Community Facilities Asset Management Plan · Cheltenham Project name: Cheltenham Toilet Upgrade Description: Funding is provided for a new toilet outside of the Cheltenham hall,

Halls and Recreation Complexes | Page 1

Community Facilities Asset Management Plan

Public Conveniences September 2018 2018-2028

Contents

1 Introduction ................................................................................................................. 1

1.1 Aim and Purpose .................................................................................................................... 1 1.2 Plan Structure ......................................................................................................................... 1 1.3 Summary ................................................................................................................................ 2 1.4 Key Risks ................................................................................................................................. 2 1.5 Key Projects ............................................................................................................................ 2 1.6 Key Financial Implications ...................................................................................................... 3 1.7 Key Improvement Areas ......................................................................................................... 3 1.8 Summary of Activity ............................................................................................................... 3 1.9 Operation of Activity/Scheme or Asset Group Summary ...................................................... 3 1.10 Physical Parameters Summary ............................................................................................... 4

1.10.1 Ownership .................................................................................................................................... 4 1.10.2 Age ............................................................................................................................................... 4 1.10.3 Usage and Demand ...................................................................................................................... 4

1.11 Asset Capacity/Performance Summary .................................................................................. 4 1.12 Asset Condition Summary ...................................................................................................... 4

2 Levels of Service .......................................................................................................... 6

2.1 Understanding Customer Expectations .................................................................................. 6

2.1.1 Community Committees and Community Plans .......................................................................... 6 2.1.2 Customer Complaints – Customer Satisfaction ............................................................................ 6 2.1.3 Community Satisfaction – Public Voice ........................................................................................ 7

2.2 Legislative, Strategic External and Internal Context .............................................................. 7

2.2.1 Internal Context ........................................................................................................................... 7 2.2.2 External Context ........................................................................................................................... 8 2.2.3 Legislative Context ....................................................................................................................... 9

2.3 Current Levels of Service ........................................................................................................ 9 2.4 Desired Levels of Service ...................................................................................................... 10

3 Future Demand and Proposed Responses ................................................................ 12

3.1 Demand Drivers .................................................................................................................... 12 3.2 Demand Forecasts ................................................................................................................ 13 3.3 Demand Impacts on Assets .................................................................................................. 13 3.4 Demand Management Plan .................................................................................................. 13 3.5 Asset Programmes to meet Demand ................................................................................... 13

4 Financial Plan ............................................................................................................. 14

4.1 Operational Funding Requirements ..................................................................................... 14

4.1.1 Summary New Operational Funding Requirements .................................................................. 14 4.1.2 Key Drivers of New Operational Funding ................................................................................... 14 4.1.3 Summary of overall Operational Funding Requirements ........................................................... 14

4.2 Renewal Funding Requirements .......................................................................................... 15

4.2.1 Summary of Renewal Funding Requirements ............................................................................ 15

4.3 Development Funding Requirements .................................................................................. 15

4.3.1 Summary of Development Funding Requirements .................................................................... 15 4.3.2 Key Drivers of Development Funding Requirements ................................................................. 16

5 Risk Management ...................................................................................................... 17

5.1 Risk Context .......................................................................................................................... 17 5.2 Public Conveniences Risk Assessment Matrix ...................................................................... 19

Contents

6 Routine Operations and Maintenance Plan .............................................................. 21

6.1 Operations and Maintenance Plan ....................................................................................... 21

6.1.1 Day to Day Management ........................................................................................................... 21 6.1.2 Strategic and Asset Management .............................................................................................. 21 6.1.3 Operational Tasks and Duties ..................................................................................................... 21

6.2 Operations and Maintenance Strategy ................................................................................ 21

6.2.1 Maintenance Approach .............................................................................................................. 21

6.3 Summary of Future Costs ..................................................................................................... 22

7 Renewal Plan ............................................................................................................. 23

7.1 Renewal Projects .................................................................................................................. 23 7.2 Summary of Renewal Project Costs ..................................................................................... 23

8 Development Plan ..................................................................................................... 24

8.1 Summary of Future Costs ..................................................................................................... 24

8.1.1 Summary of Key Development Projects Costs ........................................................................... 24

9 Disposal Plan ............................................................................................................. 25

10 High Profile Public Conveniences Lifecycle Plan ....................................................... 26

10.1 Summary .............................................................................................................................. 26 10.2 Asset Description .................................................................................................................. 26 10.3 Key Issues and Threats ......................................................................................................... 26 10.4 Operational Plans ................................................................................................................. 26

10.4.1 New Operational Funding Requirements ................................................................................... 26

10.5 Renewal Plans....................................................................................................................... 27 10.6 Development Plans............................................................................................................... 28 10.7 Disposal Plan ........................................................................................................................ 29

11 Medium Profile Public Conveniences Lifecycle Plan ................................................. 30

11.1 Summary .............................................................................................................................. 30 11.2 Asset Description .................................................................................................................. 30 11.3 Demand ................................................................................................................................ 30 11.4 Key Issues and Threats ......................................................................................................... 30 11.5 Operational Plans ................................................................................................................. 30



12 Low Profile Public Conveniences Lifecycle Plan ........................................................ 34

12.1 Summary .............................................................................................................................. 34 12.2 Asset Description .................................................................................................................. 34 12.3 Demand ................................................................................................................................ 34 12.4 Key Issues and Threats ......................................................................................................... 34 12.5 Operational Plans ................................................................................................................. 35



13 Appendices ................................................................................................................ 38

Introduction 1.1.1

Public Conveniences Asset Management Plan 2018| Page 1

1 Introduction

1.1 Aim and Purpose The purpose of the Public Conveniences Asset Management Plan is to create a comprehensive single document that summarises and highlights the issues, operational plans, renewal, capital and disposal projects, and improvement requirements for the Manawatu Districts Public Conveniences Activity. Specifically, this plan aims to: 1. Ensure that the asset management requirements, which includes maintenance and renewal

requirements, are appropriately funded, prioritised and scheduled; 2. Form the baseline document to work with Elected Members to identify capital or maintenance

requirements to meet the community’s needs now and into the future; 3. Plan for the management of assets in a fit for purpose and safe manner; 4. Understand the relationship between physical assets and the role of these assets in the delivery

of Levels of Service (LoS) linked to the Long Term Plan; This plan aims to achieve a ‘basic’ level of asset management sophistication. The Improvement Plan Section of this plan, sets out how we intend to improve our asset management practices for cemeteries, however we are not proposing to lift the level of sophistication for this plan above ‘basic’ as defined in International Infrastructure Management Manual (IIMM).

1.2 Plan Structure This separate Public Conveniences Asset Management Plan forms part of the Community Facilities Asset Management Plan – Activity Summary for 2018-2028 for Manawatu District Council (MDC). This is the first time since 2009, that the Public Conveniences activity has been separated out as a standalone plan, providing Officers, Elected Members and the Community with a comprehensive single document that summarises and highlights the issues, operational plans and renewal, capital and disposal projects for Public Conveniences. This plan aims to achieve a ‘basic’ level of asset management sophistication. The Improvement Plan Section of this plan, sets out the required actions in order for the activity to achieve a ‘core’ level of asset management sophistication. This sub-plan should be read in conjunction with Part A – the Community Facilities Asset Management Plan. A summary of how this plan links to the Community Facilities Asset Management Plan is detailed below.

