WASTEWATER ASSET MANAGEMENT PLAN · 2015. 9. 21. · Executive Summary – Wastewater Asset Management Plan June 2012 1 1. INTRODUCTION 1.1 Background and Rationale for the Council’s

Executive Summary 2012 -22

Hauraki District Council

June 2012 Version

WASTEWATERASSET MANAGEMENT PLAN

Table of Contents

1. INTRODUCTION 1 1.1 Background and Rationale for the Council’s Involvement 1 1.2 The Community Outcomes to Which the Wastewater Service Primarily Contributes 1 1.3 The Council’s Role and Strategic Approach 2 1.4 Legislative Requirements and Bylaws 2 1.5 HDC Asset Management Planning Policy 2

2. LEVELS OF SERVICE 3 2.1 Levels of Service & Performance Measures 3 2.2 Measuring Progress against Community Outcomes 4

3. DESCRIPTION OF ASSETS 5 3.1 Public Wastewater Services 5 3.2 Private Wastewater Services 6

4. DEMAND AND GROWTH MANAGEMENT 7 4.1 Demand Management 7

5. RISK MANAGEMENT 8 5.1 Positive and Negative Effects 9

6. LIFECYCLE MANAGEMENT 10 6.1 Lifecycle Analysis 10 6.2 System Information and Data 12

7. FINANCIAL MANAGEMENT 13 7.1 Operation and Maintenance Expenditure 15 7.2 Capital Expenditure, Renewals and Depreciation 15 7.3 Funding of Wastewater 16

8. PLANNING ASSUMPTIONS AND CONFIDENCE LEVELS 17

9. SUSTAINABILITY 18 9.1 Sustainability Concept 18 9.2 The Hauraki Sustainability Tuner 18 9.3 Wastewater Sustainability Assessment 18 9.4 Environmental Management – Resource Consents / Property Designations / Zonings and

Easements 19 9.5 Sustainability Issues 19

10. IMPROVEMENT PLAN 20 10.1 Progress with Improvement Plan 20 10.2 Improvement programme 2012-22 21 10.3 Summary of Costs for Improvement Projects 21

11. AMP FORMAT 23 11.1 Significant changes 23 11.2 AM Functions, Processes, Practises & Systems 23

12. COUNCIL COMMITMENT 23

13. AM PLANNING TEAM 23

Executive Summary – Wastewater Asset Management Plan June 2012 1

1. INTRODUCTION

1.1 Background and Rationale for the Council’s Involvement Council is involved in the Wastewater Activity as the proper collection and disposal of wastewater is a necessary public health requirement in every community. The Hauraki District Council operates wastewater reticulation and treatment networks for seven urban areas and ensures that all sewage is collected, treated and disposed of in a manner which complies with Public Health Standards and specific resource consent conditions. These are the urban communities of Paeroa, Waihi, Ngatea, Kerepehi, Turua, Waitakaruru and Whiritoa. In November 2010 Kaiaua area was incorporated into the Hauraki district. No wastewater systems were transferred to HDC, all wastewater systems in the area are privately owned and operated. This plan summarises the Council’s strategic and management approach for these services.

1.2 The Community Outcomes to Which the Wastewater Service Primarily Contributes

Focussing on the needs and priorities of the community enables Council to identify and formulate desired Community Outcomes. Identified Community Outcomes then serve as guides for setting funding and implementation priorities for activities Council undertakes itself and in partnership with other agencies. The Community Outcomes to which the Wastewater Activity primarily contributes are:- Table 1.1: Community Outcomes and the contribution of the Wastewater service

COUNCIL COMMUNITY OUTCOMES HOW THE WASTEWATER ACTIVITY CONTRIBUTES

PROGRESS HAURAKI We have a positive climate that encourages balanced and sustained economic growth throughout our District.

By providing and maintaining dependable wastewater collection and treatment systems at cost which is affordable.

PREPARED HAURAKI We provide a range of services and facilities to meet our District’s needs and expectations for a safe environment.

By providing dependable wastewater collection and treatment systems that protect public health.

By examining all applications for building consents to ensure that adequate provision for wastewater collection and disposal has been made.

By monitoring the private wastewater systems in the District.

KOTAHITANGA HAURAKI We take a collaborative approach with both Mana Whenua and Tangata Whenua in our District.

By ensuring that cultural values are always taken into account when planning to discharge into natural water.

