STORMWATER Part B ASSET MANAGEMENT PLAN ( )

Transcription

1 Masterton District Council STORMWATER Part B ASSET MANAGEMENT PLAN ( ) March

2 All rights reserved. No part of this publication may be reproduced, adapted, published or transmitted in any form of 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 - Roading Ref Version 5 Date March 2015 Prepared by; David Hopman, Tony Pritchard, James Li, Tania Madden, Internal Review by; External Peer Review; Revision History Revision Revision Date Details Authorised /02/2009 Updated with financials 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 27/3/2015 Total review of Plan T Pritchard 9 07/04/2015 Updated with financials P Foreman 10 2

3 Table of Contents 1 Executive Summary 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 Level of Service Customers and Stakeholders Annual Residents Survey Public Meetings on Specific Projects Community Outcomes Consultation Legislative Requirements Service Levels and Performance Measures Past Performance Measures Financial Summary Cost of Enhancing Current Levels of Service Future Growth & 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 Operational Level Risk Assessment: Summary of Trends in Risk Assessment Identification of Critical Assets Risk Analysis Improvement Plan Cost of Mitigating Identified Risks Conclusion Lifecycle Management Plan Introduction Stormwater Introduction Asset Description Historical Expenditures Critical Assets Significant Negative Effects

4 6.7 Resource Consents Data Confidence Level Design Standards Maintenance Plan Renewal/Replacement Plan Renewal Strategy Optimised renewal decision-making (ORDM) framework Asset Creation Plan Reticulation Modelling Financial Forecast Financial Summary Introduction Previous Expenditure 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) Changes in Service Potential Assumptions & Confidence Levels Funding Mechanism Plan Improvement & Monitoring Introduction Current Improvement Plan Monitoring and Review References Queen Street & Lincoln Road intersection 1950 s 4

5 1 Executive Summary 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 2014 was $30,254,000. With an optimised depreciated replacement cost of $895,000. 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 risk. 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 30years with an average estimate of $1.775 million budgeted per year. 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. Fleet Street culvert - March

6 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 2015, 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 2014 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. 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 2.4 Asset Management Processes Stop banks Km. 4 Approximate Weir drop No. 3 On Waipoua River structures 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 6

7 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 inhouse 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. 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 mydata 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 mypredictor 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 2.1 compares the current, appropriate and appropriate asset management practice. It is recommended that this table be completed at a later date. 7

8 Table 2.3 Stormwater Asset Management Processes Asset Management Activity Current Practice 1. Level of Service Review LOS & consult with community at least every 3 years 2. Knowledge of Inventory of assets maintained. Assets 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. NCS accounting system. Accrual based system. 5. Accounting/ Economics 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. Appropriate Practice Best Practice 8. Performance Monitoring 9. Optimised Life Cycle Strategy 10. Design/Project Management 11. Asset Utilisation/ Demand Modelling Reported annually as part of the Annual Report process. Performance assessment used to prioritise lifecycle strategy. Expertise is contracted as required. Demand forecasting reliant on historic usage records, staff knowledge and Census data. 12. Quality Assurance/ Continuous Improvement Appropriate Practice ( = same as current practice) Best Practice ( = same as current practice) Improvements identified and compiled into a Plan. 3 Level 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: 8

9 The improvement in the level of service for stormwater may increase following the release of the 50/100 predictions of flood levels by GWRC. The Council had previously adopted the following residential stormwater drainage 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. The following table shows results of the Communitrak Surveys rating the level of service for storm water supply. Figure 3.1 Results of 2014 Masterton Communitrak Survey for Stormwater Stormwater Very Satisfied % Fairly Satisfied % * Very Dissatisfied % * Readings prior to 2014 had a different satisfaction scale. Table 3.1 Not Very Satisfied % Results of Communitrak Survey for Stormwater Service in Masterton Stormwater Very Satisfied % Fairly Satisfied % Not Very Satisfied % * Very Dissatisfied % Don t know Peer Group (provincial) National Average * Readings prior to 2014 had a different satisfaction scale. 9