Community Facilities Asset Management Plan - Activity Summary

Provides summary of Community Facilities activities – Aquatics, Parks and Sportsgrounds, Cemeteries and Public Conveniences.

Describes and highlights overall Community Facilities Activity demand and levels of service, asset responses, key issues and approaches to improvement.

Community Facilities Asset Management Plan – Public Conveniences

Provides specific detail of the Public Conveniences Activity

Specifically describes and highlights demand, levels of service, asset responses and issues, approaches to development and improvement of the Public Conveniences Activity.

Introduction 1.1.1


1.3 Summary The Public Conveniences activity includes a total of ten facilities, where the primary purpose is to service the local community, travellers and tourists for public convenience needs across the district. The activity does not include toilets or changing rooms located on Parks, Reserves and Sportsgrounds, where the primary purpose of the facility is to service the surrounding park, reserve or sportsground, these have been captured in the Parks and Sports grounds. This is the first time since 2009 that this separation has been made.

1.4 Key Risks The key risks that are considered unacceptable in relation to Councils Risk appetite for the Public Conveniences Activity are identified in the table below. For an analysis of all identified risks affecting the Public Conveniences assets, see Part A – the Community Facilities Asset Management Plan.

The risk relating to the unplanned failure of essential services as a result of poor or lack of maintenance or renewal has been assessed as unacceptable in relation to Councils Risk appetite. Council currently has no structured planned maintenance in place for its public conveniences or to maintain critical components such as water pumps or sewer macerators. Public convenience complaints received in the 2017/18 year are consistent with this risk area, with the complaints being as a result of failed components such as pumps and sewer macerators. It is proposed in this plan to increase the level of planned maintenance for assets over the life of this plan to treat these risks.

1.5 Key Projects The key projects identified for the Public Conveniences activity in this plan for the period of 2018 – 2028 are detailed in the table below. These projects have been identified as the key projects to address demand and expected increases in levels of services identified in this plan.

Location Project Description Year Value

Feilding

Green Spine Toilets – New Public Toilet Description: Development of new public toilets on the Greenspine, recognising proposed increase in use and pedestrian traffic in area. Proposed that these toilets will supersede the railway station toiles for service provision long term.

8 $260,000

Feilding Project Name: Precinct Four/Pharazyn – New Public Toilet 9 $260,000

Risk Description Risk in relation

to Appetite Further Controls or

Treatments Proposed

Unplanned Failure of Essential Services due to lack of planned maintenance and renewal

Disruption to delivery or services- sometimes longer term

Limited one-off negative publicity

Adverse inspection comments from a health perspective

Unacceptable

Implement planned maintenance programmes for critical components for public

convenience services.

Introduction 1.1.1


Description: To support the proposed urban growth in Precinct Four, we are proposing a new toilet block to meet expected increased demand in this location. At this time we are also proposing development of the urban park area in Precinct Four/Pharazyn Area.

Cheltenham

Project name: Cheltenham Toilet Upgrade Description: Funding is provided for a new toilet outside of the Cheltenham hall, to be further determined and planned with the Cheltenham Community Committee. This will enable standards to be improved and demand to be met into the future independent of any future decisions on the Hall.

5 $260,000

1.6 Key Financial Implications Note key financial implications once data fully uploaded.

1.7 Key Improvement Areas Note improvement areas once data fully uploaded.

1.8 Summary of Activity The Public Convenience assets have been split into different categories, relating to their profile to assist in the determining appropriate service levels and to assist in prioritising work programmes. The three categories of Public Conveniences are High, Medium and Low profile. A breakdown of our different public conveniences by category is shown in the below table.

High Profile Medium Profile Low Profile

Feilding CBD Toilets Duke Street Toilets Apiti Toilets

Feilding Railway Station Toilets Himatangi Beach Toilets Cheltenham Toilets

Sanson Facility Toilets Kimbolton Toilets Rangiwahia Toilets

Rongotea Toilets

1.9 Operation of Activity/Scheme or Asset Group Summary The Public Conveniences Activity is managed through the Manawatu District Council in-house staff and Councils Parks and Open Spaces Contractor – Recreational Services. The Parks and Property Team manage the day to day ‘higher level’ operational issues associated with the Public Conveniences activity, as well as programming and assisting to implement operational, renewal and capital projects associated with the activity. The team also lead the asset management practices for Public Conveniences, including unscheduled asset inspections. Councils Parks and Open Spaces Contractor provides day to day operational cleaning, maintenance and inspections of the public conveniences. The contract specifies cleaning standards for each public convenience and also requires the Contractor to proactively identify maintenance issues. The new contract took effect on 29 February 2016 and has seen a significant reduction in operational complaints relating to the service.

Introduction 1.1.1


1.10 Physical Parameters Summary

1.10.1 Ownership

All of the public conveniences are owned by the MDC with the exception of the Feilding Railway Station Toilets, that are leased from KiwiRail through Feilding and District Promotion. Council is currently considering the sale of the Sanson Facility toilets, which will see Council leasing the toilets back from the developer as part of wider site development.

1.10.2 Age

Our public conveniences range in age, with the majority of our public convenience assets being less than 20 years old. The oldest assets are those located inside rural halls at Rangiwahia and Cheltenham, with the most recent installation in Kimbolton

1.10.3 Usage and Demand

We do not hold any records on the level of use or demand for toilets. Based on feedback from Contractors and from observations, we can note that Feilding CBD and Sanson Toilets receive the highest level of use in the District. In other locations such as Himatangi there are very seasonal demand fluctuations.

1.11 Asset Capacity/Performance Summary We expect our Public Conveniences to have a suitable level of capacity in relation to the demand and levels of services set for the activity for the term of this plan. There are however some performance issues with some assets identified in this plan. There has been an improvement in performance overall for the activity. The Level of Service for public conveniences measures the number of complaints for the activity as a result of inadequate maintenance or poor cleaning. In the 2014/15 year 45 complaints were received against a target of 35 complaints. In the 2016/17 year 3 complaints have been received against a target of 25 complaints. This improvement in performance is suggested to be as a result of new operational management strategies. Through the previous Asset Management Plans, a considerable capital and renewal programme has resulted in many old public convenience assets being replaced and or upgraded. We plan for some assets, especially low profile public conveniences to not meet the peak level of demand placed on them. The peak demand is generally short or one off in nature and does not justify a higher level of provision. There are issues relating to the performance of the Cheltenham Toilets, which are located within the existing Cheltenham Hall. The toilets are not fit for purpose as a general public convenience, making cleaning and keeping the toilets clean difficult. An upgrade of this location is proposed in this plan.

1.12 Asset Condition Summary In the 2015 Community Facilities Asset Management Plan, the majority of the Public Convenience assets were graded as good or excellent. This grading was based on condition assessments undertaken in 2014.

