DRAFT. Wastewater Asset Management Plan. Southland District Council

Transcription

1 DRAFT Wastewater Asset Management Plan Southland District Council Version November

2 Document Control: Version Notes Authors Reviewed Issued Approved by 1.0 Approved by APAC for input to LTP, 7 December Final Draft for LTP 1 July Ian Evans, Three Waters Manager Lisa Roberts, Infrastructure Decisions Limited Ian Marshall, Group Manager Services and Assets 275

3 Contents Executive Summary Introduction Purpose of this Plan Objectives of the Wastewater Activity An Overview of the Activity Urban Areas Serviced by Public Wastewater System Rural Areas and Isolated Towns Asset Management Responsibilities Plan Limitations Status of the AMP Limitations of the AMP Plan Framework The Levels of Service We Deliver Reason for Providing a Service Strategic and Corporate Goals Customer Expectations Planning Framework Levels of Service, Performance Measures and Targets Managing Future Demand Predicting Future Demand for the Service Asset and Service Implications Demand Management Strategies Asset Upgrades to meet Demand District-wide Asset Management Strategies Overview of the Wastewater Assets Asset Value and Depreciation Asset Condition and Performance Data Source and Confidence Operating and Maintaining the Assets Service Delivery Operations and Maintenance Forecasts Performance Monitoring Systems Unplanned (Reactive) Operations and Maintenance Strategy Planned (Scheduled) Operations and Maintenance Strategy Renewing the Assets Renewal Definition Renewal Strategy Renewals are sometimes deferred to do them in a combined contract with upcoming road works. Renewal Past Trends Renewal Forecasts Future Improvement Upgrading and Developing New Assets for Levels of Service Upgrading and Developing New Assets for Demand Risk Management Financial Summary Summary of Key Assumptions What-if Scenarios Funding Principles Financial Forecast Summary Valuation Approach Long Term Financial Sustainability Funding Review Draft Asset Management Plan - Wastewater Page i r/14/6/

4 6. Asset Management Improvement Plan Progress against Previous AM Improvement Programme Assessing Current and Desired AM Practices Understanding and Defining Requirements Developing Asset Lifecycle Strategies Asset Management Enablers AM Improvement Plan Scheme Plans Balfour Browns Edendale Wyndham Gorge Road Lumsden Manapouri Monowai Nightcaps Ohai Otautau Riversdale Riverton Stewart Island Te Anau Tokanui Tuatapere Wallacetown Winton Draft Asset Management Plan - Wastewater Page ii r/14/6/

5 Executive Summary The Services Provided Eighteen towns within the District are reticulated with Southland District Council (SDC) owned and maintained sewerage infrastructure. Based on current information the schemes have a current valuation in excess of $80M. While Council is the legal entity for the ownership of the asset, the day to day operations are delegated to separate governance groups which are Community Boards and Community Development Area (CDA) Subcommittees. A number of isolated rural townships have individual private schemes which are not included within the Wastewater Asset Management Plan. The Council owned and provided facilities are Balfour, Browns, Edendale/Wyndham, Gorge Road, Lumsden, Manapouri, Monowai, Nightcaps, Ohai, Riversdale, Riverton, Stewart Island (Oban), Te Anau, Tokanui, Tuatapere, Wallace (Otautau), Wallacetown and Winton. Council s schemes are operated and maintained by Downer with all capital work planned and programmed by Council s Water and Waste Services Department. What We Aim to Achieve Council s Levels of Service (LOS), performance measures and targets are illustrated in Table 1. Over the next 10 years, Council s intention is generally to maintain improve the level of performance by: reducing the number of overflow incidents; and improving the quality of wastewater effluent discharges and the level of compliance with consent conditions. Level of Service Performance Measure Performance Results Targets Sewerage is managed to reduce the risk to public health. Minimise effects on the environment. Prompt response to requests for service. Prompt resolution to requests for service. Provide a reliable wastewater service. Wastewater service is managed cost effectively Number of overflow incidents effecting private property caused by council networks Percentage of effluent tests which comply with relevant resource consent conditions. Less than 5 confirmed incidents per year about odour from sewerage reticulation and treatment systems throughout the District. Number of overflows effecting the environment. Respond to customer requests within time set for type of problem. Resolve customer requests within time set for type of problem.³ Issue decision on application for connection within 10 days of application. Percentage of customers satisfied with the service. All schemes are managed within 10% of annual budget 07/08 08/09 09/10 10/11 12/ Less Less than than % 93% 84% 85% 100% 100% New Measure Less than 5 Less than 5 New Measure Less than 5 Less than 5 42% 77% 80% 90% >90% >90% New Measure >90% >90% New Measure 100% 100% 93% 94% Not Meas ured 94% >90% >90% New Measure Draft Asset Management Plan - Wastewater Page 1 r/14/6/

6 Level of Service Performance Measure Performance Results Targets Maintenance of wastewater service is effective Number of periodic maintenance works New Measure 80% 80% that are ordered compared to completed work orders Table 1: Wastewater Performance Management Framework Note: Performance measures shown in bold are those that will be monitored and reported through the LTP and Annual Plan process. Managing Future Demand Demand for wastewater services due to population growth is not expected to change significantly over the plan period. Continued steady growth in townships such as Te Anau, Riverton and Winton is expected however at current rates it is anticipated that current infrastructure will be capable of dealing with this growth. As a result capital expenditure has been deferred to the final years of the Council Long Term Plan Demand projects included within previous Asset Management Plans and Long Term Council Community Plans have been deferred as a result of slower than previously anticipated growth in these catchments. Demand projects are funded via development contributions and do not impact on rates. A demand project has been identified for the Te Anau scheme but this has been deferred until the final years of the plan. Lifecycle Asset Management Table 2 presents an overview of the Council-owned wastewater schemes in the District. Scheme Installed (date) Number of Connection s Overall Condition Overall Performanc e Comments Balfour Ageing reticulation, renewal peak expected Browns Significant compliance issues relating to plant performance to be addressed 11/12. Edendale/ Wyndham New plant - no issues. Gorge Road Biofilter cleaning programme required to improve performance. Rising main needs renewal. Lumsden New plant - performing well. Ageing reticulation, renewal peak expected Manapouri Growth pressures are driving a review of treatment and disposal options. Monowai Possible replacement of disposal field. Nightcaps Increasing blockages indicate ageing reticulation. Consent renewal due Ohai Reticulation near end of asset life. Treatment plant and pump station not performing well. Otautau High levels of infiltration. Issues with irrigation field performance. Riversdale Significant infiltration issues. Resource consent renewal required May require alternative disposal route. Poor wetland performance. Riverton Infiltration issues, renewals required. Consent renewal Stewart Island/Oban Pump and electrical renewals required. Te Anau Consent renewal required 2014, major treatment and disposal work expected to be required. Some reticulation in poor condition. Electrical upgrades Draft Asset Management Plan - Wastewater Page 2 r/14/6/

7 Scheme Installed (date) Number of Connection s Overall Condition Overall Performanc e Comments required. Tokanui Consent renewal required 2014, upgrades to treatment and disposal may be required. Ageing reticulation. Tuatapere Performing well. Wallacetown Performing well. Winton Significant treatment plant performance issues to be addressed in staged project starting 11/12. Ageing renewals, reticulation peak expected Table 2: Wastewater Scheme Overview To achieve Council s intentions, the general asset management strategy is to: Maintain the assets to a level fit for purpose; Work with Council contractors and governance bodies to identify capital or maintenance requirements. Ensure that the asset management requirements (operational and capital) are appropriately funded, prioritised and scheduled. Develop and refine renewal strategies, based on age, condition and best available local knowledge. Ensure resource consent conditions are met. Longer term, consideration will need to be given the management of some schemes as they reach the end of their asset lives and begin to require significant capital expenditure. As a consequence Council is considering a move from local funding of these schemes to district wide funding by a single targeted rate for those connected or able to be connected. This proposal is in response to concerns over the long term sustainability of some schemes. Based on Hansen asset life data water renewals in the next 10 years average less than $0.5m per year, however a number of additional water renewals projects have been identified by Water and Waste Staff and contractors based on local knowledge of known problem area. All renewals will be subject to future condition assessments prior to any work being undertaken. Draft Asset Management Plan - Wastewater Page 3 r/14/6/

8 Figure 1: Long Term Renewal Forecasts Financial Summary Operations and maintenance expenditure (OPEX) on this activity has increased for this activity from $0.8M to $1.9M over the last five years, largely as a result of inflation and the introduction of a new O&M Contract in 2010, and new schemes becoming operational (including Tuatapere, Wallacetown and Stewart Island). Capital expenditure (CAPEX) over the same period has been around $22M - predominantly LOS expenditure driven by the availability of Ministry of Health Funding for new sewerage schemes and scheme improvements. Future operational costs are forecast to increase to $3.5M over the 10 year period principally as a result of inflation, but also due to additional operational and maintenance costs associated with scheme upgrades, and repayment of loans that have been taken out to fund capital projects.. Total capital cost across all schemes is forecast to be approximately $40M in total. Significant expenditure is planned in Te Anau as a requirement to upgrade the scheme by 2014 when the resource consent expires. Significant demand expenditure in a number of towns has been deferred to 2021/22 and will be further deferred if demand still does not exist at that time. Further information on planned capital work is included within the individual scheme AMPs in Appendix A. The timing of renewals and LoS projects but may change depending on the outcome of additional condition assessments or further investigation work. Previously schemes were funded via a local rate, however a proposal to fund community wastewater and water supplies via District rating was consulted on as part of the 2012 Long Term Plan, and was adopted by Council as part of the LTP. The proposal covers community supplies and includes clubbing all future operational and capital costs. Construction of new schemes however will continue to be funded locally, however once built all future costs will be included within the District-wide rate. It is believed that this move will help secure the longer term future of a number of these schemes. Draft Asset Management Plan - Wastewater Page 4 r/14/6/

9 In addition, Council will be reviewing its approach to funding new schemes, partly driven by a change to Government subsidies. This will be done following a review the Water and Sanitary Services Assessments to assess the public health impacts of areas without reticulation and potential options to address issues. This has been identified as a specific improvement in the improvement plan section of this document. Figure 2: 10 Year Financial Forecasts Figure 3: 10 Year CAPEX Forecasts Draft Asset Management Plan - Wastewater Page 5 r/14/6/

10 Table 3: 10 Year Financial Forecasts Draft Asset Management Plan - Wastewater Page 6 r/14/6/

11 1. Introduction 1.1 Purpose of this Plan The purpose of this plan is to document the SDC (Council) asset management practices and achieve an optimised lifecycle strategy for wastewater infrastructure for the next 20 years. This is a long term planning document. It represents the aspirations of SDC and will be reviewed every three years. The budgets and timeframes provided in this plan will be recommended to the Council for adoption through the Long Term Council Plan (LTP) and Annual Plan process. 1.2 Objectives of the Wastewater Activity The wastewater activity in Southland District (SDC) is focused on the achievement of the following objective: To provide an effective, environmentally friendly sewage disposal system with odour control. The standard to which this objective will be delivered is outlined by the LOS detailed in Section An Overview of the Activity Urban Areas Serviced by Public Wastewater System Eighteen towns within the District are reticulated with SDC owned and maintained sewerage infrastructure, see Figure 1 for localities. These public wastewater systems are intended to carry out two main functions: The collection, treatment and disposal of wastewater from residential properties, business properties and from public sanitary facilities in Southland District. The collection, treatment and disposal of industrial liquid wastes (often known as trade wastes) from industry in the District. The local wastewater reticulation to which each serviced property is connected consists of an extensive network of relatively small diameter pipes (mostly 150 mm) which discharge into a system of trunk sewers of larger sizes (ranging up to 525 mm in diameter). The trunk sewers convey wastewater to treatment plants, which use a range of processes including screening, sedimentation (settlement of suspended material), biological stabilisation of the organic material in the wastewater and disinfection using ultra violet light to deactivate micro-organisms (typically bacteria and viruses) in the effluent. Treated effluent is typically discharged into the environment as directed by individual resource consents administered by Environment Southland (ES) Rural Areas and Isolated Towns The Southland District is predominantly a rural area. Properties in rural areas and small isolated towns usually have private individual wastewater disposal systems which generally comprise conventional septic tanks with soak holes or on-site effluent disposal fields. It is not usually practical to provide a reticulated wastewater service in rural areas because of the lengths of the networks required and the inability to spread the cost of the infrastructure required (pipes, pumps, treatment facilities, operation and maintenance, management) across a sufficient number of consumers. Reticulated wastewater systems are provided when the land use in these areas change or they are developed for normal residential housing with sections too small to provide adequate on-site treatment, or where there is public health or environmental risks associated with current private sewage disposal facilities. This Activity Plan does not cover private wastewater systems. Draft Asset Management Plan - Wastewater Page 7 r/14/6/

12 Figure 1-1: Council Wastewater Schemes Draft Asset Management Plan - Wastewater Page 8 r/14/6/

13 1.4 Asset Management Responsibilities The assets covered in this plan are the responsibility of the Council s Water and Waste Services Department (WWS) under the strategic direction of Council, the Executive Team and Community Boards. Asset management responsibilities are covered in detail in Council s AM Policy Service delivery is provided as follows: Operation and maintenance (O&M) is delivered by Downers. Capital works design and procurement is provided by WWS and engineering consultants. 1.5 Plan Limitations Status of the AMP A status review of all AMPs for services provided by the Water and Waste Services Department was carried out in The review found that the plans were meeting the core status with some areas moving towards advanced. In updating this AMP the results of the 2007 review were taken into account. It is anticipated that over the course of implementing the projects and programmes in this AMP, significant progress will be made towards the advanced status in some of the larger townships in the District Limitations of the AMP This AMP attempts to address all wastewater asset management issues in the District. It is a living document which will undergo a formal review every three years to make amendments to reflect changes in LOS, demand projections, risk profile, lifecycle information, or financial information. This AMP has been developed with the following key limitations: Projects have been identified and scheduled based on the best information available at the time. Budgets for these projects have been assessed based on the best information available at the time. Projects towards the end of the 10 year period are flags that work are likely to be needed but it is very much at the concept phase. Options and detailed estimates will be carried out closer to the time. The completion of projects is limited to resourcing of both SDC staff and external engineering support. 1.6 Plan Framework AM Planning Framework, Council Policy and planning document Council Outcome and Objectives District forecasts population, economic, tourism, land-use AM Policy AM goals, responsibilities Risk Management Framework. Corporate Reference Information Introduction Plan Purpose, Activity objectives, Activity Overview The Levels of Service Delivered Future Demand Lifecycle Strategies (District- Wide) Financial Forecasts (Activity- Wide summaries) AM Improvement Plan Wastewater Activity Management Plan For each area, a summary of the: Assets/services (what we have) Asset condition/performance Issues and Risks Proposed strategies and works programmes Budget forecasts Appendix: Area- Specific Plans Figure 1-2: Plan Framework Draft Asset Management Plan - Wastewater Page 9 r/14/6/

14 2. The Levels of Service We Deliver Sections outline why the Council is involved in the activity and the key drivers for levels of service; including customer expectations, legislative/regulatory requirements and Council outcomes. Section 2.5 then details what level of service will be provided and the performance measures and targets which will be used to monitor performance. 2.1 Reason for Providing a Service Council provides wastewater networks to maintain public health by preventing spread of disease, to reduce the effects of wastewater discharges into the environment in a cost effective manner. 2.2 Strategic and Corporate Goals Council has adopted a set of community outcomes that it is working towards which aim to promote the social, economic, environmental, and cultural wellbeing of the District in the present and for the future. These community outcomes are detailed in the Council s Corporate Activity Plan. The table below details how the wastewater contributes to these outcomes. Council Outcomes Activity Contribution Level of service Supporting our Communities We want Southland s communities to be desirable places to live, grow up, work, run a business, raise a family and enjoy a safe and satisfying life. The health and safety of urban built areas is strongly influenced by the sanitary systems available and the reliability of those services - without which public health may be at risk. Sewerage is managed to reduce the risk to public health. Provide a reliable wastewater service. Making the most of our Resources We want to be good custodians of the environment to ensure that people living here now and in the future can sustain themselves and that the natural beauty of Southland is retained. Being an effective Council Council will be prudent, innovative and be an enabler for its communities. Wastewater collection, treatment and disposal helps to protect public health by providing a sanitary service which helps to prevent the spread of disease and odours. Through treatment, disposal and ongoing monitoring, the activity also works towards improving ground water quality as well as the quality of water in streams, rivers and coastal areas, which may be used for recreation gathering. Utilising culturally sensitive methods of disposal is also an important part of the activity. The potential for growth of an area is strongly linked to the availability of reticulated sewerage. Without such systems in place, there is a limit to the level of residential, industrial and commercial development which can be accommodated. By providing a wastewater service which meets the needs of businesses and industry at the lowest sustainable cost, the activity contributes towards building a strong economy in the district. Table 2-1: Activity Contribution to Council Outcomes Minimise the effects of wastewater treatment and disposal on the receiving environment. Prompt response to requests for service. Prompt resolution to requests for service. Wastewater service is managed cost effectively Maintenance of wastewater service is effective Draft Asset Management Plan - Wastewater Page 10 r/14/6/

15 2.3 Customer Expectations In providing services it is important to understand what the customer using the service expects and if those expectations may change. The table below details the key customer groups, their expectations and any issues that this raises for the activity. There is an increasing public awareness of environmental issues and intolerance of pollution. This is reflected in increasingly stringent discharge consents imposed for the quality effluent from the sewage treatment plants, including requirements for land disposal. Customer Stakeholder Group Residents/Trade Waste Users. Guardians of Lakes Manapouri, Monowai and Te Anau. Environment Southland. How we understand their requirements Resident survey. Monitoring complaints. Requests for services. Monthly meetings. Opportunities to comment on AMPs. Specific Interests Wastewater disposal away from properties in an efficient manner. Wastewater does not discharge into the lakes. Wastewater discharges do not cause environmental deterioration. Expectations and Key Issues For there to be no overflows, odours or contaminations. Wastewater systems are cost efficient. No overflows or discharges from nearby pipes. New discharge consent standards likely to be more stringent with respect to overflow standards, effluent quality meet consent requirements. Public Health South. Consultation over the content of Water Services Assessments. Public health. Overflows or discharges do not contaminate public water supplies. Iwi. Alliance Group Limited. Regular meetings with representatives from Te Ao Mārama Incorporated. Contract Agreement. Discharges of water go to land. Wallacetown discharge does not compromise the consent and payments are made on time. Table 2-2: Customer Expectations Wastewater is discharged to land to stop contamination of water. Wastewater discharges are kept to consent conditions. 2.4 Planning Framework Legislation, regulation and Council s existing strategies and policies mandate influence some of the LOS and performance targets we set, as illustrated in the table below for the Wastewater activity. A full description of the Council policy and planning framework impacting AMPs is included in the Corporate Activity Plan. Draft Asset Management Plan - Wastewater Page 11 r/14/6/

16 Below is a list of legislation and regulations that have an impact on the wastewater asset. Legislation / Regulation Local Government Act 2002 Regional Policy Statement 1997 Regional Water Plan for Southland 2008 Regional Coastal Plan for Southland 2007 Regional Effluent Land Application Plan for Southland District Plan 2001 Long Term Plan Annual Plans Utilities Access Amended Act 2010 Subdivision and Land Development Standards Bylaw 2005 Trade Waste Bylaw 2008 Wastewater Drainage Bylaw 2008 NZ Water Industry National Asset Grading Standards Pipe Inspection Manual Hazardous Substances and New How it affects levels of service and performance standards. Provisions for public ownership and control of public wastewater services. Requirement to make Wastewater Assessments Development contributions. This documents purpose in relation to wastewater is to ensure the quality of water and the environment is not contaminated by wastewater discharges. It aims to provide for current and future generations while aiming to improve the quality of the environment. The purpose of this plan is to promote the sustainable management of Southland s rivers, lakes, groundwater and wetland resources. The plan is aimed at enabling the use and development of fresh water where this can be undertaken in a sustainable way, providing a framework for activities such as discharges to water. Fundamental principles in the management of the CMA are set out and then sections of the plan deal with wastewater discharges that have a range of environmental, social and cultural effects. Document outlining the issues and associated policies to better manage the application of effluent and sludge onto land. Sets out the Council s resource management strategy, including how the Council will control the effects of wastewater discharges to ensure that the adverse effects on the environment are avoided. Summarises the key components of the Wastewater Activity Management Plan - rationale for delivery of the activity, any negative impacts of the activity on the well-being of the community, asset management information and information on intended levels of service provision, associated expenses and revenue sources. Sets out 10 Year forecasts of revenue and expenditure. Details amount of capital expenditure related to replacing existing assets, improving levels of service and meeting additional demand. Must also note and explain any significant variation from the latest assessment of water and sanitary services or waste management plan. Also sets the annual work programme for the first year and the amount of rates to be collected for the wastewater activity. Identifies the annual works and financial programmes for the years between the LTP cycle, including the amount of rates to be collected for the wastewater activity. Also identifies any changes from the LTP for the year. The purpose of the Code is to enable access by utility operators to transport corridors to be managed in a way that disruptions to roads by wastewater pipe installations are kept to a minimum while maintaining safety and maximising the benefits to the public. Specifies Council s minimum requirements for subdivision and land development while promoting sustainable development. Requires persons on trade premises to apply for a permit to discharge to the sewer network and allows conditions to be placed on the wastewater parameters before discharge. Requires all persons to make application before connecting to the wastewater network and outlines conditions for accepting wastewater. Provides guidelines on asset grading. Provides guidelines on pipe asset grading. The purpose of this Act is to protect the environment, and the health and safety of people and communities, by preventing or managing the adverse Draft Asset Management Plan - Wastewater Page 12 r/14/6/

17 Legislation / Regulation Organisms Act 1996 Health and Safety in Employment Act Resource Management Act 1991 How it affects levels of service and performance standards. effects of hazardous substances and new organisms. Sets requirements for managing health and safety in workplaces. Promotes the sustainable management of natural and physical resources. Regulates land use and subdivisional activity. Regulates discharges to land, air and water. Recognises the principles of the Treaty of Waitangi. Compliance with district and regional plans. Table 2-3: Regulatory and Planning Framework. 2.5 Levels of Service, Performance Measures and Targets LOS, performance measures and targets form the performance framework for the activity detailing what the Council will provide, and to what level or standard: LOS are the outputs that are expected to be generated by the activity. They demonstrate the value being provided to the community or reflect how the public use or experience the service. Performance measures are quantifiable means for determining whether a LOS has been delivered and are generally broken into customer measures (which focus on how the public uses or experiences the service) or technical measures (which tend to be used internally to track performance or measure what the organisation does). Performance targets are the desired levels of performance against the performance measures. The table below details the LOS, performance measures and performance targets for the activity. The ones shown in bold will be used in the LTP (generally customer measures). The LOS have been chosen to ensure that wastewater meets all obligations, whether legal or public. The measures will guarantee that if any problems do occur there is a minimum response time and that the action will be to a suitable standard. The main points covered in the LOS below are: Prevention of disease by good quality network management. Promote the environment by using sustainable services. Provide a reliable, efficient wastewater service. LOS improvements are sought in two key areas: Reduction in wastewater overflows from the system. Improvement in compliance with effluent discharge conditions. Council proposes to achieve these improvements by: Undertaking a programme of infiltration studies in areas where there are known issues. Liaison with key stakeholders during the development of operational and capital improvement plans to improve the quality of our effluent discharges. Draft Asset Management Plan - Wastewater Page 13 r/14/6/

18 Level of Service Sewerage is managed to reduce the risk to public health. Minimise effects on the environment. Prompt response to requests for service. Prompt resolution to requests for service. Provide a reliable wastewater Performance Measure Number of overflow incidents effecting private property caused by Council networks Percentage of effluent tests which comply with relevant resource consent conditions.¹ Less than five confirmed incidents per year about odour from sewerage reticulation and treatment systems throughout the District. Number of overflows effecting the environment. Respond to customer requests within time set for type of problem.² Resolve customer requests within time set for type of problem.³ Issue decision on application for connection within 10 days of application. Percentage of customers satisfied Performance Results Performance Targets Measurement Procedure 10/11 11/12 12/13 13/14 14/15 15/16 16/ Less than 20 Less than 20 Less than 20 Less than 20 Report from Hansen (work order) 85% 89% 89% 89% 100% 100% 100% 100% SCADA records and physical monitoring results. 94% Not Measured Less than 5 Less than 5 Less than 5 Less than 5 Less than 5 Less than 5 Less than 5 Less than 5 Report from Hansen (odour complaints). Report from Hansen (work order) >90% >90% >90% >90% Report from Hansen (work orders). 100% 100% >90% >90% >90% >90% Report from Hansen (work orders). Not Measured 100% 100% 100% 100% Report from in Pathway. 94% >90% >90% >90% >90% Survey - Resident Draft Asset Management Plan - Wastewater Page 14 r/14/6/

19 service. Wastewater service is managed cost effectively Maintenance of wastewater service is effective with the service. All schemes are managed within 10% of annual budget Number of periodic maintenance works that are ordered compared to completed work orders The target is an average for all sewerage schemes where the quality of effluent is monitored. Response time is one hour for all problems. Response means someone will contact customer either by phone or visit to the property. Resolve time is six hours for all problems which does not include the one hour response time. Table 2-4: Performance Management Framework Report from in TRIM (financial reports) 80% 80% 80% 80% Report from Hansen Draft Asset Management Plan - Wastewater Page 15 r/14/6/

20 3. Managing Future Demand This section describes how the demand for Wastewater is likely to change over the period of the plan, the impact any changes are likely to have and whether the Council is planning to make any changes to the activity as a result. 3.1 Predicting Future Demand for the Service Council has prepared corporate wide assumptions/projections for growth drivers (population, land use, dwellings, and tourism) which have been used as the basis for assessing future demand for the service. These projections are detailed in the Corporate LTP and AM Reference Document. Demand Driver Impact on Future Demand Population Expect wastewater volumes to increase in proportion to population and in areas of new sub development. Stock Trucks Expect stock truck effluent to increase due to increase in dump sites. Land Changes Expect wastewater volumes to increase in proportion to the amount of subdivisions created. Water consumption trends With the exception of water used for irrigation and unaccounted for water, most water supplied by the SDC water supply systems are subsequently discharged into the wastewater reticulation. Network condition Expect wastewater volumes to increase in areas where there is an ageing network, and/or high levels of groundwater which can have an effect on levels of infiltration. Stormwater cross Expect wastewater volumes to increase in areas where there connections are unknown stormwater cross connections during times of heavy rainfall. Table 3-1: Demand Drivers, Wastewater The information in the Corporate Activity Plan suggests that: Population will increase by 11% over 20 years The amount of land used for dairy farming is projected to rise from about 154,000 ha in 2010 to 302,000 ha in 2031 due to the ongoing conversion of sheep and beef (pastoral) farms to dairy. The number of tourism visits to Southland is expected to increase from around $2.2M in 2006, to $3M in 2021 and reach $3.5M by As a result of this, we expect demand for the service will remain mostly the same. Growth in Te Anau and Riverton, Winton, Oban and Manapouri may need extensions to the wastewater reticulation to service new subdivisions, although at present the rate of development across the District has slowed down in response to current economic conditions so the timing of this is uncertain and is likely to extend beyond the current 10 year window covered in the Long Term Plan Asset and Service Implications Urban growth and peak growth will require upgrades to the wastewater pumping and storage infrastructure to service new residential subdivisions and, in some cases, upgrading the capacity of existing pipes. However, with the exception of Te Anau, scheme capacities are expected to cater for 10 year demand. Where necessary there may to be some extensions to the wastewater reticulation to service new subdivisions, which would be funded by development/financial contributions Draft Asset Management Plan - Wastewater Page 16 r/14/6/

21 Stock truck effluent dump sites and motor home dump stations could cause issues with overloading in both nutrient/pathogen levels and flow for local pump stations and treatment plants. At present none of Council s schemes are significantly impacted on by either. Prior plans identified potential growth in Stewart Island (Oban), Riverton and Winton which could require investment. The expenditure is still included within 10 year plans but has been deferred to the latter years and will either continue to be deferred, or removed if the demand does not materialise. 3.3 Demand Management Strategies SDC uses the following strategies to manage demand: Property Inspections SDC have historically carried out inspections of properties where volume in the sewers increase dramatically during rain events. Owners of properties that are found to have downpipes connected to gully traps are sent letters instructing them to redirect stormwater out of the sewer. Tradewaste Septic Tank cleaning businesses have access to discharge into treatment plants located within the larger communities (i.e. Riverton, Te Anau, Winton). This is so that small treatment systems are not overwhelmed by the concentrated discharge. Council proposes to: Review and enforce (where appropriate) the Trade Waste Bylaw to control the discharge of industrial effluents to the wastewater networks. (Trade waste does not form a significant proportion of the waste stream in the majority of Council s schemes). Apply Trade Waste discharge charges. Public Education Although there is no formal education programme, W&WS publish articles on a regular basis in the Council s First Edition quarterly newsletter. The newsletter is steps they can consider to reduce water consumption. Important local issues are also advised through the respective Community Board, Water Supply Committee, or Community Development Area as appropriate. CCTV Inspections Close Circuit Television is used to help us identify the cause of blockages. CCTV inspections are crucial when there are problems in drains. Drains block for many reasons and it is essential to really see the problem before taking the next step. CCTV is carried out in areas where there are suspected high levels of infiltration, and also prior to upcoming renewals work to help target expenditure to those areas where it is required the most. Inflow/Infiltration It is estimated from variations in flows through the treatment plant and pump stations that stormwater inflow and groundwater infiltration makes up a significant amount of total wastewater volumes in the following sewerage systems: Balfour Otautau Lumsden Riversdale Manapouri Winton Ohai Schemes that also suffer from infiltration/inflow but not to the same extent are: Oban Te Anau Tokanui Draft Asset Management Plan - Wastewater Page 17 r/14/6/

22 Further CCTV work and infiltration studies and condition assessments will be carried out across a number of communities where it is known that infiltration forms a significant portion of the base flow. Identified renewals expenditure within the 10 year period will be targeted on areas where identified by studies and via information supplied by Council s Operations and Maintenance contractor. 3.4 Asset Upgrades to meet Demand Over the past four years SDC has taken advantage of the Ministry of Health s Sanitary Works Subsidy Scheme (SWSS) to gain maximum funding assistance (50%) for a scheme extension on Stewart Island and new schemes in Gorge Road, Wallacetown, and Tuatapere. Council is currently commissioning its final schemes under SWSS in Edendale and Wyndham. With the removal of the subsidy scheme it is not anticipated that any new schemes will be constructed within the upcoming 10 year period. Draft Asset Management Plan - Wastewater Page 18 r/14/6/

