Parkes Shire Council Stormwater Asset Management Plan Scenario1 Version 5 Dec 2012
Document Control Document ID: 2012020 Stormwater Asset Management PlaN V.1 Rev No Date Revision Details Author Reviewer Approver 1 Dec 2012 Draft H.K. C.F./A.F. S.B. Copyright 2012 All rights reserved. The Institute of Public Works Engineering Australia. www.ipwea.org.au/namsplus
TABLE OF CONTENTS 1. EXECUTIVE SUMMARY... 2 Context... 2 What Council Provides... 2 What does it Cost?... 2 What we will do... 3 What we cannot do... 3 Managing the Risks... 3 Confidence Levels... 3 The Next Steps... 3 2. INTRODUCTION... 5 2.1 Background... 5 2.2 Assets Covered By This Plan... 7 2.3 Stormwater Asset Management within Council... 8 2.4 Goals and Objectives of Asset Management... 9 2.5 Plan Framework... 10 2.6 Core and Advanced Asset Management... 12 2.7 Community Consultation... 12 3. LEVELS OF SERVICE... 13 3.1 Customer Research and Expectations... 13 3.2 Strategic and Corporate Goals... 21 3.3 Legislative Requirements... 23 3.4 Current Levels of Service... 24 3.5 Desired Levels of Service... 25 4.1 Demand Drivers... 27 4.2 Demand Forecast... 27 4.3 Demand Impact on Assets... 27 4.4 Demand Management Plan... 28 4.5 Asset Programs to meet Demand... 29 5. LIFECYCLE MANAGEMENT PLAN... 30 5.1 Background Data... 30 5.2 Infrastructure Risk Management Plan... 34 5.3 Routine Operations and Maintenance Plan... 35 5.4 Renewal/Replacement Plan... 38 5.5 Creation/Acquisition/Upgrade Plan... 41 5.6 Disposal Plan... 43 6. FINANCIAL SUMMARY... 44 6.1 Financial Statements and Projections... 44 6.2 Funding Strategy... 49 6.3 Valuation Forecasts... 50 6.4 Key Assumptions made in Financial Forecasts... 51 6.5 Forecast Reliability and Confidence... 52 7. PLAN IMPROVEMENT AND MONITORING... 54 7.1 Status of Asset Management Practices... 54 7.2 Improvement Program... 67 7.3 Monitoring and Review Procedures... 69 7.4 Performance Measures... 69 8. REFERENCES... 70 9. APPENDICES... 71 Appendix A Maintenance Response Levels of Service... 72 Appendix B Projected 10 year Capital Renewal and Replacement Works Program... 73 Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program... 77 Appendix D Budgeted Expenditures Accommodated in LTFP... 78 Appendix D.1 Stormwater asset condition profile... 79 Appendix E Abbreviations... 80 Appendix F Glossary... 81
2 1. EXECUTIVE SUMMARY Context This Infrastructure and Asset Management plan focuses on the management of stormwater drainage assets of Parkes Shire Council. This plan specifies the life cycle requirements for effective management, inspection and replacement of this asset group and outlines the financial implications and standards to be adhered to. This plan is intended to demonstrate how Council will achieve this outcome by applying the principles of responsible Asset Management Planning, the object of which is to: Deliver the required level of service to existing and future customers in the most cost effective way Council plans to operate and maintain the existing stormwater drainage network to achieve the following strategic objectives. What Council Provides the Infrastructure and Asset Management Plan as a result. Council provides a stormwater and drainage network that provides flood protection and water quality services. This network comprises stormwater mains, stormwater inlet pits and pipes, stormwater manholes, stormwater nodes, stormwater channels, stormwater storage basins and gross pollutant traps. Head wall Stormwater Pipes Concrete ends/head Walls Pipe Open Pipe RCBC RCPC upvc Ensure the stormwater network contributes to the strategic objectives of residential, student, worker and visitor growth by providing the required drainage services. Ensure the stormwater network is maintained at a safe and functional standard as set out in this infrastructure and asset management plan. Stormwater Stormwater Pits Grate Headwall Junction box Kerb inket kerb inlet gutter Ensure the stormwater network renewal program is sufficient to provide the required levels of service and that this profile is linked to other asset renewal profiles (roads, footpaths etc) to minimise impact on surrounding assets and the community at large. The contribution of stormwater services towards the strategic goals and asset management objectives will be achieved by: o Ongoing stakeholder consultation to establish and confirm service o standards. o Implementing a program of inspections and monitoring activities to assess asset condition and performance. o Identifying operational, maintenance, renewal and upgrade requirements and applying economic analysis to establish the most cost effective o works programs. Ensuring services are delivered at the right price and quality. o Continuously reviewing and improving the quality of Asset Management practices and updating Figure A: Stormwater Asset Management Category Sub Category What does it Cost? Retention Besin Retention Tank Man hole Earthwork Pumps Wetland Infrastructure Tank Pipes The projected outlays necessary to provide the services covered by this Asset Management Plan (AM Plan) includes operations, maintenance, renewal and upgrade of existing assets over the 10 year planning period is $369,000 on average per year. Council s estimated available funding for this period is $337,000 on average per year which is 91% of the cost to provide the service. This is a funding shortfall of $32,000 on average per year. This ratio however, does