Introduction 1.1.1


There is a very low level of confidence in the 2014 data, to an extent that this data has not been used as a basis for this plan. There is a much higher level of confidence in this plan’s proposed renewals and projects, with the renewal based on visual assessments undertaken at each site by suitably qualified and experienced professionals and experience of the issues at each site from staff. Improved confidence in the condition data will be a focus of the improvement plan for public conveniences.

Levels of Service 1.1.2


2 Levels of Service

2.1 Understanding Customer Expectations Our customers have differing expectations of public conveniences. Generally these expectations differ in relation to geographic location and makeup of the community. Generally however, community expectations in relation to public conveniences only continue to increase.

2.1.1 Community Committees and Community Plans

Most of the MDC Communities have a local Community Committee with an established structure in place. These Committees are a means for many local communities to advocate for development of public convenience projects and/or activities or to seek resolution or guidance on operational issues. Historically there have been numerous issues relating to the maintenance and operations of our District’s public conveniences. Most issues relating to operational programming and management, have been resolved through new operational management strategies including the introduction of a new Parks and Open Spaces Contractor.

2.1.2 Customer Complaints – Customer Satisfaction

Historically, the method of measuring customer satisfaction has been through monitoring and reporting customer complaints. Complaints relating to the level of service measure are recorded in Councils Corporate Management System Ozone and reported quarterly to Council. A summary of the last five years of complaint data is shown below. Table showing the last five years of Public Convenience complaint data: Source Ozone Corporate System

Historically the activity has performed poorly, not achieving its performance measures over the last five years. From March 2016 a new operational contractor was put in place, with clear operational management strategies relating to proactive reporting of maintenance issues and new specifications and expectations of the contractor being put in place.

Financial Year Target Number Comment

2011/12 < 10 complaints 21

2012/13 < 10 complaints 95 New LTP Term

2013/14 < 10 complaints 47

2014/15 < 10 complaints 41

2015/16 < 35 complaints 45 New LTP

2016/17 < 25 complaints 3



As a result of these changes, three complaints were recorded in the last 2015/16 quarter in comparison with the 21 complaints recorded in the first quarter of the same financial year with the previous contractor. In the 2016/17 year three complaints have been received nine months into the reporting year. The three complaints this year related to failures of pumps and mechanisms, where improved levels of proactive maintenance could have mitigated these complaints, The analysis of the complaints, indicates that overall the performance of the activity has significantly improved and with it customer satisfaction of public conveniences.

2.1.3 Community Satisfaction – Public Voice

Council operates a ‘Public Voice’ community engagement process to undertake customer satisfaction surveys across Councils activities. These surveys are not undertaken however for Public Conveniences. This is an area that should be undertaken in the future to further establish customer feedback in relation to development, expectations and future needs.

2.2 Legislative, Strategic External and Internal Context This section should be read in conjunction with Part A of the Community Facilities Asset Management Plan that provides a full description of the Legislative, Strategic and Internal contexts that this plan has been prepared in. How Public Conveniences contribute to the wider strategic and corporate goals, and the internal and external strategic context specific to Public Conveniences are described more fully in each of the following context sections.

2.2.1 Internal Context

2.2.1.1 Council Vision and Outcomes

As part of preparations for the 2012–2022 Long Term Plan, Council created a vision statement for Manawatu District. It is a stated desire for the future, and helps guide Council with the decisions it needs to make.

To support the vision, six Council outcomes that underpin Manawatu District’s vision were established. The six Council outcomes and how the Public Convenience activity contributes to these outcomes are described in the below table.

This statement is supported by vision statements for the District’s villages, rural communities and Feilding.

Villages’ Vision Attractive and prosperous communities that offer lifestyle choices and business opportunities within a unique environment.

Feilding Vision A thriving community enjoying the most vibrant country town in New Zealand, servicing the regional rural sector.

Rural Vision The food basket of New Zealand within a sustainable rural landscape that offers outstanding recreational opportunity.

Connected, vibrant and thriving Manawatu - the best rural lifestyle in New Zealand



Table demonstrating how the Public Convenience Activity contributes to the relevant Council Outcomes

2.2.2 External Context

2.2.2.1 Impact of Tourism and Freedom Camping

The Freedom Camping Act 2011 provides for and regulates the ability for freedom camping on land controlled or managed by Local Authorities and the Department of Conservation. Freedom camping has been up taken particularly by international tourists in tourist ‘hotspots’, however has also provided for many New Zealanders to enjoy the freedom of camping in parks and open spaces. Since the introduction of the Legislation, the Manawatu District has generally had few issues with a Freedom Camping Bylaw supporting the implementation of the legislation. Key issues that have begun to arise however, include freedom campers using public conveniences to dispose of grey and black waste rather than approved waste dump stations. In particular this is a concern for sites operating on septic tanks, with the chemical toilets killing septic tank bacteria, preventing the effective operation of the tanks. Rangiwahia Hall is the only public convenience at this time where the impact of freedom camping has been significantly noted on the public convenience activity. While limited in issues currently, it is possible that are the northern rural sector of the District may longer term be affected with an ongoing increase of freedom camping and campers in areas such as Apiti and Rangiwahia. Long Term this may require increased levels of service to cater for demand. 2.2.2.2 Natural Environment Standards

The introduction of the Horizons Regional Council ‘One Plan’ has introduced new standards for discharges for waste. The impact of this is that for many older Public Convenience sites, significant upgrades to the septic and seepage fields will be required in order to comply with the One Plan standards. While a limited number of public convenience sites will be affected by the One Plan requirements, this requirement will be a key issue to consider when planning the significant upgrading or renewal of any public convenience within the rural sector.

Council Outcome How Public Conveniences contribute to

Councils outcomes

Quality infrastructure – Manawatu and its people are connected via quality infrastructure and technology.

Community Facilities including Public Conveniences are a core part of Councils

infrastructure, that are maintained, renewed and upgraded to ensure quality.

Safe built environment – Manawatu’s built environment is safe, reliable and attractive.

Public conveniences are part of the built

environment. Well maintained, planned for and serviced they contribute an environment that is

safe, reliable and attractive.



2.2.2.3 Affordability

A key challenge for the public convenience activity is undertaking key upgrades and activities, while supporting the wider organisation in achieving affordability of rates, against other critical or high priority community and infrastructure projects and activities. The Public Conveniences activity is a targeted rate that is evenly weighted between Rural and Feilding Residents. While a small portion of the overall rate, keeping rates at an affordable level while still achieving development is challenging. 2.2.2.4 Climate Change

We have not anticipated any direct impacts to public conveniences as a result of climate change in this plan.

2.2.3 Legislative Context

A full breakdown of the Statutory and Legislative Context relating to Community Facilities is provided in Part A of the Community Facilities Asset Management Plan. The key statutory and legislative requirements, that are considered however to drive and impact on the levels of service for public conveniences are stated in the table below.

2.3 Current Levels of Service The current levels of service for public conveniences were revised as part of the 2015 Asset Management Plan and Long Term Plan review. In 2015, based on feedback from Audit New Zealand, the current single performance measure, statement and performance measure was established on the basis that, for a small local authority, there were previously too many Levels of Service and performance measures for activities. The current level of service, level of service statement and performance measures were established based on reviewing the historic performance of the service, Asset Manager feedback, Community feedback through the Draft Long Term Plan and from Elected Members workshops.