23 4. District-wide Asset Management Strategies 4.1 Overview of the Wastewater Assets Asset Value and Depreciation The scheme values and depreciation information below is from the 2013/14 valuation. The following assumptions have been made in the preparation of the 2010/11 valuation. 1. That all asset data has been reviewed and updated. 2. That all valuations are based on the Modern Equivalent Replacement Cost (MERC) basis. 3. Where new technology is available or where present assets do not require full replacement, adjustments have been made. 4. That sewer gravity main and rising main rates have been based on recent and extensive sewer contracts in the Southland District. 5. That sewer laterals have been included in the valuation. 6. The asset lives have been reviewed. Asset Component Replacement Cost Depreciated Asset Annual Value Depreciation Balfour 1,135, ,042 18,465 Browns 407, ,405 10,144 Edendale/Wyndham 9,707,874 9,152, ,987 Gorge Road 832, ,002 16,100 Lumsden 4,538,400 2,199,368 75,585 Manapouri 4,148,852 1,929,029 64,716 Monowai 214, ,466 2,836 Nightcaps/Wairio 2,873,068 1,903,160 37,723 Oban 14,298,922 11,210, ,782 Ohai 3,511, ,498 51,653 Otautau 6,449,493 4,799,115 99,736 Riversdale 2,991,197 1,377,488 46,265 Riverton 16,935,769 10,297, ,072 Te Anau 24,766,567 16,056, ,014 Tokanui 1,003, ,152 16,799 Tuatapere 5,826,992 5,252,723 92,925 Wallacetown 4,048,328 3,702,518 48,363 Winton 11,188,337 3,872, ,593 Total $114,877,041 $74,281,735 $1,756, Asset Condition and Performance Table 4-1: Wastewater Scheme Valuations The condition of the schemes have been rated using the condition and performance table presented in Appendix A. A summary of scheme condition is presented in Table 4-2. Condition monitoring of pipes is carried out on sewer pipes and rising mains prior to upcoming renewals to help target expenditure. Mechanical assets are serviced in accordance with the manufacturer s specifications checked for wear. Pumps also undergo an annual drawdown test to monitor efficiency. This is built into the Operations and Maintenance contractors work schedules in Hansen. Draft Asset Management Plan - Wastewater Page 19 r/14/6/

24 The condition grade of any asset on which work is carried out is expected to be provided by the contractor to the Council for recording in Hansen on completion. CCTV inspections are established as a project in Hansen with condition grades being recorded against the project group rather than the asset. Currently it is not possible to view the condition of a network based on CCTV footage. All work orders carried out are also recorded on GIS. Thermatic layers are used to identify areas with high levels of excessive reactive maintenance. This information will be used to plan and prioritise capital expenditure for renewals. Performance monitoring is carried out in association with AM Plan updates and not recorded in Hansen. Scheme Installed (date) Number of Connection s Overall Condition Overall Performanc e Comments Balfour Aging reticulation, renewal peak expected Browns Significant compliance issues relating to plant performance to be addressed 2011/12. Edendale/ New plant - no issues. Wyndham Gorge Road Biofilter cleaning programme required to improve performance. Rising main needs renewal. Lumsden New plant - performing well. Aging reticulation, renewal peak expected Manapouri Growth pressures are driving a review of treatment and disposal options. Monowai Possible replacement of disposal field. Nightcaps Increasing blockages indicate aging reticulation. Consent renewal due Ohai Reticulation near end of asset life. Treatment plant and pump station not performing well. Otautau High levels of infiltration. Issues with irrigation field performance. Riversdale Significant infiltration issues. Resource consent renewal required May require alternative disposal route. Poor wetland performance. Riverton Infiltration issues, renewals required. Consent renewal Stewart Pump and electrical renewals required. Island/Oban Te Anau Consent renewal required 2014, major treatment and disposal work expected to be required. Some reticulation in poor condition. Electrical upgrades required. Tokanui Consent renewal required 2014, upgrades to treatment and disposal may be required. Aging reticulation. Tuatapere Performing well. Wallacetown Performing well. Winton Significant treatment plant performance issues to be addressed in staged project starting 2011/12. Aging renewals, reticulation peak expected Table 4-2: Wastewater Scheme Overview Draft Asset Management Plan - Wastewater Page 20 r/14/6/

25 4.1.3 Data Source and Confidence Activity Asset Description Current Reliability Rating Reliable Comments Description data is available in Hansen and will be reviewed and updated as further information is received following the introduction of the O&M contract. Valuation Reliable Annual valuation now undertaken. As part of the review process we are considering what opportunities are available to refine the valuations process so that more scheme specific information could be utilised, rather than generic information. For example where it is known that the asset life of asbestos cement pipes is adversely affected by ground conditions the valuation process will be altered to reflect this. Condition and Performance Financial Forecasts Reliable Reliable Condition and performance is currently assessed through review of data in Hansen relating to planned and reactive maintenance activities. We also rely on local operator knowledge and experience. In addition water quality data is sampled in accordance with ES resource consent requirements and data is stored in TRIM and reported on in Council s quarterly report. Currently estimates have been made based on current market rates, annual asset valuations and direct enquiries. Projects within the first three years should be expected to have an uncertainty of up to +/- 20% with projects in the outer years up to +/- 50%. Currently no capital work will be carried out without the permission of the local CB/CDA/WSC. As part of the current plan review an assessment of funding options will be carried out to address issues of sustainability and affordability especially of a number of smaller schemes. Table 4-3: Data Source and Confidence 4.2 Operating and Maintaining the Assets The purpose of this section is to outline the broad operations and maintenance philosophies for the assets, understand any underlying issues and trends, and set the basis for the O&M financial forecasts. The operation of collection, treatment and disposal assets includes a limited amount of CCTV inspections, sewer flow monitoring activities, and day-to-day running of plant such as pump stations and treatment plants. Details of each facility are located in the Downer Operations and Maintenance Manuals which are developed for each site. These are maintained by Downer and located at its offices in Invercargill. Maintenance is the day to day work needed to keep assets operating at required service levels, and falls into two broad categories: Scheduled (Proactive) Maintenance: Proactive inspection and maintenance works planned to prevent asset failure. Unplanned (Reactive) Maintenance: Reactive action to correct asset malfunctions and failures on an as required basis (i.e. emergency repairs). There are also a number of services are delivered from other Council units: Information Management Department provides assistance with asset management information systems, plans and mapping. Rates Department provides assistance with rates collection and trade waste billing. Draft Asset Management Plan - Wastewater Page 21 r/14/6/

26 The contractors' procedures are accepted as the default best practice O&M practices (in the absence of other info). The purpose of the maintenance is to keep councils assets at the agreed condition. The agreed condition follows an audit of all above ground assets at the beginning of the O&M contract carried out jointly by Water and Waste and the Operations and Maintenance contractor Service Delivery SDC implement performance based contracts to achieve defined service standards for the operation and maintenance of the wastewater system, and undertake monthly audit procedures for monitoring contractor performance and controlling the quality of data (work activity, financial, attribute and spatial data) and physical works. Council has for the last 12 years contracted out the operation and maintenance requirements of the water and waste water utilities of the District. The objectives of this Contract are to ensure that: The Principal s drinking water, rural water and wastewater systems comprising the Contract Facilities are managed and operate in compliance with the requirements of Resource Consents and the New Zealand Drinking Water Standards as appropriate. The Levels of Service and Key Performance Indicator target levels contained in the Activity Management Plans and the Contract are achieved. The condition of the Principal s drinking water, rural water and wastewater assets comprising the Contract Facilities is maintained as specified in the Contract throughout the Contract term. The operation and maintenance of the Principal s drinking water, rural water and wastewater services comprising the Contract Facilities are delivered safely and in a cost effective manner. Drinking water, rural water and wastewater services are provided reliably in the District. Requests for Service and incidents are responded to and resolved promptly. In principle the district is considered as a whole. Levels of service and responsiveness have been established that are achievable across the district and the contract pricing is designed to smooth the small differences in costs that may occur from town to town Operations and Maintenance Forecasts Operations and maintenance costs have increased from $794K to $1853K principally for the following reasons. Operations and maintenance costs associated with the new schemes constructed with the aid of subsidy funding ie Wallacetown, Tuatapere Edendale Wyndham and the extension to the scheme on Stewart Island. (This also explains the increase in depreciation over the same period). Inflation. Introduction of new Operations and Maintenance contract in Draft Asset Management Plan - Wastewater Page 22 r/14/6/

27 Cumulative Annual Total (000's) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Wastewater Expenditure $1,285 $1,253 $1,075 $721 $963 $511 $567 $845 $371 $441 $423 $520 $909 $1,054 $1, / / / / /2011 Figure 4-1: Historical Expenditure, Wastewater Operations Depn R & M Opex Future operational costs are forecast to increase from $3.8M to $5.5M over the 10 year period before falling back to $3.5M principally as a result of inflation, but also due to additional operational and maintenance costs associated with scheme upgrades and the repayment of loans taken out to fund capital projects Performance Monitoring Systems Council operates a Hansen asset management system. This computer software records all incidents of repairs done to the water and waste water assets in the district. The types of work (water leaks for instance) can then be compared to previous years. The following applications are utilised by WWS to monitor the performance of asset systems and achievement of service standards, manage risks, and support asset management decisionmaking: Hansen IMS, NAG, and Crystal Reporting Information is stored against each asset in a Hansen IMS database including: Work Orders (WO) and maintenance records (asset failure and developing an expenditure history) Customer Service (water supply and wastewater) (SR) Condition reports (recorded by operation and maintenance contractor, critical assets are routinely inspected visually and using CCTV) System performance monitoring (flooding, etc.) Facility/equipment parameters Estimated design life Valuation information Any operator comments The O&M contractor have live access to Hansen. Their performance is monitored in real-time by NAG and monthly using Crystal reports to interrogate SR and WO response and resolution times. Other information stored in scheme working folders or SDC s electronic document management system (TRIM Context) includes: Flow monitoring and network modelling Demand forecasts. Draft Asset Management Plan - Wastewater Page 23 r/14/6/

28 Existing asset information has been transferred from hard copy records and supplemented with specific capture projects over the last few years. The asset register is now believed to be 90% complete. An internal audit for accuracy has not yet been carried out. Condition reports (critical assets are routinely inspected visually and using CCTV). Maintenance records (asset failure and expenditure history). Water quality monitoring at various sites (undertaken by Environment Southland). Request for service records. Demand forecasts. WebMap (GIS) Council operates Intergraph s Geomedia. The GIS is currently linked to Pathways and Hansen. Draft Asset Management Plan - Wastewater Page 24 r/14/6/

29 Table 4-4: 10 Year Operational Costs Draft Asset Management Plan - Wastewater Page 25 r/14/6/

30 SCADA Every water and wastewater facility is equipped with telemetry. Station RTU s transmit data either on a change in state or on a 60 minute polling rate to the base-station at the SDC Invercargill. There are two SCADA systems in operation running on two dedicated computers: Datran system: QTech software (Datran RTU) was installed in the In 2004 SDC were becoming frustrated with the poor service and lack of prompt supply of Datran parts and made enquiries into an alternative SCADA system. Kingfisher system: Citect software (Kingfisher RTU) was installed as part of the Stewart Island Wastewater Upgrade and is now being installed in all new stations. All radio traffic from the mainland is received to the SDC base-station via the Mid-Dome repeater site leased from Jackson & Wills Ltd. Traffic from Stewart Island is received via the SDC owned Peterson s Hill repeater site. The computers manage the information and page any station alarms via the cellular network. Alarms are set to local operators first and escalate if they are not acknowledged. Afterhours alarms are monitored by the Council s Answer Service. Other Applications Hilltop - used for stores and analysing SCADA data Water Information System New Zealand (WINZ) - the national database for storing data for public health services and the Ministry of Health purposes. System critical incidents such as pumping station failures and sewer blockages are particularly noted. Evidence of increasing numbers (trending up) are further analysed to see if the events are extraordinary and higher than would be normally expected and require further investigation and/or capital investment. Costs of operation and maintenance have increased each year for several years. These price increases are partially due to inflation, legislation, and aging assets that require more maintenance to keep going Unplanned (Reactive) Operations and Maintenance Strategy All unplanned maintenance expenditure below $5,000 is covered within the Operations and maintenance Contract. Costs for unplanned maintenance above the $5,000 threshold are covered by the individual schemes. Where repeated breakdowns occur on an asset the contractor, in agreement with Council will replace the asset to reduce both the risk and cost associated with unplanned maintenance Planned (Scheduled) Operations and Maintenance Strategy Council keeps good records of the installation date for all of its assets. This information is stored in Hansen. The information is used to predict the likely replacement date (subject to condition assessment) as utilities wear out. In broad terms, planned or scheduled operations and maintenance schedules are designed to get the longest possible service life while meeting level of service targets and legislative requirements. As time goes by we continue to collect in field information from inspections and condition assessments. This information is used to moderate basic and of life assumptions to get the longest possible life from the utility. In this respect, the contractor has written new operation and maintenance schedules for all above ground plant, the purpose of which is to keep this plant at the highest level of reliability. These maintenance schedules are programmed into the Hansen asset management system and become automatic scheduled maintenance items. The cost of such maintenance is driven by level of service and legislative requirements of the contract. Draft Asset Management Plan - Wastewater Page 26 r/14/6/

31 Condition Assessments In 2010 the new maintenance and operation contract put particular emphasis on collecting operational information from detailed inspection schedules. As new improved information comes to hand, it is added to the Hansen data base so as to allow for better decisions to be made on the (in particular) timeliness of capital expenditure. Treatment Plant Inspections Treatment plants are inspected at intervals that are appropriate to the system criticality of the process going on there. In this respect, pumping stations and sewerage treatment plants are inspected once a week and at times in between when alarms are registered on the SCADA. Currently the Edendale Wyndham sewerage scheme is undergoing commissioning and falls outside the scope of the O&M contract. During the commissioning period the site is visited on a daily basis with Water and Waste and MWH staff directly overseeing the process. CCTV Inspections Close Circuit Television is used to help identify the cause of blockages. CCTV inspections are crucial when there are problems in drains. Drains block for many reasons and it is essential to really see the problem before taking the next step. CCTV is carried out in areas where there are suspected high levels of infiltration, and also prior to upcoming renewals work to help target expenditure to those areas where it is required the most. 4.3 Renewing the Assets Renewal Definition Renewal is the replacement (or rehabilitation) of an existing asset without changing its capacity or LOS beyond the original design Renewal Strategy Assets are considered for renewal as they near the ends of their effective working lives, where the cost of maintenance becomes uneconomical, or when the risk of failure of critical assets is sufficiently high. Renewal decisions are made by Asset Managers based on the performance and condition of existing assets, the economics of renewing the asset, and their assessment of the acceptability of the risk of asset failure. Renewal decisions are supported by the maintenance contractor based on their knowledge of the systems. The theoretical life expectancies and replacement costs of asset components are used for financial projections. Non-performing assets are identified by the monitoring of asset reliability, capacity and efficiency during planned maintenance inspections, operational activity and investigation of customer complaints. Indicators of non-performing assets include: structural failure; repeated asset performance failure; over flows; ineffective and/ or uneconomic operation; insufficient treatment; inefficient energy consumption. Draft Asset Management Plan - Wastewater Page 27 r/14/6/

32 The general renewal strategy is to either replace or rehabilitate assets when justified by: 1. Age and Condition - the age or condition of the asset is or will result in a condition based failure. 2. Asset Performance - when it fails to meet the required LOS. The monitoring of asset reliability, capacity and efficiency during planned maintenance inspections and operational activity identifies non-performing assets. Non-performing assets can be identified by: o o o Repeated asset failure; Inefficient energy consumption; Excessive maintenance requirements. 3. Risk - the risk of failure of the asset and associated financial, environmental and social impact justifies action (eg impact and extent of loss of wastewater treatment, impact on receiving water body, health risk). 4. Economics - the cost of maintenance for that asset component is deemed to be uneconomic to continue repairing the asset when the annual cost of repairs exceeds the annualised cost of renewal. Economic factors may also come into consideration in order to co-ordinate renewals with other major works, eg while a tank is empty for inspection or refurbishment/renewal, the associated channels are refurbished at the same time. 5. To coordinate with work on other utilities, eg a watermain replacement may be brought forward to coincide with renewals of the footpath under which it runs. 6. Staff Knowledge - staff knowledge of the condition may differ to what is stored in the database. Deferral of Renewals Renewals expenditure may be deferred if the total cost of renewal works is beyond the communities current ability to fund it. If deferral of renewal work is necessary, the impact of this deferral and the ongoing achievement of LOS is assessed. Emphasis is placed on lifecycle planning although the deferral of some renewal works may have no immediate or short term impact on operations, continued deferral of renewals will eventuate in a liability in the long term. If work is deferred for any reason, this work will be re-prioritised alongside the next year s renewal projects and a revised programme established Renewals are sometimes deferred to do them in a combined contract with upcoming road works. Renewal Past Trends Renewal requirements have increased slowly over the past few years and are largely associated with the replacement of mechanical equipment and other above ground assets. No significant reticulation renewals have yet been required as schemes have yet to reach the end of their asset life. A number of schemes will begin to reach the end of their asset life in the latter part of the upcoming 10 year plan period most notably in Ohai and Lumsden Renewal Forecasts Renewals are currently planned based on age and condition data which is stored in Hansen. Additional condition assessments and CCTV work will be undertaken prior to renewals work being undertaken. Data from Hansen as well as local operator knowledge about the condition and performance of assets will also be taken into account when considering future renewals strategies. No renewal or new work will be carried out without a recommendation from the respective community board or community development area to proceed as well as endorsement from Council through APAC. Draft Asset Management Plan - Wastewater Page 28 r/14/6/

33 Once it has been decided to proceed with a project a detailed scope for small scale projects is generally agreed and quoted with the O&M Contract. Larger projects are designed either inhouse or by consulting professional engineers with work carried out by preferred contractor or by competitive tendering. The following table highlights current planned renewals over the upcoming 10 year plan period. Draft Asset Management Plan - Wastewater Page 29 r/14/6/

34 Draft Asset Management Plan - Wastewater Page 30 r/14/6/

35 Table 4-5: 10 Year CAPEX Forecasts Draft Asset Management Plan - Wastewater Page 31 r/14/6/

36 Further details on the capital projects for each scheme can be found in the Appendices Future Improvement Projects within the first three years (09/10, 10/11, 11/12) should be expected to have an uncertainty of up to +/- 20% with projects in the outer years up to +/- 50%. The philosophy with projects towards the end of the 10 year period are that they are flags that work is likely to be needed but it is very much at the concept phase. 4.4 Upgrading and Developing New Assets for Levels of Service The current overall strategy is to comply with ES s resource consent conditions and any upgrades required on renewal of consents, and to maintain the current LOS. In the upcoming 10 year period the following schemes have resource consents which are due to expire: Riverton (Rocks); Te Anau; Riversdale; Browns; Nightcaps; Ohai; Tokanui. Over the past five years all LOS capital expenditure has been associated with the construction of new sewerage schemes with the assistance of MOH subsidy funding. Over the period expenditure has fluctuated between $2M and $7M per year. The most notable schemes to be constructed during this period are Wallacetown; Edendale/Wyndham; Stewart Island and Tuatapere. Table 4.5 identifies the main wastewater schemes where LOS expenditure is planned in the upcoming 10 year period. Key expenditure on these schemes is linked with the expiry of current resource consents. Due to the lack of subsidy funding no allowance has been made for construction of new schemes over the 10 year period. 4.5 Upgrading and Developing New Assets for Demand A number of upgrades previously planned to meet increased demand will be reviewed where required to determine if there is still a need for them to be included in future plans. No upgrades or new assets will be undertaken where they are not required therefore the current overall strategy is to maintain and renew the existing asset network. Table 4.5 highlights capital projects which are currently planned to meet increased demand over the 10 year plan period. A number of these projects were identified as per the previous LTP, however with a slow down in the rate of developments in these communities, especially Te Anau the timing of them has been deferred until later in the 10 year period (with the exception of some expenditure at Te Anau) which is required in 14/15 as part of the overall scheme upgrade. Further detailed investigations will be undertaken prior to the work being carried out. If the demand still remains to be identified the projects will be further deferred. As a work is scheduled to be funded through development contributions there is no impact on rates from deferring any work. Draft Asset Management Plan - Wastewater Page 32 r/14/6/

37 Risk Management Table summarises the key risks associated with this activity. The detailed risk framework and process followed is detailed in the Corporate LTP and AM Reference Document. Wastewater External - Non-Controllable Risk Event Current Treatment Details Proposed Treatment Details Safety incident resulting in death/major injury keep network well maintained to reduce risk of catastrophic event All facilities locked and secure. Routine safety inspections of plant, equipment and network. Quality of discharged wastewater/stormwater not acceptable to communities Stakeholder engagement with appropriate stakeholders - internal and external. Safety escalation procedures to be embedded in RFS system. Improved communication plans for areas where specific issues are known. Contract prices come in high and less work is able to be done than planned. Impact of climate change not known or fully understood when considering scheme upgrades. Increased risk of flooding if under designed. Natural disaster causes significant widespread damage to Council assets and infrastructure Development of action plans for improvement Identify and prioritise operational/capital expenditure Tendering, managing quantity of work issued to remain within budget. Impact of climate change on council assets is not fully understood at present. As Council assets are widespread across the District the risk of significant widespread damage is relatively low however the impact on those areas can be relatively high. Current treatment is largely reactive Standby generation, tankering water in / sewerage out Development of improvement plan with buy-in from key parties. Review best available technologies commensurate with scale of the activities. Competitive tendering, close performance monitoring to ensure maximum good from contracts, asset management to optimise work to be carried out with available funds Monitor performance of schemes, data review to determine high risk areas. Review latest technology to determine effectiveness of alternative disposal technologies. Identify critical assets and develop plan for their maintenance and return to service. Development of wider emergency management plan. Draft Asset Management Plan - Wastewater Page 33 r/14/6/

38 Internal - Controllable Risk Event Current Treatment Details Proposed Treatment Details Lack of strategic thinking results in lose of long term flexibility causing higher capital costs for delivery of LoS Resource consent compliance Currently limited treatment. Individual projects tendered. Review of sample data to identify areas where further work is required. Identification of operational and capital solutions to rectify known problems and issues. More collaborative approach required. Identification of clusters of projects to be tendered to allow for economies of scale. As current. Develop collaborative discussions with Environment Southland on implementing stormwater consenting programme. Deterioration of assets resulting in blockages and increased flooding Prioritisation of capital improvement works. Identify develop and prioritise capital renewals based on age and condition capital Develop risk based implementation programme, understanding cost versus risk to environment Identify develop and prioritise capital renewals based on age and condition capital Consideration of modelling of key areas of reticulation. Inexperienced staff and lack of institutional knowledge Planned capital works places significant financial burden on smaller communities. Ad-hoc training Review of capital programme to ensure affordability. MoH subsidy funding where applicable. Defer capital works where data suggests this is possible without significant detrimental effects or regulatory impact. Development of CCTV and Infiltration study programmes. Identify individual staff needs and formulate appropriate training, in conjunction with consultant assistance until skills at appropriate level. Development of leakage and I/I programmes, condition assessment prior to all reticulation renewal projects. Integration of Hansen database to drive capital investment programme. Consider District funding for water and sewerage schemes. Draft Asset Management Plan - Wastewater Page 34 r/14/6/

39 5. Financial Summary 5.1 Summary of Key Assumptions The current activity plan has been developed on the assumption that forecast renewals within the 10 year period will be subject to additional condition surveys and detailed investigations. Future changes to operating costs will be influenced by changes to inflation and as a result of scheme upgrades to meet LOS requirements, most notably resource consent applications to meet new discharge quality standards. Future demand is likely to remain unchanged and as such any upgrades to meet future demand have been deferred to the last years of the 10 year period and will be further deferred if this demand does not exist. 5.2 What-if Scenarios Key factors that may influence future operating costs that have currently not been budgeted for include: Significant increase in transportation costs. Transportation costs are recalculated on a quarterly basis as part of the escalations process for re-baselining contract costs. Increases in transport costs are largely dependent on oil and diesel prices which are outside Council control. Currently budgeted operational costs allow for an increase based largely on historical trends. The impact of ES approach to future consent renewals for sewerage schemes (most notably a preference that effluent be disposed off to land where possible) could have a significant impact on costs depending on future operating costs which have not been fully budgeted for. 5.3 Funding Principles Once established, there is a legislative requirement to maintain wastewater schemes under the Local Government Act 2002 and the Health Act Operating funding is 100% local rate funded, via a targeted rate based on household equivalent use or pans. Capital works are funded through MOH subsidy (where available), up to 16.67% District contribution (funded from the Waste Management rate, which is a uniform annual charge per rateable unit), development or financial contributions (where applicable) and local contributions from those connecting or able to be connected (Sewerage Schemes Funding Policy refers). Smaller projects not eligible for subsidy may be funded through loans. Rationale - There is a high degree of private benefit in sewerage systems, therefore a level of user pays is appropriate. Consistent with a user pays approach, this activity is rated for distinctly. It also enhances transparency about the service ratepayers are receiving and paying for. The wastewater activity provides a degree of public benefit as well, through economic development and public health, therefore, the District as a whole makes a contribution to capital works, and operational costs for all schemes are shared across all users (ie users pay a rate based on the cost of the service provided to the District, not just the cost of their local scheme). Draft Asset Management Plan - Wastewater Page 35 r/14/6/

40 5.4 Financial Forecast Summary Future operational costs are forecast to increase from $3.8M to $5.5M over the 10 Year period before falling back to $3.5M principally as a result of inflation, but also due to additional operational and maintenance costs associated with scheme upgrades and the timing of loan repayments taken out to fund capital work. Table 5-1: 10 Year Financial Forecasts Draft Asset Management Plan - Wastewater Page 36 r/14/6/

41 Table 5-1 illustrates capital expenditure forecasts over the upcoming 10 year period. Significant renewal projects will be subject to the findings of prior condition assessments. The significant LOS expenditure in 2013/14 is associated with a significant scheme upgrade of the Te Anau Wastewater Treatment Plant. Demand projects are planned for Te Anau but will only go proceed following more detailed investigation. If not required these will be deferred. 5.5 Valuation Approach Statutory financial reporting requirements require SDC to revalue its fixed assets triennially. Water supply infrastructure assets were last valued as at 30 June 2011 in accordance with New Zealand Accounting Standard 16 (NZIAS-16). All assets have been valued at the component level (maintenance managed item-mmi) where appropriate. A summary of the 2010 / 11 Valuations is presented in Section Long Term Financial Sustainability Council currently owns and maintains 18 community sewerage schemes. The schemes are of varying age and condition, with a number of communities facing significant renewal costs within the upcoming 10 year LTP window, and others face similar costs in the years beyond the period of the current Long Term Plan (LTP). In addition, increases in LOS costs associated with meeting discharge quality standards as set out in the ES Regional Water Plan are further contributing to the financial burden. Figure 5-2 illustrates that renewal requirements are expected to increase significantly over the next 2-3 decades. Also, current levels of renewal expenditure are significantly less than the long term expected renewal costs over the asset life ($1.2M indicated by the annual depreciation figure). Under current funding rules there is a risk that the cost of these renewals could become unsustainable for a number of communities. As a result Council will consider a move to funding the water supply activity (excluding rural supplies) via a District rate targeted at those who are connected or are able to be connected. Draft Asset Management Plan - Wastewater Page 37 r/14/6/

42 Figure 5-1: Long Term Renewal Forecasts 5.7 Funding Review Changes to the funding methodology are outlined in the table below. Previous Local targeted rating. Rates based on local scheme costs, derived from minimum standards for that location. Local decision-making on all aspects of service (within regulatory and operational constraints). Costs only shared at the community level. Largely a user-pays model recognising high level of private benefit. Some recognition of community-level public good, through District contribution to capital works. Opportunities for management of the network are limited by availability of local funds. Current post adoption of 2012/22 LTP District targeted rating. Table 5-2: Current and Proposed Funding Regimes Rates based on the costs of the entire network for the District (including minimum standards for each location) and shared as an average. Increased District decision-making on existing operational issues and scheme upgrades. Costs shared at District level, recognising District public good (contributing to community outcomes) and affordability issues. A level of user pays still applies (charges per unit, and local contributions for new schemes), so private benefits also recognised. Improved ability to optimise network management, though overall affordability will still need to be considered. Allows for long term decision making. Draft Asset Management Plan - Wastewater Page 38 r/14/6/

43 Based on the 2012/22 LTP calculations a comparison of local versus district rates is presented in the following table. Table 5-3: Impact of Proposed Funding approach. The proposal to move to District funding was consulted on as part of the 2012 Long Term Plan process with the process starting in financial year 12/13. Further to this future development work as part of the 2015 Activity Management Plans will be undertaken to determine the cost/benefit of introducing targeted, or District-wide metering of all customers. Draft Asset Management Plan - Wastewater Page 39 r/14/6/

44 6. Asset Management Improvement Plan This section summarises the AM practices (data, systems, processes) applied to AM planning. It assesses the current and desired level of practice in relation to the AM Maturity Index 1 and identifies an improvement programme for the next three years. The status of this plan has been self-assessed as being of core status in all areas and advanced in some areas. SDC will be working towards advanced status for the larger (>2,000 people) communities of Riverton, Te Anau, and Winton. 6.1 Progress against Previous AM Improvement Programme The following table summarises the status of improvement projects identified in the previous improvement plan. While many projects have had some work undertaken, many are incomplete. To support improved delivery of this AMP improvement plan, it will be subject to formal project management and regular reviews. AM Area Capacity Data Demand Forecasting Processes CAPEX Contract Management Condition Data Performance Data Asset Life Data Financial Data Failure Prediction Risk Management Strategy Optimised Decision Making Asset Categorisation Location Data Physical Attributes Data O & M Data O & M Monitoring Asset Register System Maintenance Management Improvement Project Capital development works planning Capital renewal works planning Data Collection and Processes Task Status Understand network capacity. Partially completed - the capacity of treatment plants and pumping stations is recorded in Hansen for most items. Where information is found to untrue it is amended. Document process for determining demand projections considering all demand influences and analysing usage/capacity trend information and identifying implications. Not completed. Develop Project Management Manual/Code. Develop and document process for monitoring critical assets. Develop process for predicting condition decay based on pipe failure records Identify critical assets and undertake more detailed risk assessment. Develop process for routine review of risk Develop process to analyse maintenance/renewal options Develop documented procedures for collection, entry and quality assurance. Develop standard reports from Hansen to readily analyse O&M information. Not completed. Not completed. Not completed. Not completed. Not completed. Completed - process developed and being implemented. Completed - Crystal reports developed to assist at O&M Contract meetings. Utilise Hansen database Completed - Hansen is utilised. Encourage O&M Contractor to utilise maintenance function Completed - O&M contractor using function. 1 NAMS International Infrastructure Management Manual, 2011 Draft Asset Management Plan - Wastewater Page 40 r/14/6/