3 not take into account the increase demand due to growth of Parkes, climate change, and works deferred in the past (e.g townships). Projected expenditure required to provide services in the AM Plan compared with planned expenditure currently included in the Long Term Financial Plan are shown in the graph below. Managing the Risks There are risks associated with providing the service and not being able to complete all identified activities and projects. We have identified major risks as: Stormwater pipe blockage and collapse Trench subsidence Headwall element failure or foundation settlement Gross Pollutant traps malfunctioning Drainage or basin overflow We will endeavour to manage these risks within available funding by: Establish routine inspection CCTV Inspection Implementation of asset management plan Confidence Levels This AM Plan is based on B level of confidence information. This significant investment to council must be maintained and rehabilitated over the useful life of the assets, and future replacements must be forecast and financed. The current value includes the capitalised book value of built assets only, and excludes the value of natural assets. Some of the natural assets are currently not identified. Unidentified assets include: channel armouring; levee banks; weirs; flood bypass channels; drainage reserves; overland flow paths; bio retention systems; and penstocks. What we will do Council plans to provide Stormwater services for the following: Operation, maintenance, renewal and upgrade of Stormwater Pipes, Pits, Headwalls, Gratings, Basins to meet service levels set by Council in annual budgets. Airport stormwater drainage network will reach it's "designed life time" within the next 10 year planning period. Council will perform an extensive condition survey on the airport stormwater drainage network to measure the actual remaining life. What we cannot do Council does not have enough funding to provide all services at the desired service levels or provide new services. The Next Steps The actions resulting from this asset management plan are: Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels, Improving our efficiency in operating, maintaining, replacing existing and constructing new assets to optimise life cycle costs, Identifying and managing risks associated with providing services from infrastructure, Making trade offs between service levels and costs to ensure that the community receives the best return from infrastructure, Identifying assets surplus to needs for disposal to make savings in future operations and maintenance costs. Refine levels of services through customer consultations and questionnaires. Develop lifecycle plans for Council's assets, so that a better understanding of the costs of ownership is understood. Develop Policies/Procedures to better manage Council's Assets. Develop inspection regimes that identify, and address risks. Develop Maintenance Management Systems (MMS). Develop 30 year financial plans for input into Council's Management Plan. Rationalise the ownership of Council's Assets. Developing partnership with other bodies, where available to provide services;
4 Seeking additional funding from governments and other bodies to better reflect a whole of government funding approach to infrastructure services. Promote Asset Management Plans as public documents that explain the role and services of Council. Review and update Stormwater Asset Management Plan. Questions you may have What is this plan about? This asset management plan covers the infrastructure assets that serve the Parkes Shire Council community s Stormwater needs. These assets include Stormwater Pipes, Pits, Headwalls, Gratings, Basins throughout the Council area that enable people to have a safe and effective stormwater drainage system. What is an Asset Management Plan? Asset management planning is a comprehensive process to ensure delivery of services from infrastructure is provided in a financially sustainable manner. 2. Improving our efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs, 3. Identifying and managing risks associated with providing services from infrastructure, 4. Making trade offs between service levels and costs to ensure that the community receives the best return from infrastructure, 5. Consulting with the community to ensure that Stormwater services and costs meet community needs and are affordable, 6. Developing partnership with other bodies, where available to provide services, 7. Seeking additional funding from governments and other bodies to better reflect a whole of government funding approach to infrastructure services. What happens if we don t manage the shortfall? If Council does not provide funding for new Stormwater infrastructure, there may be increasing incidents of localised stormwater events, causing nuisance flooding Asset management plan details information about infrastructure assets including actions required to provide an agreed level of service in the most cost effective manner. The plan defines the services to be provided, how the services are provided and what funds are required to provide the services. Why is there a funding shortfall? Most of the Council s Stormwater network was constructed by developers and from government grants, often provided and accepted without consideration of ongoing operations, maintenance and replacement needs. Many of these assets are approaching the later years of their life and require replacement, services from the assets are decreasing and maintenance costs are increasing. Councils present funding levels are insufficient to continue to provide existing services at current levels in the medium term. What options do we have? Resolving the funding shortfall involves several steps: 1. Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels, Water clogging after heavy rain in Parkes Township What can we do? Council can develop options, costs and priorities for future Stormwater services, consult with the community to plan future services to match the community service needs with ability to pay for services and maximise community benefits against costs. What can you do? Council will be pleased to consider your thoughts on the issues raised in this asset management plan and suggestions on how Council may change or reduce its Stormwater mix of services to ensure that the appropriate level of service can be provided to the community within available funding.
