totals 37

39 Pipe Length by Age pipe length meters Unknown Age of pipe in years Table 6.2 Masterton District Council Stop banks Location Length m Earthworks volume m 3 Armouring Volume m 3 Waipoua River left bank 1,185 5, Waipoua River right bank 1,395 7, Ruamahanga River 1,500 0 Total 4,080 13,953 1,669 It is recommended that Table 6.2 be revised and updated once the data from the Homebush wastewater renewal as built plans have been supplied, processed, and updated on the system. 6.4 ASSET CONDITION The condition of the stop banks is checked on an as required basis. Council continues to CCTV the stormwater network and grade as detailed in NZPIM, accumulating reasonably consistent records of condition. The condition grading of each pipe comprising the stormwater network will be recorded, from 1 (very good) to 5 (very poor). These grades are based on the NA Pipe Inspection Manual (2006). Where no information existed, the pipe was default graded 3. 38

40 There is less known about the condition of the stormwater pipes than either the sewerage or water networks as they only flow intermittently and have in practice necessitated much less maintenance. It is also recommended that these grades be shown on plans of the reticulation to assist with planning maintenance and renewal work. CCTV High, Short, & South Road Stormwater pipe November ASSET VALUATION The Stormwater asset components were valued as follows, as at 30th June Data was sourced from the MDC Annual Report Table 6.3 Asset Valuation - Stormwater (Opus 2017) Item Optimised Replacement Cost ($) Optimised Depreciated Replacement Cost ($) Annual Depreciation ($) Stormwater Reticulation 23,993,000 12,522, ,000 Riversdale Stormwater 2,779,000 2,454,000 23,000 Castlepoint Stormwater 573, ,000 7,000 Stop banks & weirs 2,063,000 1,286,000 20,000 Wainuiomapu Diversion 1,360, ,000 15,000 Castlepoint Foreshore Seawall 2,176,000 1,897,000 27,000 39

41 6.6 HISTORICAL EXPENDITURES Refer to Council s Annual Reports for more detailed information on the historical operating and maintenance costs of the stormwater reticulation. Table 6.4 Net costs for Historical Expenditure - Masterton Stormwater Year Renewal Expenditure ($) Costs of Maintenance ($) Total Expenditure ($) , , ,561, ,716 2,063, , , , , , , , , , , , , , , , , , , , , , , ,419, 274,727 40

42 Figure 6.4 Historical Expenditure Stormwater Historical Expenditure Stormwater Renewal Expenditure ($) Costs of Maintenance ($) Total Expenditure ($) FUTURE PROJECTIONS Future depreciation expense will be based on existing depreciation that flows out of infrastructural valuations, plus the additional depreciation that is generated by new capital expenditure and the three-yearly revaluations, as required by accounting standards. The following graph shows the rate at which we will accumulate depreciation reserve funds will not be fast enough to meet our large planned capital expenditure projects. This means that for those significant capital projects loan funding will be utilised. 6.7 CRITICAL ASSETS Council has identified the critical water supply assets as being; The Chapel Street (Town) Drain, and the Waipoua Stop bank 41

43 6.8 SIGNIFICANT NEGATIVE EFFECTS The significant negative effects of stormwater systems in the Masterton district are outlined in Table 6.5. Table 6.5 Significant Negative Effects of Stormwater Services Significant Negative Effects Social Failure or blockages could contribute to overloading and potentially contribute to flooding. Cultural None identified Environmental Failure or blockages could contribute to overloading and potentially contribute to flooding. Economic Failure or blockages could contribute to overloading and potentially contribute to flooding. 6.8 RESOURCE CONSENTS How We Do/Will Mitigate This Maintenance and renewals aims to minimise failures and blockages Maintenance and renewals aims to minimise failures and blockages Maintenance and renewals aims to minimise failures and blockages Council does not currently hold any resource consents pertaining to stormwater reticulation in the District. However it is likely that GWRC will require consents to discharge in the future DATA CONFIDENCE LEVEL The data confidence levels for this asset are shown in Table 6.6 where, A = Highly Reliable, B = Reliable, C = Uncertain, and D = Very uncertain Table 6.6 Stormwater Data Confidence Levels Attribute D C B A Physical Parameters Asset Capacity Asset Condition Valuations Historical Expenditures Design Standards 42