45 AM Area System Risk Management Data AM Improvement Legislative Compliance Improvement Project AM improvement AM staff resources Task Review the completeness of the O&M plans and update as required Develop project task sheets for each planned improvement activity Review processes in place to keep staff abreast of legislative change Figure 6-1: Progress since 2009 AM Plan Status Partially Completed - Plant sheets revised when major change to facility. Not completed. Completed - Library system developed and implemented. 6.2 Assessing Current and Desired AM Practices Understanding and Defining Requirements The AM Policy Levels of Service and Performance Management Demand Forecasting Asset Knowledge and Condition Assessment Current Status Core. Council wide AM Policy has been developed. Core. Key levels of service have been identified and are monitored and reported against. Performance framework in place and appropriate. LOS have been agreed with the community using the consultative process and communicated through the LTP processes Regular monitoring against LOS is carried out through quarterly and annual reporting LOS have customer agreed service levels underpinned with technical measures Core Demand forecast includes latest population projections. Demand drivers are understood. Leakage detection surveys carried out on ad hoc basis. Core. Physical attribute and financial information is good for all schemes. All data recorded in Hansen. Remaining life information and financial description well understood. Future Status and Identified Improvements Intermediate. Annual reviews. Intermediate. Develop processes for evaluation of economic, social, environmental impact of offering different levels of service. Develop data collection / reporting process for new measures. Intermediate/advanced Quantify the key factors that make up demand (e.g. infiltration and inflow I/I) especially in peaksensitive areas. Development of district wide leakage detection programme required. Investigate feasibility of introducing a district wide metering policy. Medium. Development of detailed condition assessment programmes and understanding of performance and capacity is required. Align Hansen age and condition data with future renewal programmes. Draft Asset Management Plan - Wastewater Page 41 r/14/6/

46 Risk Management Current Status Minimum Activity level key risks identified by operational staff, contractors and consultant. Identification of critical assets is at a very basic level. Future Status and Identified Improvements Core. Development of Council Wide risk policy to allow understanding of councils appetite for risk. Development for framework for identification of critical assets and subsequent maintenance and recovery plans Developing Asset Lifecycle Strategies Operational Decision Making Capital Planning and Decision Making Financial Management Current Status Core. Service level gaps have been identified and projects programmed to address these gaps Options have been identified to address different issues. Projects have been prioritised (ranked) based on risk and affordability. Core All physical work identified for the 20 year period with the 10 year programme included in the budgeting system. As Above Future Status and Identified Improvements Intermediate/advanced. Develop systems and processes for predicting condition decay based on pipe failure records. Develop processes to analyse maintenance/ renewal options based around information within Hansen. Medium Develop longer term renewals programme based on renewals data and unit rates. Review and develop plan for improvement of asset valuation process. As Above Asset Management Enablers The AM Team AM Service Delivery Current Status Core Asset manager leads AMP process with co-ordination occurring across council. This AM plan has been prepared based on information held within previous plans. The plan has been prepared by SDC with assistance from local operators (Downer), consultants (MWH, Roly Hayes Water Engineer, and other SDC staff such as Area Engineers. Core Council staff, in conjunction with Governance bodies, determine O&M practices and develop capital programmes in support of these. Provided by a combination of internal and external service providers. Future Status and Identified Improvements Medium Continue with three yearly AM Plan review cycle to flow into the LTCCP Internal review (currently underway) to review/clarify asset owner, service provider roles. This will be documented in reviewed job descriptions. Medium. Review funding policy around water supply schemes with a view (subject to approval to move from local to district funding). Draft Asset Management Plan - Wastewater Page 42 r/14/6/

47 AM Information Systems Quality Management Improvement Planning Current Status Core. Information stored in Hansen. Other systems are available to assist with the decision making process including SCADA, contractors tool (Water Outlook) and financial information is based in JDE and Fulcrum. Core. Three-year improvement plan has been prepared. Core. AMP improvement developed based on analysis of current/desired practice. Future Status and Identified Improvements Medium. Review Hansen / Fulcrum link to refine and develop new process to assist with annual valuation. Develop Hansen capability within the organization in order to allow for more efficient optimized decision making. Medium Develop better KPIs for monitoring against the delivery of the improvement plan. Medium. Formal annual reports on AMP improvement progress and interim informal reviews. 6.3 AM Improvement Plan The following figure shows the three year improvement projects that will be undertaken for the three waters activity. Project briefs will be developed for each project, outlining resources required and timeframe. Draft Asset Management Plan - Wastewater Page 43 r/14/6/

48 Project no. Project Title Jun Jul- Oct- Jan- Apr- Jul- Oct- Jan- Apr- Sep Dec Mar Jun Sep Dec Mar Jun All A 1 AM Systems Document A 2 A 3 A 4 A 5 A 6 A 7 A 8 A 9 New AM Staff Training / refresher training Project briefs for 2012/13 projects Finalise 2012 AMPs to align LTP budget. Project briefs for 2013/14 projects AM Policy Review Review customer satisfaction measures AM Improvement Progress report Process to align AMPs/Community Concept Plans, update AMPs. A 10 Level of service / budget review A 11 Customer engagement, levels of service A 12 Review of estimates and budget template / AMP A 13 AMP update for 2015 LTP A 14 Annual risk register review A 15 Quarterly progress reviews Three Waters W 1 Data collection process-new performance measures W 2 Develop CAPEX prioritisation, budgeting and mgt process (review for 2015 AMP). W 3 Identify critical assets and mgt strategies W 4 W 5 W 6 W 7 W 8 W 9 Develop 3 yr condition/perf assessment programme Review subdivision/land development bylaw Document Hansen data mgt/auditing processes Documented process for developing consent conditions (SDC/ES). Condition/performance/life assessment:plant Condition/perf/life analysis: reticulation W 10 Develop District-Wide leak detection programme W 11 Water metering strategy feasibility study W 12 Review Water and Sanitary Services Assessment W 13 Review WS and WW scheme demand / capacity W 14 Identify / map primary/secondary flowpaths W 15 Review/document ws maint/renewal strategies Figure 6-2: Three Waters Improvement Programme Jul- Sep Oct- Dec Draft Asset Management Plan - Wastewater Page 44 r/14/6/

49 Scheme Plans Introduction This section introduces the headings found in the following Appendices offering explanations and definitions of information sources, methodologies and terminology common to all supplies. The financial reports provided in this section incorporate the business units that fund the operating activities but exclude business units which contain existing township/ratepayer loans and depreciation. Description This area describes the current physical scope, condition and performance (measured against target standards) of the assets used in the Wastewater Activity. This information is the basis for determining future maintenance and capital programmes, and developing appropriate management strategies. Information has been collated from the databases held in SDC s asset. Population information has been sourced from the 2006 Census information with projections developed by Infometrics Limited for Venture Southland (NT/08/9/11772). (No census was undertaken in 2011). Connection information has been provided by the rates department as a query of how many water rates or units of water are charged for each scheme. Asset information has been sourced from historical AMPs, Hansen, and scheme working folders. Asset Condition, Capacity and Performance Measuring During the development of the 2006 AMP an assessment of condition and performance was made using grades defined by the New Zealand Water Industry National Asset Grading Standards (see tables below). This revision does not regrade each asset but instead updates grades based on recent information. These act as a reference for the condition, performance and confidence of individual schemes as discussed in the following sections. Condition and Performance Grades Grade Condition Performance Description 1 Very Good Always meets technical LOS. No significant adverse short term impact. 2 Good Almost always meets technical LOS. Failure will cause localised and serious disruptions to service delivery. 3 Moderate Generally meets technical LOS. Failure will cause localised and serious disruptions to service delivery, possible health and safety effects and/or loss of critical data. 4 Poor Does not generally meets technical LOS. Failure will cause serious disruption to service delivery over a substantial area, possible health and public safety effects. 5 Very Poor Never meets technical LOS. Widespread and serious disruption to service delivery, possible health and public safety effects. Courtesy of Maunsell Limited Draft Asset Management Plan - Wastewater Page 45 r/14/6/

50 Confidence Grades Grade Confidence Description A Highly reliable Data is based on sound records, procedures, investigations and analysis that is properly documented and recognised as the best method of assessment. B Reliable Data is based on sound records, procedures, investigations and analysis that is properly documented but has minor shortcomings; for example the data is old, some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation. C Uncertain Data is based on sound records, procedures, investigations and analysis that is incomplete or unsupported, or extrapolation from a limited sample for which Grade A or B data is available. D Poor Data is based on unconfirmed verbal reports and/or cursory inspection and analysis. Courtesy of Maunsell Limited Grades have been assigned by considering information from a number of different sources. Where a piece of information has a primary contributor it has been assigned a number as follows: (1) HANSEN database. (2) Notes from Consultant following 2005 site visits. (3) Asset Management Plan (*) Assigned by Council staff based on institutional knowledge. Draft Asset Management Plan - Wastewater Page 46 r/14/6/

51 Balfour Description The Balfour community has an estimated 2006 usual resident population of 138 with a projected 2016 usual resident population of 130. The scheme has 90 total equivalent connections (86 full, 8 ½). The scheme is governed by the Balfour Community Board under the guidance of technical staff at the SDC. History Prior to 1963 Balfour s wastewater consisted of standard reticulation and a conventional treatment plant. 1990s - Pre-screen removed from pump station Telemetry and new switchboard installed at pump station New pump was installed in pump station Structural repairs undertaken with trickling filter Condition assessment carried out of trickling filter CCTV carried out in parts of Kruger and Queen Streets. - Extension along Queen Street and Old Balfour Road considered by the Community Board but did not proceed Radio replaced New Pump 2 (Flygt kw) Replacement blower installed and SCADA and switchboard carried out. Process Description The Balfour wastewater network consists of service connections, gravity mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to pump station 1 (PS1) where the wastewater enters the treatment process. The Balfour system is known as a mechanical system utilising facilities which enable wastewater treatment over a smaller area of land. (a) Wastewater Reticulation The sewer gravity mains are concrete spun, reinforced earthenware, upvc, and AC pipes. The pipes should have been installed with rubber-ring joints, but these are believed to have been left out on at least some of the pipes. Service connections known to be mostly earthenware. Most manholes are fabricated from concrete pipes, with circular lids. Many manholes have in the past been noted as being broken around the base, which in turn has allowed significant infiltration and inflow and the entry of gravel into the network. The majority of manholes with problems have had holes patched. CCTV inspection of the sewer has shown that the condition of many connections is poor and in many places protrudes into the main creating the potential for blockages. Poor condition of laterals is also expected to cause infiltration problems. There are significant amounts of infiltration and inflow is increasing the volume of wastewater reaching the treatment plant to such an extent that the effectiveness of the treatment plant is now being compromised. Draft Asset Management Plan - Wastewater Page 47 r/14/6/

52 (b) (c) (d) Pump stations There is a single pump station that services the whole town located in the grounds of the treatment plant. The pump station has been converted to a wet well with two submersible pumps. The pumps elevate sewage through a flexible hose to the surge chamber above the Imhoff tank. Sewage gravitates through the treatment plant to the outlet. The pump station is monitored by a SCADA system that records information at the Council office in Invercargill. - Design: The pump station is a wet well with submersible pumps. - Catchment: The whole township gravitates to the single pump station. - Pump Controls: Pump control is by a multi-level sensing probe with a back-up high-level float switch. The station is monitored by the Council s Datran SCADA system. - Storage: Storage is sufficient for the current demand. - Standby Power: No standby power supply is incorporated at the pump station. Wastewater Treatment Sewage treatment is carried out by a mechanical plant consisting of an Imhoff tank, a trickling filter and a humus tank. Sludge is drawn off from the Imhoff and dried for disposal. Discharge Resource Consent No granted to discharge 250 m 3 /day of treated wastewater to a weeded ditch and into the Longridge Stream. Consent expires 2 February Asset Condition and Performance Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 383 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). The trickling filter walls have been banded to provide additional support as previous inspections identified structural concerns with the trickling filter. However the condition is not deemed to be affecting performance of the treatment plant. Accordingly the replacement of the trickling filter has been deferred until The current condition and performance grading of the wastewater system is shown in the table below. Draft Asset Management Plan - Wastewater Page 48 r/14/6/

53 Asset Asset Component Condition Performance Confidence Est Failure Type Year Reticulation Manholes 2022 (1) Cleaning eyes 2022 (1) Service connections C (*) Unknown 2022 (1) Gravity mains Pump Wet well Unknown station Pump No (1) Pump No. 2 1 (1) 1 (1) A (1) 2027 (1) Switchboard 2005 (1) Telemetry 5 (*) A (*) 2005 (1) Treatment Blower 2008 (1) Plant Pipework 2019 (1) Imhoff tank 2019 (1) Trickling Filter 2020 (**) Humus tank 2022 (1) Sludge drying 2022 (1) bed 3 (*) 2 (*) Unknown Weeded Ditch 3 (*) 2 (*) Unknown Outlet ** Deferred based on SDC assessment that condition not adversely affecting performance. Discharge quality is monitored in compliance with the conditions of the resource consent. Flow is not currently monitored on the outfall but can be estimated from pump run hours. Operation and Maintenance Trends No issues. Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: Key Issues The rising main from PS1 to the imhoff tank. A scheme performance report is required in 2015 to comply with the resource consent conditions. Draft Asset Management Plan - Wastewater Page 49 r/14/6/

54 It is possible that a variation may be required to the discharge permit if inflow and infiltration is not brought under control. On the horizon is the majority of reticulation coming to the end of its design life in A reticulation condition assessment is programmed prior to end of design life to fully assess the scope of the renewal. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Renewal/Replacement Plan The following projects have been programmed as they are either at the end of their design life or due to poor condition/performance. Acquisition - Level of Service The following projects have been programmed to meet the proposed LOS. Acquisition - Demand There are no projects programmed to meet increasing demand in this 10 year period. Disposal Plan There is currently no disposal plan in place for assets. Draft Asset Management Plan - Wastewater Page 50 r/14/6/

55 Browns Description The Browns community has an estimated 2006 usual resident population of 99 with a projected 2016 usual resident population of 98. The scheme has 13 total equivalent connections (13 full, 0 ½) including the local primary school. The scheme is governed by the Browns CDA Subcommittee under the guidance of technical staff at the SDC. History Browns wastewater scheme was constructed to service the school An application was made to ES to renew discharge consent for a modified plant by converting the package plant to a septic tank with evapo-transpiration trenches. Application was declined due to lack of supporting information Reapplied for discharge consent with supporting information Discharge consent granted for five years Power supply reinstated and the blower recommissioned Novaflow drainage installed to replace open ditch between plant and discharge Short term 18 month consent granted by ES Treatment upgrade to be undertaken. Process Description The network is a septic tank effluent drainage system gravitating to a small treatment plant. The wastewater reticulation consists of service connections, gravity mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Inflow from the reticulation gravitates an activated sludge package plant. Treated effluent is discharged into the Otapiri Stream. (a) (b) (c) (d) Wastewater Reticulation The gravity mains are upvc. The plant services 11 private dwellings, a church, and Hillside Primary School. The reticulation is in moderate condition. All connections gravitate to the treatment plant. Pump stations There are no pump stations in this scheme. Wastewater Treatment Effluent treatment is carried out in an activated sludge plant. However, the plant is in poor condition and the plant is currently not being operated efficiently. Treated effluent from the plant is discharged to an open farm drain extending approximately 3 km before entering a tributary of the Otapiri Stream. Council is currently considering options for the upgrade of the plant prior to application for new discharge consent. Discharge Resource Consent No granted to discharge treated wastewater to an unnamed tributary of the Otapiri Stream. Consent expires February Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Draft Asset Management Plan - Wastewater Page 51 r/14/6/

56 Asset Asset Component Condition Performance Confidence Est Failure Type Year Reticulation Manholes 2030 (1) Cleaning eyes 2030 (1) Service connections C (*) Unknown 2070 (1) Gravity mains Treatment Package Plant 4 (2) 5 (2) Unknown Plant Switchboard 4 (2) 5 (2) Unknown Telemetry N/A N/A N/A N/A Outfall 4 (*) 4 (*) Unknown The quality of wastewater discharge was poor and did not comply with the consent conditions for BOD and suspended solids and faecal coliforms. Operation and Maintenance The main issues operationally are based around ensuring that the plant meets discharge consent conditions. Downers are currently visiting the site at a higher frequency than expected to ensure that the plant continues to operate effectively. However there is still a risk that the plant will continue to fail to meet discharge conditions. Planned operational costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: Key Issues Process blower. The issue for Browns is the poor condition and ongoing poor performance of the package plant. An upgrade of the treatment and disposal is programmed by the planned addition of a trickling filter arrangement, however as options were costed, this became economically unviable for the community. It is currently proposed to pump septic tank effluent to Winton for treatment and disposal. Capital Expenditure Plan There are no projects programmed to meet increasing demand, or to dispose of assets, in this 10 year period. Draft Asset Management Plan - Wastewater Page 52 r/14/6/

57 Edendale Wyndham This is a new scheme constructed between 2008 and The scheme is currently undergoing commissioning and further work carried out at the treatment plant to ensure the plant consistently meets discharge consent requirements. The AMP for the scheme is currently being developed and will be included in the document once it is prepared. There is currently no planned capital expenditure over the upcoming 10 year period. Planned operational costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 53 r/14/6/

58 Gorge Road Description Gorge Road has a usual resident population of approximately 50. The Community Development Area Subcommittee has an estimated 2006 usual resident population of 168 with a projected 2016 usual resident population of 168. The scheme has 36.5 total equivalent connections (36 full, 1 ½). The scheme is governed by the Gorge Road CDA Subcommittee under the guidance of technical staff at the SDC. History Until 2005 the oxidation pond (constructed 1984) and wetland (constructed 1998) were owned and operated by the Gorge Road Country Club. The private scheme serviced the Country Club, the Community Centre and the Gorge Road Swimming Pool. Other properties had on-site treatment and disposal. A sanitation survey was commissioned in 2003 and concluded there to be a risk to public health should the township continue with on-site disposal of wastewater. A provisional application was made to the MOH to assist with a Sanitary Works Subsidy for a reticulated wastewater treatment system. Following community and government approval of the design and costs the construction began. The scheme was officially commissioned in August New sewerage scheme constructed (C04-62). The scheme received 50% funding from the MOH through SWSS. Process Description The network is a septic tank effluent drainage system. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Septic tank effluent gravitates to pump station 1 before being pumped to the treatment plant. The system discharges through a wetland before entering Gorge Creek. (a) Wastewater Reticulation The sewer gravity and rising mains are upvc and PE. Service connections are upvc. Most manholes precast concrete or PE inspection chambers. The reticulation is in good condition. (b) (c) Pump stations A single pump station located on the Tokanui Gorge Road Highway and services the whole reticulated network. The pump station is a package Fibrecon TK5000 wetwell 2 m in diameter and an operating level of about 0.35 m. There are two ABS Piranaha S17-2 D 50 Hz pumps that send effluent 1,020 m to the oxidation pond. A non-return valve on the rising main prevents sewage re-entering the pump station from the main. Wastewater Treatment Treatment is provided by an oxidation pond and wetland before exiting to the Gorge Creek via overland flow. Draft Asset Management Plan - Wastewater Page 54 r/14/6/

59 (d) Discharge Resource Consent No granted to discharge treated wastewater into Gorge Creek. Consent expires 6 December Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising main Pump Wet well station Pump No. 1 Pump No. 2 Switchboard Telemetry Treatment Oxidation Pond Plant Wetland Outfall C (*) 2065 (*) 2065 (*) 2105 (*) 2105 (*) 2085 (*) 2065 (*) 2025 (*) 2025 (*) 2025 (*) 2025 (*) 2085 (*) 2025 (*) 2025 (*) Parts of the original rising main are now starting to show signs of age. The scheme connected into an existing pipeline from the school which is now thought to be nearing the end of its effective operating life. Operation and Maintenance Difficulties ensuring private tank filters are cleaned on a regular basis. This is causing issues with carryover of solids into the system and well as occasional overflows on private property as filters block. Wetlands and ditch will need maintenance carried out at some stage. Planned capital costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 55 r/14/6/

60 Critical Assets Critical assets identified are: The rising main from PS1 to the oxidation pond. Key Issues Biofilter cleaning programme is required through operations budget. Increasing problems with the older section of rising main (from the school). Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 56 r/14/6/

61 Lumsden Description The Lumsden community has an estimated 2006 usual resident population of 474 with a projected 2016 usual resident population of 430. The scheme has total equivalent connections (314 full, 7 three quarter and 52 half). The scheme is governed by the Lumsden Community Board under the guidance of technical staff at the SDC. History The Lumsden wastewater system was built in 1972/73. Shortly after the scheme was built a significant number of stormwater connections from private dwellings were made to the sewer network. These stormwater connections were made with the approval of a local government engineer at the time SCADA telemetry is installed New pump is installed in pump station to replace failed pump Council applied to ES to renew resource consent Renewal of sewer trunk main (estimated cost $5,000 every second year commencing 2002) CCTV work carried out Pump 1 overhauled New resource consent granted for 25 years. Max dry weather flow 140 m 3 /day Replaced Pump 2 (Flygt kw) WWTP upgrade (Contract 08/09) including reinstatement of baffles in pond, construction of rapid infiltration basins and upgrade of pump station switchboard and SCADA. The project received 50% funding from the MOH through SWSS. - Sludge survey carried out by Conhur (msc/08/5/5604). Process Description Most of the township is served by wastewater reticulation consisting of service connections, gravity mains, rising mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Wastewater gravitates to a single pump station which pumps to the oxidation ponds before being discharged to land via rapid infiltration basins. (a) (b) (c) Wastewater Reticulation Gravity mains are mostly AC with a small amount of PE and PVC. Pipelines have been constructed with rubber-ring joints. Lateral connections are also asbestos-cement or PVC. Most manholes are fabricated from concrete pipes, with circular lids. Pump stations A single pump station services the whole reticulated network, providing the lift needed for gravitated sewage to reach the oxidation pond. The pump station is a 2 metre diameter wet well, with an operation height of about 0.9 metres. There are two pumps with SCADA telemetry recording pump hours and providing pump failure and high level alarms to SDC in Invercargill. A non-return valve on the rising main prevents sewage reentering the pump station. Wastewater Treatment Treatment is provided by an oxidation pond with a re-established central baffle in order to effectively operate as two ponds in series. The pond has concrete wave bands to Draft Asset Management Plan - Wastewater Page 57 r/14/6/

62 minimise erosion. The pond was sealed using a combination of local imported clays and coal tarseal. Treated effluent is discharged to land via one of six rapid infiltration basins. Basin rotation is controlled by a hydraulic radial gate control valve. The original pond dividing wall (baffles) had collapsed allowing the pond to operate as one large pond increasing the possibility of short-circuiting and poor microbial contaminant reduction. Treated wastewater was discharged into an intermittently flowing watercourse that runs along a low terrace on the farm paddock between the pond and the Oreti River stopbank. (d) Discharge Resource Consent No granted to discharge treated wastewater to land at a rate of 140 m 3 /day. Consent expires 20 November Condition and Performance The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). A total of 34% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen. The current condition and performance grading of the wastewater system is shown in the table below. Asset Asset Component Condition Performance Confidence Est Failure Type Year Reticulation Manholes B 2) 2032 (1) Cleaning eyes 2032 (1) Service connections 4 (*) 4 (*) C (*) Unknown 2032 (1) Gravity mains 2032 (1) Rising main Pump Wet well 2005 (1) station Pump No (1) Pump No. 2 1 (1) 1 (1) A (2) 2027 (1) Switchboard A (2) 2038 (1) Telemetry 1 (*) A (*) ) Treatment Oxidation Pond 4 (2) 2051 (1) Plant Actuating Valve 1 (*) A (2) 2058 (*) RI Basins 1 (*) A (2) 2058 (*) Weeded Ditch 4 (2) 2031 (1) Outfall 4 (2) 2032 (1) Operation and Maintenance No issues identified. Draft Asset Management Plan - Wastewater Page 58 r/14/6/

63 Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: Key Issues The rising main from PS1 to the oxidation pond. The issue for Lumsden is the majority of reticulation coming to the end of its design life in Reticulation condition assessments are programmed to fully assess the scope of the renewals. Approximately 2% of the network has been already been replaced with PVC. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 59 r/14/6/

64 Manapouri Description The Manapouri community has an estimated 2006 usual resident population of 306 with a projected 2016 usual resident population of 330. The estimated peak population for Manapouri is 940 in 2006, projected to 1,162 in The scheme has 331 total equivalent connections (305 full, 52 ½). The scheme is governed by the Manapouri CDA Subcommittee under the guidance of technical staff at the SDC. History Built in the Manapouri wastewater system was installed at the same time as the first town water supply. The reticulation consist mostly mm diameter upvc pipes which all fall to pump stations. Three satellite pump stations lift wastewater into a gravity sewer network which falls to the View Street pump station located at the east end of View Street Construction Scheme commissioned View Street pump station (PS1) pumps replaced SCADA installed to all pump stations New pump installed at the Glade pump station (PS4) to overcome a long running smell complaint in Waiau Street Valve pits built at View Street (PS1) and Main Road (PS3) Discharge Permit granted for 20 years Installed ADS flow meter on discharge New pump, switchboard and cabinet installed at Main Road (PS3). - Activity Management Plan produced. - Work starts on the Te Anau Basin Sewerage Strategy Switchboard condition assessment View Street pump station upgraded. - Te Anau Basin Repeater was constructed to improve the effective output signal strength of the radio (previously exceeded the New Zealand Standards). Process Description Most of the township is served by wastewater reticulation consisting of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. A strategy is currently being developed to determine the direction for future treatment and disposal of wastewater in the Te Anau Basin (including the townships of Te Anau and Manapouri). (a) Wastewater Reticulation Council s knowledge of the reticulation system is improving through CCTV inspections. Records show that the majority of the reticulation pipework is 150 mm diameter and the balance is a mixture of 225 mm and 100 mm diameter. It is thought that most of the 150 mm diameter pipes are upvc and the larger diameter pipes are concrete. The rising main over Home Creek is not AC as previously thought but bitumen wrapped spiralwelded steel. Draft Asset Management Plan - Wastewater Page 60 r/14/6/

65 (b) Pump stations Three minor pump stations collect wastewater from localised catchments and elevate it to gravity mains which flow to the main station in View Street (PS1). Wastewater from the whole reticulation network is received at the PS1 and is pumped through a rising main to the oxidation pond approximately 300 m to the south of Home Creek. All stations are monitored remotely by the Council s SCADA system. When pre-set conditions (such as pump start failures) occur alarms are automatically activated through SCADA and if necessary resources can be immediately mobilised to investigate/correct the fault. Council maintains a 24 hour a day monitoring service and operations staff are available 24 hours a day. (c) (d) Wastewater Treatment Treatment is provided by a single 1.85 ha oxidation pond which is approximately round and is located to the south east of Manapouri. The pond forms an attractive environment, it does not have any wave bands and is surrounded by vegetation. The pond has been formed in a natural hollow above Home Creek. A below ground discharge pipe conveys any surface discharge from the pond to Home creek. Any surface discharge from the pond enters home creek approximately 500 metres upstream of its confluence with the Waiau River which is approximately 2,000 metres upstream of Lake Manapouri. It is very common that the pond level will be well below the outlet weir/pipe level. During these periods no pond effluent is discharged into Home Creek. It is expected the pond effluent is mostly (c.f. evaporation) discharging to land through the base of the pond because the pond base and walls were not sealed at the time of construction. A young Eucalyptus tree plantation has recently been planted on the adjacent private land. Discharge Resource Consent No granted to discharge stormwater and treated wastewater to land via seepage from the base of the pond and to water from the surface of the pond into Home Creek. Consent expires 6 September The sizes of both the Te Anau and Manapouri WWTPs are unlikely to adequately cater for the anticipated population growth and peak populations. With this in mind a working party has been established to develop a Te Anau Basin Wastewater Strategy. The strategy will investigate wastewater treatment and disposal options for the Te Anau (and Manapouri) townships. At present the preferred option is land disposal near the Te Anau Airport. Land has recently been purchased for this purpose. Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 401 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. Inspection results from the five completed surveys showed 26 faults recorded as follows: Workmanship: No faults involving joint problems; displaced faulty and open and lateral problems. Condition of Asset: 25 faults involving problems with pipe cracked and holed, surface damaged, dips in pipe water levels. Maintenance of System: One fault involving debris in pipes, silt, gravel or fats and encrustation deposits caused by dissolved salts from soil or obstructions from tree roots. Abandoned Inspection: None because of gravel. The township was given an overall pipe grading 1.0 or Excellent (where 1.0 is Excellent and 5.0 is Fail). Draft Asset Management Plan - Wastewater Page 61 r/14/6/

66 A total of 19% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen making analysis difficult. The current condition and performance grading of the wastewater system is shown in the table below. Asset Asset Component Condition Performance Confidence Est Failure Type Year Reticulation Manholes 2028 (1) Cleaning eyes 2028 (1) Service connections C (*) Unknown 2028 (1) Gravity mains 2028 (1) Rising mains View Street Wet well 2028 (1) (PS1) Pump No (1) Pump No (*) Switchboard 2 (1) 2 (1) A 2019 (1) Telemetry 5 (*) A (*) 2010 (1) Waiau Wet well 2028 (1) Street Pump No (1) (PS2) Pump No (1) Switchboard 2 (1) 2 (1) A 2005 (1) Telemetry 5 (*) A (*) 2010 (1) Main Road Wet well 2064 (1) (PS3) Pump No (1) Switchboard 2 (1) 2 (1) A 2025 (1) Telemetry 5 (*) A (*) 2010 (1) The Glade Wet well 2028 (1) (PS4) Pump No (*) Switchboard 2 (1) 2 (1) A 2005 (1) Telemetry 5 (*) A (*) 2010 (1) Treatment Oxidation Pond C (3) 2048 (1) Plant Outfall 2028 (1) Table Manapouri Condition and Performance An assessment was carried out prior to the replacement of pumps at pumps at PS2 and it was discovered that although the pumps have met the end of their economic life they are performing well. Operation and Maintenance Tourist buses are causing damage to the hinges of the Waiau Street pump station causing increasing maintenance costs. This will be monitored and addressed in a future plan if necessary. Draft Asset Management Plan - Wastewater Page 62 r/14/6/