Legislation Description Impact for Service

Building Act 2004

To provide for the regulation of building work to ensure buildings can be used safely, that they contribute to people’s health, wellbeing and physical independence and ensure that work is

undertaken in accordance with the building code.

Public Conveniences are constructed in accordance with the Building Code. Provides minimum standards for public safety in relation to buildings. Provides minimum standards for equal accessibility into buildings during times of modifications or improvements.

Health Act 1956

Provides for Local Authorities to provide ‘sanitary works’ including public conveniences and minimum health standards for enforcement

MDC is empowered to provide public conveniences for use by the Public and

provides an enforcement mechanism for MDC to be held to account for insanitary

public conveniences.

Freedom Camping Act 2011

To provide for the regulation and management of freedom camping on Council and DOC owned and managed

land.

Possible increases to public convenience use in rural locations.



Table explaining the 2015 - 2025 Long Term Plan Level of Service for Pubic Conveniences

Prior to 2015 the activity had separate technical and customer performance measures. While three measures were established, only one of these was reported on and a four level of service and measure was established for the Long Term Plan, that was not reflected in the 2012 Asset Management Plan.

2.4 Desired Levels of Service In preparation of the 2018 – 2028 Long Term Plan and this plan, the levels of service, level of service statement and performance measures have been reviewed. Similar to the 2015 Long Term Plan Review, a process was undertaken to review the levels of service in conjunction with this plan review, considering the historic performance of the activity, Asset Manager feedback, discussion from community committees and workshops with the Elected Members. In developing the desired levels of service for public conveniences, we have been very cognisant of the performance of the activity since the introduction of new operational management strategies and an increase in direct management oversight of the activity. With a proposed increase in the level of asset management sophistication as outlined in the improvement section of this plan, we expect to further be able to achieve a greater level of activity performance. This increase in activity performance will be as a result of increased planned renewal and identification of critical assets and threats to Levels of Service. With this in mind, we have proposed the following Level of Service, statement, measure and targets for the 2018-2028 plan. The desired levels of the service from public conveniences for 2018- 2028 are shown in the table below. Desired Levels of Service for Public Conveniences – 2018 - 2028

Level of Service Area Description

Level of Service You can expect satisfaction with our public toilets

Level of Service Statement Provided to protect public health and meet the expectations

of residents and visitors

Performance Measure We will measure customer satisfaction by monitoring the

number of complaints we receive about inadequate maintenance and poor cleaning of our public conveniences.

Performance Measure Standard

Year 1: <35 complaints received Year 2: <25 complaints received Year 3: <17 complaints received

Years 4-10: <10 complaints received.



No separate technical measures have been proposed in this plan. We are proposing for the 2021 Plan review that a full review of the levels of service for activities are undertaken in a comprehensive way.

Level of Service Area Description

Level of Service You can expect satisfaction with our public toilets

Level of Service Statement Provided to protect public health and meet the expectations

of residents and visitors

Performance Measure We will measure customer satisfaction by monitoring the

number of complaints we receive about inadequate maintenance and poor cleaning of our public conveniences.

Performance Measure Targets

Year 1 - 2018/2019 : < 10 complaints received Year 2 - 2019 /20: < 8 complaints received Year 3 - 2020/21: < 6 complaints received

Years 4-10 – 2021 onwards : < 6 complaints received.

Future Demand 1.1.3


3 Future Demand and Proposed Responses There are implications as a result of increased demand for the public convenience activity during the term of this plan. While MDC does not hold any data on the utilisation of public conveniences, though a community committee (Cheltenham) has established a user counter to capture some user data. There is also limited level of data from observations made by Officers and feedback from operational staff, and the community on areas of demand and/or need. There are traditional times of high demand and use across the range of public conveniences such as summer periods, Christmas breaks or as a result of one-off large events. There is not however sufficient demand identified in this plan to justify additional capacity within the existing assets, with short term demand peak issues being able to be resolved through proactive operational management strategies such as additional servicing. There is an identified change in demand as a result of an increasing aged population for the District. This increase will place an increased demand on public conveniences that are accessible for those with mobility challenges. Improvement projects have been identified for key high profile and medium profile public convenience sites to improve accessibility, in order to meet this demand. Demand in response to urban growth in the later years of the plan has also been identified, as a result of the development of Precinct Four, the northern residential area of Feilding. Additional provision has been identified to meet the demand expected as a result of intensified urbanisation and activity in this area. As part of Precinct Four a key arterial greenspace link is proposed along the Makino Stream, as well as a future small commercial area. While the final layout, structure and timing of Precinct Four is yet to be confirmed, a new asset has been proposed in order to meet this demand as a result of growth. At the time of writing, demand for property in the area is currently outstripping supply. The development of the Greenspine network is also expected to place additional demand on the Feilding Railway Station Toilets. While no provision is made is this plan for new toilets to augment the existing toilets, it is proposed that any potential demand is revisited as part of the 2021 – 2031 Long Term Plan. The plan has not catered for any significant growth as a result of freedom camping or tourism. This is an area that should be revisited as part of the 2021 – 2031 Long Term Plan particularly in relation to possible demand in the northern end of the District. Overall for the public convenience activity, there is a low level of new asset development required in order to meet observed and identified demand within the 10 years of this plan.

3.1 Demand Drivers Population and Demographic Changes

The drivers of Demand for Community Facilities are described in Community Facilities Asset Management Plan - Activity Summary Section. Population increase, the changing age distribution of the population and increasing public expectations are all expected to require incremental but not radical change to the number and quality of public conveniences Council is required to provide. Demand Trends

Future Demand 1.1.3


Freedom camping in remote areas is an increasing trend across New Zealand. In areas of high demand this has caused problems for Councils due to the public reaction where adequate facilities are not provided or are not used. This is not considered to be an urgent problem in Manawatu District, but is an issue that should be monitored and considered in the next LTP process if necessary.

3.2 Demand Forecasts This Plan bases future demand on the population forecasts of Statistics NZ, Council’s own planning documents and observation of current trends.

3.3 Demand Impacts on Assets Accessibility due to aging population and the public’s increasing expectations of the quality of public conveniences are the main short-term impacts. These factors and development plans within the life of this Plan are the key demand impacts on the Public Conveniences assets.

3.4 Demand Management Plan Council has traditionally provided public conveniences in areas of high foot traffic such as central Feilding and in suburban commercial areas, adjacent to community facilities such as public halls, parks and reserves and picnic/camping sites. The demand for the service provided cannot be managed as it has become a “right” expected by ratepayers and the travelling public.

3.5 Asset Programmes to meet Demand The programme of works to meet expected demand over the life of this plan is described in section 4 financial Plan, below.

Financial Plan 1.1.4


4 Financial Plan

4.1 Operational Funding Requirements

4.1.1 Summary New Operational Funding Requirements

This section outlines the new operational funding requirements as a result of consequential operating expenses from the completion of new assets and operating projects. The figures below do not include any depreciation or finance costs and are solely the new operational costs for each public convenience.