5 2. INTRODUCTION 2.1 Background This asset management plan is to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding needed to provide the required levels of service over a 20 year planning period. The asset management plan follows the format for AM Plans recommended in Section 4.2.6 of the International Infrastructure Management Manual 1. The asset management plan is to be read with Council s Asset Management Policy, Asset Management Strategy and the following associated planning documents: In 2005, Parkes Shire Council developed the Parkes Integrated Water Cycle Management (IWCM) plan, providing the framework for the management and planning of water supply, sewerage and stormwater services for the council area in integrated way to ensure water is used efficiently. The IWCM process has identified the need for an upto date assessment of stormwater infrastructure. 1. Parkes Shire Council 2010 Community Plan This plan was initiated by, and is owned by the Community. To ensure that aspirations are realised a concerted effort from all sectors of the Community is required to ensure its effectiveness. The plan contains a vision for Parkes Shire and recommends strategic objectives and eight specific future directions to bring these about. We live in an uncertain world both economically and environmentally. There will be significant challenges to face over the 10 year period of the plan. The Community will need to consider if sufficient resources are available to meet ever increasing needs for services and infrastructure. The Community Plan identifies Council's role in the realisation of Future Directions and strategic objectives. Where Council has a responsibility the actions and tasks to be undertaken will be contained within Council's three year delivery program and annual operational plan. The Community will be able to monitor achievements. The Delivery Program is supported by strategies for Long Term Financial Planning, Asset and Human Resource Management. It also provides linkages to other Council and Government planning documents, in particular the NSW Government State Plan. 2. Parkes Shire Council Delivery Program : This Delivery Program addresses the Future Directions in the Community Plan in which Council has a specific role. It will also assist in planning work programs and schedules over the next three years. This delivery plan will be in operation from financial years 2010 2011 to 2012 2013. The Delivery Program has the following components: A Delivery Plan to guide Council's actions in the achievement of the strategic objectives from the Community Strategic Plan (Including linkages to other Council and Government planning documents in particular the NSW Governments State Plan) 1 IPWEA, 2011, Sec 4.2.6, Example of an Asset Management Plan Structure, pp 4 24 27.
6 A Long Term Financial Plan and a Delivery Program Financial Forecast to guide the funding of the work required by the Delivery Program, that includes the projections of Council's financial position for the life of the Delivery Program. An Asset Management Strategy that guides the management of Council's existing and proposed assets A Workforce Management Strategy to ensure Council has the people and skills needed to achieve the Delivery Program Council's newly developed Community Engagement Strategy. This management tool will ensure that Community Engagement responses match the complexity or impact of decisions being made. 3. Parkes Shire Council Operational Plan This Operational Plan addresses the Future Directions and Strategic Objectives in the Community Plan It has a direct flow on from the planed work over the next three years outlined in Councils Delivery Program. This Operational Plan will be reviewed every six months at a minimum. 4. Risk assessment documents Stormwater Core infrastructure risk management plan ; Climate risk assessment plan; and Enterprise Risk Management Establishment Plan. The ultimate objective of this Risk Management Plan is to further embed the principles of risk management in all aspects of Council s operations. It is recognised that this is a long term goal, and will require a phased implementation to ensure that risk management is effective and sustained across all of Council s operations. 5 Parkes Transportation Hub, Local Environment Study (2003) This describes the proposed transport hub, and related infrastructure including the 'Ring Road' concept. 6 Contracts The service levels, strategies and information requirements contained in the Asset Management plans are translated into contract specifications and reporting requirements. 7 By Laws, standards and policies These tools for asset creation and subsequent management are needed to support Asset Management tactics. 8 Aus Spec This specification covers the contractual requirements for the Quality System documentation and operation. The following Aus Spec documents apply: Aus Spec #1 Development Design and Construct Design and Construction specifications for subdivision works developers, conditions on community title development and to comply with any planning reforms for private certification. Aus Spec #2 Asset Owners Roadwork's Specifications Set of specifications for the capital works program. Aus Spec #3 Standard Contract Documents Guidelines and the basis of a policy for contract documentation preparation.
7 Aus Spec #4 Road Reserve Maintenance Guide to Use, a technical specification with various maintenance activity specifications together with the associated processes to facilitate a more proactive approach to road reserve maintenance in a quality environment. 9 Business Plans These service levels policies, processes and budgets defined in Asset Management plans are incorporated into business plans as activity budgets, management strategies and performance measures. 2.2 Assets Covered By This Plan The stormwater assets covered by this asset management plan are shown in Table 2.1. These assets are used by Council to provide "Stormwater drainage" services to its community. Table 2.1: Assets covered by this Plan Asset Category Dimension Replacement Value ($) June 2012 Value Unit Head Wall 4 Nos 2203 Open Pipe 6665.7 m 527,923 Pipe 43609.39 m 18,679,239 Remark Stormwater Pit Retention Basin Retention Tank 210 Nos 4 Nos 2 Nos 2,157,363 388,800 Replacement value for 3 Retention Basin 72,000 Replacement value for 1 Retention Tank TOTAL 21,827,528 Key stakeholders in the preparation and implementation of this asset management plan are: Shown in Table 2.1.1. Table 2.1.1: Key Stakeholders in the AM Plan Council s organisational structure for service delivery of infrastructure assets is detailed below, Key Stakeholder Role in Asset Management Plan Government Systems in place to sustain building infrastructure, accountability, transparency and to deliver acceptable levels of service to the Community. RMS LPI DPI Councillors/Board Members Represent needs of community/shareholders, Allocate resources to meet the organisation s objectives in providing services while managing risks, Ensure organisation is financial sustainable. Assess and approve Asset Management Plan CEO/General Manager Director Engineering Services Manager Assets Executive Management Endorsement, Sign Off and Executive Ownership Ensure structure and resources are allocated to perform Asset Management Asset Management Plan development, Long term Planning (20yrs), Asset
8 database development and Maintenance, Maintenance Management Systems (MMS), condition inspections, valuations, resource and change management Community Visitors Utilities/Developers Employees/ Volunteers Contractors/ Suppliers Insurers Feedback on performance and Service Levels Well maintained assets, accessible services, safe facilities Buried Services Gas, electricity, telecommunication etc Safe working environment, well maintained assets. Safe working environment, well maintained assets. Some components of the system has state cover 2.3 Stormwater Asset Management within Council Council s organisational structure for service delivery from infrastructure assets is shown in Fig B. Fig B: Parkes Shire Council Organization Structure
9 The Engineering Services Department of Council is responsible for Stormwater planning, Design, Asset planning and management functions. The Asset management team has high level strategic asset management responsibilities across all of Council s infrastructure assets including stormwater assets. The role of the Assets team is to develop and oversee asset management development and practice within the organisation. The current focus is on assets management systems. The Natural Resources Department of Council provides asset maintenance services along with supporting departments as shown in Fig C. Support Services General Manager Director Engineering Services Manager Natural Resources Finance Human & Resources Accounting Asset Management Tech. & Info Stormwater operation and maintenance Stormwater renewal and upgrade Customer complaint resolutions Environmental issue resolutions Legislative and regal matters Design Services Customer Services Risk Management 2.4 Goals and Objectives of Asset Management Fig C: Stormwater Assets service delivery structure The Council exists to provide services to its community. Some of these services are provided by infrastructure assets. Council has acquired infrastructure assets by purchase, by contract, construction by Council staff and by donation of assets constructed by developers and others to meet increased levels of service. Council s goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are: Providing a defined level of service and monitoring performance, Managing the impact of growth through demand management and infrastructure investment, Taking a lifecycle approach to developing cost effective management strategies for the long term that meet the defined level of service, Identifying, assessing and appropriately controlling risks, and Having a long term financial plan which identifies required, affordable expenditure and how it will be financed. 2 2 Based on IPWEA, 2011, IIMM, Sec 1.2 p 1 7.