67 Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: The rising main from PS1 to the oxidation pond. Key Issues The telemetry units (RTU) require upgrading to Kingfisher/Citect the SCADA system. Uncertainty of the long term sustainability of oxidation pond performance. On the horizon for Manapouri is the renewal of the discharge consent in Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 63 r/14/6/

68 Monowai Description The Monowai community has an estimated 2005 usual resident population of 27. The scheme has 15 total equivalent connections (15 full). The scheme is governed by the Monowai Village Committee under the guidance of technical staff at the SDC. History The scheme was originally owned and operated by the Power Company and was transferred to the SDC in It is thought to have been constructed in s - Monowai wastewater scheme was constructed to service the township Scheme report written prior to ownership transfer Ownership and operation transferred to the SDC Application for renewal of discharge consent submitted O&M of scheme removed from District Contract. Process Description The township is served by wastewater reticulation consisting of service connections, gravity mains, manholes and cleaning eyes. The network gravitates the treatment plant consisting of a communal septic tank and effluent soakage field. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. (a) (b) (c) (d) Wastewater Reticulation The gravity mains are constructed polyethylene (100%). The plant services 12 private dwellings, a hall, a single mens quarters, and a public toilet. All connections gravitate to the treatment plant. Pump stations There are no pump stations in this scheme. Wastewater Treatment Treatment is carried out in a communal twin chamber septic tank approximately 30 m 3 in volume. Treated wastewater is discharged through an effluent soakage field consisting of a single 100 m run of 150 mm field tiles. Discharge Resource Consent No transferred from the Power Company to discharge up to 25 m 3 /day of treated wastewater to land. Draft Asset Management Plan - Wastewater Page 64 r/14/6/

69 Condition and Performance No CCTV inspections have been carried out. The current condition and performance grading of the wastewater system is shown in the table below. Asset Asset Component Condition Performance Confidence Est Failure Type Year Reticulation Manholes 2038 (1) Cleaning eyes 2038 (1) Service connections C (*) Unknown Unknown Gravity main Treatment Septic Tank Unknown Plant Disposal Field 2005 (1) Operation and Maintenance The Committee are currently carrying out maintenance activities on the scheme although overall responsibility for scheme compliance lies with Council. Planned capitall costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: Key Issues None identified. The issue for Monowai is the disposal field has met the end of the design life, however there are currently no significant issues or concerns raised by ES. A sum has been set aside for renewal at the end of the planning period subject to a reticulation condition assessment. This is currently planned for completion in 2017/18. Small diameter monitoring bore/piezometer holes are required to assist with discharge monitoring. On the horizon for Monowai is the majority of the reticulation will meet the end of the design life in Draft Asset Management Plan - Wastewater Page 65 r/14/6/

70 Capital Expenditure Plan In the past the Committee has offered to provide practical assistance in order to minimise the cost of the projects. The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 66 r/14/6/

71 Nightcaps Description The Nightcaps community has an estimated 2006 usual resident population of 303 with a projected 2016 usual resident population of 215. The scheme has total equivalent connections (177 full, 3 ¾, 34 ½). The scheme is governed by the Nightcaps CDA Subcommittee under the guidance of technical staff at the SDC. History The Nightcaps scheme was built in 1988 by Provincial Contracting Telemetry installed at pump station New grinder type pump installed (Pump 2) Rock filter added Resource consent renewed for a further 15 years Asset Management Plan revised CCTV inspections carried out New Pump 1 installed (ABS Piranha 26/2) Sludge survey carried out by Conhur (msc/08/5/5604) Review of wastewater scheme performance undertaken as part of consent condition. Process Description Most of the township is served by wastewater reticulation consisting of service connections, gravity mains, rising mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owners responsibility. Inflow from the reticulation gravitates to pump station 1 where the wastewater enters the treatment process. (a) (b) (c) Wastewater Reticulation All of Nightcaps is served by gravity wastewater reticulation. Manholes are located at each change in pipe gradient or alignment. They are mostly 0.4 to 4.6 metres deep conventional circular concrete structures with heavy-duty cast iron lids and frames. Cleaning eyes were installed as a low cost alternative to manholes at the end of lines, permitting rodding from above ground but not providing man entry and mostly located at the end of short dead end streets. The rising main from the pump station is 100 mm PVC pipe. Pump stations There is a pump station located at the rear of a property at 27 Dryfe Street on Council owned land. It consists of two 2.4 m diameter below ground reinforced concrete tanks containing two pumps. If the pumps fail to operate when the high level alarm is reached sewage overflows into the second. Wastewater Treatment Treatment is provided by an oxidation pond with a concrete wave band. A rock filter (50 m x 1.5 m) was added to provide additional polishing of the effluent. Discharge flows through a 300 m long vegetated ditch comprising of natural weeds managed for optimum polishing of effluent. Draft Asset Management Plan - Wastewater Page 67 r/14/6/

72 (d) Discharge Resource Consent No granted to discharge up to 350 m 3 /day of treated wastewater into the Wairio Stream. Consent expires 3 May Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 732 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. Inspection results from the eight completed surveys showed 48 faults recorded as follows: The township was given an overall pipe grading 3.0 or Good (where 1.0 is Excellent and 5.0 is Fail). The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising main Pump Wet well station Pump No. 1 Pump No. 2 Switchboard Telemetry Treatment Oxidation Pond Plant Rock Filter Outfall Operation and Maintenance 1 (1) 1 (1) 5 (*) C (*) A A (*) 2047 (1) 2047 (1) Unknown 2087 (1) 2087 (1) 2047 (1) 2025 (1) 2018 (1) 2012 (1) 2010 (1) ) 2053 (1) 2047 (1) There are increasing occurrences of blockages in the mains indicating that some areas of the reticulation may be coming to the end of the economic life. There are increasing maintenance costs surrounding vegetation control adjacent to the access track into the oxidation pond. Currently these are covered under the O&M Contract. Planned capitall costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 68 r/14/6/

73 Critical Assets Critical assets identified are: The rising main from PS1 to the oxidation pond. Key Issues Discharge consent expires in 2015, planning likely to begin 2013/14. Improvements to the treatment and disposal may be required in the future to meet new consent conditions. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 69 r/14/6/

74 Ohai Description The Ohai community has an estimated 2006 usual resident population of 351 with a projected 2016 usual resident population of 245. The scheme has total equivalent connections (217 full, 33 ½). The scheme is governed by the Ohai CDA Subcommittee under the guidance of technical staff at the SDC. History The Ohai wastewater system was built in 1953 and consists of standard reticulation and a conventional treatment plant New pumps installed in pump station Telemetry and new switchboard installed at pump station Latest resource consent issued for 15-year term Alterations to reticulation to cure overflow problem at 127 Birchwood Road - connected to Hastings Street main UV disinfection installed CCTV inspections carried out Both pumps reconditioned Dual trickling filter operation installed. Process Description The Ohai wastewater network consists of service connections, gravity mains, rising mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to pump station 1(PS1) where the wastewater enters the treatment process. The Ohai system is known as a mechanical system utilising facilities which enhance stabilisation over a smaller area of land. (a) Wastewater Reticulation Most of the reticulation mains are concrete and glazed earthenware pipes and the laterals are earthenware. The rising main is AC pipes. Most manholes are square cast in-situ concrete structures with badly corroded steel ladder rungs. The haunching in many of the manholes is poor. Approximately 2,312 m of the reticulation has been CCTV inspected. CCTV inspection of the sewer has shown that the condition of many of the connections to the reticulation network are also poor. Connections in many places protrude into the gravity main, creating the potential for blockages. The poor lateral connections are also expected to be the source of infiltration problems. Significant amounts of infiltration and inflow is increasing the volume of wastewater reaching the treatment plant to such an extent that the effectiveness of the treatment plant is compromised. (b) Pump stations There is one pump station located to the north of Birchwood Road, at 134 Birchwood Road. Design: The pump station has been converted to a wet well type, with submersible pumps located in the sewage they pump. The pump station contains two pumps installed in 1997 and reconditioned in Draft Asset Management Plan - Wastewater Page 70 r/14/6/

75 (c) (d) Wastewater Treatment Wastewater enters the Ohai treatment plant after passing through a screen. Solids material then settles out in two Imhoff tanks and is removed and dried prior to being disposed off in forestry block. Biological treatment is provided by two stone media filters prior to a secondary settlement stage in two rectangular humus tanks. A UV disinfection chamber was installed in 2004 to polish effluent before discharge into receiving waters. Discharge Resource Consent No granted to discharge treated effluent into an unnamed tributary of the Orauea Stream at a dry weather rate of 120 m 3 /day and wet weather rate of 480 m 3 /day. Consent expires 15 April Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 1,247 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. Inspection results from the 17 completed surveys showed 174 faults recorded as follows: The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). Performance of the pump station is declining as inflow and infiltration increases with ageing pipework. The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising main Pump Wet well station Pumps No. 1 Pumps No. 2 Switchboard Telemetry Treatment Imhoff tank Plant Trickling Filter Humus tank Compressor Sludge drying bed Sludge pump UV chamber Weeded Ditch Outfall UV Switchboard Telemetry (SALCOM) Operation and Maintenance ) 2 (1) 2 (1) 1 (1) 5 (*) 5 (*) 2 (1) 5 (*) 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 2 (1) 1 (1) C (*) A (*) 2012 (1) 2012 (1) Unknown 2012 (1) 2012 (1) 2011 (1) 2017 (1) 2017 (1) 2015 (1) 2015 (1) 2011 (1) 2011 (1) 2011 (1) 2005 (1) 2011 (1) Unknown 2029 (1) Unknown Unknown 2034 (*) 2015 (*) UV bulbs need replaced every two years. WWTP in need of major maintenance: concrete pathway, plastering of intake channel, leaking trickling filter, walkways on Imhoff tank, paint Imhoff tank. Issues with high wells during wet weather. Draft Asset Management Plan - Wastewater Page 71 r/14/6/

76 Poor compliance record for faecal coliforms. Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: The rising main from PS1 to the treatment plant. Key Issues The major issue for Ohai is that the majority of the reticulation begins to meet the end of the design life within the 10 year plan period and will require condition assessments prior to any renewals being carried out. Many components of the treatment plant will also meet the end of the design life in A sum has been put at the end of the planning period subject to condition assessments and a renewals strategy. The telemetry unit (RTU) requires upgrading to Kingfisher/Citect the SCADA system. Reticulation strategy is required prior to major renewals. Low flows have been affecting the performance of the treatment plant. Sludge disposal strategy. Performance of pump station needs to be optimised to cope with increasing inflow and infiltration. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 72 r/14/6/

77 Draft Asset Management Plan - Wastewater Page 73 r/14/6/

78 Otautau Description The Otautau community has an estimated 2006 usual resident population of 753 with a projected 2016 usual resident population of 770. The scheme has total equivalent connections (437 full, 6 ¾, 37 ½). The scheme is governed by the Wallace Community Board under the guidance of technical staff at the SDC. History The sewer reticulation system was built in Installed bar screen at oxidation pond River protection work carried out to protect disposal field Repairs carried out to rising main after pipe was exposed by floodwaters and severed at PE to PVC joint New resource consent granted (previous expired in 2006) Monitoring wells (piezos) installed in accordance with resource consent. - Additional pump installed to PS4 (electrical and pipework improvements as well). - River protection work carried out. - Irrigation review and upgrades to WWTP carried out. Process Description The Otautau wastewater network consists of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to six pump stations before entering the treatment process. (a) Wastewater Reticulation The reticulation system comprises 150 mm, 200 mm and 225 mm diameter upvc rubber-ring jointed pipes with 100 mm diameter household laterals, installed at appropriate grades. Access to the sewers for rodding purposes is provided by manholes constructed where mains intersect and elsewhere by rodding eyes. Manholes are 600 mm diameter and of polypropylene construction. Approximately 91 m of the reticulation has been CCTV inspected. The rising main from PS1 passes under the Aparima River to the WWTP. The section under the river was renewed in 2006 in PE and anchored with railway irons below the bottom of the river. Land Use Consent No granted to place a sewage pumping main in the bed of the Aparima River and the Otautau Stream. Consent expires 10 April (b) Pump stations Except for the surface mounted electrical control cabinets and backflow preventers all pumping station components are located below ground. Each pumping station comprises a circular concrete pipe chamber extending to the required depth and containing submersible type sewage pumps of the required capacity together with the associated delivery pipework, level control and alarm system hardware. The rising mains installed as part of each pumping system are sized in accordance with the duty requirements of each station. The rising mains are both 80 mm diameter and 150 mm diameter Class C upvc, with a 150 mm HDPE 9 bar pipe for the river crossings. Draft Asset Management Plan - Wastewater Page 74 r/14/6/

79 The discharge pipes from the pumps pass through a valve chamber constructed adjacent to but separate from the pump well. The valve chamber contains a non return valve and isolating valve on each of the pump discharge lines prior to the lines joining and connecting to the rising mains. Access to the pump well and valve chamber at each station is by way of aluminium hatches cast into the roof slab of each structure. An emergency pump connection part exists at each station allowing each well to be pumped out by ancillary equipment. A spare pump compatible with all stations is available in the event of pump failure. (c) Wastewater Treatment The treatment plant is located adjacent to the stopbanks on the eastern side of the Aparima River. The plant consists of a 1.2 ha single stage earth embankment oxidation pond constructed by conventional cut to fill methods. The pond is lined with high density polyethylene lining. Effluent passes through a single bar screen before entering the treatment process. At the pond outlet effluent passes through a level control manhole before being discharged to pasture through sprinklers. Eight irrigation cells are dosed in rotation across a total area of 12 ha. (d) Discharge Resource Consent No granted to discharge treated effluent to land at a dry weather rate of 460 m 3 /day. Consent expires 16 January Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains King Street Wet well (PS1) Pump No. 1 Pump No. 2 Switchboard Telemetry Nantwich Wet well Street Pump No. 1 (PS2) Switchboard Telemetry Clitheroe Wet well Street Pump No. 1 (PS3) Switchboard Telemetry Main Street Wet well (PS4) Pump No. 1 Pump No. 2 Switchboard Telemetry 4 (2) 4 (2) 4 (2) 4 (2) 4 (2) 5 (*) 5 (*) 5 (*) 5 (*) C (2) B (*) A (*) A (*) A (*) A (*) A (*) 2078 (1) 2058 (1) Unknown 2098 (1) 2098 (1) 2028 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) 2057 (1) 2017 (1) 2022 (1) 2012 (1) 2057 (1) 2017 (1) 2022 (1) 2012 (1) 2057 (1) 2017 (1) 2029 (1) 2022 (1) 2012 (1) Draft Asset Management Plan - Wastewater Page 75 r/14/6/

80 Asset Type Liemen Street (PS5) George Street (PS6) Treatment Plant Asset Component Condition Performance Confidence Est Failure Year Wet well 2057 (1) Pump No (1) Switchboard 2022 (1) Telemetry 5 (*) A (*) 2012 (1) Wet well 2057 (1) Pump No (1) Switchboard 2022 (1) Telemetry 5 (*) A (*) 2012 (1) Spare pump 1 (*) 1 (*) 2017 (1) Oxidation Pond 4 (2) 2028 (1) Dosing 4 (2) 2017 (1) pump/filter 4 (2) 2022 (1) Irrigation Field 4 (2) Unknown Outfall 4 (2) 2022 (1) Switchboard 5 (*) A (*) 2012 (1) Telemetry Table Otautau Condition and Performance There have been problems in the past with the performance of the irrigation field especially in times of peak/wet weather loads. A rigorous operation and maintenance review has been carried out with further upgrade works programmed in this planning period. Although this is a relatively new scheme, there are major problems with inflow and infiltration. Studies have been carried out in the past but no conclusions were made. Investigations indicate that the majority of groundwater is getting into the sewers through poorly sealed manholes and direct connections from private stormwater lines. Operation and Maintenance There are currently major issues with the operation of the irrigation field. An assessment was carried out by MWH in 2006 and identified the need to increase pressure to the sprinkler heads. The proposed solution involved installing an 80 mm pipeline to the far irrigation cells and upgrading the dosing pump/filter system in Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: Key Issues The rising main from PS1 to the oxidation pond. Some parts of the reticulation are performing poorly with indications of high levels of infiltration. Ongoing river protection works are required to protect the disposal field. Additional pumps are required at single pump installations. Draft Asset Management Plan - Wastewater Page 76 r/14/6/

81 A mechanical screen is required to improve the performance of the sprinkler irrigation system. On the horizon for Otautau is the renewal of all pumps in 2017 and all switchboards/cabinets in Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 77 r/14/6/

82 Riversdale Description The Riversdale community has an estimated 2006 usual resident population of 456 with a projected 2016 usual resident population of 470. The scheme has total equivalent connections (239 full, 2 ¾, 28 ½). However, in anticipation of potential growth the local community is looking at mechanisms for development. The scheme is governed by the Riversdale Community Board under the guidance of technical staff at the SDC. History The Riversdale sewerage system was installed in 1975 by the Southland County Council. Sections outside the town drainage area continue to be served by septic tank SCADA telemetry installed Significant upgrade to electrical switchgear Resource consent obtained. Land disposal required as a condition Wetland, land disposal system constructed adjacent south and east banks of existing oxidation pond Two new pumps installed at pump station Attempted repairs of main in Liverpool Street proved too difficult and expensive due to high ground water levels A 150 mm diameter bypass main installed from Newcastle Street to Chester Street CCTV inspections carried out. - New Pump 1 (ABS AFP kw) Work carried out on wetland to eliminate ponding Remedial work carried out to wetland New Pump 2 (ABS AFP kw) Sludge survey carried out by Conhur (msc/08/5/5604). Process Description The Riversdale wastewater network consists of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to pump station 1 (PS1) where the wastewater enters the treatment process. (a) Wastewater Reticulation Pipes have been laid, wherever possible, within roadside verges, the grades of which should have been designed in accordance with good engineering practice. No recurring blockages have been identified indicating the pipework has at least sufficient capacity for its current loading rates. Manholes are located at each change in pipe gradient or alignment. They are mostly 1.3 to 2.5 metres deep conventional circular concrete structures with heavy duty cast iron lids and frames. There are cleaning eyes, mostly located at the end of short dead end streets. Approximately 2,394 m of the reticulation has been CCTV inspected. Draft Asset Management Plan - Wastewater Page 78 r/14/6/

83 (b) (c) Pump stations The Liverpool Street pump station (PS1) services the whole reticulated network, providing the lift needed for gravitated sewage to reach the oxidation pond. The pump station comprises a circular concrete pipe chamber extending to an unconfirmed depth. The wet well contains two submersible pumps operated as one duty and one standby. Wastewater Treatment The wastewater treatment plant is located on the eastern side of the Riversdale township. It consists of an oxidation pond and a wetland land disposal area. The oxidation pond is thought to be lined with low permeability clays. Wave bands are constructed of cast in-situ concrete slabs. In 2000 a wetland disposal area was constructed comprising of a 5 metre wide area excavated to the south and east side of the pond. The first half of the area has native plants while the final area contains a large gravel infiltration area. (d) Discharge Resource Consent No granted to discharge oxidation pond effluent to land via a soakage channel and Meadow Burn at a dry weather rate of 92 m 3 /day and wet weather rate of 276 m 3 /day. Consent expires 21 May Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 189 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. Inspection results from the two completed surveys showed 25 faults. The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). A total of 36% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen making analysis difficult. The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising main Pump Wet well station Pump No. 1 Pump No. 2 Switchboard Telemetry Treatment Oxidation Pond Plant Wetland disposal Outfall 1 (1) 1 (1) 1 (1) 1 (1) 5 (*) 4 (*) 4 (*) C (*) A A A (*) 2034 (1) 2034 (1) Unknown 2034 (1) 2034 (1) 2034 (1) 2024 (1) 2027 (1) 2005 (1) 2010 (1) 2054 (1) 2060 (1) 2034 (1) Discharge to Meadow Burn was occurring more frequently than allowed under the consent. Upgrades are programmed to improve infiltration from the wetland. Draft Asset Management Plan - Wastewater Page 79 r/14/6/

84 Riversdale suffers from a very high water table. There is a major problem with inflow and infiltration. Renewals have been programmed once the worst areas have been identified. Operation and Maintenance Very high water table leading to increased maintenance costs associated with dewatering excavations to work. Significant sludge build up in the pond was confirmed in a survey carried out by Conhur in Issues during winter time with pumps pumping 24 hours per day. Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: The rising main from PS1 to the oxidation pond. To meet the projected future demand it is estimated that the following projects will be required: A scheme extension has bee planned in anticipation of growth. Key Issues The switchboard has met the end of the design life and the telemetry unit (RTU) requires upgrading to Kingfisher/Citect the SCADA system. Sludge is building up in the pond causing performance issues. The wetland is performing poorly and requires renovation and upgrade. The discharge consent expires in On the horizon is the majority of the reticulation meets the end of the design life in A reticulation assessment has been programmed. The community is experiencing growth pressures from out the sewerage boundary. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: The community anticipates more growth than projected in Riversdale over the next 10 years. The following projects have been programmed to meet this anticipated demand on the scheme. Draft Asset Management Plan - Wastewater Page 80 r/14/6/

85 Draft Asset Management Plan - Wastewater Page 81 r/14/6/

86 Riverton Description The Riverton community has an estimated 2006 usual resident population of 1,527 with a projected 2016 usual resident population of 1,540. The estimated peak population for Riverton is 3,664 in 2006, projected to 4,232 in The scheme has 1,153 total equivalent connections (1,074 full, 12 ¾, 140 ½). The scheme is governed by the Riverton Community Board under the guidance of technical staff at the SDC. History The Riverton Wastewater Scheme was constructed between 1982 and 1984 under the governance of the Wallace County Council SCADA telemetry installed to all pump stations Land disposal treatment system installed adjacent Rocks oxidation pond Land use and discharge resource consents obtained for Rocks land disposal system Townside oxidation pond inlet modified to discharge above water level % (ten in total) of the submersible pumps renewed CCTV inspections carried out Renewal of PS5 Pump 1 (ABS AFP kw). - Activity Management Plan produced Mono pump at Rocks WWTP overhauled. - Townside WWTP upgrade (Contract 05/36) including refurbishment of the two existing settling basins, the installation of a pump station (2x ABS AFP kw), a 6-port sequencing valve (Mark Hely/Hugh Murray Special) and six rapid infiltration basins. The project received 50% funding from the MOH through SWSS. - Condition assessment of remaining original pumps (Pumps and Electrical). - Renewal of PS2 Pump 1 (ABS AFP kw), PS3 Pump 2 (ABS AFP kw), and PS7 Pumps 1 and 2 (both ABS AFP kw) AC rising main across bridge renewed (C07-40). - Sludge survey carried out by Conhur (msc/08/5/5604). - New pumps installed at pump station 9. Process Description The Riverton wastewater network consists of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Riverton has two wastewater treatment plants due to topographical constraints. The eastern side of the township feeds the townside WWTP and the western side feeds the Rocks WWTP. (a) Wastewater Reticulation The sewer gravity mains are primarily 150 mm upvc but range up to 375 mm. Manholes are located at each change in pipe gradient or alignment. They are mostly 1.3 to 2.9 metres deep conventional circular concrete structures with heavy duty cast iron lids and frames. Cleaning eyes have been installed as a low cost alternative to manholes at the end of lines, permitting rodding from above ground but not providing man entry and are mostly located at the end of short dead end streets. Approximately 7,483 m of the reticulation has been CCTV inspected. Draft Asset Management Plan - Wastewater Page 82 r/14/6/

87 (b) (c) Pump stations There are two main stations taking wastewater from minor stations as well as the reticulation. Main Pump stations The Bay Road pump station (PS5) receives wastewater from the central area of Riverton as well as PS4 and PS6. The two pumps lift wastewater into a rising main across the bridge and into the common rising main to the townside oxidation pond. The Evelyn Street pump station (PS9) receives wastewater from western Riverton as well as PS8 and PS9. The two pumps lift wastewater to the Rocks oxidation pond. Wastewater Treatment The townside oxidation pond is of standard construction including a concrete wave band in good condition. The pond has an area 1.4 ha. A small pump station is located at the far end of the pond pumping treated effluent to one of six rapid infiltration basins. The sequence is controlled by SCADA. The existing settling basins have been retained in case any storage is required in the event of maintenance to the rapid infiltration basins. The Rocks oxidation pond is of standard construction including a concrete wave band in average condition. A 30 m section was replaced with riprap as a trial in September The pond has an area 1.0 ha. Effluent is conveyed by a progressive cavity pump to the top of the wetland. Treated effluent migrates through a series infiltration contact ponds (20 ponds of approximately 2 ha in total) before discharging to the ocean. (d) Discharge Resource Consent No granted to discharge up to 530 m 3 /day of treated wastewater to land via rapid infiltration basins. Consent expires 9 August Coastal Permit No granted to discharge up to 525 m 3 /day of treated wastewater to land and into Foveaux Straight. Consent expires 7 August Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 189 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). A total of 36% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen making analysis difficult. The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains Palmerston Wet well Street Pump No. 1 4 (*) C (*) 2042 (1) 2042 (1) Unknown 2042 (1) 2042 (1) 2043 (1) 2023 (1) Draft Asset Management Plan - Wastewater Page 83 r/14/6/

88 Asset Type Asset Component Condition Performance Confidence Est Failure Year (PS1) Pump No. 2 Switchboard Telemetry Bath Street Wet well (PS2) Pump No. 1 Pump No. 2 Switchboard Telemetry Jetty Street Wet well (PS3) Pump No. 1 Pump No. 2 Switchboard Telemetry Orepuki Wet well Highway Pump No. 1 (PS4) Pump No. 2 Switchboard Telemetry Bay Road Wet well (PS5) Pump No. 1 Pump No. 2 Switchboard Telemetry Towack Wet well Street Pump No. 1 (PS6) Pump No. 2 Switchboard Telemetry Townside Oxidation Pond Treatment Settling Basins Plant Wet well storage Pump 1 Pump 2 Switchboard Telemetry Sequencing Valve RI Basins Weeded ditch Outfall Taramea Wet well Bay (PS7) Pump No. 1 Pump No. 2 Switchboard Telemetry 120 Rocks Wet well (PS8) Pump No. 1 Pump No. 2 Switchboard Telemetry Evelyn Wet well Street Pump No. 1 (PS9) Pump No. 2 Switchboard Telemetry 4 (*) 1 (1) 4 (*) 1 (1) 4 (*) 4 (*) 1 (1) 4 (*) 4 (*) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 4 (*) 4 (*) 1 (1) 1 (1) 4 (*) 5 (*) 1 (1) 5 (*) 1 (1) 5 (*) 5 (*) 1 (1) 5 (*) 5 (*) 4 (2) 4 (2) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 4 (2) 4 (2) 1 (1) 1 (1) 5 (*) 5 (*) 1 (1) 1 (1) 5 (*) A (*) A A (*) A A (*) A (*) A (*) A (*) A (*) A (*) A (*) A (*) A (*) 2023 (1) 2008 (1) 2010 (1) 2043 (1) 2005 (1) 2026 (1) 2008 (1) 2010 (1) 2043 (1) 2005 (1) 2026 (1) 2008 (1) 2010 (1) 2043 (1) 2023 (1) 2018 (1) 2008 (1) 2010 (1) 2043 (1) 2025 (1) 2022 (1) 2008 (1) 2010 (1) 2043 (1) 2022 (1) 2022 (1) 2008 (1) 2010 (1) 2063 (1) 2063 (1) 2088 (1) 2026 (1) 2026 (1) 2026 (1) 2026 (1) 2058 (1) 2058 (1) 2043 (1) 2043 (1) 2043 (1) 2026 (1) 2026 (1) 2008 (1) 2010 (1) 2043 (1) 2022 (1) 2022 (1) 2008 (1) 2010 (1) 2043 (1) 2029 (1) 2029 (1) 2008 (1) 2010 (1) Draft Asset Management Plan - Wastewater Page 84 r/14/6/

89 Asset Type 216 Rocks (PS10) Rocks Treatment Plant Asset Component Condition Performance Confidence Est Failure Year Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Oxidation Pond Pump 1 (mono) Infiltration Ponds Wetland Outfall Switchboard 4 (*) 5 (*) 4 (1) A (*) 2043 (1) 2022 (1) 2021 (1) 2008 (1) 2010 (1) 2063 (1) 2025 (1) 2063 (1) 2043 (1) 2043 (1) 2008 (1) Conhur Survey and Report highlighted areas where the sludge depths may cause problems in the future. At this stage sludge is not causing performance problems with either of the treatment plants. Operation and Maintenance No significant issues. Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: The rising main from PS5 to the townside of oxidation pond. The rising main from PS9 to the Rocks oxidation pond. Draft Asset Management Plan - Wastewater Page 85 r/14/6/

90 Key Issues The renewal of remaining pumping equipment. All the electrical equipment meets the end of their design life in Reticulation renewals are programmed for ageing infrastructure. The reticulation suffers from inflow and infiltration during wet weather. Reticulation renewals are programmed subject to the outcome of I/I investigations. Discharge consent for the Rocks oxidation pond expires in On the horizon is the discharge consent for the townside oxidation pond in 2039 Capital Expenditure Plan The issues discussed above have been addressed with the following projects: The programme to meet previously anticipated demand on the scheme, has been deferred due to slow down in growth and will be reviewed in the run up to the next LTP 2012/25. Draft Asset Management Plan - Wastewater Page 86 r/14/6/

91 Stewart Island Description The Oban community has an estimated 2006 usual resident population of 405 with a projected 2016 usual resident population of 415. The estimated peak population for Stewart Island is 2,115 in 2006, projected to 2,568 in The scheme has total equivalent connections (425 full, 114 ½, 6 ¼). The scheme is governed by the Stewart Island Community Board under the guidance of technical staff at the SDC. History The scheme was completed in 1997 with most consumers being connected by Significant water infiltration was discovered at stormwater manhole near PS1. Subsequent sealing of manhole followed I/I property inspections carried out - no major issues Discharge consent granted for 20 years Construction commenced on scheme extension under the Sanitary Works Subsidy Extension commissioned in August (C04-54). The extension received 50% funding from the MOH through SWSS Major repairs carried out to PS1 and PS2. Process Description The Stewart Island wastewater network consists of service connections, gravity mains, metres of rising mains, manholes, and cleaning eyes. An extension and upgrade of the scheme was completed in August The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to one of the 20 pump stations flowing to one of two main stations. From the main stations wastewater is pumped to the treatment plant. (a) Wastewater Reticulation The reticulation system is 100 mm and 150 mm upvc rubber-ring jointed pipes. The pipes have generally been laid in roadside verges wherever possible however in some situations pipes have been laid in private properties to provide outfall for neighbouring properties which otherwise could not be serviced. Venting manholes, air relief valves, scour valves and water hammer control devices have been installed where necessary. Coastal Permit No granted to occupy an area of Butterfield Beach with sewer mains. Consent expires 2 November (b) Pump stations Eighteen minor pump stations collect wastewater from localised catchments and elevate it to gravity mains which flow to the two main stations in Elgin Terrace (PS1) and Hicks Bay (PS17). Wastewater is then pumped through a rising main to the oxidation pond. Draft Asset Management Plan - Wastewater Page 87 r/14/6/

