February 2013 Version 1.4

Transcription

1 STORMWATER DRAINAGE INFRASTRUCTURE AND ASSET MANAGEMENT PLAN February 2013 Version 1.4

2 Document Control Document ID: iamp template v9 Rev No Date Revision Details Author Reviewer Approver 1.1 October 2008 For Community Consultation SD CM PP 1.2 November 2008 For Adoption by the Council SD CM PP 1.3 November 2012 For Community Consultation SD CM PP 1.4 February 2013 For Adoption by the Council SD CM PP Copyright 2007 All rights reserved. This Infrastructure and Asset Management Plan template was prepared for the Local Government Association of South Australia by the Institute of Public Works Engineering Australia, (IPWEA), Jeff Roorda & Associates (JRA) and Skilmar Systems for the use of South Australian councils only under the LGA s Sustainable Asset Management in SA Program.

3 - 3 - TABLE OF CONTENTS TABLE OF CONTENTS TABLE INDEX FIGURE INDEX GLOSSARY OF TERMS EXECUTIVE SUMMARY INTRODUCTION Background to The Plan Scope of the Plan Key Stakeholders of the Plan Relationship with Other Plans Framework of the Plan LEVELS OF SERVICE Research and Expectations of Our Citizens and Community Legislative Requirements Strategic and Corporate Goals Current Levels of Service FUTURE DEMAND Demand Growth Trends Other Influences on Demand Demand Management Strategies New Assets from Growth ASSET MANAGEMENT PRACTICES Standards and Guidelines Information Flow Requirements and Processes Risk Management Accounting / Financial Systems Asset Management System LIFECYCLE MANAGEMENT PLAN Asset Information Operations and Maintenance Plan Renewal Plan Enhancement Plan Stormwater Drainage Infrastructure and Asset Disposal Plan FINANCIAL SUMMARY Financial Statements and Projections Key Assumptions Funding Strategy PLAN IMPROVEMENT AND MONITORING Improvement Plan Plan Review and Monitoring REFERENCES APPENDICES... 42

4 - 4 - TABLE INDEX Table 1.1 Assets Covered by the Plan Key Stakeholders of the Plan Table 2.1 Community Satisfaction Survey Levels Legislative Requirements Current Service Levels Table 3.1 Demand Management Plan Summary Table 5.1 Stormwater Assets Inventory and Replacement Value Summary of Relevant Information Regarding Gross Pollutant Summary of Relevant Information Regarding Creek Line Trash Racks Summary of Relevant Information Regarding Pump Systems Table 7.1 Improvement Plan FIGURE INDEX Figure 1.5 Road Map for Preparing an Asset Management Plan Figure 5.1 Drainage Infrastructure Current Value Age Distribution Year Stormwater Drainage Budget Estimate Figure 6.1 Projected Operating and Capital Expenditure... 38

5 - 5 - GLOSSARY OF TERMS Annual Service Cost (ASC) An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/opportunity and disposal costs, less revenue. Asset Class Grouping of assets of a similar nature and use in an entity's operations (AASB ). Asset Condition Assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action. Asset Management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner. Assets Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12). Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month. Average Annual Asset Consumption (AAAC)* The amount of a local government s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the Remaining Life and totalled for each and every asset in an asset category or class. Brownfield Asset Values** Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs. Capital Expansion Expenditure Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases council s asset base, but may be associated with additional revenue from the new user group, e.g. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents. Capital Expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

6 - 6 - Capital Funding Funding to pay for capital expenditure. Capital Grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals. Capital Investment Expenditure See capital expenditure definition Capital New Expenditure Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure. Capital Renewal Expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, e.g. resurfacing or re-sheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly. Capital Upgrade Expenditure Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly. Carrying Amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortization and accumulated impairment losses thereon. Class of Assets See asset class definition Component An individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system. Cost of an Asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

7 - 7 - Current Replacement Cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs. Current Replacement Cost As New (CRC) The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values. Cyclic Maintenance** Replacement of higher value components/subcomponents of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation. Depreciable Amount The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6) Depreciated Replacement Cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset Depreciation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life. Economic Life See useful life definition. Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital. Fair Value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction. Greenfield Asset Values ** Asset (re)valuation values based on the cost to initially acquire the asset. Heritage Asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it. Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

8 - 8 - Infrastructure Assets Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, e.g. roads, drainage, footpaths and cycle ways. These are typically large, interconnected networks or portfolios of composite assets The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value. Investment Property Property held to earn rentals or for capital appreciation or both, rather than for: (a) use in the production or supply of goods or services or for administrative purposes; or (b) sale in the ordinary course of business (AASB 140.5) Level of Service The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost). Loans / Borrowings Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in spreading the burden of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges). Maintenance and Renewal Gap Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (eg five (5), ten (10) and fifteen (15) years). Maintenance And Renewal Sustainability Index Ratio of estimated budget to projected expenditure for maintenance and renewal of assets over a defined time (e.g. five (5), ten (10) and fifteen (15) years). Maintenance Expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset s useful life. Materiality An item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances. Modern Equivalent Asset A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

9 - 9 - Non-Revenue Generating Investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, (e.g. parks and playgrounds, footpaths, roads and bridges, libraries, etc). Operating Expenditure Recurrent expenditure, which is continuously required excluding maintenance and depreciation, (eg power, fuel, staff, plant equipment, on-costs and overheads). Pavement Management System A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions. Planned Maintenance** Repair work that is identified and managed through a Maintenance Management System (MMS). The MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance. PMS Score A measure of condition of a road segment determined from a Pavement Management System. Rate of Annual Asset Consumption* A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC. Rate of Annual Asset Renewal* A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/da). Rate of Annual Asset Upgrade* A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/da). Reactive Maintenance Unplanned repair work that carried out in response to service requests and management/supervisory directions. Recoverable Amount The higher of an asset's fair value less costs to sell and its value in use. Recurrent Expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than twelve (12) months. Recurrent expenditure includes operating and maintenance expenditure. Recurrent Funding Funding to pay for recurrent expenditure.

10 Rehabilitation See capital renewal expenditure definition above. Remaining Life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life. Renewal See capital renewal expenditure definition above. Residual Value The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal. Revenue Generating Investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, (e.g. public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc). Risk Management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence. Section or Segment A self-contained part or piece of an infrastructure asset. Service Potential The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof. Service Potential Remaining* A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset s potential to provide services that is still available for use in providing services (DRC/DA). Strategic Management Plan (SA)** Documents Council objectives for a specified period (three (3) five (5) yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Council s objectives and activities. Sub-Component Smaller individual parts that make up a component part. Useful Life Either: (a) the period over which an asset is expected to be available for use by an entity, or (b) the number of production or similar units expected to be obtained from the asset by the entity.