New Asset/Opex Funding Requirement

(000’s)

Y1 18/19

Y2 19/20

Y3 20/21

Y4 21/22

Y5 22/23

Y6 23/24

Y7 24/25

Y8 25/26

Y9 26/27

Y10 27/28

Total

High Profile Public Conveniences $9 $5 $9 $15 $60 $72 $170

Medium Profile Public Conveniences

$7.5 $7.5 $7.5 $7.5 $7.5 $37.5

Low Profile Public Conveniences

$6 $2 $14 $14 $14 $14 $23 $14 $101

Total $6 $7.5 $9 $9.5 $19 $30.5 $14 $36.5 $83 $93.5 $308.5

4.1.2 Key Drivers of New Operational Funding

The key drivers of new operational funding include costs relating to the construction of new toilets on the Greenspine and Pharazyn/Precinct Four property in Years 8 – 10. There are new operational funding costs associated with the accounting treatment of toilet upgrades. Previously these had been treated as a renewal, however from an accounting perspective should have been treated as an operational project being refurbishments rather than renewal. This has resulted in new operational funding costs, rather than renewal costs for public conveniences.

4.1.3 Summary of overall Operational Funding Requirements

The following graph details the overall Public Conveniences activity operating expenditure.



4.2 Renewal Funding Requirements

4.2.1 Summary of Renewal Funding Requirements

The summary of the renewal funding requirements of the Public Convenience Activity proposed in this plan are detailed in the table below.

Renewal Funding Requirement (000’s)

Y1 18/19

Y2 19/20

Y3 20/21

Y4 21/22

Y5 22/23

Y6 23/24

Y7 24/25

Y8 25/26

Y9 26/27

Y10 27/28

TOTAL

High Profile Public Conveniences

$14 $14


$10 $3 $13


$0

Total $0 $0 $10 $14 $0 $0 $3 $0 $0 $0 $27

4.3 Development Funding Requirements

4.3.1 Summary of Development Funding Requirements

The summary of the required development funding for the Public Convenience Activity proposed in this plan are detailed in the table below.

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

Expenditure $298,014 $297,745 $295,223 $314,690 $408,411 $406,225 $410,631 $418,234 $418,998 $438,114

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

$500,000

Public Conveniences Activity Operating Expenditure Summary

Expenditure

Development Funding Requirement (000’s)

Y1 18/19

Y2 19/20

Y3 20/21

Y4 21/22

Y5 22/23

Y6 23/24

Y7 24/25

Y8 25/26

Y9 26/27

Y10 27/28

Total


$25 $260 $260 $545


$14 $25 $39



4.3.2 Key Drivers of Development Funding Requirements

The key drivers relating to the development funding requirements, come from development projects required to meet increased levels of service and demand. Specifically there are two new toilets proposed to meet new demand in Feilding, with one convenience being on the Greenspine to cater to expected increased demand, and the other as a new facility as part of the Pharazyn Precinct Four growth development. The third new toilet is proposed for the Cheltenham area to ease access restrictions on the present toilets, that are inside the Cheltenham Hall building. More detail relating to the specific demand needs and breakdown of the development projects can be found in the Public Convenience Lifecycle section of this plan.


$38.5 $260 $298.5

Total $0 $0 $77.5 $0 $260 $0 $25 $260 $260 $0 $882.5

Risk Management 1.1.5


5 Risk Management

5.1 Risk Context When identifying the risks associated with the Cemeteries activity the risk appetite of Council has been considered within the context of Council’s draft Risk Framework. Risk appetite is the level of risk Council is willing to accept to achieve the strategic objectives. The aim is to consider all options to respond to risk appropriately and make informed decisions that are most likely to result in successful delivery whilst also providing an acceptable level of value for money. The acceptance of risk is subject to ensuring that all potential benefits and costs are fully understood and that appropriate measures to manage risk are established before decisions are made. We recognise that the appetite for risk will vary according to the activity undertaken and hence different appetites and tolerances to risk apply. The key risks relating to Public Conveniences activity are summarised in the table below. It includes the risk assessment, controls and treatments identified and whether the risk meets Council’s risk appetite. The risks were developed during a workshop with Community Facilities team members.

Risk Management 1.1.5


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Risk Management


5.2 Public Conveniences Risk Assessment Matrix

Risk Description

Prior to Controls or Treatments

Current Controls or Treatments

After Controls or Treatments

Po

st T

reat

men

t Sc

ore

R

ed –

un

acce

pta

ble

,

Am

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– t

ole

rab

le

gree

n –

acc

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Pro

po

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Ris

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Co

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nt

me

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d

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er:

avo

id, t

ran

sfer

or

mit

igat

e

Further Controls or Treatments Proposed

Like

liho

od

(1

-Rar

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- C

erta

in)

Co

nse

qu

ence

(1

-16

)

Eith

er 1

, 2, 4

, 8, 1

6

Raw

Sco

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– u

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tab

le,

Am

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– t

ole

rab

le

gree

n –

acc

epta

ble

Like

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od

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-16

) Ei

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1, 2

, 4, 8

, 16

Po

st c

on

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l or

trea

tmen

t

rati

ng

Issue: Offenisve graffiti and wilful damange at Public Conveniences, making some assets inoperable Risk:

4 4 16

Vandal proof and robust fixtures are installed where possible.

Toilets are provided with CPTED principles

Management approaches taken at some locations such locking at night or providing security.

3 4 12 Tolerable Mitigate

CPTED principle projects are proposed at sites where there are recurring issues.

Plan projects with CPTED principles in mind

Continue installing and replacing fixtures with vandal proof and robust fixtures where possible.

Issue: Failure of Services such as no water supply, blocked sewer for failed power. Risk:

Disruption to delivery or services- sometimes longer term

Limited one-off local negative publicity

Adverse inspection comments from a health perspective

5 4 20

Empty sewer blockages within a quick response time.

5 4 20 Unacceptable Mitigate

Identify critical assets where failure can be controlled and put treatments in place – i.e recurring sewer blockages, undertake criticality

based asset management. Ensure planned maintenance and renewal of

critical assets such as water or sewer pumps are planned for and undertaken.

Note: There are limited options to mitigate the risk for power and reticulated water supply, other than by providing ancillary services. No

provision to provide these services is made in this plan.

Issue: Unclean toilets resulting in dissatisfied customers and toilet complaints Risk:

4 1 4

Regular cleaning and inspection in accordance with maintenance standards.

3 1 3 Acceptable

Issue: Insufficient Capacity or suitable provision of public conveniences Risk:

4 4 16

Demand needs and trends are considered as part of asset management planning practices.

Engage with community, consider feedback as part of public voice on changing need.


Continue to improve asset management practices as part of this plan.

Issue: Unsafe public conveniences resulting injury or harm to users Risk: 3 8 24

Ensure buildings comply with legislation

Employ CPTED practices, including considering the location, sightlines, lighting and design of toilets

3 4 12 Tolerable Transfer

There is an element of personal responsibility that people have to have for their own safety. Users of our facilities also have to be aware of their surroundings and people or situations where they may be faced with risk.

Issue: Unplanned asset failure resulting in loss of service Risk:

4 8 32


Risk Management


This page is blank on purpose.