92 All stations are monitored remotely by the Council s SCADA system. When predetermined conditions (such as pump start failures) occur alarms are automatically activated through SCADA and if necessary resources can be immediately mobilised to investigate/correct the fault. Council maintains a 24 hour a day monitoring service and operations staff are available 24 hours a day. (c) Wastewater Treatment The oxidation pond located on Back Road is of standard construction with a clay wave band in excellent condition and an area of 0.8 ha. Attached to oxidation pond are two maturation ponds with an area of 0.06 ha. Included at the pond site is a pump station containing two surface pumps that pump treated wastewater to the disposal field. Effluent is pumped from the treatment works into a 24,750 litre fibreglass tank which discharges its contents by siphon into three fibreglass distribution tanks. The capacities of the distribution tanks have been sized at 4,950 litres, 9,000 litres and 11,250 litres to provide a uniform rate of effluent disposal onto land through the pipeline systems connected to each tank. Each pipeline system comprises LDPE dispersal pipes surface laid to follow the contour of the ground and which are connected to the distribution tanks by upvc supply pipes laid underground. Supply pipelines are sized in diameters of 50 mm, 65 mm, 200 mm and dispersal pipelines are sized in 40 mm and 50 mm diameters with holes drilled at appropriate centres. (d) Discharge Resource Consent No granted to discharge up to 300 m 3 /day of treated wastewater to land. Consent expires 2 November Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains Elgin Wet well Terrace Pump No. 1 Pub(PS1) Pump No. 2 Switchboard Telemetry Odour Filter Back Road Wet well (PS2) Pump No. 1 Pump No. 2 Switchboard Telemetry 3 (*) 5 (*) 3 (*) 5 (*) C (*) A (*) A (*) 2078 (1) 2058 (1) Unknown 2098 (1) 2098 (1) 2057 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) Unknown 2057 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) Draft Asset Management Plan - Wastewater Page 88 r/14/6/

93 Asset Type Elgin Terrace South (PS3) Thule (PS4) Mill Creek (PS5) Mill Court (PS6) Golden Bay (PS7) Leask Bay (PS8) Elgin Terrace (PS9) Lee Bay Road (PS10) Horseshoe 1 (PS11) Horseshoe 2 (PS12) Horseshoe Pt (PS13) Asset Component Condition Performance Confidence Est Failure Year Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry 5 (*) 5 (*) 5 (*) A (*) A (*) A (*) 2057 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2057 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) 2057 (1) 2017 (1) 2017 (1) 2022 (1) 2012 (1) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) Draft Asset Management Plan - Wastewater Page 89 r/14/6/

94 Asset Type Butterfields (PS14) Mapua (PS15) Hicks Road (PS17) Deep Bay (PS21) Ringaringa (PS22) Wohlers 1 (PS23) Wohlers 2 (PS24) Portable generator Treatment Plant Disposal Field Asset Component Condition Performance Confidence Est Failure Year Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Wet well 2065 (*) Pump No (*) Pump No (*) Switchboard 2030 (*) Telemetry 2020 (*) Portable generator 3 (*) 3 (*) Unknown Oxidation Pond 2077 (1) Maturation Ponds 2077 (1) Pump (1) Pump No (1) Switchboard 2012 (1) Telemetry 2012 (1) Receiving Tank Unknown Distribution Tanks Unknown (3) 2022 (1) Disposal Field Unknown Outfall Table Stewart Island Condition and Performance Operation and Maintenance Mains power is supplied by a Council controlled organisation called SIESA that operates and distributes the diesel generated electricity. The price of electricity is vulnerable to fluctuating fuel prices and accentuated by the added cost of barging to the Island. Draft Asset Management Plan - Wastewater Page 90 r/14/6/

95 There is an increasing frequency of communication breakdown between the SDC SCADA basestation and the Island caused by a combination of increasing radio traffic and weak signal strength. This can cause increasing O&M costs as the operator has to check stations manually to ensure there are no problems with conveyance. Planned capital costs over the next 10 years are included in the following table. Critical Assets Critical assets identified are: The rising main from PS1 to PS2. The rising main from PS2 to the oxidation pond. The rising main from PS17 to the oxidation pond. To meet the projected future demand it is estimated that the following projects will be required: Additional aerators at the oxidation ponds. Upgrade to the disposal field. Additional storage capacity at pump stations or on-site generation. Network upgrades spread over two years. Key Issues The issues for Stewart Island are: Reticulation renewals are programmed for ageing infrastructure. The telemetry units in the original five stations (RTU) require upgrading to Kingfisher/Citect, and the pumping equipment in PS1, PS2, PS3, PS5, and PS6 meet the end of their design life in A refit of the Petersons Hill Repeater will be required. Loss of institutional knowledge. A new repeater is required on Bluff Hill/Mokoreta to strengthen signal strength into the SDC SCADA base station. In year 15/16 the Peterson s Hill repeater will require a refit. There have been odour complaints in the past. Investigations are planned to identify and control emissions. Additional storage is required at key locations to reduce the likelihood of overflows. On the horizon are switchboards at PS1, PS2, PS3, PS5, and PS6 meet the end of their design life in Capital Expenditure Plan The issues discussed above have been addressed with the following projects: There currently negligible growth anticipated in Oban over the next 10 years. However Oban is subject to peak population and a growth in that peak over the next 10 years. The programme to meet previously anticipated demand on the scheme, has been deferred due to slow down in growth and will be reviewed in the run up to the next LTP 2012/25. Draft Asset Management Plan - Wastewater Page 91 r/14/6/

96 Disposal Plan There is currently no disposal plan in place for assets. Draft Asset Management Plan - Wastewater Page 92 r/14/6/

97 Te Anau Description The Te Anau community has an estimated 2006 usual resident population of 1,878 with a projected 2016 usual resident population of 2,150. The estimated peak population for Te Anau is 7,584 in 2006, projected to 9,638 in The scheme has 2,621 total equivalent connections (2,377 full, 6 ¾, 479 ½). Over the last seven years, significant subdivision development has occurred in Te Anau. Large numbers of residential lots have been created. Many of these properties have not been built on to date, hence creating a significant number of half connections that are currently included in the scheme s total equivalent connections. The scheme is governed by the Te Anau Community Board under the guidance of technical staff at the SDC. History Initially built in 1967 to service the commercial area of town, the reticulation was extended in 1975 to service the north western residential area and has continued to expand as further development occurs. Significant developments on the scheme since 2000 include: Additional land purchased adjacent to oxidation ponds to give future options around land disposal Mokonui Street standby pump renewal. One pump replaced at each of Matai Street and Terrace Street pump stations New 475 mm diameter falling main in construction New pump station at Hawea Place (PS5) commissioned CCTV inspections carried out. - New Pump 2 at PS1. - New pump station at Aparima Drive (PS6) commissioned. - Sewer main extension along Sandy Brown Road. - Discharge Permit granted until Screen, aerators, and wetland installed at the treatment plant (C04-44) New pump stations at Heritage (PS90) and Delta (PS91) subdivisions accepted by SDC. - Work starts on the Te Anau Basin Sewerage Strategy The second pump station in the Delta subdivision, Lakeside (PS93), accepted by SDC m of rising main renewed from PS1 in 300 mm upvc (C07-25). - PS1 pumps optimised to two instead of five with new switchboard and SCADA. - Public meetings held to discuss Te Anau Basin Sewerage Strategy. - Te Anau Basin Repeater was constructed to improve the effective output signal strength of the radio (previously exceeded the New Zealand Standards). - Waiuna pump station (PS92), accepted by SDC Replacement of SCADA/switchboards at a number of pump stations on the scheme. Process Description The Te Anau wastewater network consists of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to minor pump stations delivering to one of three main stations. Draft Asset Management Plan - Wastewater Page 93 r/14/6/

98 (a) Wastewater Reticulation The reticulation mains, which all operate under gravity, range in size from 50 mm to 525 mm in diameter and are generally at a flat grade. The majority of pipelines are upvc and asbestos cement. Approximately 8,786 m of the reticulation has been CCTV inspected. Manholes are located at each change in pipe gradient or alignment. They are mostly 1.3 metres to 3.5 metres deep conventional circular concrete structures with heavy duty cast iron lids and frames. Cleaning eyes have been installed as a low cost alternative to manholes at the end of lines, permitting rodding from above ground but not providing man entry. There are 50 cleaning eyes, mostly located at the end of short dead end streets. The Mokonui Street rising main is a 300 mm diameter upvc PN12, which is connected to a 475 mm diameter falling main approximately 900 m from treatment plant. The rising main was renewed in two stages: the first coincided with resealing work in the Town Centre in 2003, the final section in Mokonui Street was completed in (b) (c) Pump stations Five minor pump stations collect wastewater from localised catchments and elevate it to gravity mains which flow to the main station in Mokonui Street (PS1). Matai Street (PS4) and Aparima Drive (PS6) receive wastewater from other stations. Wastewater is pumped through a common rising main to the treatment plant in the north east of the township. Wastewater Treatment The treatment plant consists of a series of oxidation ponds and discharging through a wetland into the Upukerora River. There are three oxidation ponds. The two smaller ponds (1.4 ha in total) were built in 1966 as part of the initial wastewater scheme. The larger pond (3.3 ha) was built in 1984 to cater for increased demand. The ponds operate in series with the large pond initially receiving all wastewater through a bar screen and then flowing through the two smaller ponds to the wetland. The ponds are fenced off and well maintained. With the commissioning of the falling main into the south west corner of the pond there is a possibility of effluent short circuiting across the south end of the large pond. Aerators have been installed in the large pond in conjunction with a wetland to increase performance. The wetland discharges through a piped outlet extending from the wetlands under the access track to the Upukerora River. Air Discharge Permit No granted to discharge contaminants (odour) into the air from the Te Anau WWTP. Consent expires 8 October (d) Discharge Resource Consent No granted to discharge an average dry weather flow of up to 2,500 m 3 /day to land and the Upukerora River. Consent expires 8 October The current location of the wastewater treatment plant is not sustainable in that the site adjacent to the Upukerora River on a delta has been subjected to flooding in the past and is likely to be at greater risk in the future. With this in mind a working party was established to develop a Te Anau Basin Wastewater Strategy. The strategy investigated wastewater treatment and disposal options for the Te Anau (and Manapouri) townships. At present the preferred option is land disposal near the Te Anau Airport. Land has been purchased for this purpose. Working is ongoing to finalise resource consent applications which are likely ready to be lodged in Draft Asset Management Plan - Wastewater Page 94 r/14/6/

99 Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 1,225 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). A total of 69% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen making analysis difficult. The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains Mokonui Wet well Street Pump 1 (PS1) Pump 2 Standby Generator Switchboard Telemetry Dusky Wet well Street Pump No. 1 (PS2) Pump No. 2 Standby generator Switchboard Telemetry The Wet well Terrace Pump No. 1 (PS3) Pump No. 2 Standby generator Switchboard Telemetry Matai Wet well Street Pump No. 1 (PS4) Pump No. 2 Standby generator Switchboard Telemetry Hawea Wet well Place Pump No. 1 (PS5) Pump No. 2 Switchboard Telemetry Aparima Drive (PS6) Wet well Pump No. 1 Pump No. 2 3 (1) 1 (1) 1 (1) 3 (1) 1 (1) 1 (1) 3 (1) 1 (1) 1 (1) 3 (1) 1 (1) 1 (1) 5 (*) 5 (*) 5 (*) 5 (*) C (*) B (*) A (*) A (*) B (*) A (*) A (*) A (*) A (*) A (*) A (*) 2026 (1) 2026 (1) Unknown 2026 (1) 2026 (1) 2046 (1) 2029 (1) 2029 (1) 2006 (1) 2039 (1) 2029 (1) 2025 (1) 2022 (1) 2022 (1) 2005 (1) 2005 (1) 2010 (1) 2025 (1) 2022 (1) 2022 (1) 2005 (1) 2005 (1) 2010 (1) 2025 (1)) 2022 (1) 2022 (1) 2005 (1) 2005 (1) 2010 (1) 2063 (1)) 2023 (1) 2023 (1) 2028 (1) 2018 (1) 2064 (1) 2024 (1) 2024 (1) Draft Asset Management Plan - Wastewater Page 95 r/14/6/

100 Asset Type The Heritage (PS90) The Delta (PS91) Lakesides (PS93) Waiuna (PS92) Portable generator Treatment Plant Asset Component Condition Performance Confidence Est Failure Year Switchboard 2029 (1) Telemetry 5 (*) A (*) 2019 (1) Wet well Pump No. 1 Pump No. 2 Standby generator Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Wet well Pump No. 1 Pump No. 2 Switchboard Telemetry Portable generator Screen Oxidation Pond Aerators Wetland Outfall Switchboard Telemetry 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) 1 (*) A (*) A (*) A (*) A (*) 2065 (*) 2045 (*) 2045 (*) 2045 (*) 2030 (*) 2020 (*) 2065 (*) 2045 (*) 2045 (*) 2029 (*) 2020 (*) 2089 (1) 2029 (1) 2029 (1) 2039 (1) 2029 (1) 2089 (1) 2029 (1) 2029 (1) 2039 (1) 2029 (1) 3 (*) 3 (*) Unknown 1 (*) A (*) Unknown 2045 (1) 2019 (1) Unknown 2043 (1) 2008 (1) 2010 (1) Operation and Maintenance Increasing problems with blockages in the reticulation caused by roots and debris, especially in the area of Matai Street. Planned capital costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 96 r/14/6/

101 Critical Assets Critical assets identified are: Pumps at PS1 and PS6. The rising main from PS1 to the oxidation pond. The rising main from PS6 to the oxidation pond. Key Issues The issues for Te Anau are: In order to comply with resource consent conditions major work is required to upgrade the treatment and disposal (T&D) system. Reticulation renewals are required due to poor condition in Matai Street and Cleddau Street. The switchboards in PS1, PS2, PS3, and PS4 have met the end of design life (including Kingfisher/Citect upgrade), PS5 and PS6 need the Kingfisher/Citect upgrade. Ongoing in The generators are due for reconditioning and assessment. The majority of the reticulation will begin to meet the end of the design life in Capital Expenditure Plan The issues discussed above have been addressed with the following projects: The projects programmed to meet anticipated demand on the scheme may be deferred of removed subject to growth not occurring. Draft Asset Management Plan - Wastewater Page 97 r/14/6/

102 Draft Asset Management Plan - Wastewater Page 98 r/14/6/

103 Tokanui Description The Tokanui community has an estimated 2006 usual resident population of 162 with a projected 2016 usual resident population of 170. The scheme has 66.8 total equivalent connections (63 full, 1 ¾, 6 ½ ). The scheme is governed by the Tokanui CDA Subcommittee under the guidance of technical staff at the SDC. History The scheme was built in 1972 under the initiative of the Southland Education Board in conjunction with the construction of a new school. The scheme was jointly funded between the Southland County Council and Southland Education Board year discharge permit obtained SCADA telemetry and controller installed Infiltration inflow survey was undertaken Two new pumps purchased. - New 10 year discharge permit granted Aerial mounted onto power pole due to frequent comms failure with the SCADA. - Activity Management Plan produced Wave band repairs to oxidation pond Both control floats replaced in well SCADA upgrade. Process Description The Tokanui wastewater network consists of service connections, gravity mains, rising mains, manholes, and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to pump station 1 (PS1) where the wastewater enters the treatment process. (a) (b) (c) Wastewater Reticulation All of the reticulation mains and laterals are 100 mm diameter upvc. All manholes are round pre-cast pipes with cast in-situ bases. Manhole inverts are haunched. At least one manhole invert is significantly eroded. Most manholes are shallow and do not have ladders/rungs. No CCTV inspection has been carried out. Pump stations A single pump station is the termination point for all of the town s gravity reticulation. The pump station transfers the wastewater to the oxidation ponds. The pump station consists of two pumps in an underground wet well. No emergency well storage is provided outside the pump operating levels. The pump station is connected to Council s SCADA network which monitors a high level alarm and pump operation. Wastewater Treatment Treatment is provided by a series of two oxidation ponds. Pond levels are commonly mm below the outlet levels. It is very seldom that treated effluent from the oxidation ponds is to discharge directly to the Tokanui Stream. The net water balance resulting in consistent pond levels being below outlet level is a combination of low inflow volumes, possible/likely gradual pond base/wall exfiltration and surface evaporation in warm weather. Draft Asset Management Plan - Wastewater Page 99 r/14/6/

104 (d) Discharge Resource Consent No granted to discharge up to 55 m 3 /day of treated wastewater to land and the Tokanui Stream. Consent expires 8 September Asset Condition and Performance Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity main Rising main Pump Wet well station Pump No. 1 Pump No. 2 Switchboard Telemetry Treatment 1 o Oxidation Plant Pond 2 o Oxidation Pond Outfall Operation and Maintenance No significant issues. 5 (*) 4 (2) 4 (2) 4 (2) 5 (*) 5 (*) 4 (2) 4 (2) 4 (2) C (*) A (*) A (*) Planned capital costs over the next 10 years are included in the following table (1) 2031 (1) 2031 (1) 2071 (1) 2071 (1) 2030 (1) 2023 (1) 2023 (1) 2010 (1) 2010 (1) 2050 (1) 2050 (1) 2030 (1) Critical Assets Critical assets identified are: The rising main from PS1 to the oxidation pond. Draft Asset Management Plan - Wastewater Page 100 r/14/6/

105 Key Issues The switchboard meets the end of design life in 2010 (including Kingfisher/Citect upgrade). Ageing reticulation. Treatment and disposal upgrades may be required. The surrounding land does not appear to be suitable for land disposal. A condition of consent was to investigate options for land disposal. A disposal options review is programmed. The discharge consent expires in Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 101 r/14/6/

106 Tuatapere Description The Tuatapere community has an estimated 2006 usual resident population of 582 with a projected 2016 usual resident population of 595. There is accommodation in the township for up to 209 visitors. The scheme has total equivalent connections (357 full, 14 ½, 1 ¼). The scheme is governed by the Tuatapere Community Board under the guidance of technical staff at the SDC. History A sanitation survey was commissioned in 2003 and concluded there to be a risk to public health should the township continue with on-site disposal of wastewater. A provisional application was made to the MOH to assist with a Sanitary Works Subsidy for a reticulated wastewater treatment system. In response to negative community feedback an independent Drainage Management Team was set up in 2005 with representatives from residents, the Community Board and the Council, to monitor the inspections and consider the findings. The inspections indicated that a high proportion of properties had problems with effluent disposal. Following community and government approval of the design and costs the construction began. The scheme was officially commissioned on 29 April New sewerage scheme constructed (C06-36). The scheme received 50% funding from the MOH through SWSS based on the 2003 budget estimate. Process Description The Tuatapere wastewater network consists of service connections, gravity mains, rising mains, manholes, inspection chambers and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to one of three pump stations before being pumped to the treatment plant. (a) (b) Reticulation The sewer mains are 150 mm and 225 mm upvc rubber-ring jointed pipes. The pipes have generally been laid in roadside verges wherever possible however in some situation pipes have been laid in private properties to provide outfall for neighbouring properties which otherwise could not be serviced and reduce the number of pump stations. Pump stations Two minor pump stations collect wastewater from localised catchments and pump in series to the main station on Half Mile Road (PS134). All stations are monitored remotely by the Council s SCADA system. When pre-set conditions (such as pump start failures) occur alarms are automatically activated through SCADA and if necessary resources can be immediately mobilised to investigate/correct the fault. Council maintains a 24 hour a day monitoring service and operations staff are available 24 hours a day. Draft Asset Management Plan - Wastewater Page 102 r/14/6/

107 (c) (d) Wastewater Treatment The Tuatapere WWTP consists of a PVC lined oxidation pond and maturation pond discharging to wetlands which then discharge to an upper and lower weeded drain (separated via a rock passage) into the Waiau River. Effluent passes through a mechanical screen before entering the oxidation pond. Discharge Resource Consent No granted to discharge a dry weather flow of 243 m 3 /day of treated wastewater into the Waiau River. Consent expires 20 November Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes 1 (1) 1 (1) A Cleaning eyes 1 (1) 1 (1) A Service connections 1 (1) 1 (1) 1 (1) 1 (1) A A Gravity mains 1 (1) 1 (1) A Rising mains Orepuki Wet well storage 1 (1) 1 (1) A Highway Pump 1 1 (1) 1 (1) A (PS132) Pump 2 1 (1) 1 (1) A Flow Meter 1 (1) 1 (1) A Switchboard 1 (1) 1 (1) A Telemetry 1 (1) 1 (1) A Bridge Wet well storage 1 (1) 1 (1) A Street Pump 1 1 (1) 1 (1) A (PS133) Pump 2 1 (1) 1 (1) A Flow Meter 1 (1) 1 (1) A Switchboard 1 (1) 1 (1) A Telemetry 1 (1) 1 (1) A Orepuki Wet well storage 1 (1) 1 (1) A Highway Pump 1 1 (1) 1 (1) A (PS134) Pump 2 1 (1) 1 (1) A Flow Meter 1 (1) 1 (1) A Switchboard 1 (1) 1 (1) A Telemetry 1 (1) 1 (1) A Treatment Screen 1 (1) 1 (1) A Plant Oxidation Pond 1 (1) 1 (1) A (PS131) Maturation Pond 1 (1) 1 (1) A Wetlands 1 (1) 1 (1) A Weeded Drains 1 (1) 1 (1) A and Rock Passage 1 (1) 1 (1) A Flow Meter 1 (1) 1 (1) A Switchboard 1 (1) 1 (1) A Telemetry 1 (1) 1 (1) A Table Tuatapere Condition and Performance Operation and Maintenance As this is a newly commissioned scheme there are currently no known operation and maintenance trends. During construction some areas were very wet and could lead to higher than expected repair costs in the future due to ground condition. Draft Asset Management Plan - Wastewater Page 103 r/14/6/

108 Critical Assets Critical assets identified are: Rising main to treatment works. Key Issues None identified. Capital Expenditure Plan There are no projects programmed in this 10 year period. Draft Asset Management Plan - Wastewater Page 104 r/14/6/

109 Wallacetown Description The Wallacetown community has an estimated 2006 usual resident population of 636 with a projected 2016 usual resident population of 640. The scheme has total equivalent connections (265 full, 31 ½). The scheme is governed by the Wallacetown Community Board under the guidance of technical staff at the SDC. History A scoping study was carried out in 2000/2001 in conjunction with Alliance Freezing Works to ascertain options available to the township. In 2003 central government announced that a subsidy would be available for sanitary sewerage projects through the MOH. The subsidy is dependent upon funds being provided toward the project by Council. Support for the project lead to a period of community consultation in 2003/2004. A decision to proceed along with securing funds from the subsidy, lead to design in 2004/2005 and construction planned in 2005/2006. The project is currently subject to the outcome of an Environment Court proceeding due to an appeal against the resource consent hearing decision. Following community and government approval of the design and costs the construction began. The scheme was officially commissioned on 19 April New sewerage scheme constructed (C05-31). The scheme received 50% funding from the MOH through SWSS. Process Description The Wallacetown wastewater network consists of service connections, gravity mains, a rising main, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages within the service connection caused by material from the connected property are considered to be the property owner s responsibility. Inflow from the reticulation gravitates to pump station 1 (PS135) where the wastewater is pumped under the Makarewa River to the Alliance Lorneville WWTP (a) Reticulation The sewer mains are 150 mm upvc rubber-ring jointed pipes. The pipes have generally been laid in roadside verges wherever possible however in some situation pipes have been laid in private properties to provide outfall for neighbouring properties which otherwise could not be serviced. The rising main from PS135 is 140 mm OD PE to the banks of the Makarewa River. Here the rising main was sleeved inside a 160 mm OD PE PN8 and pulled under the river approximately 5 metres below the bed. Rationale for sleeving the pipe was to act both as a contingency measure against any burst under the river (burst under Aparima River in Otautau at time of design/construction) and also in case any future capacity is required. Draft Asset Management Plan - Wastewater Page 105 r/14/6/

110 (b) (c) (d) Pump stations There is only one pump station collecting all wastewater: Wallacetown (PS135). The station is monitored remotely by the Council s SCADA system. When pre-set conditions (such as pump start failures) occur alarms are automatically activated through SCADA and if necessary resources can be immediately mobilised to investigate/correct the fault. Council maintains a 24 hour a day monitoring service and operations staff are available 24 hours a day. Wastewater Treatment Wallacetown has no dedicated treatment plant but pumps into the Alliance Group Limited s Lorneville Meat Processing Plant. An annual service charge is paid to Alliance. Discharge The discharge conditions are met by the Alliance Group. Condition and Performance The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains Pump Wet well storage station Pump 1 Pump 2 Flow Meter Switchboard Telemetry Treatment Pumps to Alliance Plant Group Operation and Maintenance 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) A A A A A A A A A A A N/A N/A N/A N/A Table Wallacetown Condition and Performance The Alliance s discharge permit expires in It is likely that if the costs of holding the resource consent increase that some of these costs will be passed on to the Wallacetown scheme. Planned capital costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 106 r/14/6/

111 Critical Assets Critical assets identified are: Rising main to Alliance Group s treatment works from PS135. Key Issues None identified. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 107 r/14/6/

112 Winton Description The Winton community has an estimated 2006 usually resident population of 2,310 with a projected 2016 usually resident population of 2,490. The scheme has 1,232.8 total equivalent connections (1,186 full, 13 ¾, 74 ½). The scheme is governed by the Winton Community Board under the guidance of technical staff at the SDC. History The sewer reticulation system was constructed in 1962 shortly after Winton s water supply was built. Previously the townships wastewater had discharged into a combined stormwater system. Key milestones since 2000 include: Winton Community Board endorses wetland treatment as the preferred treatment improvement option Council take over ownership of PS4 from the Power Company. - Discharge permit granted until CCTV inspections carried out Construction commenced on wetlands. - Activity Management Plan produced An extension of Springfield Street to the new commercial subdivision was constructed in association with Winton Water Supply AC Renewals Project (C06-15) New rising main with flow meter constructed from PS1 to WWTP in association with Winton Water Supply AC Renewals Project (C06-15). - New pump station from Welsh Road (PS135) subdivision accepted by SDC Sludge survey carried out by Conhur (msc/08/5/5604). - Screen at PS1 replaced. Process Description The Winton wastewater network consists of service connections, gravity mains, rising mains, manholes and cleaning eyes. The Council owns and maintains the service connections from the trunk main to the boundary of each property. Blockages caused by material from the connected property within the service connection are considered to be the property owner s responsibility. Sewage flows under gravity to three minor pump stations. After passing through bar screens at the main pump station wet well, sewage is pumped to the oxidation pond, which is located to the south of Winton. From the oxidation pond treated effluent flows along a weeded outlet ditch to the Winton Stream. (a) Wastewater Reticulation The reticulation mains, which all operate under gravity, range in size from 150mm in diameter up to 400 mm in diameter and are generally very flat. Sewer mains are constructed primarily of asbestos cement. All of Winton is served by gravity wastewater reticulation except five properties at the east end of De Joux Road, which discharge to private septic tanks. There are several privately pumped connections at the west end of Welsh Road. Approximately 5,696 m of the reticulation has been CCTV inspected. Specific details of the reticulation network are in Appendix Error! Reference source not found.. Draft Asset Management Plan - Wastewater Page 108 r/14/6/

113 Manholes are located at each change in pipe gradient or alignment. They are mostly 1.3 to 2.9 metres deep conventional circular concrete structures with heavy duty cast iron lids and frames. Cleaning eyes were installed as a low cost alternative to manholes at the end of lines, permitting rodding from above ground but not providing man entry. The PS1 rising main is a 250 mm diameter mpvc PN9 pipe, which transfers sewage under pressure from the main pump station to the oxidation pond 938 metres south of Dejoux Road. PS2 and PS both have 100 mm diameter asbestos cement rising mains. PS4 has 50 m length of 50 mm PVC which then connects to the disused 50 mm diameter rising main in Gerrard Road. PS135 discharges though 183 m of 50 mm MDPE. (b) Pump Stations Three minor pump stations collect wastewater from localised catchments and elevate it to gravity mains which flow to the main station in De Joux Road (PS1). Wastewater from the whole reticulation network is received at the PS1 and is pumped through a rising main to the treatment plant. All stations are monitored remotely by the Council s SCADA system. When pre-set conditions (such as pump start failures) occur alarms are automatically activated through SCADA and if necessary resources can be immediately mobilised to investigate/correct the fault. Council maintains a 24-hour a day monitoring service and operations staff are available 24 hours a day. (c) Wastewater Treatment: The Winton treatment plant consists of an oxidation pond with two aerators and a wetland into the Winton Stream. There is an emergency overflow via a weeded ditch to the Winton Stream. The oxidation pond is thought to be lined with local low permeability clays. Wave bands in the banks at the effluent surface level are intended to inhibit wave erosion. These wave bands consist of individual concrete slabs and need repairs. In 1993 two 3 kw floating aerators were installed on the pond. There is provision to install a further two aerators. From the oxidation pond treated effluent discharges into an open shallow ditch, which has a gradual fall over 100 metres to an outlet at the Winton Stream. A 13.4 ha wetland was constructed in 2006 to improve the quality of the discharge. The wetland is divided into six operating cells. Treatment plant performance is poor with investigations ongoing to determine how this can be improved. (d) Discharge Resource Consent No granted to discharge an average flow of 750 m 3 /day of treated wastewater into the Winton Stream. Consent expires 8 December Condition and Performance The condition of the reticulation was last inspected under contract in 2004 by Delta Civil Dunedin. A total of 1,759 m was inspected with filming and grading carried out in accordance with the 1999 Pipe Inspection Manual. The township was given an overall pipe grading 3.0 or Moderate (where 1.0 is Excellent and 5.0 is Fail). A total of 38% of the township has been inspected however grades are not assigned to the asset (held against group project work order) in Hansen making analysis difficult. Draft Asset Management Plan - Wastewater Page 109 r/14/6/