10 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 consultation was carried out with the community in 2014 the results of this will be included into this asset management plan. Table 3.3 Community Outcomes that the Stormwater Assets Contribute To Community Outcome A Strong Resilient Economy A Sustainable Healthy Environment An Active, Involved and Caring Community An Easy Place to Move Around 3.5 Legislative Requirements How Stormwater Assets Contribute Ensure a continuous stormwater service for industrial and/or commercial purposes 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 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 Council Policies Affecting This Activity Rating and Financial Policies Regional Council Policies and Plans Affecting This Activity Regional Policy Statement for the Wellington Region Regional Fresh Water Plan Council Strategic Planning and Other Documents Affecting This Activity Long Term Plan

11 3.5.6 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 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. 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 Level of Service Provide an efficient and effective stormwater system to minimise the impact of heavy rainfall and reduce flooding risk. Old Levels of Service, Performance Measures & Targets for Stormwater Performance Measures Percentage of residents satisfied with stormwater services Proportion of reported stormwater ponding incidents cleared within two days of a rainfall event ending Baseline 2010/11 67% Peer average: 66% Performance Targets 2012/ / /15 Years4-10 Maintain Maintain Maintain Maintain satisfaction level satisfaction level satisfaction level satisfaction level 100% 100% 100% 100% 100% Stormwater assets managed to the level specified and agreed in the AMP Part achieved Work/projects scheduled for 2012/13 are complete Work/projects scheduled for 2013/14 are complete Work/projects scheduled for 2014/15 are complete Work/projects scheduled for 2015/16 & beyond are completed on time Complete a Due: N/A N/A Due 31/12/2015 Completed on 11

12 Level of Service Deliver stormwater services in a manner that is acceptable, safe and has minimal environmental impact. Performance Measures three-yearly assessment of stormwater service provision in the District Compliance with resource consents Proportion of reported stormwater / flooding incidents that resulted in residual environmental effects Baseline Performance Targets 2010/ / / /15 Years /6/2015 time & 100% compliant with LGA 2002 in % compliant 100% compliant 100% compliant 100% compliant 100% compliant 0% Less than 1% for a one in ten year event Less than 1% for a one in ten year event Less than 1% for a one in ten year event Less than 1% for a one in ten year event Levels of service were reviewed by consultation with the community in 2014 & 2015, Table 3.5 has been adopted by Council through the LTP process ( ). Table 3.5 New Levels of Service, Performance Measures & Targets for Stormwater (2015) Level of Service Performance Measures Baseline 2013/14 Performance Targets 2015/ / /18 Years 4-10 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 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. 71% Peer Av: 75% New Measure Currently less than 2 in 1,000 Maintain satisfaction level Maintain satisfaction level Maintain satisfaction level Maintain satisfaction level 2/1000 2/1000 2/1000 2/1000 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. (Expressed per 1,000 properties connected to the Council s stormwater system). 98 stormwater related incidents New measure 1/ events Maintain Baseline 98 events Maintain Baseline 98 events Maintain Baseline 98 events Maintain baseline Deliver stormwater services in a manner that is acceptable, safe Mandatory Compliance with the territorial authority s resource consents for discharge from its No consent breaches that resulted in abatements, infringements, No consent breaches No consent breaches No consent breaches No consent breaches 12

13 A Strong Resilient Economy A Sustainable, Healthy Environment An Active, Involved and Caring Community A Knowledgeable Community An Easy Place to Move Around Level of Service Performance Measures Baseline 2013/14 Performance Targets 2015/ / /18 Years 4-10 and where possible enhances the environment 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 enforcements or convictions. 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. New Measure 60 minutes 60 minutes 60 minutes 60 minutes 60 minutes The links between the Levels of Service and the Community Outcomes for waste water are shown in Table 3.6. Table 3.6 Links Between Stormwater Levels of Service and Community Outcomes Community Outcomes Levels of Service Provide an efficient and effective stormwater system that minimises the impact of heavy rainfall & reduces flooding risk This level of service: Deliver stormwater services in a manner that is acceptable, safe and has minimal environmental impact 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. 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. 13