Routine Operations and Maintenance Plan 1.1.6


6 Routine Operations and Maintenance Plan Routine maintenance is the regular ongoing day-to-day work that is necessary to keep assets operating. This also includes instances where portions of the asset fail, and immediate repair is required to make the asset operational again

6.1 Operations and Maintenance Plan

6.1.1 Day to Day Management

The Parks and Property Team of Council’s Community and Strategy Team provide the day to day management to the Parks and Open Spaces Contract, with the Community Facilities Manager providing management oversight and support. A breakdown of the structure of the Community Facilities Team is provided in the Community Facilities Asset Management Summary Plan. The role of the Parks and Property team is to provide oversight of the maintenance of public conveniences, provide the management of the Parks and Open Spaces Contract and respond directly to customers on day to day request. The Parks and Property Team also liaise directly with local community committees and other groups.

6.1.2 Strategic and Asset Management

The Strategic overview of the Public Convenience activity is provided by the General Manager – Community and Strategy and the Community Facilities Manager. The Community Facilities Manager has the overall Asset management responsibility for the activity to support the Asset Manager in the effective operation of the activity.

6.1.3 Operational Tasks and Duties

The undertaking of day to day operational tasks and duties such as cleaning, inspections and minor maintenance is undertaken by Councils Parks and Open Space Maintenance Contractor Recreational Services. The current contract includes asset maintenance and response functions and also the inspection of assets. A fortnightly inspection of a selection of assets across the District is undertaken jointly between Council and the Contractor, as part of their quality assurance plan, in addition to standard inspections. Unplanned maintenance is undertaken as a result of contractor inspections, with a strong focus on reactive maintenance being identified and completed by the Contractor prior to customers and visitors at the Cemetery identifying works.

6.2 Operations and Maintenance Strategy This section covers the approach and strategy to the maintenance of the Districts Public Conveniences.

6.2.1 Maintenance Approach

There are three maintenance approaches applied to public conveniences in the District. High profile public conveniences receive the highest levels of maintenance, reflecting their place as high profile toilets. This includes a higher level of asset provision and overall standard of maintenance.

Routine Operations and Maintenance Plan 1.1.6


The level of provision, maintenance and services are relatively less for medium and low profile public conveniences. The key differences between the three standards are summarised in the table below:

Maintenance Aspect




Provision and standard

Highest level of provision, generally gender separate, full baby change facilities.

Provided to meet high demand and influxes of people.

Tiles, modern partition and ceramic fittings. Electric taps, floor coatings.

Medium level of provision, baby change facilities in higher areas.

Recognise that demand will exceed provision at times.

Porcelain bowls dominate, however stainless bowls with seats. Tiles, floor coatings

Lowest level of provision. No baby change facilities, single sex or single cubical toilets.

Recognise that demand will exceed provision regularly.

Generally concrete finishes and minimum floor coatings. Stainless bowls/basins and basic level of provision.

Servicing Frequency

At least daily clean provision, sometimes up to three depending on demand.

3-5 times a week. At least daily for peak times or events.

2-3 times a week. Some seasonal increases however generally low level of servicing.

Hygiene Services

All Hygiene services, flowing soaps, air fresheners, hygiene bins, hand driers

Hygiene bins in higher profile or issue sites, hand driers and soaps.

Soap provision, hygiene bins in issue areas, no hand driers

Inspections Daily inspections by contracted staff. Monthly senior contract staff and officers.

Onsite inspections by contracted staff 4-5 times a week. Bi-monthly senior contract staff ad officers inspections.

Onsite inspections by contracted staff when on site. Six monthly senior contract staff and officer inspections.

Refurbishment A major refurbishment every 3-4 years

A major refurbishment every 5-6 years

A major refurbishment every 8-9 years.

Security Locked at night or security provisions such as cameras and lighting.

Open access. Generally some security such as lighting or cameras.

Unrestricted access. Limited or no security – i.e lighting or similar.

Detailed descriptions of Service Standards and Specifications are contained in the Parks and Open Spaces Maintenance contract.

6.3 Summary of Future Costs Operational costs for public conveniences include grounds maintenance at some sites, facility maintenance and cleaning, repairs and minor refurbishments. The summary of new and the overall operational costs and for the Public Convenience Activity for the 2018 to 2028 period is detailed in the Financial Section of this plan.

Renewal Plan 1.1.7


7 Renewal Plan Renewal expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity.

7.1 Renewal Projects There are few detailed renewal projects for Public Conveniences. Generally this relates to the relative young age of most assets and sound condition. The only notable renewal is that planned for the Feilding CDB toilets for a re-roof of the structure. The Sanson Toilets, the only toilet in need of significant upgrade and renewal is anticipated to be transferred to new ownership and leased back, relinquishing Council of any renewal requirement. Prior to this plan, a generic renewals amount was provided across public conveniences. To account for the work more correctly, this has been changed to an operational project rather than a renewal project, recognising the volume and scale of work was the refurbishment of the asset not a renewal. This has reduced the overall renewal project requirements for public conveniences.

7.2 Summary of Renewal Project Costs The total cost of the proposed renewals over the ten years of the plan is $27,000. A breakdown of the renewal expenditure can be found in Section 4 of this plan and in each Lifecycle Plan.

Development Plan


8 Development Plan This section outlines the development work that creates a new asset that did not previously exist, or is works that upgrades or improves an existing asset beyond its existing capacity. They may result from growth, social or environmental needs.

8.1 Summary of Future Costs The total cost of proposed development projects over the ten years of the plan for Public Conveniences is $882,500. A breakdown of the development project costs for each Convenience can be found in the Financial Section of this plan and also in each Lifecycle section.

8.1.1 Summary of Key Development Projects Costs

The key development projects over the next ten years, driving development costs include:

Location Project Description Year Value

Feilding Green Spine Toilets – New Public Toilet Description: Development of new public toilets on the Greenspine, recognising proposed increase in use and pedestrian traffic in area. Proposed that these toilets will supersede the railway station toiles for provision long term.

8 $260,000

Feilding

Project Name: Precinct Four/Pharazyn – New Public Toilet Description: To support the proposed urban growth in Precinct Four, we are proposing a new toilet block to meet expected increased demand in this location. At this time we are also proposing development of the urban park area in Precinct Four/Pharazyn Area.

9 $260,000

Cheltenham

Project name: Cheltenham Toilet Upgrade Description: The significant upgrade and renewal of the Cheltenham Public Conveniences is proposed to address fit for purpose issues and the ability to upgrade toilets without a significant upgrade of the hall. Funding is provided for a new toilet outside of the hall, to be further determined and planned with the Cheltenham Community Committee.

5 $260,000

Development Plan


9 Disposal Plan There is no planned disposals for Public Conveniences in the next ten years of this plan.

High Profile Toilet Lifecycle Plans 1.1.8


10 High Profile Public Conveniences Lifecycle Plan

10.1 Summary

High Profile Location Capacity (pans)

Feilding CBD Toilets Feilding

Feilding Railway Station Toilets Feilding 2

Sanson Facility Toilets Sanson

10.2 Asset Description There are three high profile public conveniences in the District. These toilets have the highest levels of operational services being provided to them, being serviced as a minimum once a day, reflective of the high use they receive. High Profile sites should have the highest levels of proactive maintenance and renewal work to ensure they remain to a high standard. This means, that high profile public conveniences should be maintained and renewed to ensure a condition rating of 1 – excellent at all times. This Plan assumes the Sanson Hotel Development occurs in the current financial year, which sees the sale of the hotel and Council leasing back public conveniences. In the event this does not happen, provision will need to be made for future renewal of toilets.