114 The current condition and performance grading of the wastewater system is shown in the table below. Asset Type Asset Component Condition Performance Confidence Est Failure Year 2021 (1) 2021 (1) C (*) Unconfirmed 2021 (1) 5 (*) 5 (*) A (*) 2021 (1) Reticulation Manholes Cleaning eyes Service connections Gravity mains Rising mains De Joux Dry well Road (PS1) Wet well Pump No. 1 Pump No. 2 Pump No. 3 Magflo Meter Switchboard Telemetry Gerrard Wet well Road (PS2) Pump No. 1 Switchboard Telemetry Moore Wet well Road (PS3) Pump No. 1 Switchboard Telemetry Substation Wet well Road (PS4) Pump No. 1 Switchboard Telemetry Welsh Wet well Road Pump No. 1 (PS135) Pump No. 2 Switchboard Telemetry Treatment Oxidation Pond Plant Aerators x2 Wetland Weeded Ditch/Outfall Switchboard Operation and Maintenance 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 3 (*) 1 (1) 5 (*) 5 (*) 5 (*) 5 (*) 1 (1) 1 (1) 1 (1) 1 (1) 1 (1) 4 (1) 4 (*) A (*) A (*) A (*) A (*) A (*) A (1) A (1) A (1) A (1) A (1) B (*) 2041 (1) 2021 (1) 2015 (1) 2015 (1) 2005 (1) 2027 (1) 2005 (1) 2010 (1) 2036 (1) 2021 (1) 2005 (1) 2010 (1) 2023 (1) 2005 (1) 2005 (1) 2010 (1) 2021 (1) 2023 (1) 2005 (1) 2010 (1) 2087 (1) 2027 (1) 2027 (1) 2037 (1) 2027 (1) 2028 (1) 2010 (1) 2056 (1) 2005 (1) Unconfirmed Sludge build up in ponds is starting to cause problems with pond operation decreasing pond capacity especially during times of wet weather. A number of discharge samples are failing to meet required consent conditions. This is further exacerbated by insufficient dilution in receiving waters during low flows. Winton also suffers from high inflow and infiltration. Moore Road pump station well lid (manhole) causing operational issues as the pumps cannot be adequately lifted: manhole lid. Draft Asset Management Plan - Wastewater Page 110 r/14/6/

115 Planned capital costs over the next 10 years are included in the following table. Draft Asset Management Plan - Wastewater Page 111 r/14/6/

116 Critical Assets Critical assets identified are: Key Issues The rising main from PS1 to the oxidation pond. Pumps at PS1, PS2 and PS3 met the end of the design life in The aerators met the end of the design life in Though currently operating they may be replaced as part of the planned upgrade work. Conhur Report highlighted areas where the sludge depth was too deep for adequate treatment plant performance. Given the cost of sludge removal a project has been programmed to investigate options for removal versus increasing the capacity of the pond. Develop a strategy to cater for future demand without compromising the existing infrastructure. On the horizon is the renewal of the ageing asbestos cement reticulation. At present the reticulation meets the end of the design life in 2021 however will be subject to condition assessment to allow more accurate prioritisation of replacements. Capital Expenditure Plan The issues discussed above have been addressed with the following projects: Draft Asset Management Plan - Wastewater Page 112 r/14/6/

117 DRAFT Solid Waste Activity Management Plan Southland District Council r/14/8/

118 Document Control: Version Notes Authors Reviewed Issued Approved by 1.0 Final Draft for Ian Evans Lisa Roberts???? Erik Barnes, LTP Group Manager Services and 1.1 Approved by APAC for input to LTP Ian Evans Lisa Roberts, Infrastructure Decisions Limited September 2014 Assets Ian Marshall, Group Manager Services and Assets Solid Waste Asset Management Plan i 140/15/1/24 r/14/8/

119 Contents Executive Summary Introduction Purpose of this Plan Objectives of the Solid Waste Activity An Overview of the Activity Asset Management Responsibilities Plan Limitations Plan Framework The Levels of Service We Deliver Reason for Providing a Service Strategic and Corporate Goals Customer/Stakeholder Expectations Planning Framework Levels of Service, Performance Measures and Targets Managing Future Demand Predicting Future Demand for the Service Asset and Service Implications Demand Management Strategies Asset Management Strategies to Manage Demand District-Wide Asset Management Strategies Kerbside Collection Service Refuse Transfer Stations Overview Asset and Site Information Asset Condition and Performance Operations and Maintenance Renewals Capital Expenditure - Levels of Service and Demand Drop-Off Recycling Centres Overview Asset and Site Information Condition and performance Operations and Maintenance Renewals/Replacement Capital Expenditure - Levels of Service and Demand Greenwaste Sites Promotion and Advocacy (Waste Management and Minimisation) Closed Refuse Sites Regional Landfill Financial Summary Historical Expenditure Financial Forecast Summary What-if Scenarios Funding Principles Valuation Approach Asset Management Plan Improvement Solid Waste Asset Management Plan ii 140/15/1/24 r/14/8/

120 1. Executive Summary The Services Provided Council has a legal requirement to provide Solid Waste Management Services (Health Act 1956, Resource Management Act 1991, Local Government Act 2002 and Waste Minimisation Act 2008). In order to fulfil these legal obligations Council provides the following services: Kerbside collection of recyclables and residual waste to all townships and those along collection routes in rural areas (optional); Operation and maintenance of seven waste transfer stations; Operation and maintenance of eleven recycling only drop-off centres; Operation and maintenance of two greenwaste only sites; and Promotion of waste minimisation activities. Council is part of WasteNet Southland, a shared services arrangement between Southland District Council (SDC), Gore District Council (GDC) and Invercargill City Council (ICC), which actively promotes and advocates waste minimisation initiatives. In addition WasteNet Southland has overall responsibility for setting the strategic direction of the three Councils in matters relating to Waste Management. What We Aim to Achieve The aim of the solid waste management activity is to maintain public health and reduce environmental harm through, robust, regular, and convenient waste collection, diversion and disposal methods. A key goal of the activity is the promotion of waste minimisation practices in line with the requirements of the Waste Minimisation Act Through this activity Council aims to deliver the levels of service (LOS) illustrated in Table 1. It is noted that Council is currently not achieving customer satisfaction performance targets relating to transfer station opening hours and recycling bin location, however satisfaction with the wheelie bin service remains consistently high. A review of how performance can be improved will be carried out as part of the AM improvement plan. Level of Service Performance Measure Performance Results and Targets 2010/11 (actual) (target) Access and Reliability: Percentage of resident W Bins - 93% W Bins - 90% Provide convenient and satisfaction with the TS Lcn - 81% TS Lcn - 80% reliable solid waste services provided (refuse TS Hrs - 71% TS Hrs - 80% management facilities and and recycling). Rec Lcn - Rec Lcn -80% solutions throughout the 77% District. Sustainability: Provide for the sustainable minimisation and management of solid waste quantity being generated within the District. Advice and support Provide guidance to the public about quality solid waste management practices. Total volume of waste diverted from landfill. Total volume of waste going to landfill. Percentage of waste (by weight) diverted from landfill. Number of public education initiatives completed (one information brochure per two years and 10 school visits per year). WasteNet Action Plan Actions delivered. New Measure To be confirmed New Measure To be confirmed 19% 40% 10 school visits 1 info brochure New measure 100% 10 school visits 1 info brochure Solid Waste Asset Management Plan /15/1/24 r/14/8/

121 Responsiveness: Provide new or replacement wheelie bins in response to legitimate requests. Financial sustainability The solid waste activity is managed cost effectively Percentage of wheelie bins provided within seven working days of a request being received. The solid waste activity is managed within +1% and - 3% of annual budget. 32% 90-95% New measure 100% Table 1: Solid Waste Performance Management Framework Note: Performance Measures shown in bold italics are those that will be monitored and reported through the LTP and Annual Plan Process. Managing Future Demand Waste volumes being disposed to landfill have steadily declined over the last five years, largely attributed to the economic climate and the introduction of kerbside recycling in This plan assumes continuation of current levels of waste disposal, however this will be subject to ongoing monitoring and review of waste and recyclable volumes. Through the Southland Waste Management and Minimisation Plan (Appendix 1) the goal is to have a figure of no more than 650 kg of waste per person per year going to landfill. The plan outlines the programmes and projects that WasteNet will implement to help achieve this goal. Asset Management Strategies SDC endeavours to ensure that waste disposal and recycling services provided meet standard industry practice and health and safety standards. The overall strategy is to maintain existing waste disposal and recycling facilities to current standards and to promote the use of the kerbside recycling service and other waste minimisation practices to be determined as part of the WasteNet Southland Waste Management and Minimisation Plan. The key initiatives in the current Waste Management Plan (due to be reissued in December 2011) include community initiatives, promotional activities such as school education programmes and management of the regional solid waste contract. The updated Waste Management Plan will reflects current practices while taking account of any strategies developed to address a number of key requirements as will be identified by the Waste Working Group through a series of meetings with key stakeholders. Areas of significance include hazardous waste, organics, construction materials and packaging. The group will consider a range of initiatives that can be implemented at a local level as well as taking a lead in lobbying, promotion and advocacy activities. Financial Summary Operations and maintenance (O&M) expenditure (OPEX) on this activity has increased for this activity over the last five years from $2.7M to $3.3M largely as a result of inflation and the phased introduction of the recycling drop-off centres throughout the District. There was a significant capital expenditure of $850,000 for the purchase of new rubbish and recycling bins in 2010/11 and the replacement of the compactor at the Te Anau Transfer Station in Over the next 10 years, operational expenditure increases illustrated in Figure 1 are primarily relating to inflationary increases. The only significant capital expenditure proposed in the 10 year plan period is replacement of the compactor in Te Anau in 2012/13 replacement signage and repainting of key assets including recycling centres and the Stewart Island Transfer Station shed. The estimated cost for the work is $xxk. Key factors that may influence these forecasts (and which have not been budgeted for) include: Demand for future green waste/organics collection service and/or expansion of the kerbside collection service; Significant increase in transportation costs (dependant on oil and diesel prices); and Environmental Southland expectations on the management of discharges from closed landfills. Figure 1: Solid Waste Operational Cost Forecasts Solid Waste Asset Management Plan /15/1/24 r/14/8/

122 2. Introduction 2.1 Purpose of this Plan The purpose of this plan is to document the SDC s asset management practices and achieve an optimised life-cycle strategy for the solid waste activity for the next 10 years. This is a long term planning document. It represents the aspirations of SDC and will be reviewed every three years. The budgets and timeframes provided in this plan will be recommended to the Council for adoption through the Long Term Council Plan (LTP) and Annual Plan process. This is a living document and will be reviewed and updated as appropriate over the duration of the three year LTP cycle. 2.2 Objectives of the Solid Waste Activity Solid Waste Management is focused on the controlled disposal of waste (kerbside collections and transfer stations), reducing litter and illegal dumping and ensuring resources are used efficiently through initiatives to minimise waste such as recycling programmes. There is also a legal requirement to provide this activity (Health Act 1956, Resource Management Act 1991, Local Government Act 2002, Waste Minimisation Act 2008). The activity makes a key contribution to the social, environmental and economic wellbeing of the community. Councils Solid Waste Bylaw provides definitions of various types of waste along with information on how they should be disposed off. These are summarised below: COMMERCIAL WASTE: - any scrap or waste material resulting from the carrying on of any business, manufacture, process, trade, market or other undertaking. Commercial waste does not include household waste, prohibited waste, hazardous waste or trade waste. GREEN WASTE: - compostable plant material, excluding flax, toi toi and cabbage trees. HAZARDOUS WASTE: - any waste defined as such in the current WasteNet Council s Waste Acceptance Protocol. HOUSEHOLD WASTE: - means solid waste resulting from domestic housekeeping operations including waste that the Council has agreed to take from retail premises, businesses and offices where the Council has agreed to provide a collection service. Household waste does not include recyclable waste, green waste, commercial waste, prohibited waste, hazardous waste, trade waste, liquid waste of any kind or building materials waste. 2.3 An Overview of the Activity Council provides: Kerbside collection service for rubbish and recyclables to all townships within the District and voluntary collection to properties on collection routes is rural areas. Seven waste transfer stations for disposal of rubbish, greenwaste, hazardous waste, and collection of recyclables and items for reuse, with up to 80% of Southlanders having access within 20 km.. Recycling drop-off centres at 11 locations around the District. Two greenwaste only sites for the disposal of garden and other greenwaste, not including organic waste. 63 c48 closed landfill sites. Promotion and advocacy of waste minimisation. The following plan shows the location of all solid waste activities within the Southland District. Council is part of WasteNet, a shared services arrangement between SDC, GDC and ICC, which actively promotes and advocates waste minimisation initiatives. Solid Waste Asset Management Plan /15/1/24 r/14/8/

123 Through WasteNet, Council provides a weekly kerbside collection for rubbish and recycling in areas where it is cost-effective to do so (in townships and on travel routes), and provides waste transfer stations, recycling services, and greenwaste sites. Stewart Island is serviced by a weekly kerbside refuse bag, recycling and food scrap collection. Figure 2-1: Solid Waste Services Solid Waste Asset Management Plan /15/1/24 r/14/8/

124 Figure 2-2: Solid Waste Collection Services Solid Waste Asset Management Plan /15/1/24 r/14/8/

125 2.4 Asset Management Responsibilities Key assets relating to this activity include wheelie bins which are owned by Council, transfer stations, including buildings and equipment and the recycling drop off centres. The assets covered in this plan are the responsibility of the Council s Water and Waste Services Department under the strategic direction of Council and the Executive Team. Asset management responsibilities are covered in detail in Council s Asset Management Policy Service delivery is provided as follows: Operation and maintenance (O&M) is delivered by Bond Contracts Limited (with the exception of the Stewart Island Transfer Station which is operated by SIESA). Small scale capital works design and procurement is provided by Bond Contracts, whereas larger scale design work is undertaken by consultants and work notified by public tender as per Council s Procurement Policy. 2.5 Plan Limitations Council has reviewed its overall Asset Management Policy and clarified the level of Asset Management which should be carried out for each activity, taking into account its overall significance on the Council s operations. The target for the solid waste activity is core status, which is expected to be achieved once the improvement plan outlined in Section 6 is completed. The rationale behind achieving core status is that the activity is deemed to be a relatively low impact associated with failure of assets however, this is a service that is evolving with changes to regulation, and more of a focus on the regional approach. 2.6 Plan Framework The AM Plan framework is illustrated in Figure 1-2. Corporate information common to all AM Plans has been included in a separate document LTP and Asset Management Plan Part A - TRIM reference r/14/10/ District-wide information and strategies are documented in the main body of this plan. AM Planning Framework, Council Policy and planning document Council Outcome and Objectives District forecasts population, economic, tourism, land-use AM Policy AM goals, responsibilities Risk Management Framework. Corporate Reference Information Introduction Plan Purpose, Activity objectives, Activity Overview The Levels of Service Delivered Future Demand Lifecycle Strategies (District- Wide) Financial Forecasts (Activity- Wide summaries) AM Improvement Plan Solid Waste Asset Management Plan Figure 2-3: Asset Management Plan Framework Solid Waste Asset Management Plan /15/1/24 r/14/8/

126 3. The Levels of Service We Deliver Sections outline why the Council is involved in the activity and the key drivers for LOS; including customer expectations, legislative/regulatory requirements and Council outcomes. Section 2.5 then details what level of service will be provided and the performance measures and targets which will be used to monitor performance. 3.1 Reason for Providing a Service Activity Aim: To maintain public health and reduce environmental harm through, robust, regular, and convenient waste collection, diversion and disposal methods. Solid Waste Management contributes to a: healthy community (by reducing the risk of diseases spreading); safe public places and quality places to go (by reducing litter and illegal dumping); a diverse economy (by ensuring that business and industry have access to waste diversion and disposal services to support their operations); and a treasured environment which we care for, through the controlled disposal of waste and ensuring resources are used efficiently through initiatives to minimise waste such as recycling drop-off centres and kerbside collection of recyclables. 3.2 Strategic and Corporate Goals Council has adopted a set of community outcomes that it is working towards which aim to promote the social, economic, environmental, and cultural wellbeing of the District in the present and for the future. These Community Outcomes, and the specific Council outcomes sought to contribute to overall Community Outcomes are detailed in the LTP and Asset Management Plan Part A - TRIM reference r/14/10/ The table below details how the Community Centres activity contributes to the Council outcomes and how we will measure that contribution. The outcome shown in italics is the primary outcome which the activity has the most impact. The full performance management framework is presented in Section 2.5. Council Outcomes Activity Contribution Level of Service Supporting our Communities We want Southland s communities to be desirable places to live, grow up, work, run a business, raise a family and enjoy a safe and satisfying life. Making the most of our Resources. We want to be good custodians of the environment to ensure that people living here now and in the future can sustain themselves and that the natural beauty of Southland is retained. Solid waste management helps to reduce litter and prevent illegal dumping which otherwise may affect the quality of areas which people go, live in, and where visitors go to. It can also help to reduce the risk of disease. Waste management and minimisation helps to reduce the negative impact that waste disposal may have on the environment by reducing the amount disposed off to the landfill. Reliability Provide convenient and reliable solid waste management facilities and solutions throughout the District. Responsiveness. Provide new or replacement wheelie bins in response to legitimate requests. Sustainability Provide for the sustainable minimisation and management of solid waste quantity being generated within the District. Solid Waste Asset Management Plan /15/1/24 r/14/8/

127 Council Outcomes Activity Contribution Level of Service Being an effective Council Council will be prudent, innovative and be an enabler for its communities. In addition, the provision of kerbside recycling services, operation of recycling drop-off centres and other initiatives around waste minimisation help to reduce, recycle and reuse material that would otherwise have to be disposed of. The activity provides public education about solid waste and waste minimisation - generally as a regional initiative through WasteNet in conjunction with other Southland councils. A single regionally coordinated waste and recycling collection service is both cost effective through economies of scale and also convenient and accessible. Table 3-1: Activity Contribution to Council Outcomes 3.3 Customer/Stakeholder Expectations Advice and Support Provide guidance to the public about quality solid waste management practices. In providing services it is important to understand what the stakeholders and customers using the service expects and if those expectations may change. The table below details the key stakeholder and customer groups, their expectations and any issues that this raises for the activity. Customer Stakeholder Group Residents Central Government (including Ministry for the Environment) Environment Southland How we understand their requirements Resident survey. Monitoring complaints. Familiarity with legislation, policies and strategies, audits. Regular contact. Regional coordination through WasteNet. Specific Interests Convent, reliable kerbside rubbish and recycling service, and drop-off services. Adequate information. Legislation compliance, Public policy. Landfills do not affect the environment. Consent compliance. Expectations and Key Issues No missed collections, open published hours at transfer stations, rubbish properly disposed off. Recycling put to good use. Affordability. Funding from landfill levy. Emissions Trading Scheme (ETS) impacts on landfill costs. Engagement - Advocacy. Regional landfill well managed. Closed public landfills monitored. Private landfills permitted activity rules remain unchanged. Engagement - Advocacy. Solid Waste Asset Management Plan /15/1/24 r/14/8/

128 Customer Stakeholder Group WasteNet (Special joint committee of Southland Territorial Authorities including ICC, GDC and SDC) How we understand their requirements Regular contact, through staff and Councillor participation. 3.4 Planning Framework Specific Interests Effective shearing of services. Maintain current TA Regional Waste Plan. Recycling is sustainable. Table 3-2: Customer Expectations of the Solid Waste Activity Expectations and Key Issues Equitable share of costs/benefits and resources. Alignment of common high-level objectives. Partnership with Southland Disability Enterprises Ltd in provision of recycling processiong facility. Legislation, regulation, national strategies and Council s existing strategies and policies mandate or influence some of the LOS and performance targets we set, as illustrated in the table below for the Solid Waste Management activity. A full description of the Council policy and planning framework impacting AM Plans is included in the LTP and Asset Management Plan Part A - TRIM reference r/14/10/ More historic legislation places a sound emphases on public health while more recent legislation extends the focus (local, nationally and internationally) to include sustainability. Incentives intended to change behaviour, to improve sustainability, through charges and funding are beginning to emerge. Figure 3-1: Solid Waste Legislative Framework Solid Waste Asset Management Plan /15/1/24 r/14/8/

129 Legislation/Regulation/Strategies How it affects levels of service and performance standards. Waste Minimisation Act 2008 Promotes product-stewardship. Puts a levy on waste going to landfills, which is used by local government, businesses and community groups for waste minimisation projects. Aims to reduce the environmental impact of waste by encouraging waste reduction and the better use of materials, and reprocessing materials. Health Act 1956 Gives Territorial Authorities (TAs) obligations to provide sanitary works for the collection and disposal of refuse, for the purpose of public health protection. Reforms through the Public Health Bill are currently progressing through Parliament but it contains similar provisions for sanitary services to those currently contained in the Health Act Local Government Act 1974 and 2002 Resource Management Act 1991 Hazardous Substances and New Organisms Act 1996 (the HSNO Act) Climate Change Response Act 2002 Waste Minimisation Act 2008 Gives TAs responsibility for 'efficient and effective' waste management and the preparation of waste management plans in their localities. Includes authority to enact bylaws relating to roles and responsibilities for waste management. This includes the ability to set levies to cover any costs incurred in the administration of these functions. The Local Government Act 2002 also required that territorial authorities waste management plans were completed by 30 June Plans and consents issued through the RMA define minimum standards for the effects from the storage and discharge of solid waste. Regional Solid Waste Plan 1996 sets policies, rules and regulations for land use and resource use in the region. This is under review and is likely to be merged with the Regional Water Plan in the future. Tightening environmental standards for onsite waste disposal, such as on farms, may place greater demand on Council services. Provides minimum national standards that may apply to the disposal of a hazardous substance. However, under the RMA a Regional Council or TA may set more stringent controls relating to the use of land for storing, using, disposing of or transporting hazardous substances. Hazardous substances commonly managed by TAs include used oil, asbestos, agrichemicals, LPG and batteries. Establishes New Zealand s Emissions Trading Scheme (ETS) and requires a review of the ETS to be completed before the end of A review panel, led by David Caygill, and terms of reference were announced by Climate Change Minister, Dr Nick Smith, in December The panel will start work in February 2011 and report back to the Minister by June May impose a financial impact/charge on gas emissions from landfills under certain conditions. The Act encourages a reduction in the amount of waste we generate and dispose off in NZ. It also encourages the better use of materials throughout the product life cycle and puts a levy on all waste disposed off to landfill to generate funding to help develop initiatives aimed specifically at Waste Minimisation. Solid Waste Asset Management Plan /15/1/24 r/14/8/

130 Legislation/Regulation/Strategies How it affects levels of service and performance standards. New Zealand Waste Strategy 2010 Strategy s two goals provide direction to local government, businesses (including the waste industry), and communities on where to focus their efforts in order to deliver environmental, social and economic benefits to all New Zealanders. The goals are: reduce the harmful effects of waste; and improve the efficiency of resource use. SDC Solid Waste Bylaw Sets local rules to help: ensure that household waste is collected and disposed of in the interests of public health and in an efficient and cost effective manner; provide for the efficient collection and recovery of recyclable waste; and ensure that the obstruction of streets and roads by waste for collection is minimised; and manage waste management facilities for the optimum disposal or recycling of waste. Southland Waste Management and Requirements for the sustainable management of Minimisation Plan 2012 Southland s resources through the utilisation of the concepts of resource stewardship and waste minimisation. Re-written by WasteNet and adopted by all Councils in June 2012, and aligned with new NZ Waste Strategy Figure 3-2: Solid Waste Legislative and Regulatory Framework 3.5 Levels of Service, Performance Measures and Targets LOS, performance measures and targets form the performance framework for the activity detailing what the Council will provide, and to what level or standard: LOS are the outputs that are expected to be generated by the activity. They demonstrate the value being provided to the community or reflect how the public use or experience the service. Performance measures are quantifiable means for determining whether a level of service has been delivered. Performance targets are the desired levels of performance against the performance measures. The table following details the LOS, performance measures and performance targets for the Solid Waste activity. The ones shown in bold will be used in the LTP. Figure 2-3 illustrates that Council is currently not achieving performance targets relating to transfer station opening hours and recycling bin location, however remains consistently high for provision of wheelie bin services.. A review of how performance can be improved will be carried out as part of the AM improvement plan. Solid Waste Asset Management Plan /15/1/24 r/14/8/

131 Customer Satisfaction: Solid Waste Activity Last measurement Wheelie Bins Transfer Station Hours Transfer Station Location Recycling Location Figure 3-3: Customer Satisfaction Measures Information used by staff to monitor performance of asset systems and achievement of service standards comes from: Collating tonnages of all materials disposed at all Council waste facilities and in kerbside collections; Usage data collected daily at transfer station; Servicing reports at recycling drop-off centre; and Resident satisfaction surveys. This information is held in various spreadsheets by Council staff. Monthly figures are collated by Water and Waste staff, and reviewed by Corporate Planning and reported in quarterly and annual reports. Future performance measures will be developed around monitoring of discharges from closed landfill sites. Environment Southland (ES) is currently reviewing this activity as part of the Regional Water Plan review. Once outcomes are known, Council will consider implications and identify relevant performance measureas part of the review Council has conducted a risk assessment programme on all closed landfills (appendix 2) which will be lodged with Environment Southland by July 2015, after which the need for resource consents will be better understood.. Changes proposed to the Solid Waste Management performance management framework are as follows: (2) The KPI Percentage of residents that agree that the amount of waste going to landfill is being minimised has been deleted as it is very subjective and unclear if talking about the Council's efforts of residents. (3, 4) Two previous measures 'Percentage of waste recovered at transfer stations and recycling drop-off centres which is saved from landfill' and 'Percentage of waste collected at kerbside that is diverted from landfill," have been combined to give an overall picture. (5,6) These new technical KPIs which will only be included in the AMP and relate to the above. (8) A new KPI has been developed so that Council can more effectively monitor the performance of WasteNet. (9) The target has been increased from 90% to 95% as the department believes this is achievable under the new contract. (10) This is an internal measure for the Services and Assets group at Council. One of the Council's new Council Outcomes is being an effective Council (Council will be prudent, innovative and be an enabler for its communities) so this LOS and measure has been added to show this activities contribution towards that. Solid Waste Asset Management Plan /15/1/24 r/14/8/

132 Community Outcome: A treasured environment which we care for and which supports us now and into the future (6) Council Outcome: Making the most of our resources - we want to be good custodians of the environment to ensure that people living here now and in the future can sustain themselves and that the natural beauty of Southland is retained. Level of Service Performance Measure Performance Results (1 July 30 June) Performance Targets Measureme nt Source 07/0810/1 09/1012/1 10/1113/1 08/0911/ /13 13/14 14/ Access and Reliability Provide convenient solid waste management facilities and solutions throughout the District. 2 Quantity Provide for the sustainable minimisation and management of solid waste quantity being generated within the District. 3 Sustainability Provide for the sustainable minimisation and management of solid waste quantity being generated within the District. Percentage of resident satisfaction with the services provided (refuse and recycling). Percentage of residents that agree that the amount of waste going to landfill is being minimised. Percentage of waste (by weight) diverted from landfill. 1 4 Percentage of waste collected at kerbside that is diverted from landfill. 5 Total volume of waste diverted from landfill. W Bins % TS Lcn % TS Hrs % Rec Lcn % W Bins - 96% TS Lcn - 84% TS Hrs - 73% Rec Lcn - 76%Not measured 54%63% 63%Not measured 4%19% 6%Not measured New Measure2 9% New Measure New Measure New Measure Not Measured Not measured Not Measured W Bins - 93%93% TStn Lcn - 81%78% TStn Hrs - 71% 66% Recy Lcn - 79%77% W Bins - 90% TStn Lcn - 80% TStn Hrs - 80% Recy Lcn - 80% W Bins - 90% TStn Lcn - 80% TStn Hrs - 80% Recy Lcn - 80% W Bins - 90% TStn Lcn - 80% TStn Hrs - 80% Recy Lcn - 80% W Bins - 90% TStn Lcn - 80% TStn Hrs - 80% Recy Lcn - 80% Three yearly Residents' Survey. 63% Deleted Deleted Deleted Deleted Three yearly Residents' Survey. 14%38% 19%38% 40% 40% 40% 40% Operational Records from contract and landfill reports. 0% 29% Deleted Deleted Deleted Deleted Quarterly Report. New Measure New Measure To be confirmed To be confirmed To be confirmed To be confirmed Operational Records from contract and landfill reports. Solid Waste Asset Management Plan /15/1/24 r/14/8/

133 Community Outcome: A treasured environment which we care for and which supports us now and into the future (6) Council Outcome: Making the most of our resources - we want to be good custodians of the environment to ensure that people living here now and in the future can sustain themselves and that the natural beauty of Southland is retained. Level of Service Performance Measure Performance Results (1 July 30 June) Performance Targets Measureme nt Source 07/0810/1 09/1012/1 10/1113/1 08/0911/ /13 13/14 14/ Total volume of waste going to landfill. 7 Advice and support Provide guidance to the public about quality solid waste management practices. Number of public education initiatives completed. 2 8 WasteNet Action Plan Actions delivered. 9 Responsiveness Percentage of wheelie bins Provide new or replacement provided or repaired within seven wheelie bins in response to working days of a request being legitimate requests. received. 10 Financial Sustainability The solid waste activity is managed cost effectively. The solid waste activity is managed within +1% and -3% of annual budget. New Measure 9 school visits10/1 1 school visits New Measure 36 school visits10 school visits New Measure 13 school visits12 school visits New Measure 10 school visits One information brochure1 3 school visits New Measure To be confirmed 10 school visits To be confirmed 10 school visits One information brochure To be confirmed 10 school visits To be confirmed 10 school visits One informatio n brochure Operational Records from contract and landfill reports. Quarterly Report (WasteNet). New New New 100% 100% 100% 100% WasteNet Measure Measure Measure records. 84% 57% 70% 32% 90% 95% 95% 95% Pathway. New Measure New Measure New Measure New Measure 1. Weight calculations are estimated based on the number of collection containers processed multiplied by an average weight for different material types. 2. Public education initiatives include at least one additional information brochure every two years and at least 10 school visits per year. Table 3-3: Solid Waste Performance Management Framework 100% 100% 100% 100% Financial Reports Note: Performance Measures shown in bold italics are those that will be monitored and reported through the LTP and Annual Plan Process. Solid Waste Asset Management Plan /15/1/24 r/14/8/