14 3.6.2 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. Table 3.7 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 Increase protection goals from 1:50 to 1:100 Henley Lake Storm water ingress 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 Flood protection Possible water quality improvements 3.7 Past Performance Measures Ensure targeted and efficient use of limited financial resources Improved service e.g. reduced flooding risk Improved water quality for lake users The cost of improvements will be determined as specific projects are identified Cost of improvements to be determined $260,000 Table 3.8 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 3.8 Performance Indicator Customer satisfaction with stormwater services Maintain satisfaction level Proportion of reported stormwater ponding incidents cleared within two days of a rainfall event ending 100% Stormwater assets maintained to level specified in AMP Works projected for the projected year are completed Complete a three yearly assessment Masterton District Stormwater Performance Trends 2006/ / / / / / / /14 Not Achieved Partly Achieved Achieved Achieved Not Achieved Not Achieved Achieved Achieved Note 1 Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved Partly Achieved Achieved Not Achieved N/A N/A N/A N/A N/A Achieved Achieved Note 1 Note 1 Not Achieved Note 1 Note 1 14

15 Performance 2006/ / / / / / / /14 Indicator of stormwater Note 2 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 Note 1 Achieved Achieved Achieved Achieved Achieved Achieved Achieved environmental effects Less than 1% *Note - 1 Performance measure not used for this year. *Note 2 Assessment was completed March Financial Summary Current Costs In 2013/14 Stormwater Services, delivered at current levels of service, cost: Operating Expenditure $584,180 Rates contribution: $424,304 Proportion of Total Cost: 72% 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. 3.9 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 Directing & To be determined To be confirmed installation of a Lansdowne area Stormwater Network managing the paths of the areas stormwater flows Investigate/model an increase in the Level of Service from 1:50 to 1:100 $150, Rates Implementation of projects to increase LOS from 1:50 to 1:100 flood return Henley Lake Stormwater Diversion Improved Lake water quality To be determined To be determined $260, Rates Loan & rates 15

16 4 Future Growth & 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 static population, 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 4.4. Table 4.4 Expected Impacts of Demand Changes for Stormwater Services Demand Driver Future Impact Future Demand (for the next 10 years) Population Low Negligible Climate changes Moderate Unknown 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 4.5. Table 4.5 Action/Work Climate Change Flood plain mitigation for the Waipoua stop bank. GWRC has allocated Funding to improve flood protection. Stormwater Work Required to meet Growth & Demand Driver for Action It is possible that climate change impacts will require future work to mitigate and/or adapt. At this stage the extent and impact of climate change is unknown. South stop bank Waipoua North stop bank Waipoua Other works Estimated Cost Potential project costs are unknown. $6,000,000 $2,000,000 $2,000,000 Scheduled For On going How this will be funded Investigative work will be covered by existing budgets, 2016/17 GWRC has allocated funding. (Any MDC costs to be determined.) 16

17 4.6 Conclusion 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 50 & 100 year flood prediction modelling. Council to work with GWRC toward the mitigation of the hazards that are possible through flooding of the Waipoua. 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. 5.3 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. 17

18 Current known operational level risks include stormwater blockages reducing the system s capacity and potentially increasing the risk of flooding 5.4 Summary of Trends in Risk Assessment The Waugh Update (2014) showed that there were a number of risk themes that were common to many activities. These themes are outlined in the Waugh Report (2011 & 2014), and are identified for Councils consideration, rather than as a list of individual risk issues against each activity. Themes included: CAPEX Programme Management and future funding Unforeseen Natural Events Health & Safety Legislative Compliance Policy & Process Development Asset Renewals, Operations & Maintenance Staff Resourcing & Training 5.5 Identification of Critical Assets The assets (both internal and external) that are critical to Councils solid waste activity were identified and consequences of their failure are discussed in Table 5.3. Assessment of the risks for the critical solid waste assets requires the analysis and rating of its probability and impact of occurrences, which are given below. Table 5.1 Risk Methodology & Scores Risk Magnitude Extreme (4) High (3) Medium (2) Low (1) Negligible (0) 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. Table 5.2 Critical Assets Legislation Commissioners Appointed Adverse Audit Opinion or Disclaimer Qualified Opinion; Warning over noncompliance. Minor noncompliance Compliance Community Expectation Expectations not obtainable Expectations not obtainable medium term Expectations not obtainable in short term Faults within agreed LoS Expectations reached Financial Detrimental effects > $0.5m Detrimental effects > $50k Detrimental effects between $10k - $50k Detrimental effects <$10k No effect Environment Widespread long term effect Long term effect Short term reversible effect Reversible and contained effect. No effect Risk Magnitude: Original [O] Current [C] Residual [R] O C R O C R O C R O C R O C R Critical assets to be defined, scored, consequences of impact determined. 5.6 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. 18