11 It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the council. It is the same as the economic life. Value in Use The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced. Source: DVC 2006, Glossary Note: Items shown * modified to use DA instead of CRC Additional glossary items shown *

12 12 EXECUTIVE SUMMARY Overview The Stormwater Drainage Infrastructure and Asset Management Plan ( The Plan ) outlines the management of the City of Norwood Payneham & St Peters ( the Council ) Stormwater Drainage Assets and also allows for a drainage program required to be undertaken in the future in order to achieve the required level of flood protection. The Plan specifies the lifecycle requirements for effective management, inspection and replacement of this asset group and outlines the financial implications and standards which need to be adhered to. The Plan is intended to demonstrate how the Council will achieve this outcome by applying principles of responsible Asset Management Planning to ensure the existing levels of service are provided in an efficient and economically rational method as well as ensure the future requirements of the assets are addressed. The Council proposes to operate and maintain the existing Stormwater Drainage Assets to achieve the following outcomes and objectives, as set out in the Council s Strategic Management Plan, CityPlan 2030 Shaping Our Future. Outcome 1: Social Equity A connected, accessible and pedestrian-friendly community. Objectives: 2. A people-friendly, integrated and sustainable transport and pedestrian network. Outcome 4: Environmental Sustainability A leader in environmental sustainability. Objectives: 1. Sustainable and efficient management of water, energy and other resources. 2. Healthy watercourses. 3. Sustainable quality streetscapes and open spaces. The contribution of Drainage Assets towards the strategic objectives will be achieved by the following methodology: continued stakeholder consultation to establish and refine the service standards expected accordingly; continued implementation of a program of inspections and monitoring activities to assess asset condition and performance and refining as required; continued review of operational, maintenance, renewal and upgrade requirements for assets and subsequent to this, applying economic analysis to establish the most cost effective method of achieving them; ensuring services are delivered economically, to the quality, safety and environmental standards required by the Council: and continual review and improvement of Asset Management practices and updating The Plan as a result.

13 13 What the Council Provides The Council provides a stormwater drainage network which allows for an effective method of surface water removal from roadways and provides various levels of flood protection throughout the City. This is achieved by the provision of stormwater drains, inlet pits, junction boxes and road culverts for creek crossings. These measures also improve the quality of the water that ultimately enters the River Torrens from our stormwater drainage systems. This is achieved by way of strategically placed gross pollutant traps and trash racks as well as performing side entry pit cleaning, street sweeping and Autumn Leaf pick up services to our road network. What does it Cost? The current Stormwater Drainage Infrastructure and Assets Network has a replacement value of $87.8 million and a written down value of $50.3 million (June 2012 valuations). There are varying degrees of remaining life for these assets based on the progressive construction of the Stormwater Drainage Infrastructure and Assets Network over the last eighty (80) years and various construction methods which have been utilised over that time. It is not possible to calculate approximate ages for each of the asset categories for this reason. However, the overall asset condition is considered to be of a good to very good standard. The total lifecycle cost of the existing Stormwater Drainage Infrastructure and Assets is made up of the cost required to maintain them in accordance with current standards, as well as a cost to renew them at the end of their useful life, expressed as an average annual expenditure. This cost is $0.17 million for maintenance and approximately $1.0 million, per year, for capital upgrades or renewal projects expressed, in 2012 dollars. Actual annual expenditure requirements will differ from year to year as specific assets come up for renewal. The Plan allows for works identified in the Council s Whole-of-Life model for Stormwater Drainage Infrastructure and Assets which has been developed on the basis that the level of expenditure on these assets identified each year will maintain them at their existing condition or better, as an average across the City. Levels of Service The Plan identifies key elements of service for Stormwater Drainage Infrastructure and Assets as well as future cost operations, maintenance, renewal and upgrade works required in meeting these levels of service. The key target levels of service are presented reporting the Plan. The next step is then to monitor relevant performance measures and undertake consultation with Elected Members and the community to confirm that these service levels are required and relevant. Asset Base Existing Assets The Council has a stormwater drainage network which is substantially developed with new assets being added in accordance with an established drainage program which aims to address identified deficiencies. These deficiencies have been identified over a number of years through various drainage catchment studies and as a result of flooding occurrences in recent years throughout the Council area. This asset addition is scheduled to occur up until at which point, expenditure will then be based on renewal requirements anticipated from the financial year The vast majority of the Council s Stormwater Drainage Infrastructure and Assets are made up of reinforced concrete pipes of various ages. A number of gross pollutant traps have been constructed within the past eleven (11) years which are owned and managed by the Council. In addition to that, there are five (5) creek line trash racks which are managed by the Council under a joint funding agreement with the Adelaide and Mount Lofty Ranges Natural Resources Management Board and the upstream Councils. The Council has ultimate responsibility for the management of these assets. However, the ownership is split amongst all catchment contributing Councils. Condition and Renewal Needs

14 14 The Stormwater Drainage Infrastructure and Assets are assigned a service life of eighty (80) to one hundred (100) years dependant on the type of the asset. The condition of the existing network is generally sound based on detailed inspections which have occurred of the pipes and pit systems in the last three (3) financial years. Further investigations into the current condition have been allocated within the drainage program to progressively target the entire network and create a more accurate condition database. Based on a study of the drainage renewal requirements over the next twenty (25) years for the entire City which was undertaken in 2003, it is anticipated, on the basis of age profiling performed over the network, that significant asset renewal will not be required until at least An allowance for ongoing renewal works to the drainage system is available each year within the drainage budget. Demand Projections Growth Due to its geographical position as an inner metropolitan Local Government, the City is largely developed with limited large greenfield sites for urban development and contributions from developers. Whilst this is the case growth in stormwater runoff generated from private property with respect to sustained urban infill pressures will continue to occur as permeability of the current green surfaces steadily decreases. The impact on this will be reduced service levels for drainage on roadways which will result in large gutter flows and nuisance flooding occurring more frequently. Measures are in place to limit the impact of development runoff from multiple dwelling sites by conditions of development approval to maintain appropriate flows. This is achieved through the use of onsite storage when coupled with mandatory roof water storage and reuse legislation will reduce the effects of urban infill on the existing asset base. Further analysis of the impacts on the Council is currently being completed as part of an Eastern Region Urban Stormwater Master Plan ( USWMP ) being undertaken in partnership with adjoining Councils. This USWMP will make recommendations for the management of stormwater runoff to Council s roadways to mitigate the effects of reduced permeability associated with increased infill development. Additional Demand At present flood mitigation, in terms of improved protection, is the main driver for future drainage capital works projects. These works have come about as a result of a number of flood events which have occurred in the City over the past five (5) years or more. In addition to that, the development of an USWMP will provide a focus on a regional approach to stormwater management. Stormwater Harvesting & Reuse In addition to that, the issue of stormwater harvesting, cleansing and reuse has not been considered by the Plan. The Council has constructed in a small scale bio filtration stormwater harvesting and reuse scheme in Linde Reserve, Stepney. Currently this scheme is capable of harvesting up to thirty (30) Megalitres per annum from Second Creek for reuse in the Council s adjoining reserves for irrigation purposes only. The Council is also awaiting the outcome of a Federal Government funding application for a $25.8M eastern region wide stormwater harvesting and reuse scheme. This scheme, Waterproofing the East, will be capable of generating five hundred (500) Megalitres of non-potable water and distribute this water across the eastern region to the five (5) partner Councils public reserves for irrigation purposes. Should funding be provided from the Federal Government, this project will allow the Council to reduce its potable water usage for irrigation by 60%. This project will not be funded from the Plan but as a special capital project. Increase in Levels of Service Consultation with Elected Members and the community on desired levels of service is proposed to be undertaken as part of a future improvement process for the Plan. If consultation indicates that the current levels of service are inadequate, there may be a need to improve operational functions or upgrade the network in order to meet these new requirements. These outcomes will influence how the Council manages the assets in the future.