10 2.5 Plan Framework Key elements of the plan are Levels of service specifies the services and levels of service to be provided by Council, Future demand how this will impact on future service delivery and how this is to be met, Life cycle management how Council will manage its existing and future assets to provide defined levels of service, Financial summary what funds are required to provide the defined services, Asset management practices, Monitoring how the plan will be monitored to ensure it is meeting Council s objectives, Asset management improvement plan. A road map for preparing an asset management plan is shown below.
11 Road Map for preparing an Asset Management Plan Source: IPWEA, 2006, IIMM, Fig 1.5.1, p 1.11.
12 2.6 Core and Advanced Asset Management This asset management plan is prepared as a core asset management plan over a 20 year planning period in accordance with the International Infrastructure Management Manual 3. It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a top down approach where analysis is applied at the system or network level. Future revisions of this asset management plan will move towards advanced asset management using a bottom up approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels. 2.7 Community Consultation This core asset management plan is prepared to facilitate community consultation initially through feedback on public display of draft asset management plans prior to adoption by Council. Future revisions of the asset management plan will incorporate community consultation on service levels and costs of providing the service. This will assist Council and the community in matching the level of service needed by the community, service risks and consequences with the community s ability and willingness to pay for the service. 3 IPWEA, 2011, IIMM.
13 3. LEVELS OF SERVICE 3.1 Customer Research and Expectations Customer Service Requests Council's current Customer Request Management (CAIR) System allows for processing of individual customer complaints and requests. Currently there is no overall statistical summary report format that allows for useful reporting of the nature and types of requests made of Council. However requests/complaints recorded in duration 2010 2012 have been extracted from the CAIR system and analysed to provide some information and guidance on the areas of Council operations that generate most requests/complaints. Asset related customer requests/complaints recorded in CAIR in period of 2010 2012 related to Stormwater asset are as follows: Request Type Count Percentage (%) Ponding / Flooding / Drainage Problem at property 70 43 Road drainage 31 19 SW Asset improvement/maintenance 45 28 Others 17 10 Total 163 Council uses this information in developing its Strategic Plan and in allocation of resources in the budget. Community Surveys Council has carried out research on customer expectations during the process of IP&R. For the complete survey detail refer to community engagement Strategy Document. Stormwater Asset Management Plans is integrated with the Community Strategic Plan and the Long Term based on recent community engagement process. Relevant extracts from the 2010 community survey are as follows: Summary In May June 2012 the community engagement process generated 947 projects and initiatives for the delivery plan. The projects and initiatives have been grouped into 61categories within the eight future directions of Parkes Shire Community Strategic Plan. The direction attracting the largest number of projects and initiatives was Improve Health and Wellbeing The table and chart below shows the distribution of the projects and initiatives and the comparative percentage for each future direction. Caring for the natural environment had the fewest number of projects and initiatives. Where possible the categories have been aligned with the strategic outcomes in the community strategic plan. Some of the 61 categories may be able to be combined. Allocating projects and initiatives into years for completion has not been done
14 Future direction Count % Categories Improve health and well being 201 21.2 8 Enhance recreation and culture 164 17.3 14 Maintain and improve the Shire's assets and infrastructure 149 15.7 10 Promote support and grow our communities 141 14.9 6 Grow and diversify the economic base 122 12.9 9 Develop lifelong learning opportunities 71 7.5 6 Develop Parkes as a national logistics hub 56 5.9 4 Care for the environment in a changing climate 43 4.5 4 Totals 947 100.0 61 Care for the environmentin a changing climate Develop Parkes as a national logistics hub Develop lifelong learning opportunities % of suggestions by Future Direction Grow and diversify the economic base Promote support and grow our communities Maintain and improve the Shire's assets and infrastructure Enhance recreation and culture % Improve health and well being 0.0 5.0 10.0 15.0 20.0 25.0 A survey was conducted during the last week of July and the first week of August 2012 to find out the importance of thirty five council services to the citizens of Parkes Shire and to seek their satisfaction with service delivery. It also gathered information on gender, age and place of residence for people participating in the survey. 1062 surveys were completed. This equates to a response rate, per person of 9.9%. Assuming a few households returned multiple forms, the response per household is closer to 20%. The general conclusion is that the survey is slightly underweight with regard to young, town dwellers but the discrepancies are not large enough to invalidate the survey. The top ten services rated as very important by respondents are: Local Roads Order Cleanliness Water Supply Food Safety