10.3 Key Issues and Threats The key issues and risks specific for high profile public conveniences are detailed below:

10.4 Operational Plans This section sets out the operational projects and new operational funding required for the successful implementation of this plan for High Profile Public Conveniences.

10.4.1 New Operational Funding Requirements

These operational funding requirements are new operational funding requirements identified for high Profile Public Conveniences. There are as a result of increased levels of operational maintenance identified in this plan to respond to demand and/or to meet the desired levels or service, or as a result of consequential operational expenditure as a result of development.

Issue/Threat Consequence and likelihood

(high/med/low) Treatment

Regular sewer blockages – Service inoperable The Feilding CBD Toilets have had multiple issues with the sewer lateral from the toilet block to the main. The lateral has little fall and due to its size, regularly blocks rendering the entire main toilet block inoperable.

High

Provision is made in this plan for the upgrade and replacement of the CBD

sewer.



The values provided below, are not inclusive of depreciation or any funding costs such as interest.

New Asset/Opex Funding Requirement (000’s)

Y1 18/19

Y2 19/20

Y3 20/21

Y4 21/22

Y5 22/23

Y6 23/24

Y7 24/25

Y8 25/26

Y9 26/27

Y10 27/28

TOTAL

Greenspine Toilets – New operating costs from new toilet construction.

$15 $36 $36 $87

Precinct Four/Pharazyn – New Public Toilet operating costs form development

$15 $36 $51

Total $0 $0 $0 $0 $0 $0 $0 $15 $51 $72 $138

10.4.1.1 Operational Projects

The following operational projects have been identified for high profile public conveniences. These projects have either been identified as a result of identifying extraordinary planned maintenance such as the resealing of roads or are projects required for the future planning of the assets. The projects are listed in the table below.

Project Description Criticality

(high/med/low)

Consequence if not completed

(high/med/low)

Estimated cost of project

(Excl GST)

Desired time of Project (1 to 20 years)

Feilding CBD Toilets Interior Refurbishment

Med Med $9,000 3, 6 & 9

Feilding Railway Station Toilets Refurbishment

Med Med $5,000 5

After deliberations from the Long Term Plan, all operational projects identified in the AMP have been funded.

10.5 Renewal Plans Renewal plans provide for the renewal of all or part of an asset that increases the life of an asset or replaces the asset at the end of its lifecycle. No renewals have been planned for the Sanson Facility, recognising that Council are currently in negotiation at the time of writing to sell the site and lease the toilets from the developer. Included in the conditions of sale is the requirement for the developer to undertake renewals. The desired renewal plan that has been identified for high profile public conveniences is detailed below.

Asset Description Estimated

Remaining life (years)

Consequence if not renewed

(high/med/low)

Estimated cost of renewal

(Excl GST)

Desired time of Renewal

(1 to 20 years)

Feilding CBD Toilet Re-roof $14,000 4

After Long Term Plan deliberations the above project has been funded.



10.6 Development Plans The proposed development plan for high profile public conveniences is detailed in the table below.

Development Description

Increased level of

service (%)

Response to growth demand

(%)

Includes component of renewal

(%)

Desired time of

Development (1 to 20

years)

Estimated cost of development

(Excl GST) These three percentages should add up

to 100%

Green Spine Toilets – New Public Toilet: Development of new public toilets on the Greenspine, recognising proposed increase in use and pedestrian traffic in area. Proposed that these toilets will supersede the railway station toiles for provision long term.

25% 75% 8 $260,000

Feilding CBD Toilets – Sewer Upgrade: Replace failing sewer and upgrade size to deal with blockage and capacity issues. Requires lifting of pavers, laying of increased pipe diameter with correct falls to manhole.

50% 50% 3 $25,000

Precinct Four/Pharazyn – New Public Toilet: To support the proposed urban growth in Precinct Four, we are proposing a new toilet block to meet expected increased demand in this location. At this time we are also proposing the location of the development to be at the juncture of the exchanged Rimu Park land area, and future Pharazyn walkway extension.. We have treated this site as a public convenience, rather than a park development recognising that the primary purpose will be as a public convenience in this location. This funding is timed to coincide with development work for Rimu Park and the Pharazyn Walkway along the Makino Stream.

100% 9 $260,000

After deliberations on 2018-28 Long Term Plan, funding has been included for the development of the new public toilet in the Precinct 4/ Pharazyn area in Year 9, as well as the Sewer upgrade in the Feilding CBD toilets. Funding was not allocated to the development of the Greenspine toilets, this is related to the issue that has emerged with KiwiRail requiring Council to provide significant upgrade to the level crossings to get support for development within KiwiRail corridor, this has placed the project of development on hold for the foreseeable future.

High Profile Toilet Lifecycle Plans


10.7 Disposal Plan Future disposal of Railway Station toilets.

Medium Profile Public Convenience Lifecycle Plan 1.1.10


11 Medium Profile Public Conveniences Lifecycle Plan

11.1 Summary

Medium Profile Location Capacity (pans)

Duke Street Toilets Feilding

Himatangi Beach Toilets South

Kimbolton Toilets North

Rongotea Toilets South

11.2 Asset Description Medium Profile Public Conveniences receive a steady level of use and often receive peak periods of demand, relating to their location or due to cyclical activities such as sale days on Friday or events such as Saturday morning netball at Duke Street. There are four medium profile public conveniences in the District. Generally these toilets are serviced 3-4 times a weeks or in peak times daily or multiple times a day. Medium profile public conveniences should receive a moderate – to – high level of general maintenance and renewal, achieving a condition grading of 2 to 3 – average to good at all times.

11.3 Demand

11.4 Key Issues and Threats The key issues and risks specific for medium profile public conveniences are detailed below:

11.5 Operational Plans This section sets out the operational projects and new operational funding required for the successful implementation of this Plan for medium profile public conveniences.


There are no new operational funding requirements for medium profile public conveniences. 11.5.1.1 Operational Projects

The following operational projects have been identified for medium profile public conveniences. These projects have either been identified as a result of identifying extraordinary planned maintenance such as the resealing of roads or are projects required for the future planning of the assets. The projects are listed in the table below.



Himatangi Beach – Regular loss of sewer services The Himatangi Beach toilet regular lose sewer functions, with nappies, tshirts and other objects blocking and rendering the sewer pump macerator inoperable, resulting in the loss of sewer services. The installation of bins and signage at this location has not made a positive difference.

High

Provision is made in this plan for the upgrade and

replacement of the sewer macerator and tank..




(high/med/low)


(high/med/low)

Estimated cost of project

(Excl GST)

Desired time of Project (1 to 20 years)

Medium Profile Refurb Programme. This budgeted programme provides for a refurbishment of the four toilets once over the eight years or as priorities allow.