134 4. Managing Future Demand This section describes how demand for Solid Waste Services is likely to change over the period of the Plan, the impact any changes are likely to have and whether the Council is planning to make any changes to the activity as a result. 4.1 Predicting Future Demand for the Service The factors influencing demand for our service are summarised in the table below. The Council has prepared corporate wide assumptions/projections for growth drivers (population, land use, dwellings, tourism) which have been used as the basis for assessing future demand for the service. These projections are detailed in the Assumptions section of the LTP and Asset Management Plan Part A - TRIM reference r/14/10/ Demand Driver Population Impact on Future Demand Expect solid waste to increase or decrease in proportion to population, all other factors remaining constant. Tourism/holidaymakers Expect solid waste along main tourist routes and in holiday season at popular destinations to increase in proportion to tourist and holiday maker numbers. Economic Growth Expect solid waste to increase or decrease in proportion to ups and downs of economic cycles. Alternative Disposal Changes in consumer access to alternatives will impact on the Options demand for Council provided services. Significant amounts of solid waste are, thought to be, disposed of in farm tips. Changes to Regional Plans and or enforcement techniques may restrict this alternative. Affordability Central government has introduced financial mechanisms (landfill levies) to help promote waste minimisation and reduce waste to landfills. Other financial mechanisms are being considered under the Emissions Trading Scheme. Availability The extent to which Solid Waste Management services are conveniently (type, format, location) available to consumers impacts on the historic demand for the services. Table 4-1: Demand Drivers for the Solid Waste Activity Taking into account the key drivers for this activity above, the information in the LTP and Asset Management Plan Part A - TRIM reference r/14/10/14744 suggests that: Population changes will have minimal impact on future solid waste demand; There may be a more noticeable increase from tourism/holidaymakers in popular destinations such as Te Anau (including Milford), Riverton and Stewart Island; Static to slight increase from economic growth most likely in the short to medium term with small chance of significant increase if a large scale regional initiative such as energy resources takes off; Moderate increase in demand for recycling and diversion waste management services resulting from affordability drivers on landfills and as the availability improves (particularly of the new, June 2011, recycling collection services). Analysis of data from the previous five years indicates that total tonnages of waste being disposed off to landfill is decreasing. This is largely attributed to the economic downturn and introduction of the kerbside recycling service in Overall, we expect demand for the service will remain relatively static in the short to medium term with the potential for moderate increased demand in the collection services (increase in the numbers of bins). This has been the case since 2012 and is unlikely to change within the next three years based on census figures. This needs to be reviewed once Council has a better understanding of the impact of kerbside recycling and other waste minimisation initiatives. Solid Waste Asset Management Plan /15/1/24 r/14/8/

135 Waste Volumes (tonnage per year) Actual Projected / / / / / / /13 Tonnage to landfill Tonnage recycled Figure 4-1: Actual and Projected Waste Volumes 4.2 Asset and Service Implications Existing facilities are expected to have the capacity to cope with demand for at least years, given that demand is expected to remain relatively static. If significant unexpected increase in demand occurred either across the board (such as stopping farm tips) or to specific aspects of the waste management services (such as demand for organics/composting) then structural changes to the current waste management services would be required. None are currently planned. 4.3 Demand Management Strategies Territorial Authorities are legally required to adopt a Waste Management and Minimisation Plan (Plan) as per the Waste Minimisation Act 2008 (WMA). The Plan documents the strategic direction (vision, goals and objectives), actions and funding policy for the Councils to meet both public health protection issues and the legal requirements to promote effective and efficient waste management and minimisation. Given this legislative requirement, under the joint committee banner of WasteNet Southland the Gore District Council, Invercargill City Council and Southland District Council s have developed this joint Plan for the region. This Plan considers diverted materials and waste as defined by the WMA, while excluding animal waste, emissions, sewage and stormwater as these waste streams are covered in other Council planning documents. It is acknowledged that this Plan revokes the Southland Waste Management Plan The Plan will be reviewed at least every six years or when significant changes warrant a full review under special consultative procedure. The current plan is next due for review in As per section 44 of the WMA, a Southland Waste Assessment was undertaken. Councils must have regard to this assessment when developing the Plan. The key findings of the assessment include: Southlanders discarded 59,000 tonnes of materials in the base year 2010/2011. This represents 650 kilograms per person. Less a quarter (20 %) of the discarded materials is made up of diverted materials (greenwaste, cleanfill, scrap metal, recyclables), more than three quarters (80%) is made up of waste disposed to Southland Regional Landfill (SRL). 11,500 tonnes of materials were diverted from landfill. This represents 130 kilograms per person. Conversely 47,400 tonnes of waste was sent to Southland Regional Landfill (SRL), this represents 520 kilograms per person. Solid Waste Asset Management Plan /15/1/24 r/14/8/

136 Less than half (46 %) of the waste going to SRL is sourced from kerbside rubbish collection, with 32 % sourced from the Industrial/Commercial/Institutional (ICI) sector. The Residential and Construction and Demolition sectors both account for 10%. Southland s distance from national and global commodity markets and key infrastructure can hinder waste reduction initiatives. Conversely this provides the region with opportunities to lead innovative local solutions. The councils have good control and management of waste services in Southland, with 83% of waste to landfill going through the councils Transfer Stations. Data indicates that councils need to further investigate hazardous waste quantities and waste flows within the region. The assessment also considers future growth and demand for services. All three population projection scenarios indicate steady population growth for the region up to The projected material volumes indicate that the councils needs to ensure that they have infrastructure in place to meet the demand for diverted materials (specifically greenwaste) and that there is no major landfill capacity issues in the region. The key issues and challenges facing Southland include: Lack of information from private sector with regard to quantities and composition of diverted materials. Focus on end of pipe solutions. Variable community commitment. Southland s unique character and distances from key national infrastructure ie glass and tyre recycling facilities. Limited incentives to reduce waste. Improving the quantity and quality of recyclables. Limited product stewardship schemes due to manufacturers being located offshore. Lack of community infrastructure for better reducing and minimisation waste to landfill. This Plan sets out challenging goals for Southland, our vision is clear: the effective and efficient stewardship of waste as a resource with a residual value, to protect our health and environment. Southland s vision is to become a region that is a minimum waste producer, with businesses and individuals maximising opportunities to reuse, recycle and recover our resources. Three goals underpin this vision: Working together to improve the efficient use of resources. Use the waste hierarchy to guide decision making. Reduce the harmful effects of waste on our health and environment. As a result of our actions, by 1 July 2018, Southland will maintain a materials discarded per capita figure of 650 kilograms, comprising 40% diverted materials. Five key strategic objectives further support our vision, goals and target: Reduce the amount of material entering the waste stream. Reuse or repurpose material so it has a life before recycling or disposal. Reduce the amount of material sent to final disposal by maximising recycling. Make the best use of recoverable waste as a renewable resource. Appropriate treatment and disposal of waste for the protection of our health and environment. The general policies of the plan are based on the following guiding principles: global citizenship; kaitiakitanga/stewardship; extended producer responsibility; full-cost pricing; life-cycle principle and the precautionary principle. The Councils role in waste management and minimisation is to oversee, facilitate and manage the range of programmes and actions to achieve our vision, meet the legislative requirements and protect our health and environment. Solid Waste Asset Management Plan /15/1/24 r/14/8/

137 As a result of the WasteNet Southland - Waste Management Plan, SDC has identified a number of key priorities and actions for its waste management programme. The high and medium priorities are shown in the following table. No. Action Point Priority Status Comment 1. Develop a regional resource efficiency education and behaviour change strategy. 2. Develop a regional data management and collection system. High Ongoing In progress WasteNet project. High Ongoing WasteNet project in collaboration with collection contractors. 3. Advocate to Central Government High Ongoing WasteNet on behalf of the three Councils. 4. Build on the Love Southland brand. High Ongoing WasteNet project. 5. Investigate regional opportunities for the management of organic waste. High Not Started 6. Develop a joint Solid Waste Bylaw High Not Started 7. Promote resource stewardship and waste minimisation to the wider community. 8. Establish a Southland Waste Exchange 9. Provide support and funding for approved community initiatives. 10. Review services provided including location of drop-off centres, transfer stations and accessibility to these (including opening hours). WasteNet project. SDC Bylaw was reviewed and updated in 2011 following introduction of the new kerbside collection contract High Ongoing WasteNet Southland website. Medium Ongoing WasteNet project feasibility study to be undertaken. Medium Ongoing WasteNet project. Medium Started Southland District Council. Table 4-2: Waste Management Plan Priority Initiatives It is expected that education, promotion and tailoring of waste management services will continue to drive demand for waste minimisation services and in turn reduce relative demand for disposal services. However to satisfy public health drivers while we still have waste, on the path to zero, provision of disposal services will remain a central and critical element of the wider waste management services. 4.4 Asset Management Strategies to Manage Demand The 2011 WasteNet Waste Service Contracts retain flexibility and unit rate price stability for changes in demand for the collection services (wheelie bins) as does the long term 2004 WasteNet Regional Landfill Service Contract. Council owned assets at transfer stations have demonstrated adequate historic capacity. If unexpected significant increased demand occurred then capital capacity upgrades would be required at some key transfer stations however based on current forward demand projections this is not currently planned for. This will be monitored and reviewed as demand projections change. The recycling drop-off centres are modular (shipping containers) and can be easily relocated to response to changes in demand and demographics which will be monitored and reviewed over time. No current assets or services are considered redundant. Solid Waste Asset Management Plan /15/1/24 r/14/8/

138 5. District-wide Asset Management Strategies 5.1 Kerbside Collection Service SDC provides a fortnightly kerbside collection for rubbish and recyclables through a twin wheelie bin service to townships and voluntary refuse collections to properties on collection vehicle travel routes. The service will uplift rubbish bins fortnightly and recycling bins on the alternative week. On Stewart Island Council provide a weekly kerbside refuse bag, recycling and putrescibles (food scrap) collection. Council provides a 50% funding subsidy for a bulky-inorganic item collection service to nominated communities that are further than 20 kilometres from a Council transfer station. This is managed through the Engineering Business Unit. Council has provided a minimum of two bins per household for the service. The bins have a volume of 240l, although larger 360l and smaller 140l bins are also available. In order to distinguish between them the rubbish bin has a red lid while the recycling bin has a yellow lid. Collected rubbish is disposed of at the regional landfill outside of Winton. This is a private site operated by AB Lime, however the WasteNet councils do have a 35 year contract for the disposal of rubbish. As Council does now own or operate a landfill site their risk in respect of the complete solid waste activity is significantly less than other authorities. Recyclables are taken to a Materials Recovery Facility (MRF) operated by Southland Disability Enterprises Limited. Recycled materials are sold on the open market. Rakiura/Stewart Island - All properties containing residential dwellings or business premises in Oban (on a serviced road network) receive a weekly kerbside prepaid refuse bag, recycling bin and food scrap bucket collection service for residential type recyclables and refuse. A resource recovery centre has also been established at Horseshoe Bay. Council provide a weekly household kerbside waste management collection through a 60 litre recycling crate, 20 litre putrescibles (food scrap) bucket and lid and one per week degradable residual waste bag. User put out their bin, bucket and bag on their designated day. The contractor (SEISA) empties the containers and transports the collected material to the Rakiura Resource Recovery Centre for further processing. Collection days and routes are highlighted in figure 1.2 (page 7). This activity is funded locally through a Uniform Annual Charge (UAC) due to the unique physical location of Stewart Island. Asset Information All bins and kerbside receptacles within the District are owned by Council. Responsibility for repair and maintenance of bins lies with the contractor. The Water and Waste Services team hold a database of information relating to the numbers and locations of all bins within the District, of which there are currently over 900 of each.. Bulky-Inorganic Items Collection Council provide a 50% funding subsidy for a household bulky inorganic item collection service to nominated communities that are further than 20 kilometres from a Council Transfer Station. Communities annually apply for the subsidy during budgeting rounds. District funding is set aside for eligible communities. Council staff in conjunction with community members organise the collection. People are encouraged to reuse or recycle items place out for collection. Items placed for collection are transported to the nearest transfer station for recycling, recovery or disposal to landfill. Solid Waste Asset Management Plan /15/1/24 r/14/8/

139 5.2 Refuse Transfer Stations Overview The District is serviced by SDC owned and maintained transfer stations at Lumsden, Otautau, Riverton, Rakiura/Stewart Island, Te Anau, Winton and Wyndham. These public waste management facilities carry out three main functions: The collection of residual waste for disposal to the regional sanitary landfill. The collection and transportation of recyclable material to various businesses for recycling. The collection and distribution of reusable items (second-hand items) and mulched greenwaste to members of the community. All waste collected at transfer stations is transported by road (or in the case of Stewart Island, partially sea-freighted) to the regional sanitary landfill in Winton for final disposal. SDC endeavours to ensure that waste disposal and recycling services provided meet standard industry practice and health and safety standards. This Activity Plan does not cover private waste disposal systems including clean fills. TRANSFER STATION LOCATIONS 1. Lumsden (Open top 4 ~ 650 tpa 1, 95% 2 Wheelie Bin Waste) 2. Otautau (Open top 4 ~ 150 tpa 1 ) 3. Riverton (Open top 4 ~ 200 tpa 1 ) 4. Oban (Stewart Island) (Compaction 5 ~ 200 tpa 1 ) 5. Te Anau (Compaction 5 ~ 2,900 tpa 1, 37% 2 Wheelie Bin Waste) 6. Winton (Compaction 5 ~ tpa 1 ) 7. Wyndale (Open top 4 ~ 650 tpa 1, 71% 2 Wheelie Bin Waste) 1 Expected Annual Waste Tonnage in 09/10. 2 Proportion of waste from wheelie bin service in 09/11. 3 Approximately 1/3 of waste received is from wheelie bin collections. 4 Open Top = containers that are open topped and waste is not compacted (lower facility capital and operating cost). 5 Compacted = Compaction equipment used to compact waste into container (improves transport efficiencies). Table 5-1: Location of Transfer Stations Asset and Site Information Lumsden Transfer Station and 24/7 Recycling Drop-off Centre Address: 35 Oxford Street, Lumsden Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Oxford Street 4.00 pm pm 3.30 pm pm Solid Waste Asset Management Plan /15/1/24 r/14/8/

140 Current Issues: There are currently no issues with this site, although strengthening work on the concrete pad is likely required by the end of the 10 year period.. General Description of Activity: Customers enter the site at the north end and can either follow the chipped sealed road up on to the elevated tipping face to dispose of residual waste or they can go straight ahead on to the gravel track passed the hazardous waste shed and used oil recovery facility, then to the greenwaste pit. The gravel track meets up with the chipped sealed road as it comes down off the elevated tipping head. Where the gravel track meets the sealed road is the recycling/reuse shed and scrap metal area and the site exit. Open top uncompacted hooker containers are utilised to receive residual waste which is hauled to the regional landfill. There is no weighbridge on site. There is no mechanical compaction or materials handling equipment permanently on site. Waste is tipped or pushed from the customers vehicle on elevated tipping head directly into the container/s below. There is room for two containers on a concrete slab below the tipping head. Removable safety barriers and wheelie stops together with the container wall projecting between 200 mm and 400 mm above the tipping head pavement surface help mitigate the risk of fall injuries. Customers can use the drop -off recycling centre 24/7. The container is located within the fence, with the slots facing the road. Customers do not need access to the site. The road has been widened for parking and turning. Bond Contracts use the site for trans-shipment of rubbish to the regional landfill site, and of recyclables to the Materials Recovery Facility. Current Consents: No discharge consent is currently held or required. The site is designated in the Southland District Plan as follows No. D109 Lumsden Refuse Site (Proposed). Otautau Transfer Station Address: 5 Bridport Road - off Otautau Drummond Highway Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Otautau Drummond Highway am noon am noon am noon WH am noon DSH 6.00 pm pm Current Issues: The site currently has limited capacity for the storage of green waste. A project will be developed within the upcoming three years to consider options for removing the stockpile and disposing off at on of Council s closed landfill sites. History of the Site: The site was previously in-filled riverbed. General Description of Activity: Customers entering the site come into a reception area which includes the hazardous waste shed, and used oil recovery facility. Customers either go straight through on the chipped seal road to the elevated tipping head where they can disposal of residual waste, or to the left to the recycling/reuse shed and then on to the gravelled track to the greenwaste area and then to the scrap metal pile. Solid Waste Asset Management Plan /15/1/24 r/14/8/

141 Open top uncompacted hooker containers are utilised to receive residual waste which is hauled to the regional landfill. There is no weighbridge on site. There is no mechanical compaction or materials handling equipment permanently on site. Waste is tipped or pushed from the customers vehicle on elevated tipping head directly into the container/s below. There is room for two containers on a concrete slab below the tipping head. Removable safety barriers and wheelie stops together with the container wall projecting between 200 mm and 400 mm above the tipping head pavement surface help mitigate the risk of fall injuries. Bond Contracts use the site for trans-shipment of rubbish to the regional landfill site, and of recyclables to the Materials Recovery Facility. Current Consents: The site has a designation to operate as a transfer station. Riverton Transfer Station and 24/7 Recycling Drop-off Centre Address: 1 Havelock Street, Riverton Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Havelock Street 3.00 pm pm 3.00 pm pm 3.00 pm pm 3.00 pm pm am pm 3.00 pm pm Current Issues: The site currently has limited capacity for the storage of green waste. A project will be developed within the upcoming three years to consider options for removing the stockpile and disposing off at on of Councils closed landfill sites. There are currently no issues with this site. Strengthening work on the concrete pad is likely to be required by the end of the 10 year period. History of the Site: The site is part of an old landfill and sewerage disposal complex. The transfer station site was not part of the landfill filling area. General Description of Activity: Customers enter the site at the north end and initially come to the hazardous waste shed, then they can either follow the chipped sealed road up on to the elevated tipping face to dispose of residual waste or go straight through on to the gravel track then to the greenwaste pile and then to the scrap metal area. The gravel track meets up with the sealed road as it comes down to the south off the elevated tipping head. Customers leave the site at the south end after passing the recycling/reuse shed. Open top uncompacted hooker containers are utilised to receive residual waste which is hauled to the regional landfill. There is no weighbridge on site. There is no mechanical compaction or materials handling equipment permanently on site. Waste is tipped or pushed from the customers vehicle on elevated tipping head directly into the container/s below. There is room for two containers on a concrete slab below the tipping head. Removable safety barriers and wheelie stops together with the container wall projecting between 200 mm and 400 mm above the tipping head pavement surface help mitigate the risk of fall injuries. Customers can use the drop -off recycling centre 24/7, the container is located within the fence, with the slots facing the road. Customers do not need access to the site. The road has been widened for parking and turning. Bond Contracts use the site for trans-shipment of rubbish to the regional landfill site, and of recyclables to the Materials Recovery Facility. Solid Waste Asset Management Plan /15/1/24 r/14/8/

142 Current Consents: No discharge consent is currently held or required. The site is designated in the Southland District Plan as follows No. D Riverton Refuse Site. Stewart Island Transfer Station (Rakiura Resource Recovery Centre) The Rakiura Resource Recovery Centre was opened in December 2003 and is currently been operated by SIESA. Horseshoe Point Road Monday Tuesday Wednesday Thursday Friday Saturday Sunday 1.30 pm 1.30 pm pm pm 1.30 pm pm 4.30 pm pm pm pm The purpose of the transfer station (Resource Recovery Centre) is to provide a way for residents and visitors to safely and appropriately dispose of their waste. The centre acts as a hub for the management of domestic materials including the rubbish and recyclables collected weekly and also as a drop-off centre for those who wish to bring in their own recycling and waste, and also for waste and recyclables collected from commercial premises. The site consists of: 2 x sheds with 3-phase power, roller doors, concrete floors and an office. A horizontal composting unit has been constructed, and a concrete shed to be used to store hazard waste is on site. One shed houses the compactor and the balers. Residents unload rubbish and recyclables at this shed enabling it to be quickly sorted (recycling), or be compacted waste materials. The second shed houses the site vehicles and has space for second-hand goods and materials. There is a gravel yard below which acts as an additional storage area for both glass and bulky scrap metals. Glass: Glass collected at the kerbside is offloaded into the bulk bays at the gravel yard. Glass collected in solid bins (plastic/steel) is tipped into the bays using the forklift. The centre has recently purchased a glass crusher which allows for the more efficient storage and disposal of glass. The crushed glass product for use in roading walking tracks, soakage pits, and as drainage material. Paper and Cardboard: Paper and cardboard at the centre is sorted into appropriate grades. Old corrugated cardboard and newsprint will be sorted and baled for transport back to Invercargill for recycling. Lower grade, wet and soiled paper will be sorted for use in the composting system. As most compost systems need added carbon this appears to be an ideal way to utilise this material and will help control costs. Used hand towels and serviettes can be added into any food waste composting system. Plastics Coded 1 and 2, Steel and Aluminium Cans: Plastics will be sorted into: Milk bottles; Clear PET; Coloured PET; Household commodity bottles. Steel and aluminium cans will be sorted and handled the same way. Sorted materials are stored in bulk bags or woolsacks and each material accumulated by type until there is a large enough volume to be baled. Once baled it will then transported to Invercargill for recycling. Solid Waste Asset Management Plan /15/1/24 r/14/8/

143 It is possible that some clean types of plastics may be able to be donated to the local school as use in art or science classes, or similar activities, provided they meet any health requirements and the material is clean. Scrap Metal: Scrap metals, including cars, will be stripped and sorted to a level that meets the criteria of the scrap metal merchant who will be accepting the materials and is also economic. It is planned to palletise some materials if this shows to be an advantage. Customers arriving at the WRC with cars or bulky items will be directed to the lower storage area where cars and appliances will be stockpiled until they are transported to the wharf by trailer for transport to Bluff. Once in Bluff they will be offloaded on to a truck or trailer and be taken to the scrap yard. Storage on the wharf at either end is to be avoided and all parties will need to be well coordinated if this is to be avoided. Current Issues The shed will require painting in the next five years. Te Anau Transfer Station Address: 237 Manapouri Te Anau Highway. Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Manapouri Te Anau Highway WH 2.00 pm pm LE 2.00 pm pm WH 2.00 pm pm LE 2.00 pm pm LE = Labour Weekend to Easter WH 2.00 pm pm LE 2.00 pm pm WH 2.00 pm pm LE 2.00 pm pm WH 2.00 pm pm LE 2.00 pm pm WH 2.00 pm pm LE 2.00 pm pm WH 2.00 pm pm LE 2.00 pm pm Current Issues: The compactor reaches the end of its assets life in 2012/13. It is currently planned to fund the cost of replacement of the compactor through reserves.no current issues at this site. History of the Site: The site was opened in the 1970s as a landfill and prior to that gravel was extracted from this site by deep trench excavations. The trenches were later filled with refuse. The concrete structure remains of the first transfer station, currently used for crushed glass and recycling cage storage, was built on the edge of a trench and differentially settled. The rail tracks for full hooker bin storage extends on to one of these refuse filled trenches. The access road is also used by a neighbouring clean fill/gravel pit. The compactor was replaced in 2012 and safety barriers around the tipping face were installed in 2013/4. General Description of Activity: Customers enter the access road site off the Manapouri Te Anau Highway. As they proceed to the east along the access road they come to the drop-off recycling centre where they can unload recycling. The drop-off centre is intended for domestic users but does occasionally get used by others. Customers can then move along the access road, passed the entrance to the neighbouring cleanfill/gravel pit on the left, to the fenced off transfer station complex and into the reception area passing the hazardous waste shed, oil recovery facility and then the recycling/reuse shed. The customers follow the road around to the elevated tipping head. When leaving the elevated tipping head the Solid Waste Asset Management Plan /15/1/24 r/14/8/

144 customers turn right and out through the gate on to the gravel loop road where they can unload greenwaste, metals, tyres etc. Large loads are backed in and tipped directly into the lower concrete push pad area. Fiordland Recycling Services currently operates out of the recycling reuse shed for the compaction of the recyclables from its private (mostly commercial customers). Continuation of this, as part of this contract, will be dependant on negotiations between the successful contractor, WasteNet on behalf of SDC and Fiordland Recycling Services. The refuse on the concrete pad below the elevated tipping face is pushed by a loader along the pad and into the hooper and drops into the compactor and is then pushed by compactor ram into a hooker bin. Enclosed hooker bins are currently utilised to receive residual waste through the compactor, and are then stored on the site before being hauled to the regional landfill. Empty hooker bins are stored to the east of the compactor on the concrete slab. Full hooker bins are pulled straight out off the compactor to a storage area to the south using a loader. When full bins are already in storage additional full bins are pushed for the last few meters into position. Rail tracks to match the current hooker bin frame and wheel configurations have been used to extend the storage area for full bins to the south. Empty hooker bins are wheeled into position on the compactor using a loader. Wheel stops together with a reduced height tipping head wall mitigate the risk of fall injuries. Bond Contracts use the site for trans-shipment of rubbish to the regional landfill site, and of recyclables to the Materials Recovery Facility. Current Consents: No discharge consents are currently held or required. The site is designated in the Southland District Plan as follows No. D Te Anau Refuse Site. Winton Transfer Station Address: 193 Florence Road Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Florence Road 2.30 pm pm 2.30 pm pm noon pm WH 1.00 pm pm am pm DSH WH 2.00 pm pm 1.00 pm pm DSH Current Issues: The compactor has reached the end of its asset life however is still being maintained by Bond Contracts Limited. When it is no longer economical to maintain it the compactor will not be replaced. It is uneconomical to replace the compactor due to the proximity of the site to the regional landfill. Safety barriers were installed at the tipping face in 2013/14. History of the Site: The site was opened in 1978 as landfill and the site was closed as landfill in 2001 when it was turned into a transfer station. General Description of Activity: Customers enter the site from the north and either go straight through past a reception area, then passed an agriculture-container recovery area and then to the elevated tipping head for residual waste disposal, or the customer can turn right past the hazardous waste shed then past the recycling/reuse shed then on to the greenwaste disposal area. Solid Waste Asset Management Plan /15/1/24 r/14/8/

145 Closed top compactor hooker bins are utilised to receive residual waste which is hauled to the regional landfill. The refuse on the concrete pad below the elevated tipping face is pushed by a loader into the hopper and into the compactor and then into the bin. There is no weighbridge on site. The bins are placed into position on the compactor using a hooker truck loader over the concrete slab. Wheel stops together with a reduced height tipping head wall help to mitigate the risk of fall injuries. Current Consents: No discharge consents are currently held or required. The site is designated in the Southland District Plan as follows No. D116 - Winton Refuse Site. Wyndale Transfer Station Address: 190 Edendale Wyndham Road Edendale (on the south east corner of Edendale and Wyndham Road and Island Edendale Road). Opening Hours: Location Monday Tuesday Wednesday Thursday Friday Saturday Sunday Wyndham 4.00 pm - DSH 4.00 pm Edendale Highway 6.00 pm 7.00 pm pm - pm am pm 4.00 pm pm am pm 4.00 pm pm Current Issues: There are currently no issues relating to this site although the concrete pad may require strengthening towards the end of the 10 year period. History of Site: Initially developed as a gravel pit and later become a refuse site. It has operated as Transfer Station since 2002 following its closure as a refuse site. General Description of Activity: Customers entering the site come into a reception area then passed a hazardous waste shed, oil recovery facility and then a recycling/reuse shed. Customers can then either turn to the right into the elevated tipping head at the residual waste disposal area or carry on ahead to an area when green waste and metals can be placed in a gravel area off a loop road. Containers including wool fades and drums are used to store recyclable materials. Open top uncompacted hooker containers are utilised to receive residual waste which is hauled to the regional landfill. There is no weighbridge on site. There is no mechanical compaction or materials handling equipment permanently on-site. Waste is tipped or pushed from the customers vehicle on elevated tipping head directly into the container/s below. There is room for two containers on a concrete slab below the tipping head. Removable safety barriers and wheelie stops together with the container wall projecting between 200 mm and 400 mm above the tipping head help mitigate the risk of fall injuries. Bond Contracts use the site for trans-shipment of rubbish to the regional landfill site, and of recyclables to the Materials Recovery Facility. Current Consents: No discharge consents are currently held or required. The site is designated in the Southland District Plan as follows - Wyndale Refuse Site designation number D111. Solid Waste Asset Management Plan /15/1/24 r/14/8/

146 5.2.3 Asset Condition and Performance The current condition and performance grading of the assets are detailed in the table below (assets were last inspected in 2011). The table also details the confidence in the data and the remaining life shown as the estimated failure year. While the remaining life indicates some assets are due for renewal, the inspection in January 2011 indicated no significant renewal requirements and only minor repairs and maintenance. Asset Type Asset Component Condition Performance Confidence Est Remain-ing Life Yrs Condition Performance Confidence Est Remain-ing Life Yrs Condition Performance Confidence Est Remain-ing Life Yrs Condition Transfer Station LUMSDEN OTAUTAU RIVERTON OBAN Security Gates 2 2 B B B B Perimeter Fence 2 2 B B B B Roading Accessway 2 2 B B 10 5 Sealed 2 3 B 51 0 Unsealed 2 2 B 10 5 Signage Health and Safety 2 2 B 10 5 Recycling 3 2 B 10 5 Opening Hrs 2 2 B 10 5 Asset Tipping Head 2 3 B B B B B B B Tipping Pad N/A N/ A Container Pad 3 3 C C Safety Rails 3 3 B C B B B B B B B N/ A C B 10 5 Performance Confidence 3 2 B N/ A Est Remain-ing Life Yrs B B B B N/ A N/ A N/ A N/ A /7 Recycling 1 1 B 21 N/.-.- N/ 1 1 B 25 N/.-.- N/ Solid Waste Asset Management Plan /15/1/24 r/14/8/

147 Drop-off Container A A. - Asset Landscaping 2 2 B B Structures Reuse Shed 2 2 B B Attendants Hut 4 3 B B Haz waste shed 2 2 B B Other Buildings N/A N/ A Retaining Walls 1 2 B B A A B N/ B 2 A B B N/ A B N/ A B B N/ A Solid Waste Asset Management Plan /15/1/24 r/14/8/

148 Asset Type Asset Component Condition Performance Confidence Est Remain-ing Life Yrs Condition Performance Confidence Est Remain-ing Life Yrs Condition Transfer Station TE ANAU WINTON WYNDALE Security Gates 3 3 B C B Perimeter Fence 2 2 B C B Roading Accessway 2 2 B C B 10 5 Sealed 2 2 B C B 10 5 Unsealed 2 2 B C B 10 5 Signage Health and 3 3 C C C 15 Safety Recycling 2 2 B C B Opening Hrs 2 2 B C B Asset Tipping Head 2 2 B C B Tipping Pad 2 2 B C.- 10 N/ A Container Pad 3 3 C C C Safety Rails 4 3 C C C /7 Recycling Drop-off Container 4 3 B N/ A.-.- N/ A. - N/ A.-.- N/ A. - Asset Landscaping 2 2 B Structures Reuse Shed 2 2 B Attendants Hut 2 2 B 10 2 Haz waste shed 2 2 B Other Buildings N/A Retaining Walls 3 2 B C C C C N/ A C Performance Confidence Est Remain-ing Life Yrs 2 2 B B B B N/ A B Operations and Maintenance Waste/Materials Accepted When open the facilities are managed by an operator and receipt of waste is dependant on satisfying waste acceptance protocol. Solid Waste Asset Management Plan /15/1/24 r/14/8/