44 6.11 DESIGN STANDARDS PIPES Council s stormwater design standards are summarised in Table 6.7 for existing developments and Table 6.8 for new developments. Table 6.7 Minimum Acceptable Drainage Standards for Existing Developments (MDC, 1995) Zone Primary System Return Period (yrs.) Total System Return Period (yrs.) Freeboard (mm) Residential Commercial Industrial Table 6.8 Minimum Acceptable Drainage Standards for New Developments (MDC, 1995) Zone Primary System Return Period (yrs.) Total System Return Period (yrs.) Freeboard (mm) Residential Commercial Industrial STOP BANKS Design and construction of any new stop banks on rivers would be managed by GWRC, with input from Council where required MAINTENANCE PLAN Maintenance of the stormwater system and stop banks in the Masterton district includes the following items, Blockage clearance, Stormwater pipe CCTV and cleaning, Outlet inspections and clearing, Stop bank inspections and maintenance, Weed and debris monitoring and clearing, and Rock walls Property owners are responsible for maintenance of open channels in Masterton with the exception of the Upper Plain cut off drain to which Council has undertaken maintenance. 43

45 BLOCKAGE CLEARANCE, OUTLET INSPECTION AND CLEANING Council s Stormwater maintenance contract is held by City Care Ltd. This contract covers maintenance functions on an as required basis. The term of contract has been granted extensions until 2017, as the Contractor has met the performance requirements specified in the contract. Masterton District Council will review the cost-effectiveness of the current arrangements for meeting the needs of the community within the district for good-quality local infrastructure, local public services, and the performance of regulatory functions according to the LGA act 2002 (section 17a) in July STORMWATER PIPE CCTV AND CLEANING CCTV of stormwater pipes has occurred in the past. It is recommended that CCTV and that grading of the stormwater network in Masterton continues. Stormwater pipes and culverts will be CCTV inspected if poor condition and/or performance are suspected STOP BANK INSPECTIONS AND MAINTENANCE This is carried out by City Care on an as required basis and funding for this work is currently shared with GWRC ROCK WALL MAINTENANCE Again Council s maintenance contractor City Care carries out this function on an as required basis. The council policy is to repair and reinstate rock walls, but where there is a significant cost premium, repairs would be made with modern materials. New drains and walls use modern materials RENEWAL/REPLACEMENT PLAN The Waipoua River stop bank is proposed to be upgraded in conjunction with the Greater Wellington Regional Council. A provision is identified in the plan for this upgrade work. When details of the planned upgrade are available, this Plan will be updated. The renewal/replacement programme of stormwater network is based on estimates to replace or repair key assets (such as the rock walls), and to other components or structures, based on historical performance data and cost (refer to table 6.9). These estimates will be revised based on incorporating the asset condition assessment work included in this plan. All project work priorities regarding timing of renewal or replacements are based on the optimised renewal decision-making (ORDM) framework outlined in section below RENEWAL STRATEGY OPTIMISED RENEWAL DECISION-MAKING (ORDM) FRAMEWORK The ORDM process is a risk based methodology which assesses the probability of each failure mode (including structural, hydraulic capacity, performance, operational and performance) and the consequence (or damages) of the failures. A scoring system of 1 to 5 is employed to quantitatively assess the risk components. For example, structurally failed sections will attract a failure mode probability of 5. The risks of failure (for each failure mode) of each section are assessed and calculated by quantifying the product of their probability and consequence of failure. Sections with a high risk of failure are then ranked and the top group is included in the priority 1 list. However, it must be noted that the ongoing programme of collecting further asset information and variation of market prices for renewal/replacement, as well new technology advances in the industry, mean that the priority list is provisional and will be subject to change with new information. 44

46 ORDM INPUTS FOR STORMWATER RETICULATION ORDM used the following information to assess the probability of water reticulation failure: Structural Failure: CCTV records, age profiles, material profiles, soil type profiles. Hydraulic/Capacity Failure: Catchment (current/future) flow monitoring. Performance Failure: System performance, flooding/ponding drainage incidents. Operations and Maintenance Failure: Flooding/repair records, maintenance records and costs. Currently the ORDM for stormwater reticulation failure probability assessment include the following factors: Structural consideration based on CCTV (number and major/nature of faults, etc.) Capacity considerations (current observation, future subdivision potential) Performance considerations (ponding/flooding, dips etc.) Maintenance considerations (blockage, frequency of flooding, tree roots etc.) The above probability rating is then multiplied by the consequence of failure rating to obtain the overall risk score. The utility service department maintains and updates a database on the reticulation network. Each year the highest ranked sites are considered for renewal/replacement. 45