15 15 It is proposed that the USWMP will provide the framework for which consultation with the community can be undertaken. A community engagement process will occur once the draft USWMP has been completed. Financial Projections Operation and Maintenance Trends The Plan does not recommend any immediate changes to the existing level of operational expenditure. It is recommended that the maintenance practices are continually refined to ensure they align with required service levels. Renewal Expenditure Forecast The majority of the Council s drainage asset condition is only estimated at this stage based on its age profile and nominal service lives known for these assets. On this basis, it is not expected that any substantial asset renewal works would be required to occur until at least the year 2020 after which this would be expected to continue into perpetuity replacing and upgrading assets as their useful lives expire. Ten Year Expenditure Forecast In order to meet the operational, upgrade and renewal needs of the stormwater drainage portfolio to provide the required levels of service, the total annual expenditure required is estimated as follows: recurrent operational expenditure is expected to increase by CPI each year from $0.17 million (in $2012 dollars); and upgrade and renewal expenditure is expected to remain at an approximate average of $1.0 million (in $2012 dollars). Conclusion The Plan will, through continued refinement, become the overarching strategy which sets out the necessary management and service level provision of the City s Stormwater Drainage Infrastructure and Assets. The projected expenditure has been developed using all existing information regarding the asset base, its condition and expected service delivery. It is anticipated that the Plan will continually be refined and updated. The Plan improvements and actions resulting from this Asset Management Plan include: integrating the outcomes of the Plan into the Council s Long-Term Financial Management Plan; continued collection of asset condition data through targeted data programs over the entire catchment and refinement of the twenty-five (25) year Whole-of-Life Model; engagement of the community to verify the required levels of service for these assets; the production of an Urban Stormwater Master Plan for the City which will drive renewal and capital upgrade expenditure with regional focus; continued awareness of industry standards and innovations with regards to stormwater drainage assets; and continued refinement and improvement of the Plan.

16 16 1 INTRODUCTION The format of the Plan is based on the Local Government Association of South Australia Infrastructure and Asset Management Plan template which has been made available in The Plan content is based on the current practices, the Drainage Program and the Stormwater Drainage Asset Twenty-Five (25) Year Works Program which was adopted by the Council in Background to The Plan The Council s stormwater drainage network has been a significant investment by the community over a long period of time and provides an essential service. The assets have been donated, acquired and developed over several generations and must be properly maintained, enhanced and renewed to continue to provide adequate service and benefits for generations in the future. The Plan demonstrates the Council s responsive management of stormwater drainage assets, compliance with regulatory requirements and proposed funding requirements to provide the required levels of service. The Council s main objective in managing any infrastructure assets is to meet the required level of service in the most cost effective manner for present and future consumers. The key elements of the Plan in achieving this are: taking a lifecycle approach; developing long-term cost-effective management strategies; providing defined levels of service and monitoring performances in meeting these targets; understanding and meeting the demands of growth through demand management and infrastructure investment; managing risks associated with asset failures; sustainable use of physical resources; and continuous improvement in asset management practices. 1.2 Scope of the Plan Table 1.1 provided below, sets out a summary of the infrastructure assets which are contained and discussed within the Plan. TABLE 1.1 ASSETS COVERED BY THE PLAN Asset Category Description Stormwater Drains 101,580m pipe Stormwater Inlets and Junction Boxes 2,669 units Stormwater Road Culvert Crossings (bridges) 24 First Creek (6 Local Heritage Listed) 23 Second Creek (2 Local Heritage Listed) 17 Third Creek Gross Pollutant Traps 7 Units Trash Racks 5 Installations Low Point Pump Systems Biofiltration Stormwater Harvesting & Reuse systems 3 Installations 1 installation (Linde Reserve, Stepney)

17 17 The data contained in Table 1.1 above has been extracted from the Council s Geographical Information System (GIS) database which is updated annually to include completed works, developer donations and amendments to the drainage system. 1.3 Key Stakeholders of the Plan Table 1.2 provided below, sets out a summary of the key stakeholders associated with the development of the Plan and their roles. TABLE 1.2 KEY STAKEHOLDERS Key Stakeholder Asset & Special Projects Manager Manager, City Services Manager, City Assets General Manager, Urban Services Key Stakeholders Role Responsible for the development the Plan. Provided assistance with the development of the Plan. Review and Management approval. Executive Management endorsement. 1.4 Relationship with Other Strategy Documents The Drainage Plan is to be read in association with the following City of Norwood Payneham & St Peters strategic documents: CityPlan 2030 Shaping Our Future; Annual Business Plan; Long-Term Financial Management Plan; Community Land Management Plans; Drainage Program; Norwood & Kensington (2003), Payneham (1999) and St Peters (1998) respective Catchment Management Studies; Draft Urban Stormwater Master Plan Stage 1; and Flood studies following September 2009 and December 2010 flood events. 1.5 Framework of the Plan The Key elements which form the framework of the Plan are: levels of service which specify the services and levels of service to be provided by the Council; the future demand and how this will impact on future service delivery and how this is to be met; life cycle management and how the Council will manage its existing and future assets to provide the required services; financial summary and what funds are required to provide the required services; asset management practices; monitoring and how the Plan will be continually improved to ensure it is meeting the Council s objectives; and The developed Asset Management Improvement Plan.

18 18 A road map for preparing an infrastructure and asset management plan is shown below in Figure 1.5 Road Map for preparing an Asset Management Plan Source: IIMM Fig 1.5.1, p 1.11 CORPORATE PLANNING Confirm strategic objectives and establish AM policies, strategies & goals. Define responsibilities & ownership. Decide core or advanced AM Pan. Gain organisation commitment. REVIEW/COLLATE ASSET INFORMATION Existing information sources Identify & describe assets. Data collection Condition assessments Performance monitoring Valuation Data AM PLAN REVIEW AND AUDIT INFORMATION MANAGEMENT, and DATA IMPROVEMENT ESTABLISH LEVELS OF SERVICE Establish strategic linkages Define & adopt statements Establish measures & targets Consultation LIFECYCLE MANAGEMENT STRATEGIES Develop lifecycle strategies Describe service delivery strategy Risk management strategies Demand forecasting and management Optimised decision making (renewals, new works, disposals) Optimise maintenance strategies DEFINE SCOPE & STRUCTURE OF PLAN IMPLEMENT IMPROVEMENT STRATEGY FINANCIAL FORECASTS Lifecycle analysis Financial forecast summary Valuation Depreciation Funding IMPROVEMENT PLAN Assess current/desired practices Develop improvement plan IS THE PLAN AFFORDABLE? ITERATION Reconsider service statements Options for funding Consult with Council Consult with Community ANNUAL PLAN / BUSINESS PLAN

19 19 2 LEVELS OF SERVICE This section of the Plan outlines the service levels of performance standards for the Council s Stormwater Drainage Infrastructure and Assets. A key objective of the Plan is to identify the current level of service provided by the asset group. This level of service has been developed over time as a result of customer and stakeholder feedback and consultation, legislative requirements and defines the level of service currently provided by the City. The levels of service defined in this section of the Plan will be used: to inform customers of the proposed type and level of service they should expect; as a focus for the development of asset management strategies to meet these levels of service; as a measure of the effectiveness of the Council s asset management practices and the performance of the Plan; to identify the costs and benefits of the services offered; and to enable the Council and customers to discuss and assess the suitability, affordability and equality of the existing service level and to determine the impact of increasing or decreasing this level in future. 2.1 Research and Expectations of our Citizens and Community Stakeholder and community levels of service relate to how the service in terms of safety, quality, quantity, reliability, responsiveness, cost, efficiency and legislative compliance is received in the public realm. The Council s knowledge of the expectations of its citizens and its community generally is based on the following: Customer satisfaction surveys; responsiveness to service requests and complaints; consultation on Annual Capital Works projects through the Annual Business Plan; and feedback from Elected Members. The Council has undertaken Community Surveys in 2009 and A random selection of 400 citizens and 200 business owners and operators across the City, were asked to score the Council on a five (5) point satisfaction scale across a range of key service delivery areas. The data contained in Table 2.1 below indicates that infrastructure in general achieved above average scores and reveal an overall improvement on the levels of satisfaction from the previous 2009 survey. Scores range from a score of one (1) being Very Dissatisfied to five (5) being Very Satisfied. TABLE 2.1 COMMUNITY SATISFACTION SURVEY LEVELS Performance (mean out of 5)* Survey Question NPSP in 2009 NPSP in 2011 Performance in providing Infrastructure As can be seen in Table 2.1 above the score of 4.0 in 2011 indicates the community is satisfied with the Council s infrastructure generally. This aligns with the Council s understanding of the condition of its assets