15 Main Roads Public Toilets Sewer Road Safety Rubbish Signage The top ten services that respondents were very satisfied with are: Library Festivals Parks Sewerage Cemeteries Sports grounds Food safety Children s services Playgrounds Tourism The top ten services that respondents were most not satisfied with are: Local roads Footpaths Animal weeds and pests management Gutters Youth services Public toilets Car parking Main roads Nature strips Development approvals There is a trend throughout the survey, that the 18 34 year age group to be not satisfied (as a percentage of the other age groupings) with services rated as very important. The outputs from the community consultations held in May 2012 echoed the areas of concern shown by the survey Methodology: The survey was distributed to all households in paper form and was also available for completion electronically through Survey Gizmo web based Survey tool. 8000 households were sent a paper survey forms. Respondents could either use the online survey tool or complete the paper form, and use the reply paid envelope to return to Parkes Shire Council. 119 were completed online and 943 were completed on paper. A total of 1,062 responses had been received by the cut off date of August 14. Response Analysis In summary, the survey respondents are sufficiently similar to the population as a whole that even with a response rate of 9.9%, the findings can be generalised to the population as a whole.
16 Response analysis Census Survey 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Male Female 18-34 35-50 51-64 65+ Parkes town Villages Farms etc Yes No Sex Age Location ATSI Response Analysis Importance of Services Table 2 below shows the frequency responses to the question Is this service very important to you, somewhat important or not important. The Services have been sorted by the percentage of Very Important The following services are perceived as the most important. More than 75% of respondents said each service was very important Local Roads Order Cleanliness Water Supply Food Safety Main Roads Public Toilets Sewer Road Safety Rubbish Signage Table 2 - Service sorted by percentage indicating Importance for All respondents Service Very Important Somewhat important Not important Local Roads 91.5% 8.0% 0.6% Order Cleanliness 86.2% 13.0% 0.8% Water Supply 84.5% 11.8% 3.8%
17 Service Very Important Somewhat important Not important Food Safety 83.8% 14.0% 2.2% Main Roads 83.1% 15.2% 1.7% Public Toilets 77.6% 19.8% 2.6% Sewer 76.8% 12.8% 10.3% Road Safety 76.5% 21.0% 2.6% Rubbish 75.9% 21.9% 2.2% Signage 74.8% 22.2% 3.1% Attractiveness 73.5% 23.4% 3.1% Airport 72.8% 22.0% 5.2% Council Customer Service 72.0% 25.4% 2.6% Footpaths 71.8% 24.2% 4.0% Industry Support 70.1% 24.5% 5.4% Aged Disabled 70.0% 23.7% 6.3% Tourism 68.0% 26.3% 5.7% Animals Weeds Pest 66.4% 29.2% 4.4% Town Planning 66.2% 28.7% 5.1% Cemeteries 66.0% 28.0% 6.0% Gutters 65.2% 29.5% 5.3% Library 61.2% 31.7% 7.1% Development Approvals 58.7% 31.4% 10.0% Nature Strips 58.3% 36.0% 5.7% Car Parking 58.1% 33.1% 8.8% Parks 55.9% 38.4% 5.7% Sports Grounds 55.3% 32.8% 11.9% Children Services 54.5% 29.3% 16.2% Youth 54.2% 33.1% 12.7% Festivals 50.6% 38.2% 11.2% Swimming Pools 48.7% 36.3% 15.0%
18 Service Very Important Somewhat important Not important Playgrounds 47.4% 40.0% 12.5% Caravan Park 44.2% 39.9% 15.9% Museums 32.5% 47.1% 20.4% Indigenous 31.9% 36.5% 31.6% Satisfaction with services Table 3 shows the satisfaction ratings for services. The table is sorted by not satisfied. The percentages are based on Valid responses i.e. the null and the Not Applicable (NA) responses are excluded. From the table it can be seen that some services (e.g. Child Services, Indigenous services, Youth services have quite high numbers of Not Applicable. Some of these high levels of NA s may be related to location e.g. Sewer is not an issue for rural/farm dwellers. Respondents are most satisfied with Library, Festivals, Parks and Sewer services Respondents are least satisfied with gutters, animals and pest management, footpaths and local roads Table 3: Satisfaction level: sorted by percentage for ALL respondents Service Not satisfied (Percentage of Valid responses) Valid responses (Number) Not Applicable (Number) Library 6.0% 500 8 Sewer 6.2% 596 23 Festivals 7.0% 414 6 Parks 8.6% 463 3 Food Safety 8.7% 692 6 Cemeteries 9.5% 535 10 Water Supply 9.8% 683 15 Tourism 11.4% 537 17 Children Services 11.4% 376 62 Sports Grounds 11.9% 446 10 Playgrounds 14.1% 383 8 Airport 14.4% 555 27 Swimming Pools 14.4% 388 16 Caravan Park 15.8% 329 26
19 Service Not satisfied (Percentage of Valid responses) Valid responses (Number) Not Applicable (Number) Council Cust Service 16.7% 581 13 Signage 17.0% 611 3 Rubbish 17.1% 615 9 Museums 17.1% 245 15 Order Cleanliness 17.3% 709 3 Aged Disabled 19.5% 539 39 Road Safety 20.4% 627 9 Industry Support 22.0% 528 35 Attractiveness 23.2% 590 4 Indigenous 24.5% 204 48 Town Planning 25.1% 533 14 Development Approvals 26.8% 447 27 Main Roads 27.0% 697 2 Nature Strips 27.9% 473 5 Public Toilets 32.8% 629 13 Car Parking 36.0% 472 6 Youth 37.9% 388 50 Gutters 39.6% 520 11 Animals Weeds Pest 45.2% 533 15 Local Roads 51.0% 765 5 Footpaths 57.5% 593 7 Satisfaction with a service rated as very important This information is shown in table 4. People are most satisfied with the library i.e. of the people who rated library services, as very important only 6% were not satisfied with service delivery. People are least satisfied with footpaths: Of the people who rated footpaths, as most important 58.2% were not satisfied with service delivery Table 4 Service Satisfaction sorted by percent not satisfied for those who say that service is very important