Medium Medium $7,500 p.a. 2 , 4, 6 , 8,

10

After deliberations in Long Term Plan the Operational projects identified have been funded.

11.6 Renewal Plans Renewal plans provide for the renewal of all or part of an asset that increases the life of an asset or replaces the asset at the end of its lifecycle. The desired renewal plan that has been identified for low profile public conveniences is detailed below.

Asset Description Estimated

Remaining life (years)

Consequence if not renewed

(high/med/low)

Estimated cost of renewal

(Excl GST)

Desired time of Renewal

(1 to 20 years)

Kimbolton Toilets Macerator – expected to reach end of lifecycle

8 High $3,000 7

Himatangi Beach Toilet Skylights – skylights require replacement, having reached end of life.

5 Low $10,000 3

After deliberations in Long Term Plan the Renewal projects above identified have been funded.



11.7 Development Plans The proposed development plan for medium profile public conveniences is detailed in the table below.


Increased level of

service (%)


(%)


(%)

Desired time of


years)

Estimated cost of

development

(Excl GST) These three percentages should add up

to 100%

Himatangi Beach Sewer Upgrade: To mitigate issues relating to the regular failure of the toilets, we are proposing to replace and upgrade in size and capacity the sewer macerator and systems. There is the regular loss of sewer functions due to the macerator failing due to nappies, t-shirts and other items being flushed, despite signage and bins being installed in all toilets.

60% - 40% 3 $14,000

Himatangi Beach Shower Upgrade: In accordance with community plan, we are proposing the upgrade of the showers and shelter areas surrounding the Himatangi Beach Toilet block, to create shelter and improve the overall foot washing/showering area for peak summer use.

60% 40% 7 $25,000

After deliberations in Long Term Plan the Development projects identified above have been funded.



11.8 Disposal Plan There are no disposal planned for medium profile public conveniences.

Low Profile Public Convenience Lifecycle Plan 1.1.11


12 Low Profile Public Conveniences Lifecycle Plan

12.1 Summary

Low Profile Location Capacity (pans)

Apiti Toilets North

Cheltenham Hall Toilets North

Rangiwahia Hall Toilets North

12.2 Asset Description There are three low profile public conveniences in the District. While low in profile, they receive a low to moderate level of use from one off events or activities relating to nearby facilities. Low profile public conveniences receive the lowest level of operational servicing, maintenance and renewal priority, with the focus being on the medium and high profile facilities. A suitably high enough level of service, maintenance and renewal should be provided however, to ensure that number of complaints do not exceed the acceptable number of complaints set in activities level of service performance measures.

12.3 Demand

12.4 Key Issues and Threats The key issues and risks specific for low profile public conveniences are detailed below:



Apiti Toilets - Loss of Water During summer water is often lost at the Apiti toilets. A single concrete tank is shared with the hall and public toilets. During periods of use of the hall and toilets, in periods of low rainfall, the water tank runs dry requiring the closure or failure of water in the toilets.

High

Provision is made in this plan for the addition of a second

tank to increase water capacity for the hall and

toilets.

Cheltenham Hall Toilets - Fit for Purpose The Cheltenham Hall Toilets have been established using the hall toilets to provide public toilets. The toilets are not fit for purpose being a timber floored structure, making cleaning difficult with in-grained smell and stains. Any upgrade of the toilets as they are part of the main hall that would likely trigger a building consent, would require the entire hall to be upgraded. We do not have a clear understanding of the

Med

Provision is made in this plan for a significant upgrade of

new public toilet at Cheltenham, outside of the

Hall

Future Upgrade of Rangiwahia Toilets As the toilets are part of the Rangiwahia Hall, any upgrade to the toilets that triggers a building consent will require the overall hall to be upgraded as well.

High A replacement and increase

in capacity of the septic tank is proposed in this plan.



12.5 Operational Plans This section sets out the operational projects and new operational funding required for the successful implementation of this Plan for Low Profile Public Conveniences.


These operational funding requirements are new operational funding requirements identified for Low Profile Public Conveniences. There are as a result of increased levels of operational maintenance identified in this plan to respond to demand and/or to meet the desired levels or service, or as a result of consequential operational expenditure as a result of development. The values provided below, are not inclusive of depreciation or any funding costs such as interest.

New Asset/Opex Funding Requirement

Y1 18/19

Y2 19/20

Y3 20/21

Y4 21/22

Y5 22/23

Y6 23/24

Y7 24/25

Y8 25/26

Y9 26/27

Y10 27/28

Cheltenham Toilets – Increased operating costs as a result of new toilet provision

$6 $12 $12 $12 $12 $12

Rangiwahia Public Toilets – increased maintenance costs of new septic system.

$2 $2 $2 $2 $2 $2 $2

Total $2 $8 $14 $14 $14 $14 $14

12.5.1.1 Operational Projects

The following operational projects have been identified for low profile public conveniences.


(high/med/low)


(high/med/low)

Estimated cost of project (Excl GST)

Desired time of Project (1 to 20

years)

Low Profile Toilet Refurbishments

Med Med $6,000 1, 5 and 9

After deliberations in Long Term Plan the Operational projects identified have been funded.

12.6 Renewal Plans There are no renewal plans proposed for low profile public conveniences.

The septic tank that services the hall and toilets is also beginning to fail, with the septage field not operating effectively during peak use and winter. We are also seeing a regular increase in use of facilities as a result of freedom camping at the site, that we expect to increase over time.



12.7 Development Plans The proposed development plan for low profile public conveniences is detailed in the table below.


Increased level of

service (%)


(%)


(%)

Desired time of


years)

Estimated cost of

development (Excl GST) These three percentages should add up

to 100%

Cheltenham Toilet Upgrade: The significant upgrade and renewal of the Cheltenham Public Conveniences is proposed to address fit for purpose issues and the ability to upgrade toilets without a significant upgrade of the hall. Funding is provided for a new toilet outside of the hall, to be further determined and planned with the Cheltenham Community Committee.

30% 20% 50% 5 $260,000

Apiti Water Tank Upgrade: Provision of a second water tank for the toilets to address peak demands for water during low rainfall periods. Currently the site runs out of water, causing health issues until the water can be resupplied.

100% 3 $3,500

Rangiwahia Public Convenience/Hall Septic Upgrade: Replacement of failing Public Convenience/Hall septic tank. Expect to have to seek resource consent due to the size of the septic field over multiple property boundaries.

20% 80% 3 $35,000

We expect on the completion of the Cheltenham Toilet upgrades for the level of provision for Cheltenham to increase from being a low profile to medium profile public convenience. After deliberations in Long Term Plan the Development projects identified have been funded as per the AMP apart from the Cheltenham toilet upgrade. Discussions were held regarding the size of budget allocated and was decided that a budget of $100,000 in Year One. The site for the toilet will be on the new land yet to be gifted to Council connected to piece of land known as Memorial Triangle within Cheltenham.



12.8 Disposal Plan There are no disposal proposed for low profile public conveniences in this plan.

Appendices 1.1.14


13 Appendices

Documents

Community Facilities Asset Management Plan · Cheltenham Project name: Cheltenham Toilet Upgrade Description: Funding is provided for a new toilet outside of the Cheltenham hall,