20 20 and the expenditure which is spent on these assets each year to renew them. 2.2 Legislative Requirements The Council is required to meet many legislative requirements, including Australian standards and State legislation and regulations. These details are outlined in Table 2.2 provided below. TABLE 2.2 LEGISLATIVE REQUIREMENTS Legislation Requirement Local Government Act 1999 Environmental Protection Act 1993 Building Code of Australia The City of Norwood Payneham & St Peters Development Plan Natural Resource Management Act 2004 Sets out role, purpose, responsibilities and powers of local government including the preparation of a long term financial management plan supported by infrastructure and asset management plans for sustainable service delivery. Sets out requirements for any works to comply with, as well as water quality standards. Sets out minimum standards for construction of new assets. Also provides minimum standards for new properties. Ensures the responsible development of sites in the city and allows for detailed drainage input to be provided on stormwater, detention, retention and flood plain related requirements. Defines responsibilities and powers of Local Government, for the management of natural waterways (i.e. creeks) 2.3 Strategic and Corporate Goals In 2008, the Council adopted a new Strategic Management plan titled CityPlan 2030 Shaping our Future, which sets out the Council s vision forward planning strategies and goals. The Vision which has been adopted by the Council is: A City which values its heritage, cultural diversity, sense of place and natural environment. A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit To assist the Council in achieving this Vision, a number of outcomes and strategies have been developed. The following strategic outcomes and objectives are of relevance to the Plan: Outcome 1: Social Equity A connected, accessible and pedestrian-friendly community. Objective: 2. A people-friendly, integrated and sustainable transport and pedestrian network. Strategies Promote the use of alternative transport to motor vehicles. Provide improved and safer movement for cyclists, pedestrians and people using motorised personal vehicles. Promote the improvement of provision and use of public transport networks to and within the City.

21 21 Outcome 4: Environmental Sustainability A leader in environmental sustainability. Objective: 1. Sustainable and efficient management of water, energy and other resources. Strategies Implement mechanisms to make better use of water resources. Adopt and promote energy efficiency initiatives in existing and new developments. Identify and implement new waste reduction approaches. Substantially reduce our City s Ecological Footprint. Objective: 2. Healthy watercourses. Strategies Revegetate and restore natural watercourses. Improve water quality. Reduce stormwater run off. In addition to this, the Council is required by legislation to develop a Corporate Management Plan which describes the Council s role in supporting its vision and sets out the key targets and principles that drive the operation of the Council. The Council plans to manage the existing Stormwater Drainage Infrastructure and Assets, to meet the above strategic outcomes and objectives via the following methods; ensure that the stormwater drainage network provides the required services to the community; ensure that through appropriate management as defined in this plan the stormwater drainage network is maintained in a safe and functional manner; ensure that the stormwater drainage network is upgraded and renewed as required to meet the levels of service required; and integrate these assets with other infrastructure asset renewal works and forward plans, to minimise the impact on the community as well as surrounding assets

22 Current Levels of Service TABLE 2.3 CURRENT SERVICE LEVELS Key Performance Measure Performance Criteria Customer Performance in providing infrastructure Satisfaction Environment Ensure drainage operations and works performed in accordance with Environmental Management System (EMS) Performance Target 4.0 Nil avoidable environmental incidents Performance Measure Process Monitor community satisfaction surveys as performed by the Council. Adequate documentation and discussion during tendering and contract period to ensure hazards identified and mitigated against. Measures in place to manage any incident. Current Performance 4.0 (2011 survey) Ongoing internal assessment EMS third party accreditation achieved Minimise the amount of gross pollutants entering local and regional water ways. Gross Pollutant Traps are cleaned before becoming overloaded GPT s inspected and cleaned on a monthly basis, or more frequently if significant rain events and/or flooding occur. Documentation of inspections and tonnages of debris removed is kept. Achieved and Ongoing Safety Absence of significant Occupational, Health and Safety hazards Trash racks are cleaned before becoming overloaded All significant hazards identified and removed or mitigated where possible. Trash Racks are inspected after each rainfall exceeding 5mm or at the most, monthly. Documentation of inspections and tonnages of debris removed is kept. Adequate documentation to ensure hazards identified and mitigated against. Measures in place to manage any incident. Achieved and Ongoing Achieved and Ongoing Capacity Design standard for road stormwater system drainage capacity in : Minor/Major Roadways Trapped low points Hazards are acted upon in line with priority assigned 1 in 5 year standard 1 in 20 year standard Monitor staff response to hazards identified and time to rectify Various catchment studies performed over the entire network have identified deficiencies which are being addressed in the Council Drainage Program. Aim to remove excessive gutter flows and localised flooding for nominated event periods. Ongoing Majority achieved through performance of Drainage Program Will be reviewed as part of the Urban Stormwater Master Plan currently being developed. Roadway reserve flood capacity 1 in 20 year standard Use of controlled overland flow paths in trapped low points will provide for increased flood protection locally. Use of secondary flood protection methods for dwellings with finished floor levels below kerb lines included in Development Plan Incorporated as part of Development Assessment process by way of referral to Senior Projects Engineer for advice.

23 23 Design Standards Condition Creeks Various (ideally 1 in 100 year standard) New assets designed and constructed in accordance with Development Act, Building Code, Local Government Act and related Council policies and Australian Standards. Assets inspected periodically to assess condition and performance. All new stormwater drainage assets. All assets inspected over 5 year period. Various levels of protection are provided due to the nature of creeks being in public and private ownership through the City. Audit of contract documentation by internal and external parties for financial, environmental and safety compliance of projects. Design Consultancy to be provided with minimum Council policy requirements and to meet required standards. CCTV inspection of underground pipe network and junction boxes to determine condition. Generally a minimum 1 in 20 year standard is achieved throughout the City. Achieved and Ongoing Ongoing 5 year plan incorporated into Drainage Program. Gross pollutant traps are maintained so as to ensure the integrity of each installation. Repairs to defects or blockages carried out within 30 days. Cleaning inspections include observation for defects in the asset. Defects are reported and repairs arranged. Achieved and ongoing. Condition Creek line trash racks are maintained so as to ensure the integrity of each installation. Assets renewed at the end of their useful life. Repairs to broken nets or frames carried out within 30 days of identification. All assets targeted for renewal as part of Whole-of-Life approach. Inspections include observation for defects in the asset. Defects are reported and repairs arranged. Whole- of-life allowance performed in 2003 for stormwater drainage renewal allocated in Long Term Financial Management Plan (LTFMP). Current renewal allowance to be included in LTFMP. Serviceability Side Entry Pits (SEP s) cleaned annually for stormwater drainage systems on Council roads. 100% of Council side entry pits cleaned annually. Condition based inspections of system to form backbone of the continued refinement of the Whole-of-Life Model. SEP s cleaned following the autumn leaf fall season each year. Ongoing Achieved - Scheduled cleaning program in place. (Department of Transport, Energy & Infrastructure responsible for arterial road SEP s). SEP cleaning contract is audited to ensure all pits cleared. Appropriate inspection/audit program. Responsiveness Responsiveness Defects identified in condition inspections are repaired based on priority assigned. Availability of call out services for response to blockages, failures or flooding. Provision of 24 hour, 7 day service for emergency repairs or procedures. Speed of response to works requests and system failures: 100% of defects identified repaired in timeframes assigned to priority. 100% of emergency calls attended within 1 hour. Defects repaired to restore service level. Ensure availability of customer service/operations staff. Achieved and on-going. Achieved and Ongoing. emergency; 100% within 1 hour; Call-out response sheet indicates the time that the Achieved