20 Service Not Satisfied Somewhat Satisfied Very Satisfied Number Not Applicable Library 6.0% 23.0% 71.0% 14 Sewer 6.0% 37.9% 56.1% 31 Festivals 6.3% 27.2% 66.5% 8 Parks 8.5% 39.6% 52.0% 3 Food Safety 8.6% 52.4% 39.0% 12 Cemeteries 9.1% 42.9% 48.1% 10 Water Supply 10.4% 44.8% 44.8% 19 Tourism 11.0% 43.6% 45.5% 23 Sports Grounds 11.5% 38.5% 50.0% 12 Children Services 12.0% 47.3% 40.7% 76 Playgrounds 13.4% 43.8% 42.7% 12 Caravan Park 14.4% 43.3% 42.3% 35 Airport 15.1% 47.0% 38.0% 34 Swimming Pools 15.6% 42.7% 41.7% 19 Signage 16.7% 49.9% 33.4% 4 Order Cleanliness 16.9% 52.6% 30.5% 4 Council Customer Service 17.0% 37.5% 45.5% 15 Museums 17.8% 25.3% 56.9% 21 Rubbish 17.9% 39.1% 43.1% 10 Aged Disabled 19.3% 51.6% 29.1% 46 Road Safety 20.3% 53.7% 26.0% 10 Industry Support 21.8% 52.3% 26.0% 41 Attractiveness 22.9% 50.4% 26.7% 5 Indigenous 24.0% 49.6% 26.4% 56 Town Planning 25.2% 53.0% 21.9% 17 Development Approvals 27.2% 51.7% 21.0% 30 Nature Strips 28.0% 44.1% 28.0% 6 Main Roads 28.6% 57.9% 13.5% 3
21 Service Not Satisfied Somewhat Satisfied Very Satisfied Number Not Applicable Public Toilets 33.1% 43.9% 23.0% 14 Car Parking 36.3% 47.5% 16.2% 9 Youth 39.2% 45.4% 15.4% 63 Gutters 39.3% 44.6% 16.1% 14 Animals Weeds and Pest management 45.1% 40.2% 14.7% 15 Local Roads 51.6% 42.8% 5.6% 5 Footpaths 58.2% 36.0% 5.8% 9 The statistics show in the above tables, that it is very important to improve our level of service in categories that have high level of dissatisfaction among the respondents. The areas within the stormwater category that were very important to the community point will have a high priority in funding strategies. 3.2 Strategic and Corporate Goals This asset management plan is prepared under the direction of Council s vision, mission, goals and objectives. Council s vision is: In 2020 Parkes Shire will be: A progressive regional centre, embracing a national logistics hub, with vibrant communities, diverse opportunities learning and healthy lifestyles". Council s value is: Parkes Shire Council is committed to an organisational philosophy in which the staff have nominated that INTEGRITY, SAFETY, CARING & RESPECT, TEAMWORK, INNOVATION and COMMUNITY FOCUS are aspired to at all time The above values are Parkes Shire Council internal attitudes about what is right and wrong, ethical and unethical. They influence our preferences, our perception of problems and our choice of behaviour which translate into day to day actions. Table 3.2: Council Goals and how these are addressed in this Plan Goal Objective How Goal and Objectives are addressed in AMP 1. Develop Lifelong Learning Opportunities - Provide access to Tertiary Education - Support and Promote TAFE - Promote Early intervention in education - Provide lifelong learning This AMP is does not address this Council Goal
22 2. Improve health and wellbeing 3.Promote, support and grow Our communities 4. Grow diversify the economic base 5. Develop Parkes as a national logistics Hub 6. Enhance recreation and culture Opportunities - Encourage the provisions of medical facilities and services - Promote and develop health education and encourage people to take personal responsibility for their health - Provide Community Transport - Maximise Public Safety - Develop and implement individual township plans - Develop strategies to work with and support the townships endeavours - Strengthen Council s relationship with the smaller townships - Utilise and integrated planning framework to guide the development of our communities - Provide equitable access to community services - Support Mining Operations and Development - Increase visitation and length of stay across the Parkes shire - Maintain a strong innovative agriculture sector - Improve the availability and accessibility of new technology - Increase the number of residents and work opportunities across Parkes Shire - Promote and develop, industry, retail and Government Services in the Parkes Shire - Develop and promote the Parkes National Logistics Hub - Develop a ring road to divert heavy vehicle traffic - Promote the development of the inland rail corridor - Make Parkes Regional Airport progressive and profitable - Improve road access to Sydney - Improve Aquatic Recreation Facilities - Develop and implement pedestrian access and cycling mobility facilities - Maintain and develop sporting, recreational and cultural facilities - Ensure the library is an ongoing cultural, recreational, learning centre This AMP contributes to this Council Goal by: Reduce flooding & removing stagnant water which promotes health issue This AMP contributes to this Council Goal by: Improves natural environment & reduce flooding This AMP is does not address this Council Goal This AMP is does not address this Council Goal This AMP is does not address this Council Goal
23 for the community 7. Care for the environment in a changing climate 8. Maintain and improve the shire assets and infrastructure - - Improve the environmental outcomes of Council s operations - Raise awareness of sustainable practices in the community - Encourage recycling and the reduction of waste - Implement environmental regulations and controls on Council s sphere of operation - Ensure the Shire water management is in line with best practice - Manage Road Assets - Ensure Shire liquid waste management is in line with best practice - Ensure Shire Storm Water management minimises negative impacts and maximises reuse - Maintain and Operate Parkes Regional Airport - Manage, maintain and update Council owned buildings and property This AMP contributes to this Council Goal by: - Improving the environmental out comes by constructing and maintaining efficient and adequate drainage facility to cope with climatic changes. - Council intend to introduce water harvesting technology to utilize rain water. This AMP contributes to this Council Goal by: - Adopt