47 PREDICTOR MODELS AND DATA In 2017, Council have started to implement and provide Life Cycle models using Assetic Predictor. The objective of this prediction modelling analysis is to model the deterioration of Council's Stormwater reticulation pipe network assets by developing a simulation model using Assetic Predictor. The model does not include significant project renewals. The graph below demonstrates Renewal Cost vs Overall Condition Index (OCI). Using the LTP forecast Stormwater renewal spend of $330, dollars per annum. (NB: Stormwater pipe assets only) 10 year Scenario Modelling for Stormwater Reticulation Pipes Condition Score and Spend 46

48 Stormwater pipes predicted distribution of condition in 0 years. (2018) Stormwater pipes predicted distribution of condition in 10 years. (2028) 47

49 Year 0-30 Scenario Modelling for Stormwater Reticulation Pipes Condition Score and Spend Stormwater pipes predicted distribution of condition in 30 years. (2048) 48

50 6.13 ASSET CREATION PLAN Council does not currently have any plans for creation of any significant stormwater reticulation over the next 10 years. Subdivision development may occur over this time, however it is not expected to be significant. Provision has been made to install a retention system in the Opaki Stream for northern catchment stormwater. Additional cut off drain options have been identified and further cost benefit investigation work is required. There are currently no plans for new stop bank construction. Some upgrading of the Waipoua Stop bank is proposed in conjunction with GWRC RETICULATION MODELLING The use of catchment modelling to assist with asset management and improvements in levels of service will be reviewed with this AMP and implemented if cost benefits are identified FINANCIAL FORECAST Council has made a strategic decision to maintain the current levels of service for this activity. Maintenance and renewal work identified in this section to enable maintenance of current Levels of Service is outlined in Table 6.9. Table 6.9 Stormwater Operations, Maintenance & Capital Costs Identified Action/Work Driver for Action Estimated Cost Scheduled For How this will be funded Stormwater renewals & upgrade Stream bed restoration It is known that maintenance and renewal work is required to ensure current levels of service are maintained. Cleaning is required to ensure current levels of service are maintained. $330,000 pa 2017/18 onwards Depreciation funds Capital exp. $20,000 pa Operations & maintenance Rock wall maintenance Continued condition assessment To maintain the asset in an operational condition. Ongoing work to assess the assets condition using tools such as CCTV. $30,000 pa Depreciation funds Capital exp. $50,000 Annual Operations & maintenance Stormwater catchment management plan To improve the level of service $100, Operations & maintenance 49

51 Stormwater consents To comply with GWRC requirements $100, Operations & maintenance Stormwater Treatment To comply with GWRC requirements To be determined To be confirmed Stormwater Consent compliance Annual compliance with consent requirements. $20, Onwards Operations & maintenance DISPOSAL PLAN Council does not have a disposal plan for its stormwater assets. This is not considered necessary given the nature of the assets involved. 50

52 7. FINANCIAL SUMMARY 7.1 INTRODUCTION This section summarises the forecast level of expenditure required to enable the proposed level of service and action the proposed projects set out in this Asset Management Plan. Here we also discuss historical expenditure, funding sources (past & future) and the implications of these for Council s financial sustainability. Estimates of future costs and revenues have been developed using best available information and expected flow on effects calculated using established financial assumptions and policies in the Long Term Plan HISTORICAL FINANCIAL PERFORMANCE We summarise in the tables and graphs below historical financial performance of Property and Facilities to place in context our current 10 year projections. Past spending must be considered when we make our forecasts as it impacts our current financials through interest, depreciation and maintenance costs that arise when we make capital asset purchases, and the appropriateness of past operational spending influences the required maintenance programme going forward and available reserve funding. Table 7.1 summarises the previous operating expenditure, revenue and rates required for the last eight years for stormwater services. This information was sourced from Council s Annual Reports. Table 7.1 Previous Expenditure for Stormwater Services in Masterton 51