24 24 matter is attended to. This is compared with call-out records to monitor response time. minor vandalism, damage resulting in high risk of loss of integrity of the drainage system or a public/environmental hazard; and. 95% within 24 hours; and Response time monitored on Works Request Register. Written complaint. Risk Assessed. Non-urgent matters are risk assessed, with response times determined by the level of risk associated with the matter. Responsiveness Response to public enquiries. 100% All written correspondence required to be acknowledged or substantially resolved. Works requests received calls to be addressed as part of Works Request System prioritisation Achieved and Ongoing Achieved and Ongoing Drainage Design Standards The Council is currently in a period of drainage enhancement rather than renewal due to the age and requirements of this asset class. Effectively significant expenditure is being allocated each year, in accordance with the Drainage Program, to improve stormwater management in the City. In order to ensure consistency of the standard of drainage across the city the following levels of service have been applied, they are; Local/ Arterial Roadway 1 in 5 year Average Recurrence Interval Standard. This level of service ensures that roadways do not have excessive gutter flows in rainfall events that are expected to happen once in every five (5) years. Areas of excessive gutter flow were identified in the three (3) catchment studies that have performed over our City, which form the majority of the Drainage Program. Trapped Low point in roadway 1 in 20 year Average Recurrence Interval Standard. The flooding of private properties located adjacent a trapped low point in a roadway has become an significant issue in recent years. The intensity of thunderstorm rainfall in late spring/early summer has resulted in significant flooding to these low lying areas. Generally the capacity of the Council s drainage network is exceeded and water builds up to the point overland flow occurs through adjoining private property. Numerous locations across the City have been exposed as flood prone and have been included in Drainage Program for enhancement. Creeks 1 in 100 year Average Recurrence Interval Standard. The City has four (4) creeks which run through its extent and provide an on-going significant risk to private properties from flooding. There are varying degrees of capacity in the creek systems throughout the Council due to the nature of these systems being both privately and public owned. The Council generally has a minimum of a 1 in 20 year standard for its publicly owned infrastructure but there are areas of lesser capacity in privately owned areas. When any renewal of creek infrastructure occurs whether undertaken on private or public land, the target design standard required by the Council is a 1 in 100 year Average Recurrence Interval.

25 25 3 FUTURE DEMAND This section of the Plan analyses the potential factors effecting demand including population growth, social and technology changes. The impact of these trends is examined and demand management strategies recommended as required to modify demand without compromising customer satisfaction. 3.1 Demand Growth Trends The last decade has seen a small but steady increase in the City s population. A 3% increase in population is predicted for the City by The City also has a diverse mix of households, with young families with children forming the largest proportion. Our age profile is changing. However, our population will continue to be older than the Adelaide region. Significant increases in the percentage of people in the age groups of forty-five (45) and over are predicted. A snapshot of the City s profile is outlined below: area covered by the City 15.1 square km population 36,500 (approximately) number of households 16,500 (approximately) number of businesses 9,000 (approximately) (Including an estimated 6,000 home-based businesses) approximate length of roads 171 km The result of future development predictions within the City on the Stormwater Drainage Infrastructure and Assets will be the provision of additional stormwater runoff into the existing drainage network. At present the drainage catchment studies undertaken by the Council have been based on the existing development state (at the time of the study) as well as some growth within undeveloped allotments. This does not account for increased number of developments which create largely impervious allotments (ie minimal gardens or grassed areas) and generate an increased runoff than that of the previous allotments. The Council does however have development controls in place through its Development Plan to minimise the impact of this increase in impervious area throughout the City. These are implemented at the time that Development Approval is provided for new building on allotments. Generally, the result is detention storage being achieved on site, which coupled with State Government policy of rainwater tank provision, will assist to offset this increase in runoff. Further analysis of the impact of continued in fill development in the City will occur in the preparation of the Council s Urban Stormwater Master Plan which aims to further align drainage infrastructure needs of the City with the future developed state of properties within its limits and upstream catchment surrounds. This will include an analysis of the effects of climate change on rainfall patterns also. Development on the remaining undeveloped large greenfield sites in the Council is carefully considered with respect to the effect on downstream infrastructure with impacts to the one (1) in one hundred (100) year event required to be catered for given the substantial increase in flows received by the system. Commonly large underground storage vessels are incorporated into the drainage design. 3.2 Other Influences on Demand Technology Advances Technology advances applicable to the lifecycle management of Stormwater Drainage Infrastructure and Assets are being made available in the following areas: water Sensitive Urban Design (WSUD) This area has emerged significantly since the last Plan was developed to become a major component of all capital projects. The implementation of WSUD measures continues to develop as investment in sustainable design continues.

26 26 water quality treatment systems new technology in the removal of pollutants from stormwater are being constantly developed, refined and becoming more affordable; aquifer storage and recovery technology, skills and systems to treat, pump and retrieve stormwater within underground aquifers are now accessible more readily. With the increasing value of water as a commodity this area of the Plan will continue to develop. reuse within new and existing Buildings. Increased use of stormwater reuse within buildings/dwellings driven by public awareness of environmental benefits, water restrictions to irrigation and State government policy on reuse storage required for each new site; and pipe relining technology is advancing with the real possibility that this technology could be used to extend the useful life of a drainage pipe substantially. At present these works are cost prohibitive unless they occur in areas of high capital reinstatement cost where they become feasible. The Council will monitor and investigate advances in technology and introduce them for Stormwater Drainage Infrastructure and Assets as they become incorporated into the Council s Long-Term Financial Management Plan Legislative Changes Legislative change has the potential to significantly affect the Council s ability to meet minimum levels of service and may require improvements to infrastructure assets. Changes in Environmental Quality standards in particular may influence stormwater disposal options and recent amendments to the Local Government Act 1999, now requires all Councils to develop Infrastructure and Asset Management Plans, for all Council owned assets Changes in Customer Expectations The Council will continue to monitor customer expectation with regards to Stormwater Drainage Infrastructure and Assets. Expectations that the Council will act as a leader in terms of stormwater management and reuse of this commodity will continue to drive further emphasis on sustainable practices being adopted by the Council with careful consideration of the financial impact associated. The increased use of Water Sensitive Urban Design (WSUD) in the Council s operations, as well as in the general community, will indirectly improve the impacts of increased runoff into the Council s stormwater drainage system. Focus on water quality improvements for outfall locations into the River Torrens will continue to ensure that Gross Pollutant Trap s scheduled in the Council s Drainage Program are placed at all outfalls to reduce both organic and inorganic matter entering this river system Climate Change and Environment With respect to climate change, it has been predicted that overall rainfall will decrease, however, this decrease in rainfall will be offset by a more intense storm over a short period of time as has been the case with recent rainfall events that have occurred. The effect of this type of flooding to date, has resulted in the existing stormwater systems being unable to cope, and therefore renewed and bigger systems have had to be reconstructed to avoid flood damage to private property, particularly in low lying areas. These may include the following measures: the increase in reusing water and storage requirements for new developments; and implement WSUD in the Council s projects. Impacts to reduce the Council s environmental carbon and energy footprint are well advanced with our Environmental Management System (EMS) setting key targets for this is required.