annual planning of maintenance, rehabilitation and upgrading programs. - Develop Maintenance Management Systems (MMS) for optimised maintenance cost through next 3 5 years - Develop 20 year financial plans for input into Council's Management Plan. - Develop lifecycle plans for Council's assets, so that a better understanding of the costs of ownership is understood. - Asset management plans will define outcomes, service standards, and condition, performance, maintenance and investment requirements. - Annual infrastructure works programs will be developed to reflect maintenance and investment priorities, risk and available resources and will link to council s long term financial plan. Council will exercise its duty of care to ensure public safety is accordance with the infrastructure risk management plan prepared in conjunction with this AM Plan. Management of infrastructure risks is covered in Section 5.2 3.3 Legislative Requirements Council has to meet many legislative requirements including Australian and State legislation and State regulations. These include: Table 3.3: Legislative Requirements Legislation Local Government Act WH&S Act 2011 Environmental Planning & Requirement Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery. Secures and promotes health, safety and welfare of people at work Encourage the proper management, development and conservation of natural and
24 Assessment Act 1979 Catchment Management Authorities Act 2003 Protection of the Environment Operations Act 1997 Water Management Act 2008 (Federal) Water Management Act 2000 (State) artificial resources Provide for proper natural resource planning at a catchment level Protect, restore and enhance the quality of the environment in NSW, having regard to the need to maintain ecologically sustainable development. Rationalise, simplify and strengthen the regulatory framework for environment protection. Provide for sustainable and integrated management of water sources of the State for the benefit of both present and future generations. Provide for the orderly, efficient and equitable sharing of water from water sources Provide for sustainable and integrated management of water sources of the State for the benefit of both present and future generations. Provide for the orderly, efficient and equitable sharing of water from water sources Council will exercise its duty of care to ensure public safety in accordance with the infrastructure risk management plan linked to this AM Plan. Management of risks is discussed in Section 5.2. 3.4 Current Levels of Service Council has defined service levels in two terms. Community Levels of Service measures how the community receives the service and whether the organisation is providing community value. Community levels of service measures used in the asset management plan are: Quality Function Capacity/Utilisation How good is the service? Does it meet users needs? Is the service over or under used? Technical Levels of Service Supporting the community service levels are operational or technical measures of performance. These technical measures relate to the allocation of resources to service activities that the Council undertakes to best achieve the desired community outcomes and demonstrate effective organisational performance. Technical service measures are linked to annual budgets covering: Operations the regular activities to provide services such as opening hours, cleansing frequency, mowing frequency, etc. Maintenance the activities necessary to retain an assets as near as practicable to an appropriate service condition (eg road patching, unsealed road grading, building and structure repairs), Renewal the activities that return the service capability of an asset up to that which it had originally (eg frequency and cost of road resurfacing and pavement reconstruction, pipeline replacement and building component replacement), Upgrade the activities to provide an higher level of service (eg widening a road, sealing an unsealed road, replacing a pipeline with a larger size) or a new service that did not exist previously (eg a new library). Asset managers plan, implement and control technical service levels to influence the customer service levels. 4 Council s current service levels are detailed in Table 3.4. Table 3.4: Current and Desired Service Levels 4 IPWEA, 2011, IIMM, p 2.22
25 Key Performance Measure Level of Service COMMUNITY LEVELS OF SERVICE Quality Provide a safe method of collection and disposal of stormwater facilities Provide a safe method of collection and disposal of stormwater facilities Function Ensure that stormwater drainage services meets user requirements Safety Provide safe suitable stormwater drainage system, free from hazards Performance Measure Process Annual customer satisfaction survey Customer requests service Customer service requests relating to flooding of property Number of injury accidents Performance Target Current Performance > 90% satisfaction level To be provided in next version of Asset Management Plan Less than 5 per month Less than 5 per annum Less than 1 per annum To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan Condition Periodic visual assessment to determine condition Periodic visual assessment to determine condition Stormwater traps or GPTs to be cleaned/maintained after rainfall event Provide appropriate stormwater drainage facilities to meet user requirements Function Provide flood protection services to meet community requirements Availability Ensure stormwater drainage services are available to all residential and commercial properties Safety Provide safe suitable stormwater drainage services, free from hazards CCTV inspection 5% inspected each year Routine clearing of drains Cleaning rate response Average age of pipe