53 The graph below sets out the operating income including transfers from reserves, operating expenditure including depreciation and resulting rates requirement for each Activity for the past eight years Table 7.2 Previous Expenditure for Stormwater The current year Annual Plan Budget and the Financial Forecast for the 10 year horizon of the Long Term Plan is shown in the Cost of Service Statement below. 52

54 Table 7.3 Financial Forecast for Stormwater Stormwater Annual Plan 2017/18 Cost of Service Statement 2018/ / / / / / / / / /28 $ Operating Costs $ $ $ $ $ $ $ $ $ $ 343,418 Stormwater 409, , , , , , , , , , ,861 Depreciation 292, , , , , , , , , , , , , , , , , , , ,145 1,069,708 Operating Income User charges & other income Appropriations (135,000) Transfer from reserves (205,000) (135,000) (135,000) (135,000) (135,000) (135,000) (135,000) (135,000) (135,000) (135,000) Transfer to reserves 150,977 Provision for loan repayments 29,201 31,260 33,428 38,216 53,631 57,345 61,423 93, , ,059 (150,977) Reverse depreciation (29,000) (85,000) (52,999) (49,800) (73,436) (48,031) (42,431) (28,947) (30,000) (33,047) 500,279 Rates Requirement 496, , , , , , , , ,327 1,067, CAPITAL EXPENDITURE Investment in long life assets is essential to our Stormwater activities and responsibilities as it stands as a core component of our overall infrastructure. A total of $10.2 million is proposed to be spent on stormwater capital assets over the next 10 years. Table 7.4 Stormwater capital expenditure

55 7.3.1 KEY PROJECTS AND HISTORY BY ACTIVITY Over the next 10 years we are planning to invest in continuous renewals and projects to increase our current level of service later in the 10 year period to meet the needs of our growing population and economy. We set out here key projects by activity and show in graphical form the past, current budget and future forecast total spend by year. This includes: Stormwater renewals & upgrades, YEARS 1-10, $3.7M Projects to increase level of service, YEARS 7-10, $4.9M Waipoua stopbank, YEAR4, $0.2M Colombo Stream diversion, YEAR 4, $0.3M Stormwater treatment, YEARS 9-10, $1.0M The capital expenditure summary below details the values and specific projects which we have included in our financial forecast in the Long Term Plan. Table 7.5 Stormwater capital expenditure Significant expenditure is projected in the last four years of the 10 year horizon to increase level of service based on population growth, climate change and economic factors that will increase demand on stormwater services. 7.4 ESTIMATED FUTURE PUBLIC DEBT New borrowings are proposed to fund future capital projects. Details of the proposed new borrowings are shown on the Capital Expenditure Statement (Table 7.5). 54

56 7.5 INSURANCE COVERAGE The Council is a member of the Local Authority Protection Programme (LAPP). LAPP is a mutual insurance fund which provides for disaster insurance cover over Council s underground and generally uninsurable assets, to the extent of 40% of their value. The Government s Disaster Recovery Fund is expected to cover 60% of the replacement cost of assets in the event of a disaster. 7.6 ESTIMATED FUTURE LOAN REPAYMENT AND LOAN INTEREST COST The budgeted costs for future loan repayments and interest costs are shown in the Funding Impact Statement (Table 7.3). This shows the net movement in debt (new loans less budgeted repayments). 7.7 ESTIMATED FUTURE OPERATIONAL REVENUE The budgeted sources of operational revenue are shown in Table 7.3 (Cost of Service Statement). 7.8 FINANCIAL FORECASTS Table 7.4 show the financial forecasts for capital expenditure for the next 30 years. 7.9 FUTURE DEPRECIATION PROJECTIONS Future depreciation will be based on existing depreciation that flows out of infrastructural valuations, plus the additional depreciation that is generated by new capital expenditure FINANCIAL SUMMARY (INCLUDING RATES REQUIREMENT) Table 7.3 is a Funding Impact Statement for Stormwater. This shows both operational and capital expenditure and the sources of funding for all expenditure CHANGES IN SERVICE POTENTIAL Council maintains the assets so as to retain their condition and overall value at nationally accepted levels. A programme of routine maintenance, where and when required, is used to achieve this ASSUMPTIONS & CONFIDENCE LEVELS BASIS OF PREPARATION The financial information in this plan has been prepared following the provisions of Public Benefit Entity (PBE) Standard - Financial Reporting Standard 42 Prospective Financial Statements (PBE FRS 42). The purpose of the financial forecasts in this long term plan is to provide best endeavours costing of Masterton District Council s plans to enable it to achieve its Community Outcomes, in collaboration with other stakeholders, over the 10 year period BASIS OF ASSUMPTIONS Prospective information is based on a number of assumptions. Risks and uncertainties surround these assumptions. The basis of the assumptions surrounding the information is found in Planning Assumptions in the LTP. The information should therefore be used carefully, with this best endeavours purpose in mind. The Local 55