27 Demand Management Strategies Demand for new services will be managed through a combination of managing and upgrading of existing assets and providing new assets to meet demand. Demand management practices include non-asset solutions, insuring against risks and managing failures. Opportunities identified to date for demand management are shown in Table 3.1 provided below. Further opportunities will be developed in future revisions of the Plan. TABLE 3.1 DEMAND MANAGEMENT PLAN SUMMARY Service Activity Demand Management Plan Roadway Drainage Flood Protection The Council s Stormwater Runoff Catchment Management Plan s & various flood studies provide for deficient areas of the drainage network to be addressed as part of the Drainage Program. The refinement of the Drainage Program through the Urban Stormwater Master Plan in subsequent years will redefine the works required to be in line with future years. The Council s Development Plan allows for the flood plain protection to the magnitude of 300mm above the one (1) in one hundred (100) year flood level to be obtained for any new development. Secondary flooding protection is required also for waters that may enter from a Council road which particularly effects low lying allotments. In these cases a minimum 100mm above top of kerb for the full frontage is required to provide a physical barrier to road waters. The Council aims to ensure that floodwaters are contained to the roadway or drainage network for all events up to the one (1) in twenty (20) year (excluding creeks which have varying capacities throughout) Sustainable Site Stormwater Re-Use Minimise the effect of stormwater runoff by requiring the detention of flows from new developments. Promote Water Sensitive Urban Design to minimise runoff and harvest stormwater for site use. 3.5 New Assets from Growth To this end, the demand for new drainage assets will be limited to that created by enhancements required to improve the level of service, as detailed in this Plan.

28 28 4 ASSET MANAGEMENT PRACTICES This section of the Plan identifies the strategies, practices and guidelines which support the Council s Asset Management. These activities have no direct impact on the condition or performance of the asset themselves, but provide the tools and functions required to support the maintenance, renewal and enhancement plans. These functions include: system planning and monitoring; system record management; and asset management planning and policy. 4.1 Standards and Guidelines Asset management practices and processes are driven by a number of legislative requirements and assisted by developed guidelines. These practices and processors include: The Local Government Act 1999, which sets out the responsibilities for councils to develop and adopt Asset Management and Infrastructure Plans. The Australian Accounting Standard 27, Financial Reporting by Local Governments 1996, sets out the asset accounting requirements. The International Infrastructure Management Manual, (NAMS), provides guidance and direction on asset management policy and plan development. The Local Government Association of South Australia s Asset Management Template Document provides Councils with a standard template to adopt for the development of Asset Management and Infrastructure Plans. Australian Rainfall and Runoff provides a Code of Practice for stormwater drainage design. 4.2 Information Flow Requirements and Processes The key information flows into the Plan is: the asset register data; the unit rates for categories of work/material; service levels; projections of various factors affecting future demand for services; correlations between maintenance and renewal; and data on new assets acquired by the Council. The key information flows from the Plan are: Works Program;

29 29 budget, valuation and depreciation projections; and useful life analysis. These will impact one the Long-Term Financial Management Plan and the Council s annual budgets. Financial projections in the Plan are developed in consultation with the Corporate Services Department and are provided to them for incorporation into the Long-Term Financial Management Plan. Both capital and renewal projects identified by this Plan will assist in forming the foundation of the annual budget from year to year. New assets are added to the asset management system by the City Assets Unit. The GIS records are updated to reflect any changes made to the asset inventory as they occur. The GIS database forms the basis of the annual stormwater inventory valuation. 4.3 Risk Management Overview The Council has a responsibility to manage its asset risks in a responsible manner to enable Stormwater Drainage infrastructure and Assets to operate in a safe and serviceable condition. It is the Council s objective that risk management processes for Stormwater Drainage Infrastructure and Assets are in place to ensure that: significant operational and organisational risks are understood and identified; the high risk processes are addressed in the short to medium-term; and strategies and treatments to reduce risk are identified and applied. The Council s existing operational processes, proactive condition audits and catchment master planning will ensure that all possible identifiable risks are highlighted and forward plans made to address them in a prioritised manner Operational Maintenance Each year, to minimise the likelihood of drain blockages and to ensure that they function as required during rainfall periods, the Council s side entry pits are cleaned out of sediment and debris. Whilst this will not remove the risk of blockage entirely, it will reduce the risk of flooding. The Council s street sweeping and Autumn Leaf pickup programs provide opportunities to not only reduce organic load into the River Torrens, but also reduce the likelihood of blockage in the localised drainage system Capital Works Since the amalgamation of the Council in 1997, an active program of removing drainage systems reliant on grated inlet pits have been upgraded to side entry pits. The reasons for this relate to continued failure of the grated inlet pits at their time of greatest need due to debris build up, particularly leaves. No further grated inlet pits will be installed where risk associated with flooding results in water entering private property. All capital works with respect to Stormwater Drainage Infrastructure and Assets have been based on the Council s adopted Drainage Program which has identified areas of greatest need with respect to localised high gutter flows and possibility of flooding of local properties in the vicinity. These works are prioritised to ensure the areas of highest risks are performed earlier.

30 Accounting / Financial Systems The Council utilises the Authority Assets Module system for the management of financial information. This system is managed by the Corporate Services Department. The Conquest Asset Management System is used as a database for the storage of relevant information associated with Drainage Assets. The management of the Conquest database is provided by Tonkin Consulting on behalf of the Council for which detailed financial reports are generated each year. These include any updating the additions and disposals performed from the previous year. 4.5 Asset Management System The Council utilises the Conquest Asset Management System for management of stormwater drainage asset information. The asset management system is merged into to the finance system annually by the Corporate Services Department, to take any changes into account. The City Assets Unit is responsible for maintaining the data pertaining to this asset area with Tonkin Consulting providing a bureau service for the financial reporting requirements and the Conquest database. The Corporate Services Department are responsible for incorporating this data into applicable financial annual reports. The database of Stormwater Drainage Infrastructure and Assets is complemented by its interface as geographical data displayed and edited in the MapInfo software package.

31 31 5 LIFECYCLE MANAGEMENT PLAN This section of the Plan details how the Council intends to manage and operate the assets while optimising life-cycle costs. It provides an analysis of available asset information and the life-cycle management plans covering the three key activities required to manage the Stormwater Drainage Infrastructure and Assets; Operations and Maintenance Plan: Activities undertaken to ensure efficient operation and serviceability of the assets. This will ensure that the assets retain their service potential over the course of their useful life. Renewal Plan: Provides a program of progressive replacement of individual assets that have reached the end of their useful life. Deteriorating asset condition primarily drives renewal needs. Enhancement Plan: Provides a program of system enhancements to improve parts of the system performing below target service standards and to develop the system to meet any future demand requirements. Sub-standard asset performance primarily drives asset development needs. 5.1 Asset Information The Council has an extensive Stormwater Drainage Infrastructure and Assets network which provides for the removal of stormwater runoff from roadways and developed properties. Stormwater collected in the Council s network of drainage pipes and pits is ultimately directed to the River Torrens, either directly or via one of the following tributary creeks: First Creek; Second Creek; Third Creek; and Fourth Creek. A copy of the overall drainage network constructed by Council is provided (Appendix A) Asset Description The assets which are covered in the Plan, are shown in Table 5.1 provided below. TABLE 5.1 STORMWATER ASSETS INVENTORY AND REPLACEMENT VALUE Asset Type Description Quantity Replacement Value (2008) Pipe Network Drainage Pipes Inlets and Junction Boxes 101,580 m 2,669 units Road Culvert Crossings 64 locations $87,837,774 Environmental Treatment Low Point Pump Systems Gross Pollutant Traps 3 installations 7 units $ Incl above Trash Racks 5 installations Biofiltration Stormwater Harvesting & Reuse 1 Installation TOTAL $87,837,774

32 Asset Condition and Remaining Life The Council s Stormwater Drainage Infrastructure and Assets were analysed in 2009, to determine the Whole-of-Life implications over twenty-five (25) years. At this time, estimations of the age of respective components of the assets were made and in some circumstances it is difficult to establish when some of the structures were constructed. On the basis of a standard drainage life span of eighty (80) years, a distribution of asset renewal required can be obtained. This is contained in Figure 5.2 below. FIGURE 5.1 DRAINAGE INFRASTRUCTURE CURRENT VALUE AGE DISTRIBUTION The review of the age of the drainage systems indicates that the majority of the Council s Stormwater Drainage Infrastructure and Assets were constructed in the 1950 s and 1960 s. It is relevant to note that this is based on engineering judgement due to the lack of available records.