network Customer requests relating of property flooding Number of properties able to connect to stormwater drainage services Insurance claim history 100% of flood risk areas cleaned each year 100% of works identified by audit completed within 2 working days < 5% of assets > 95% of useful life <5% residential <2% commercial per year Facilities are available to 98% of residential and commercial properties Less than 1 per month To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan To be provided in next version of Asset Management Plan 3.5 Desired Levels of Service In this plan a level of service will be set, below which it will be unacceptable for the condition of the specific asset to fall. Intervention would be expected to occur before this minimum level is achieved. Initially this level of service will be set by council's current practices, and local knowledge. In future Asset Management Plans, a community consultation process will be incorporated into the Asset Management Plan. It will be during these
26 community consultations that negotiations will allow for adjustments to these levels of service in line with public expectations and willingness to pay for the service. Council's activities will be set to maintain this level of service. At present, indications of desired levels of service are obtained from various sources including residents feedback to Councillors and staff, service requests and correspondence. Council has yet to quantify desired levels of service. This will be done in future revisions of this asset management plan. The following principles are adopted in delivering levels of service in relation to stormwater: (a) Safe for use for the community; (b) Appearance is acceptable; (c) Regular maintenance is undertaken; (d) Facilities are appropriate and in good condition; (e) Facilities are operational; (f) Regular asset inspections are carried out; (g) Signage is appropriate; (h) Council responds to complaints and issues.
27 4. FUTURE DEMAND 4.1 Demand Drivers Drivers affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural practices, environmental awareness, etc. 4.2 Demand Forecast The present position and projections for demand drivers that may impact future service delivery and utilisation of assets were identified and are documented in Table 4.3. 4.3 Demand Impact on Assets The impact of demand drivers that may affect future service delivery and utilisation of assets are shown in Table 4.3. Table 4.3: Demand Drivers, Projections and Impact on Services Demand factor Population Present position Projection (2020) Impact on services of Stormwater Assets 15,267 (Census 2011) 15,967 (Calculated based on the growth percentage ) Age Group Population Percentage Age Group Population Percentage - Continued new development adding to inventory, maintenance & management requirements 0 to 14 3246 21.4% 0 to 14 3590 22.49% 15 to 24 1835 12.1% 15 to 24 2031 12.72% Demographics ( By Age Group ) 25 to 34 1699 35 to 44 1911 45 to 54 2032 55 to 64 1805 65 to 74 1380 11.2% 25 to 34 2826 11.77% 12.6% 35 to 44 2114 13.24% 13.4% 45 to 54 2249 14.09% 11.9% 55 to 64 1997 12.51% 9.1% 65 to 74 1528 9.57% 75 to 84 910 6% 75 to 84 1007 6.31% 85 +and over 349 2.3% 85 and over 386 2.42%
28 Employment opportunities Parkes has employment opportunities in the Agricultural, Mining and Transport industries. Additionally with the development of large chain stores in the Parkes CBD, Parkes has set itself up as a retail hub for the surrounding Central West area. This has created a number of retail employment opportunities for the town of Parkes. Increase in job availability Land use Councils development plan maintains control of areas for future development Proportion of impervious land increasing Increase pressure on existing stormwater drainage network Environmental Awareness Climate change Range of climatic condition from prolonged drought to major flooding events Greater legislative requirement to comply with water saving initiatives such as WSUD. More intense rainfall and longer dry periods between. Required disposal of obsolete assets and construction of additional assets to ensure compliance. Lower awareness leading to complacency in maintenance. or Or Rise of sea level 7-11mm per year Reduction in capacity nof outfall stormwater drainage lines from submerged discharged conditions. Low level areas may not drain at high tide levels. Consumer preferences Trending to more house holds with fewer residents. More granny flats and multi-unit developments. Increased impervious areas such as roofs and drive ways resulting in higher stormwater flows. 4.4 Demand Management Plan Demand for new services will be managed through a combination of managing existing assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non asset solutions, insuring against risks and managing failures. Non asset solutions focus on providing the required service without the need for the Council to own the assets and management actions including reducing demand for the service, reducing the level of service (allowing some assets to deteriorate beyond current service levels) or educating customers to accept appropriate asset failures 5. Examples of non asset solutions include providing services from existing infrastructure such as aquatic centres and libraries that may be in another Council area or public toilets provided in commercial premises. Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be developed in future revisions of this asset management plan. Table 4.4: Demand Management Plan Summary Demand Driver Impact on Services Demand Management Plan Climate Change Elongated dry period and Increase in flash flooding with a greater number of rain intensity Monitoring rain events. 5 IPWEA, 2011, IIMM, Table 3.4.1, p 3 58.