57 Government Act 2002 Schedule 10 (1)(e) requires that information relating to levels of service, estimated expenses and revenue be provided in detail for three financial years, and indicative for the subsequent seven financial years. Over time, information becomes increasingly indicative from the time it was first prepared. The approach taken to budget development has been that of preparing forecasts on a best estimate basis. In this case, a forecast refers to financial information based on assumptions on future events the Council expects to occur and on the basis of Council s expected response to these events. The Council has not taken an approach where hypothetical what-if projections are used. The figures presented are budgeted. However, the opening balance of the 2017/18 year is based on the estimated actual result, with this estimation having been made in March The major limitation of the forecasting approach, as with any approach, is that events may change over time and undermine the accuracy of assumptions made. The actual financial results achieved for the period are likely to vary from the information presented and the variations may be material. The review of assumptions underlying the financial information was undertaken in preparation of the Long Term Plan (LTP). However, the assumptions themselves were adopted by Council resolution to approve the Draft LTP for public consultation in 2017/ ASSUMPTIONS AND RISK ASSESSMENTS A number of assumptions were made in preparing the Draft Shaping Our Future Long Term Plan (LTP). These assumptions are necessary as the planning term is for 10 years and the stating of assumptions ensures that all estimates and forecasts are made on the same basis. There are four categories of planning assumptions in this document: Demand Assumptions Resident population District growth Political Environment Policies Governance Operating Environment Resource consents Natural disasters External factors Human resources Financial Assumptions (Please see the full LTP document for the assumptions detail.) 7.13 FUNDING MECHANISM Operating costs are to be funded by rates and user charges as per the Council s Revenue & Financing Policy. Capital renewals should be funded from depreciation reserves (to the extent that the reserve funds can sustain the renewals programme). Upgrade projects should be loan funded to ensure intergenerational equity i.e. those receiving the benefits should pay. 56

58 8. PLAN IMPROVEMENT AND MONITORING 8.1 INTRODUCTION In preparing this Plan there remain a number of areas where improvement to the level of detail is needed. This improvement will be phased reflecting a process of continuous enhancement of the management confidence provided by the Plan. This further work will have the effect of: Enhancing analysis for planning purposes. Improving operational efficiency. 8.2 CURRENT IMPROVEMENT PLAN Recommendations for improvement were made throughout this Plan. Table 9.1 summarises these improvements. Table 9.1 Stormwater Asset Management Plan Improvement Plan No. Item Report Section Year By Who 1 Review current level of service /19 MAO - Review detailed in section Monitor trends identified in the Growth & Demand section and update this Plan accordingly. Section 4 To update with LOS review (item 1) USM 3. Undertake further monitoring & analysis work to better understand the effect of climate changes on demand. 4.3 To update with LOS review (item 1) USM 4. Research expected changes in stormwater flows and their inputs. 4.8 To update with LOS review (item 1) USM 5. Review of risk management for all services/activities MAO/USM 57

59 6. Following the review, undertake further work, training and assessment re risk management /21 USM 7. Review valuation replacement costs for assets /21 FM 8. Incorporate data re condition of stormwater pipes once the CCTV data has been collated and results available /19 Asset Officer 9. Include details of the planned Waipoua river stop bank upgrade once available Table /19 MAO 10. Develop an accurate inventory of assets, and their capacity and condition 8.3 Ongoing Asset Officer 8.3 MONITORING AND REVIEW The above Improvement Plan should be monitored and reviewed once in every 12 months. Appropriate actions then can be taken for further improvement. This Plan will be reviewed every three years. 58