33 33 Figure 5.2 below outlines a breakdown of the costs which are required to upgrade the drainage system in line with the Council s Drainage Works Program until approximately At this time, expenditure to upgrade drainage systems is no longer required and the capital renewal of existing assets begins. Given the majority of the network was constructed in the 1950 s, a significant amount of capital renewal commences in 2030 and continues for perpetuity in order to ensure the serviceability of the asset class. Costs will begin to substantially escalate in 2040 (approximately double renewal cost) as assets from the 1960 s begin to reach the end of their useful lives also. The costs shown in Figure 5.2 below are based on currently planned drainage works within the City. This information is expected to change based on the results of the Urban Stormwater Master Plan currently being undertaken for the eastern region 1 and any other major storms that may take place in the future. This project will identify works required to be performed across the City on both a local and regional scale. FIGURE 5.2 TWENTY (20) YEAR STORMWATER DRAINAGE BUDGET ESTIMATE ($2012) Gross Pollutant Traps A summary of the various gross pollutant traps and their age is is outlined in Table 5.2 provided below. TABLE 5.2 SUMARY OF RELEVANT INFORMATION REGARDING GROSS POLLUTANT TRAPS Location Type Age Lambert Road (end) Humeguard HG24 Eight (8) years Battams Road (end) Rocal Cleansall 750 Nine (9) years St Peters Street (Billabong) Baramy Grate Ten (10) years Koolaman Street (end) Rocla Cleansall CL900 Nine (9) years Coke Park Ecosol RSF 4000 Two (2) years Torrens Street Ecosol RSF 4600 Two (2) years Linde Reserve (Biofiltration) Cleansall CA 375 One (1) year The gross pollutant traps are very young in their useful lives and would not require costs to be allocated in the next (10) years. Individual servicing components may be required to be replaced from time to time (i.e. internal baskets, etc) but this would occur as part of operational expenditure as necessary due to minor 1 The eastern region includes the Adelaide City, Burnside, Campbelltown City and the Norwood Payneham & St Peters Councils.

34 34 nature of these costs in comparison to the overall asset Trash Racks A summary of the trash racks within creeks is outlined in Table 5.3 provided below. TABLE 5.3 SUMMARY OF RELEVANT INFORMATION REGARDING CREEK LINE TRASH RACKS Location Type Age Second Creek (Borthwick Park) Bag nets and frame installation Eleven (11) years Second Creek (outfall to River Torrens) Bag nets and frame installation Eleven (11) years Third Creek (Firle) Bag nets and frame installation Eleven (11) years Third Creek (outfall to River Torrens) Bag nets and frame installation Eleven (11) years Fourth Creek (outfall to River Torrens) Bag nets and frame installation Eleven (11) years The trash racks comprise of bag nets installed in steel frames. The steel frames are affixed to either the concrete creek channel or to specially constructed concrete aprons, depending on the circumstances of their location. Bag nets and frames are repaired or replaced as defects are identified. Typically, the bags tend to suffer damage from high creek flows or large items of debris and require replacing before reaching the end of their theoretical useful life. This is done under the operational maintenance program. The frames are long lived assets and to this end, there has been no need to develop a renewal program for these assets to date Low Point Pumping Systems Table 5.4 below provides a summary of the specific pumping systems which are located within the City for the purposes of flood protection and road drainage. TABLE 5.4 SUMMARY OF RELEVANT INFORMATION REGARDING PUMP SYSTEMS Location Type Age First Lane (Jam Factory) Pump/Sump (2.1m dia x 5m) & Nineteen (19) years Storage (34m x 1.8m dia) Third Lane (west of St Peters Street) Pump/Sump (1.2m x 1.2m x 3.0m) Three (3) years & Storage (1.2m dia x 10m) Eighth Avenue (east of Stephen Tce) Sump & pump unknown These pump systems are crucial in the disposal of stormwater runoff from the local roadway and private property is reliant on the reliability of these systems to prevent flooding. They are periodically inspected and serviced to ensure maximum efficiency during rainfall periods. 5.2 Operations and Maintenance Plan Overview The Council s day to day management of its Stormwater Drainage Infrastructure and Assets can be described as follows: Operations: These are the regular tasks that are undertaken to ensure the assets achieve their service potential. Strategies include activities such as inspections and system monitoring. Maintenance: Maintenance strategies are designed to enable existing assets to operate to their service potential over their useful life. There are two (2) types of maintenance: unplanned maintenance: work carried out in response to reported problems (i.e. repairs to broken side entry pit lid); and planned maintenance: work carried out to a pre-determined schedule.

35 35 A key element of asset management planning is determining the most cost effective blend of planned and unplanned maintenance. The operations and maintenance of the Stormwater Drainage Infrastructure and Assets Network is undertaken by in-house Council staff or contractors (for specialist services) Operations and Maintenance Strategies The overall operations and maintenance strategy is intended to retain the current levels of service and mitigate risk while minimising cost. Currently, the stormwater drainage asset maintenance is undertaken on a reactive basis only. The target of a more proactive method of maintenance is being considered with strategies to be incorporated into future revisions of this Plan Operations and Maintenance Standards and Specifications The maintenance and repair of the Stormwater Drainage Infrastructure and Assets Network will comply with all relevant technical standards as applicable. All maintenance work undertaken will be in accordance with: the Council s standard specification and construction standards for stormwater drainage; appropriate transport and traffic regulations; required Occupational Health Safety and Welfare provisions; and appropriate Environmental Management provisions Operations and Maintenance Program The operations and maintenance expenditure for the Council s Stormwater Drainage Infrastructure and Assets Network in the financial year is $0.17 million. It is anticipated that this level of funding will be increased annually by CPI to ensure the level of service required is not diminished over time. The level of maintenance and operations expenditure is required to be sufficient to achieve the aims and objectives of the operations and maintenance plan, that is, to enable the Council s Stormwater Drainage Infrastructure and Assets Network to operate to their service potential over their useful life, while mitigating risks accordingly. This maintenance expenditure is funded from the Council s annual operating budget. Funding levels have been determined to maintain the current levels of service. Future revisions of the Plan will include linking the expected maintenance expenditures with defined required service levels to enable an analysis of the appropriateness of maintenance and operations expenditure. At this stage, no increase to the existing level of service for maintenance is recommended until this review takes place. This has been included as a plan improvement item in Section 7 of the Plan (Improvement and Monitoring).

36 Renewal Plan Overview Renewal expenditure is major work which restores, rehabilitates, replaces or renews an existing asset to its existing service potential. Work over and above restoring an asset to original service potential is considered upgrade or enhancement and is not considered within the renewal plan. Required level of expenditure on the renewal program for drainage infrastructure will vary from year to year and will reflect: the age of the assets; the condition of the assets; the ongoing maintenance demand; and potential alignment to the renewal of other asset groups in the same location (i.e. renewal of streetscapes within a street) Renewal Strategy and Program Expenditure The general renewal strategy is to renew assets when justified by either risk, performance or incorporation into a major capital project (i.e. significant park upgrade or road upgrade with existing drainage assets), this can be categorised as: Risk which this relates to identification of likely failure through condition assessment process. Performance when the levels of service of the existing system are deemed not sufficient based on either capacity or reliability and needs to be upgraded. Economics when a major upgrade of surrounding infrastructure is scheduled the revision or replacement of existing assets is considered in lieu of economic benefit of bringing forward the works. To date, no asset renewals have been performed or are scheduled in the current Drainage Program. This is largely due to the age of the network not yet achieving the serviceable life expected of it at which renewal works would begin to occur, however this period is approaching with substantial costs expected from 2030 onwards. At this stage it is not recommended that any additional funding be added to the existing drainage program given an allowance for minor drainage works is provided every year in the budget which will address substantial isolated failures or issues relating to these assets. 5.4 Enhancement Plan Overview Asset enhancement works are those works which create a new asset which did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. The Council s enhancement works have been derived from its Drainage Program which is scheduled for completion in It is anticipated that with the completion of the Urban Stormwater Master Plan that the outcomes from this plan will form the backbone for future revisions of the Enhancement Program, likely extending it beyond this existing program extent. Some outcomes will be of regional importance and as such funding from State and Federal Governments will be pursued for these drainage enhancements.