19 Improvement Code (Mitigation) Table 5.3 Risk Analysis Report Risk Category Risk Magnitude Legislation Community Expectation Financial Environment Total IC Extreme (4) Commissioners Appointed Expectations not obtainable Detrimental effects > $0.5m Widespread long term effect High (3) Qualified Audit Expectations not obtainable medium term Detrimental effects > $50k Long term effect Medium (2) Warning over noncompliance Expectations not obtainable in short term Detrimental effects between $10k - $50k Short term reversible effect Total Risk Low (1) Minor noncompliance Faults within agreed LoS Detrimental effects <$10k Reversible and contained effect. Negligible (0) Compliance Expectations reached No effect No effect 1 Managerial and Governance 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 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 M M2 1.3 Risk Register and Asset Risk Plan [P] Risk Control schedule to be developed for all assets M3 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 M

20 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. 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 M Internal Monitoring and Reporting 2 Service Delivery [E] Established reporting in place to support management overview. Consent compliance and financial reporting forms a major portion of reporting. 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 mmaintenance agreements with Regional Council. [P] Review customer LoS measures as part of 2015 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 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 20

21 3.1 Completion of annual Capital Works programme [E] Limited number of competent contractors; resulting in necessary deferral of projects. [P] Obtain exec. agreement so that desire to employ locally is balanced against need to attract resource from outside of MDC to deliver on time Insurance [E] All assets adequately insured M6 3.3 Connected properties charged 3.4 Charges that ratepayers prepared to pay 3.5 Financial Costs for providing services portray the true costs for the following: Operations and maintenance [E] Properties are appropriately charged as per Council policy and within the network area. [E] Council s survey indicates a clear preference by ratepayers that the service they are receiving is of value. [P] Include service in 2015 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. Asset renewals [E] High level of confidence, costs based on similar projects carried out in the past. Future new Capital works 3.6 Financial Assistance (external sources) being taken advantage of. [F] Review rates to ensure estimates accurate. Minimal Capex budget. [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. 3.7 Asset Valuations [E] Valuations in accordance with FRS 3. [P] Review as-builting responsibility; Data from contractors is slow and poor quality. 3.8 Prevention of Cost Blowouts 3.9 Development Contributions appropriate [E] The council s financial accounting system has reporting facilities that allow managers to be kept fully informed of expenditure on all projects. [E] Development contributions are fair, clear and properly enforced. [P] New LGA requirements will be reflected in next LTP Deferred maintenance [E] No known deferred work; improved asset info M M M M10 21

22 3.11 Delegation [E] Financial authority delegations are in place for all staff with defined purchasing authority Year Replacement Programme 4 Physical Assets 4.1 As Built Plans and New assets 4.2 Standard of new construction and of repair work [E] Increased level of confidence in replacement programme: condition assessments undertaken, other attribute data improvement. Level of Compliance [E]Existing [P]Proposed/Future [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. [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 as-builds completed to the required standards. Maintenance and repair work is inspected, supervised and approved by Council staff 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 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 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 M M12 Risk Totals; % Reduction if all mitigation completed % 22

23 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 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 Bylaws [E] Bylaws are reviewed time to time Reserve Management Plans 6.6 Industry Standards and Guidelines N/A [E] Code of Practice adopted, Trade waste bylaw adopted. [P] Review bylaw; complete audit programme N/A 23

24 6.7 Designations [E] All relevant stormwater assets properly designated in the District Plan. [P] Review Provisions of District Plan taken into Account 7 Environmental [E] All issues regarding unserviced areas are assessed. [P] Review when Plan updated. Level of Compliance [E]Existing [P]Proposed/Future M9 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 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 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 M14 24