60 9. REFERENCES 1. Beca Carter Hollings & Ferner Ltd (2004a) Masterton Urban Area Sewerage Infrastructure Upgrade Project Issues and Options. 2. Beca Carter Hollings & Ferner Ltd (2004b) Technical Memorandum 4 Collection System Study- Final Report. 3. Beca Steven (1993) Masterton Town Drain - Stormwater Improvements: Feasibility Study Report. 4. Beca Steven (1995a) Sewer Infiltration Study. 5. Beca Steven (1995b) Stormwater Management Plan Town Drain. 6. Beca Steven (1996) Masterton Town Drain - Stormwater Improvements: Feasibility Study Report. 7. Beca Steven (1997) Riversdale Township Sewage and Stormwater Disposal Study. 8. Business & Economic Research Ltd (2001) A Core Scenario for the Wairarapa to Department of Statistics (2004) Population projections for the Masterton District 2001 (base) 2021, retrieved 13 August 2004 from Statistics NZ website: GHD Ltd (2006) Report for Masterton Demographic Projection and Growth Forecast Review. 11. Hauber, G. (1995) Wastewater Treatment in NZ: Evaluation of 1992/1993 Performance Data ORGD Water & Wastes in NZ, 85: 28-34, May Masterton District Council (1995) Stormwater Management Plan for Town Drain - Stormwater Drainage Standard; Report 086/ Masterton District Council (1996) Toward Strategic Plan. 14. Masterton District Council (1998) Draft Statement on Levels of Service for Asset Management Planning. 15. Masterton District Council (1999) Services Maintenance Contract 1999/2002 Contract Documents (contract no. 3-99/02). 16. Masterton District Council (2001) Annual Report Year Ended 30 th June Masterton District Council (2002) Annual Report Masterton District Council (2003) Annual Report Masterton District Council (2004a) Annual Report 2003/ Masterton District Council (2004b) Asset Management Plan & Code of Service, Wastewater & Stormwater. 21. Masterton District Council (2004c) Health & Safety Policy October Masterton District Council (2004d) Trade Waste Bylaw Masterton District Council (2005a) Annual Report 2004/ Masterton District Council (2005b) Communitrak Survey. 25. Masterton District Council (2005c) Shaping Our Future Draft Community Outcomes & Council Services. 26. Masterton District Council (2005d) Annual Plan & Budget. 27. Masterton District Council (2006) Roading Asset Management Plan 2006/07 15/ National Asset Management Steering Group (1998) New Zealand Infrastructure Asset Management Manual. 59

61 29. National Asset Management Steering Group (2006) International Infrastructure Management Manual. 30. National Research Bureau Ltd (2005) Communitrak Survey Public Perceptions and Interpretations of Council Services/Facilities. 31. New Zealand Water & Wastes Association (1999) New Zealand Pipe Inspection Manual. 32. Standards New Zealand (2003) NZS3910: 2003 Conditions of Contract for Building and Civil Engineering Construction. 33. Standards New Zealand (2004) NZS4404: 2004 Land Development and Subdivision Engineering. 34. Opus International Consultants Ltd (2005) Masterton District Council Infrastructural Asset Valuations, June Opus International Consultants Ltd (2005) Masterton District Council Water & Sanitary Services Assessments Local Government Act Standards New Zealand (1998) NZS3910: 1998 Conditions of Contract for Building and Civil Engineering Construction. 37. Standards New Zealand (2004) AS/NZS 4360: 2004 Risk Management. 38. Standards New Zealand (2004) NZS4404: 2010 Land Development and Subdivision Engineering. 39. Works Consultancy Services (1994) Upgrading of Masterton District Council Sewage Treatment Plant Stage III. 40. Waugh Masterton District Council Asset Management Processes Risk Management Update (Waugh Consultants, 2011) 41. Opus International Consultants Ltd (2005) Masterton District Council Infrastructural Asset Valuations, June

62 Appendix A Layout plans 61

63 Appendix B Urban Catchment Areas 62

64 Appendix C Urban Water Courses 63

65 Appendix D Castlepoint Stormwater 64

66 Appendix E Riversdale Stormwater 65

67 Appendix F Waipoua Stop Bank 66