37 37 A summary of the drainage asset enhancements (new pipes to improve road drainage) which have been completed between 2008 and 2012 is provided below:: Sydenham Road, Norwood between Beulah Road and Florence Street Osmond Terrace, Norwood between Magill Road and Beulah Road Heathpool Road, Heathpool between Wooler Street and Newcastle Street Third Lane, St Peters between St Peters Street and the west end of the Third Lane Chapel Street/Fullarton Road, Norwood between the low point on Chapel Street and the corner of King William Street and Fullarton Road. Castres Street, Glynde (Stage 1) between Avenue Road and Barnes Road Castres Street, Glynde (Stage 2) between Avenue Road and Third Creek Torrens Street, College Park between Magdalen Street and the low point in Torrens Street Torrens Street, College Park low point upgrade Wicks Avenue, Felixstow Between Fisher Street and Langman Grove North Terrace, Kent Town between College Park and Hackney Road A summary of the works planned for the financial year is provided below: 95 Third Avenue, St Peters Renewal works in easement on private property Athelney Avenue, Hackney At corner with Hackney Road Laura Street/Henry Street, Stepney various inlet improvements Sydenham Road, Norwood First Creek Culvert Repairs River Torrens Low Level Bridges, Various Replace decking to three (3) bridges Future Works proposed in the City are detailed in the Drainage Works Program located in Appendix B Standards and specifications Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section of the Plan. 5.5 Stormwater Drainage Infrastructure and Asset Disposal Plan Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. No assets have been identified for possible decommissioning and disposal at this time.

38 Dollars $ (2008) 38 6 FINANCIAL SUMMARY This section of the Plan outlines the financial requirements resulting from all the information presented in the other sections of the Plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance. 6.1 Financial Statements and Projections The ten (10) year financial projections are set out in Table 6.1 provided below, for projected operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets). These figures are based on operating and maintenance budget and Drainage Program expressed in 2012 dollars. FIGURE 6.1 PROJECTED OPERATING AND CAPITAL EXPENDITURE ($2012) $2,500,000 $2,000,000 $1,500,000 Operating & Maintenance Works Enhancement Works $1,000,000 $500,000 $ Financial Year Life-Cycle Costs Life-cycle costs (or Whole-of-Life costs) are the average annual costs that are required to sustain the service levels. Life cycle costs include maintenance and asset consumption (depreciation) expense. Since the amalgamation of the Council in 1997, the capital works program and recurrent maintenance budgets have incorporated a level of funding that adequately meets the condition based renewal requirements. This amount differs from the amount that would be required to fund depreciation. Given the age of the Council s drainage network, the earliest installed assets have not yet reached their theoretical end of lives. As such expenditure being undertaken now on network enhancement is sound asset management strategy. It is anticipated that by the time drainage asset renewals begin to become necessary in the year 2030, network enhancements would have been completed and funding can then be used for renewal rather than enhancement of this asset class. Therefore the comparison of life-cycle expenditure to depreciation has not be used as a measure of sustainability for this asset class. For

39 39 information purposes only the annual depreciation of drainage assets is currently $941, Key Assumptions The following key assumptions have been made in the development of the Plan and the expenditure forecasts: stormwater assets will remain in Council ownership throughout the planning period; all forecast expenditure is stated (in $2012 dollar values) with no allowance made for inflation over the planning period, except where stated otherwise; asset renewal costs are based on the life expectancy of the asset as reported by Tonkin Consulting in a Stormwater Drainage Assessment and twenty-five (25) year Lifecycle costs (2009 Report); maintenance costs are based on historical expenditure (in 2012 dollars) and assume there are no significant increases in service requirements or storm events; assets values were adopted from the Norwood Payneham & St Peters Infrastructure Asset Revaluation figures; renewal figures are based on Brown-fields Costs; lifecycle costs are averaged over eighty (80) years; and no allowance for possible works that may result from Urban Stormwater Master Plan have been included. 6.3 Funding Strategy Projected expenditure identified in Section 6.1 of the Plan is to be funded from Council s recurrent and capital budgets. The funding strategy is detailed in the Council s ten (10) year Long Term Financial Management Plan. Major projects may attract external funding which is done on a case by case basis or as funding programs become available.

40 40 7 PLAN IMPROVEMENT AND MONITORING This section outlines the proposed improvement and monitoring program and initiatives which are aimed at enhancing future Plans and associated Asset Management Plan strategies and financial projections. 7.1 Improvement Plan The asset management improvement plan was generated from a gap analysis of the current practices and information available for the development the Plan. The proposed Infrastructure and Asset Management Improvement Plan tasks are shown in Table 7.1 provided below. TABLE 7.1 IMPROVEMENT PLAN Task Task Responsibility Resources Timeline No Required 1. Update Plan to reflect changes in asset portfolio City Assets Internal Annually and management practices 2. Develop condition database for drainage assets to City Assets Internal Ongoing refine Renewal Expense Projections and identify failures/risks 3. Complete and incorporate Urban Stormwater City Assets Internal December 2013 Master Plan outcomes into this Asset Management Plan 4. Review maintenance practices to ensure City Services Internal Ongoing alignment to service level requirements 7.2 Plan Review and Monitoring Once adopted, the Plan will form part of the formal suite of plans required under the Local Government Act The Plan will remain current until replaced by an updated Plan which would be adopted in conjunction with the adoption of any planned revision of CityPlan 2030 Shaping our Future as required. At present this must occur within two (2) years of a new Council being elected. The Plan is a dynamic document which forms the basis for all asset management activities performed by the Council. To ensure the plan remains useful and relevant, the following process of monitoring and review activities will be undertaken: formal adoption of the Plan by Council; review and formally adopt levels of service; and revise the Plan annually to incorporate and document changes to work programs, outcomes of service level reviews and new knowledge resulting from the Asset Management Plan improvement plan.

41 41 8 REFERENCES City of Norwood Payneham & St Peters, CityPlan 2030 Shaping Our Future DVC, 2006, Asset Investment Guidelines, Glossary, Department for Victorian Communities, Local Government Victoria, Melbourne, endocument IPWEA, 2006, International Infrastructure Management Manual, Institute of Public Works Engineering Australia, Sydney,

42 42 9 APPENDICES Appendix A Appendix B Drainage Maps of the City of Norwood Payneham & St Peters Drainage Program

43 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 1 of 8

44 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 2 of 8

45 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 3 of 8

46 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 4 of 8

47 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 5 of 8

48 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 6 of 8

49 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 7 of 8

50 TONKIN CONSULTING m Scale: 1:5,500 Job Number: Filename: Revision: Date: Drawn: Cadastre: SW Network.wor A 22/10/2012 TJF PBBI Australia Pty Ltd City of Norwood Payneham & St Peters STORMWATER NETWORK Map 8 of 8