149 Waste is placed by the customer from elevated tipping heads either into open top containers (where the waste remains uncompacted) or on to a tipping pad where the operator then pushes the waste into a compactor which compresses the waste into a container. When the containers are full they are changed out for an empty one and transported to the regional landfill at Kings Bend near Winton. Greenwaste is placed on ground by customers and then latter mulched by the operator for partial composting and is then available for reuse mostly as mulch in the community. Recyclable materials (including scrap metal such as old cars and white ware) are placed by the customer in areas designated by the operator for later bailing and transport to recycling markets. Reusable items are placed in a covered area by customers and made available to other customers. Hazardous waste is stored in a concrete shed, by the operator that is internally bunded to reduce the environmental risk from a spill or leak. The shed s contents are recorded on a list by the operator and are routinely inspected by a specialist contractor who repackages the chemicals, transports then away for either reuse, to be neutralised, or disposal. Special charges apply for hazardous waste. Tyres are classified as special waste and are separately stored and then transported to regional landfill for disposal. Special charges apply for tyres. Weighbridges represent a significant capital investment and have not been installed at any transfer station facilities. Fixed prices are set annually for cars, trailers, vans and utes loads of waste. Lower charges are commonly applied to non-commercial greenwaste and recycling e.g. currently no charge for a carload of recycling. For commercial loads arriving by truck customers can either provide weigh dockets or pay a reduced rate based on the total gross weight of the vehicle. All waste leaving the facilities is weighed into the landfill. All recyclables leaving the facility are weighed in at the MRF. Customers either pay via special tokens which can be purchased at SDC area offices or at specific retail outlets or if they are regular customers they may have an account with SDC. An EFTPOS service has also recently been introduced at all transfer stations (with the exception of Stewart Island). Electronic Waste As part of the Digital Switchover programme in 2013 Council participated in the Ministry for the Environment (MfE) funded TV Takeback campaign As part of the campaign the MfE supplied containers at each site for storing disposed off televisions. Now that the campaign has finished it is possible to find an alternative use for the containers. As such it is proposed to initiate an electronic waste disposal service whereby visitors to transfer stations can drop off unwanted electronic waste where it will be stored until there is sufficient to transport to Southland Disability Enterprises (SDE) for processing. As the infrastructure is already at each site there is no anticipated capital start up costs and ongoing operational costs (mainly associated with transport and processing at SDE) will be funded by the income received via the Waste Minimisation Levy. Formatted: Font: Not Bold Renewals There is very little renewal work required in the 10 year plan period. An allowance for minor works is included in the operational budgets and is expended as required. The only significant project planned is the replacement of the compactor at the Te Anau Transfer Station, programmed for the 2013 financial year. The only work currently planned is for painting the building at Stewart Island Transfer Station and strengthening of concrete pads at Lumsden, Otautau, Riverton and Wyndale. Solid Waste Asset Management Plan /15/1/24 r/14/8/

150 Council staff and Bond Contracts organise procurement of any necessary renewals. No major capital work will be carried out without a recommendation from the Council to proceed Capital Expenditure - Levels of Service and Demand Council staff have reviewed usage information for recycling drop-off centres and assessed that no additional centres are required. Monitoring of usage will continue following the introduction of the kerbside recycling contract to determine if the centres are still in the most appropriate locations. Council staff will organise procurement of any necessary upgrades which are generally contracted out. There is currently no planned capital expenditure within the 10 year plan. 5.3 Drop-Off Recycling Centres Overview Recycling drop-off centres are provided for the collection of specific recyclable material and are intended for non-commercial-domestic use. The collected materials are mostly transported to Invercargill for bailing and then sold to recycling markets. The exception to this is glass which is crushed and use as aggregate. The recycling drop-off centres are owned and operated by Council and provided at the following locations: DROP-OFF CENTRE LOCATIONS 1 Garston 2 Lumsden (as part of the Transfer Station) 3 Manapouri 4 Mokotua 5 Mossburn 6 Ohai 7 Riversdale 8 Riverton (as part of the Transfer Station) 9 Te Anau (as part of the Transfer Station) 10 Tokanui 11 Tuatapere The drop-off recycling centres are accessible 24 hours a day, seven days a week. Te Anau and Stewart Island townships have additional recycling drop-off centres that are community funded. Te Anau and Stewart Island s additional centres are in the form of wheelie bins. These centres are serviced by local service providers. The drop-off recycling centres consist of modified 40 foot shipping containers with nine holes down one side. The nine holes are for the sorting of recyclable material into the following categories. (a) Aluminium (empty and flattened); (b) Tin/Steel (washed and flattened); (c) Cardboard (flattened); (d) Paper; (e) Glass (empty); (f) Plastic (types 1 and 2) (washed and flattened). Solid Waste Asset Management Plan /15/1/24 r/14/8/

151 The holes are only large enough to put the recyclable material through and no larger, enabling people to only put in recyclable materials and not household rubbish. Recyclables are collected in wheelie bins and the centres are serviced on the kerbside collection day for recycling. The centres are operated and maintained by Bond Contracts with all recycled materials taken to the Materials Recovery Facility (MRF). It is expected that future demand and use of recycling drop-off centres will be affected by the introduction of kerbside recycling. Council will continue to monitor the usage at these centres and may wish to consider the longer term future of some of these Asset and Site Information Garston Drop-off Recycling Centre Address: 9 Garston Athol Highway Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel in front of the container up to three metres from the edge of the container for the full length of the container plus two metres at each end. History of Site: The site is owned by SDC and is used for the Garston Volunteer Rural Fire Station. Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 foot container (painted forest green) L wheelie bins. Manapouri Drop-off Recycling Centre Address: 205 Hillside Manapouri Road Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the fenced off area. History of Site: The site was the old Manapouri landfill which opened in the 1950s and closed in Current Consents: There is no resource consents are currently held or required. The site is designated in the Southland District Plan as follows D177 Gravel/Refuse Site. Assets: 1-40 foot container (painted forest green) L wheelie bins. Mokotua Drop-off Recycling Centre Address: 12 Clearwater Road Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel in front of the container up to three metres from the edge of the container for the full length of the container plus two metres at each end. Solid Waste Asset Management Plan /15/1/24 r/14/8/

152 History of Site: The site is owned by the Mokotua Public Hall Society and the container is located within the carpark for the hall. Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 foot container (painted forest green) L wheelie bins. Mossburn Drop-off Recycling Centre Address: 1525 Mossburn Lumsden Highway Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel loop road and grass area between the loop road and the fence to the old gravel pit. History of Site: The container is located within road reserve in front of the old landfill which closed in 2001 and prior to it opening as a landfill in the 1970s the site was gravel pit. Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 ft container (painted forest green) L wheelie bins. Ohai Drop-off Recycling Centre Address: 10 Richmond Street, Ohai Contractor s Site: The contractor is responsible for the container including all damage (this includes the signs). The gravel strip at the front of the container to the footpath and the gravel area behind the container. History of the Site: The site is owned by SDC and is part of reserve (R120) which the Ohai Hall is located on. Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 ft container (painted forest green) L wheelie bins. Riversdale Drop-off Recycling Centre Address: 26 Berwick Street Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel in front of the container up to three metres from the edge of the container for the full length of the container plus two metres at each end. History of Site: The site is owned by SDC and is part of the car park for the community centre. Solid Waste Asset Management Plan /15/1/24 r/14/8/

153 Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 ft container (painted forest green) L wheelie bins. Tokanui Drop-off Recycling Centre Address: 23 McEwan Road Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel loop track past the container to the edge of the seal on the public road. The contractor is responsible for the gardens in front of the container. History of Site: The site is owned by Kapuka Transport Limited and is located just off the road reserve; the rest of the property is used for pastoral farming. Current Consents: There is a land use consent from the SDC to operate the facility. Assets: 1-40 foot container (painted forest green) L wheelie bins. Tuatapere Drop-off Recycling Centre Address: 51 King Street Contractor Site: The contractor is responsible for the container including all damage (this includes the sign). The contractor is responsible for the gravel in front of the container up to three metres from the edge of the container for the full length of the container plus two metres at each end. History of Site: The site is own by the Waiau Star Rugby Club and is used by the rugby club for training and junior rugby and the squash club is located on the site. Current Consents: Council currently holds no resource consents for this site. Assets: 1-40 foot container (painted forest green) L wheelie bins Condition and Performance The current condition and performance grading of the assets are detailed in the table below. The table also details the confidence in the data and the remaining life shown as the estimated failure year. Remaining asset lives have been agreed between Council and our contractor. Asset Component Condition Performanc e Confidence Est Remaining Life Yrs Condition Performanc e Confidence Est Remaining Life Yrs Condition Performanc e Confidence Est Remaining Life Yrs Condition Performanc e Confidence Site Garston Manapouri MokatuiMokatua Mossburn Container 2 2 C C C C 820 Signage 2 2 C C C C 8 Roading 2 2 C C C C 10 Est Remaining Life Yrs Solid Waste Asset Management Plan /15/1/24 r/14/8/

154 Fencing N/A C 10 N/A N/A Site Ohai Riversdale Tokanui Tuatapere Container 2 2 C C C C 820 Signage 2 2 C C C C 8 Roading 2 2 C C C C 10 Fencing N/A N/A N/A N/A In this plan, no allowance has been made for changes to servicing these centres. Solid Waste Asset Management Plan /15/1/24 r/14/8/

155 5.3.4 Operations and Maintenance Transfer stations and recycling centres are audited on an annual basis. This is a joint audit between Council and Bond Contracts. During this audit process outstanding maintenance issues are discussed and agreed along with responsibility for carrying out the work. The contractor requirements at the drop-off recycling centres include: No less than once a fortnight recycling is removed from the container and taken to the recycling facility. No litter or recycling is left to accumulate around the site. Receptacles is changed out before they become over full so there is always room for the public to place their recycling in the receptacles. Council will replace the signs at the end of the life (10 years) plus repaint. Any damage caused to the signs prior to replacement is the contractor s responsibility. Council will add new gravel every three years around the container and the contractor shall maintain the gravel area in a tidy state (free of weeds and pot holes). These activities are funded through routine O&M budgets. It is assumed that the level of usage will drop-off as a result of the introduction of the regional kerbside collection service. Usage will be monitored to allow decisions to be made regarding to future servicing of these centres Renewals/Replacement There is very little renewal work required. This is on an ad-hoc basis. An allowance for minor works is included in the operational budgets. No major works have been identified as being needed over the planning period, although all sites will require replacement signage and painting.. Council staff organise procurement of any necessary renewals which are generally contracted out. Solid Waste Asset Management Plan /15/1/24 r/14/8/

156 5.3.6 Capital Expenditure - Levels of Service and Demand Council staff have reviewed usage information for recycling drop-off centres and assessed that no additional centres are required. Monitoring of usage will continue following the introduction of the kerbside recycling contract to determine if the centres are still in the most appropriate locations. Council staff organise procurement of any necessary upgrades which are generally contracted out. There is currently no demand related capital work planned within the 10 year period. 5.4 Greenwaste Sites The Greenwaste and Cleanfill sites service the local area for the collection of greenwaste and cleanfill. The collected greenwaste is stockpiled and mulched on an annual or as required basis and the cleanfill is appropriately placed a spread out, or may be removed and used as fill where required. Council owns and operates two greenwaste sites one at Wallacetown and one at Riversdale and one cleanfill site at Braggs Bay Rakiura/Stewart Island. There is a privately owned and operated greenwaste site located in Waikaia. A cleanfill site is provided on Rakiura/Stewart Island due to the absence of any commercial clean fill site on the Island and the community benefit of having cleanfill available for reuse on the Island. Council is not otherwise in the business of providing cleanfill sites elsewhere in the District. Each greenwaste site has an attendant (private contractor) who accepts payment via tokens and audits material for disposal. Access to the cleanfill site is by specific application to council and is controlled on site by a Council contractor. The green waste sites only accept green waste that is separated clean greenwaste. This excludes soils, flaxes, and branches over 150 mm diameter and tree stumps. Greenwaste accepted for disposal is stockpiled, when there is sufficient quantity the material is mulched. The mulched end product is available for reuse in the community, however because the product may not be totally void of noxious weeds and viable seeds there is no charge and is offered on an as is basis. Typically the greenwaste will be mulched on site roughly twice a year. There is currently no planned renewal, Level of Service or Demand projects planned at greenwaste sites over the upcoming 10 year period. This Activity Plan does not cover private greenwaste sites. 5.5 Promotion and Advocacy (Waste Management and Minimisation) SDC actively promotes and advocates waste minimisation initiatives through information distribution, school/community education programmes, cleaner production programmes and participating in Clean up New Zealand Week. Waste minimisation initiatives are carried out through WasteNet with targets set by individual councils in accordance with agreed LOS. In addition Council also supports the Enviroschools programme which is administered by ES. 5.6 Closed Refuse Sites Council is responsible for the management of over 6048 closed District refuse sites in the District. These sites were closed in response to developments in legislation and environmental awareness and Council have proactively undertaken studies to determine which of these sites present significant risks to the environment. Solid Waste Asset Management Plan /15/1/24 r/14/8/

157 These sites have been assessed in terms of the likely discharge and land use risks and are managed in accordance with appropriate best practice techniques. The management of closed landfills is currently under review pending ES implementing a plan change around the management of discharges from these sites. The change was publicly notified in July 2011 with further notification and hearings likely in late 2011 early 2012This risk assessment plan will be presented to Environment Southland by July It is intended that these sites be managed in accordance with an established best practice risk management regime specifically developed for these closed landfills. This plan will be updated with the appropriate assessments once the methodology has been developed. ( Closed refuse sites are not being used for waste disposal purposes (Wallacetown and Riversdale sites which are consented for greenwaste only disposal and Braggs Bay which is consented for cleanfill and green waste disposal). The sites are either leased to the neighbouring property for use as grazing, planted for forestry production or are unused vacant land. SDC continues to monitor and maintain, where appropriate in accordance with best practice guidelines known closed community refuse sites that this may include visual inspections, surface and ground water sample recovery and analysis and programming remedial work to caps or fencing and maintenance of any tree plantation cover. 5.7 Regional Landfill Due to demand for high environmental standards a category A regional scale landfill has been established at AB Lime s Kings Bend lime quarry. This landfill is privately owned and is contracted to exclusively provide disposal services through the group of councils known as WasteNet. All waste under SDC s control goes to this landfill. Contractual operational procedures are in place to collect the necessary information for Council to accurately report tends in waste management. Monthly figures are entering and reported on quarterly to the community. This information (i.e. tonnages, number of users to transfer stations, customer satisfaction surveys) is reviewed on a regular basis and assists Council in tracking progress on meeting the required level of service. Both Councils contract with AB Lime and their resource consent have been set at 35 years. While thei expiry is outside the life of the current 10 year AMP it does fall within the duration of the current 30 year infrastructure strategy. At this stage a key assumption of the strategy will be that a further consent will be granted to AB Lime for 35 years, and that Council will also enter into a similar long term contract. This is also now included in the risk management section of this plan. Emissions Trading Scheme The New Zealand government has established an Emission Trading Scheme (ETS) which places a price on greenhouse gas emissions to provide a financial incentive to reduce emissions and met is obligations under the Kyoto Protocol. Operators of Landfills whose waste stream contains some element of household (municipal) waste have obligations for the methane emitted through the breakdown of organic waste. There are no obligations on closed landfills. Emissions or carbon dioxide equivalent emissions are calculated by multiplying an emissions factor by an activity. For Landfills, the emissions factor is multiplied by the tonnage of waste disposed annually. The cost of covering emissions is dependent on the market price NZU s. This is currently capped at $25 pending review in December Waste Disposal Facilities (municipal landfills) musthave been required to collect and report their methane emissions from 1 January 2012 and have been required to surrender NZU s since however they do not have to surrender NZU s for the 2012 year. Although in May 2014, they do have to surrender NZU s for the 2013 year Solid Waste Asset Management Plan /15/1/24 r/14/8/

158 A.B. Lime is working with consultants to estimate their emission obligations. The methodology to calculate the methane emissions generated for the Southland landfill is made up of two key components the composition of solid waste disposed and the destruction efficiency of the methane gas flare resulting in a Unique Emissions Factor (UEF) for the facility. The specific calculations are complex and the legislation requires that A.B. Lime apply annual for a UEF. The standard emission factor or the default factor is that for every tonne of waste entering the facility, there is tonnes of carbon dioxide equivalent produced. By AB Lime applying for a UEF, they should be able to reduce this factor (and the lower the factor the lower the cost of the ETS). Based on 2011 data, AB Lime consultants have estimated a $21 per tonne of waste (ex GST) charge on top of the existing gate price This price will be passed on to all authorities and commercial enterprises using the landfill site. This increase has been factored into solid waste budgets from January Current cost of Units has been agreed with AB Lime for a period of 3 years and is set by WasteNet at $5 per tonne. In addition to applying for a UEF, the operators are also looking into improving the efficiency of the landfill e.g. additional capping, wells and leachate recirculation. The ability of AB Lime to improve their efficiency into the future is dependent upon the economic benefit and resource consent requirements. It is in WasteNet s best interest that AB Lime continues to improve their efficiency as this reduces the ETS cost (which is paid by waste disposers (including WasteNet councils and private users)). 5.8 Risk Management Table summarises the key risks associated with this activity. The detailed risk framework and process followed is detailed in the LTP and Asset Management Plan Part A - TRIM reference r/14/10/ Solid Waste External - Non-Controllable Risk Event Current Treatment Details Proposed Treatment Details Event - natural disaster causing short term disruption to service provision. Event causing unplanned permanent long term landfill closure resulting in requirement to dispose off waste in alternative location (outside region). Event eg natural disaster causing widespread unavailability of activity staff. Event at a transfer station causing discharge of potentially hazardous material into the environment and posing a risk to environment and people. Uncertainty around impact of plan changes on closed landfills and potential costs to achieve compliance Identification of alternative short term collection and disposal options Contractor to develop contingency plans to cover natural disasters. Short term disposal. Contractor to develop contingency plans to cover natural disasters. Temporary or agency staff. Contractor to develop contingency plans to cover natural disasters. Health and safety procedures and emergency management procedures highlighted in contractor documentation. Safety Working with Regional Council to further understand risks and implications and to develop proposals based around previous risk work on closed Annual safety audit of all council facilities to be implemented. escalation procedures to be embedded in RFS system. Risk assessment process has been developed and will be confirmed with Environmental Southland. Solid Waste Asset Management Plan /15/1/24 r/14/8/

159 Natural disaster causes significant widespread damage to Council assets and infrastructure. AB Lime fail to get consent renewal for continuing to operate a landfill site. Internal - Controllable landfills Develop partnering approach with ES to understand risks and cost. As Council assets are widespread across the District the risk of significant widespread damage is relatively low however the impact on those areas can be relatively high. Current treatment is largely reactive. Standby generation, tankering water in / sewerage out Maintaining relationship with AB Lime and Environment Southland to understand likely issues and roadblocks to granting a future consent. Identify critical assets and develop plan for their maintenance and return to service. Development of wider emergency management plan. Unknown at this stage but unlikely Council would wish to establish an alternative landfill so an option would be the transport of rubbish to an alternative out of region landfill. Risk Event Current Treatment Details Proposed Treatment Details Breakdown in relationship/communication between Council and landfill owners. Regular communications and partnering approach. More frequent partnering meetings. Investigate opportunities for bringing in other waste streams from out of the area. Failure to achieve an appropriate Rates aligned with neighbouring Research into and balance between user fees and authorities. alignment of user fees general rates resulting in with neighbouring inappropriate waste disposal authorities. (burning/fly tipping). Education into alternatives to waste disposal eg recycling, composting etc. Failure of co-operation with other regional councils (WasteNet). Regular participation in New Heads of WasteNet meetings and Agreement document workshops. Joint Heads of has been signed. Agreement Document. Sign up Quarterly meetings to WasteNet Action Plan. between three WasteNet councils and staff. Additional Management meeting s. Waste group Development of revised Southland Waste Management and Minimisation Plan. Solid Waste Asset Management Plan /15/1/24 r/14/8/

160 Failure to notify customers of service disruptions as a result of ineffective communications. Development of communications plan to alert customers via appropriate media sources, likely to be radio and web based for short term disruptions or newspaper for longer term or planned outages. Highlight additional routes of communications to complement the more traditional forms of communication. Social media, text messaging etc. Failure to respond to Requests for Monitoring of contractor Regular partnering Service or complaints in a timely performance will drive meetings where KPI manner. continuous improvements. performance measures are actively monitored. Loss of organisational knowledge due to sudden loss of key activity staff resulting in inefficient of inadequate management or operation. Staff training and succession planning will mitigate risk of frequent staff turnover. Application of contractual penalties for failure to meet the KPI s Identify individual staff needs and formulate appropriate training, in conjunction with consultant assistance until skills at appropriate level. Inexperienced staff and lack of institutional knowledge. Ad-hoc training. Detailed succession planning to ensure institutional knowledge is retained. Identify individual staff needs and formulate appropriate training, in conjunction with consultant assistance until skills at appropriate level. Failure to secure a further long term contract with AB Lime. Maintaining relationship with AB Lime and Environment Southland to understand likely issues and roadblocks to granting a future consent Detailed succession planning to ensure institutional knowledge is retained. Unknown at this stage but unlikely Council would wish to establish an alternative landfill so an option would be the transport of rubbish to an alternative out of region landfill Solid Waste Asset Management Plan /15/1/24 r/14/8/

161 6. Financial Summary 6.1 Historical Expenditure O&M expenditure (OPEX) on this activity has increased for this activity over the last five years from $2.7M to $3.3M largely as a result of inflation and the phased introduction of the recycling drop-off centres throughout the District. There was a significant capital expenditure of $850,000 for the purchase of new rubbish and recycling bins in 2010/11. Annual Total (000's) $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 Solid Waste Capital Expenditure Renewals LOS Demand Figure 5-1: Historical Capital Expenditure Cumulative Annual Total (000's) $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Solid Waste Expenditure $75 $68 $74 $71 $71 $3,540 $3,395 $2,760 $2,927 $2, / / / / /2011 Figure 5-2: Historical Operating Expenditure Depn R & M Opex 6.2 Financial Forecast Summary Projected operational expenditure is highlighted in the table and graphed below. The forecasts have been developed on the assumption that the current services provided will remain unchanged. Future changes to operating costs will be influenced by changes to inflation. Solid Waste Asset Management Plan /15/1/24 r/14/8/

162 Figure 0-3: Projected Operating Expenditure 6.3 What-if Scenarios Key factors that may influence future operating costs that have currently not been budgeted for include: - Demand for future green waste/organics collection service. This has been considered as part of previous LTP planning but was rejected due to the significant increases in the cost of providing this service. Demand for expansion of kerbside collection service to areas currently not covered. This may constitute a change to current contractual arrangements where costs would be incurred due to the need to provide additional plant and equipment to service such demand. Significant increase in transportation costs. Transportation costs are recalculated on a quarterly basis as part of the escalations process for re-baselining contract costs. Increases in transport costs are largely dependant on oil and diesel prices which are outside council control. Currently budgeted operational costs allow for an increase based largely on historical trends. The impact of ES s approach to management of discharges from closed landfills could have a significant impact on costs depending on future operating costs which have not been fully budgeted for. Solid Waste Asset Management Plan /15/1/24 r/14/8/

163 6.4 Funding Principles The rubbish and recycling kerbside collection services are funded from targeted rates (UTR) levied on those who must receive or elect to receive the kerbside collection services. Other operating expenditure under this activity are funded: 40-75% funded through the Waste Management rate levied District-wide based on a targeted uniform annual charge per rateable unit and a capital value rate; and 25-60% user charges via transfer station charges, these charges are standardised across the District. Current proposed transfer station charges are shown in Table 5.1. Capital expenditure (such as land acquisition) is funded from reserves or loans, as appropriate. Waste Minimisation Levy: Under the Waste Minimisation Act 2008, a $10 per tonne (excluding GST) levy on all waste sent to landfill has been imposed from 1 July The purpose of the levy is to create funding opportunities for waste minimisation initiatives and provide an economic incentive to polluters to change their behaviour. The levy will be charged at facilities where waste (including household waste) is disposed of and which operate, at least in part, as businesses which dispose of waste. Territorial authorities receive 50% of the total levy money collected and these payments are paid out on a population basis. Payments are made quarterly and must be spent on promoting or achieving waste minimisation and in accordance with waste management and minimisation plans. A waste minimisation fund has been set up with the remaining levy money, minus administration costs, to fund waste minimisation projects. Projects will be assessed according to a set of criteria established in consultation with the Waste Advisory Board. The Minister for the Environment has final approval on project funding. Based on current figures Council budgets to receive an annual income of $80K from the Waste Minimisation Levy. Previously the income was used to pay off the loan taken out to purchase the recycling bins. This has now been paid off and the funding will be used to set up an electronic waste disposal scheme as outlined in an earlier section of this AMP. Solid Waste Asset Management Plan /15/1/24 r/14/8/

164 6.5 Valuation Approach Table 0-1: Fees and Charges Council does not currently value any assets utilised for the solid waste activity. This will be considered as part of future activity plans for the solid waste activity. Solid Waste Asset Management Plan /15/1/24 r/14/8/

165 7. Asset Management Plan Improvement This section summarises the AM practices (data, systems, processes) applied to AM planning. It assesses the current and desired level of practice in relation to the AM Maturity Index 1 and identifies an improvement programme for the next three years. 7.1 Progress against Previous AM Improvement Programme There has not been an AM Improvement Plan previously completed for this activity. 7.2 Assessing Current and Desired AM Practices Understanding and Defining Requirements Current Status Future Status and Identified Improvements The AM Policy Core. Council wide AM Policy has Intermediate. Annual reviews. been developed. Levels of Core Key levels of service have Core Maintain as current Service and been identified and are monitored Performance Management and reported against. Performance framework in place and appropriate. LOS have been agreed with the community using the consultative process and communicated through the LTP processes Regular monitoring against LOS is carried out through quarterly and annual reporting LOS have customer agreed service levels underpinned with technical Demand Forecasting Asset Knowledge Condition Assessment Risk Management measures Core Demand forecast includes latest population projections. Demand drivers are not well understood. Core Asset knowledge captured through annual condition assessments of transfer stations and recycling centres. Information is not recorded in Hansen or equivalent database. As above As Above Core Activity level key risks identified by operational staff and contractors Developing Asset Lifecycle Strategies Operational Decision Making Core Review current collection boundaries and routes. Determine scope for extending routes to increase collection numbers. Intermediate. Investigate electronic asset register for solid waste assets Core Improved filtering of data to ensure appropriate level of detail. Current Status Future Status and Identified Improvements Core Council staff, in conjunction Core Maintain as current. with Wastenet Southland determine O&M practices which are largely driven by contractual arrangements. 1 NAMS International Infrastructure Management Manual, 2011 Solid Waste Asset Management Plan /15/1/24 r/14/8/

166 Capital Planning Decision Making Financial Management and Current Status Future Status and Identified Improvements Core Essential renewal Core Maintain as current requirements are identified through condition assessment and planned accordingly in agreement with contractor.. Core Financial Forecasts are Core. Review and understand developed by Council staff who impact of Emissions Trading make recommendations to Council Scheme on landfill charges. for approval Asset Management Enablers Current Status Future Status and Identified Improvements The AM Team Core Asset manager leads AMP Core Internal review (currently process. AM Coordination occurs underway) to review/clarify across Council. asset owner, service provider roles. This will be documented in reviewed job descriptions. AM Service Core Council staff, in conjunction Core Maintain as current Delivery with Wastenet Southland determine practices which are largely driven by contractual arrangements. AM Information Core Information relating to wheelie Core Investigate electronic Systems bin service stored in Pathways. asset register for solid waste Quality Management Improvement Planning Core three year improvement plan has been prepared. As above As above 7.3 AM Improvement Plan Improvement Tasks assets Core Develop better KPI s for monitoring against the delivery of the improvement plan. Improvement Task Priority 2 Resources Timeframe Review current collection boundaries and Medium SDC, December routes. Determine scope for extending Contractor, 2013 routes to increase collection numbers. Wastenet Representative Review and understand impact of Emissions Trading Scheme on landfill chsrges. High SDC, Contractor, Wastenet December 2012 Investigate electronic asset register for solid waste assets Condition and renewal assessment prior to next AMP development. Review impact of the Emissions Trading Scheme on landfill gate fee and determine the impact on disposal costs and rates. Medium Medium High Representative SDC, Wastenet Representative SDC, Contractor SDC, Wastenet Representative December 2013 June 2013 Dec High must be complete this year. Medium complete in three years Low review need in three years. Solid Waste Asset Management Plan /15/1/24 r/14/8/

167 Improvement Task Priority 2 Resources Timeframe Development of risk assessment High SDC, Dec methodology for assessing the risk of Consultant discharges from closed landfills Improvement Programme Project no. Project Title Jun Jul- Oct- Jan- Apr- Jul- Oct- Jan- Apr- Sep Dec Mar Jun Sep Dec Mar Jun All A 1 AM Systems Document Jul- Sep Oct- Dec A 2 New AM Staff Training / refresher training A 3 Project briefs for 2012/13 projects A 4 Finalise 2012 AMPs to align LTP budget. A 5 Project briefs for 2013/14 projects A 6 AM Policy Review A 7 Review customer satisfaction measures A 8 AM Improvement Progress report A 9 Process to align AMPs/Community Concept A 10 Plans, Level of update service AMPs. / budget review A 11 Customer engagement, levels of service A 12 Review of estimates and budget template / AMP A 13 AMP update for 2015 LTP A 14 Annual risk register review A 15 Quarterly progress reviews Solid Waste S 1 Review ETS costs / fee impacts S 2 S 3 Method to assess discharge risk at closed landfills Review collection boundaries and routes. S 4 S 5 Investigate electronic asset register Asset condition and renewal assessment Solid Waste Asset Management Plan /15/1/24 r/14/8/

168 8. Appendix A - 10 Year Financials Solid Waste Asset Management Plan /15/1/24 r/14/8/

169 Solid Waste Asset Management Plan /15/1/24 r/14/8/

170 Solid Waste Asset Management Plan /15/1/24 r/14/8/

171 Solid Waste Asset Management Plan /15/1/24 r/14/8/

172 Solid Waste Asset Management Plan /15/1/24 r/14/8/

173 Solid Waste Asset Management Plan /15/1/24 r/14/8/