SUSTAINABLE HAURAKI We plan for the wise use and management of all land and resources for the continued benefit of our District.

By ensuring that all conditions of resource consents (discharge permits) are complied with.

LIFESTYLE HAURAKI We provide an environment that encourages vibrant communities and an enhanced quality of life.

By always planning for the long-term.


1.3 The Council’s Role and Strategic Approach Council operates and develops the wastewater service within a defined strategic framework guided by service levels and legislative standards. Linkages between major council plans, strategies and legislative requirements are shown in the corresponding section of the General Summary. The strategy aim is to continue providing the desired levels of service to future generations and to improve asset management through use of appropriate practices and standards. Consultation and the participation of the community underpin the strategic direction, business, tactical and operational planning for wastewater activities. The Council’s wastewater role is:- to act as service provider for the publicly reticulated wastewater collection and disposal networks; to act when any potential health risks relating to the absence of, or proper management of,

wastewater collection and disposal (whether private or public) are identified; and to ensure that all inhabited buildings have safe and adequate wastewater collection and disposal

facilities. Ensuring compliance with environmental standards management.

In addition to monitoring the ongoing sufficiency, effectiveness and efficiency of the wastewater networks, Council:- maintains an overview of the sufficiency of the private collection and disposal systems, and takes

appropriate steps when problems or potential problems are identified – especially relating to community buildings; and

examines all applications for building consents to ensure that adequate provision for wastewater collection and disposal has been made.

1.4 Legislative Requirements and Bylaws Council follows various legislative requirements (acts and regulations) that govern management of the wastewater activity. These are summarised in the General Summary and in more detail in Appendix M. In 2007 Council reviewed and rationalised historical wastewater and trade waste bylaws. The new set of bylaws for trade waste and wastewater is contained in Part 4 of the Hauraki District Council Consolidated Bylaw1, effective from 1 December 2007, copy included in Appendix M.

1.5 HDC Asset Management Planning Policy Management of the Wastewater assets aims to provide agreed levels of service to the community cost effectively over the asset lives, and to plan and provide financially for replacement or disposal of assets as needed. Council has considered appropriate asset management levels for the Wastewater activity using methodology developed by Waugh Infrastructure Management Ltd (WIML) and applied by council officers in conjunction with WIML. This process delivered the Wastewater asset management levels on which this plan is based, determined at the ‘Core’ level. This will be reviewed in 2014 prior to the 2015-2024 Long Term Plan.

1 The Bylaws for Wastewater can be found in FRED - DM 379775, 387020, 387025, 387026, 387027, 387028


2. LEVELS OF SERVICE

2.1 Levels of Service & Performance Measures Levels of Service for the wastewater activity are determined at the ‘Core’ level of asset management practice, taking into account legislative requirements, public health considerations, customer expectations, effects on the environment and affordability. Appropriate actions, measures and initiatives are discussed in the General Summary section and the relevant appendices. There are seven public wastewater systems to which approximately 6,1502 properties are connected – at Kerepehi, Ngatea, Paeroa, Turua, Waihi, Waitakaruru and Whiritoa. The balance of the population collects and disposes of its sewage by private means – usually septic tanks. Each system consists of a reticulation component and a treatment facility. The asset function is to transport, treat and dispose of wastewater in a manner which meets the standards imposed by legislation, consents and Council. Wastewater service complaints are received and tracked through the Hauraki District Council service request system. Figure 2.2: Household Costs Comparison

This figure provides a broad perspective on the affordability of some of the council services compared to other council and household expenditure on a daily basis. The average cost of wastewater services per day will be approximately $2.00 per household serviced. The Level of Service statement describes the outputs to be achieved by the service3. Customer Levels of service, performance measures and targets are provided in the table below and technical performance measures and targets are provided in table form in the AMP.

2 Number of connected properties as at September 2011 – from Authority Financial system (Supplied by Rates Team Leader) 3 This methodology is in line with the process and methodology described in the NAMS Developing Levels of Service and Performance Measures, 2007.


Table 2.3: Customer Levels of Service, performance indicators and targets

CORE VALUE

LEVEL OF SERVICE / PERFORMANCE OBJECTIVE

PERFORMANCE INDICATOR

BA

SE

LIN

E

TA

RG

ET

Y

EA

R 1

TA

RG

ET

Y

EA

R 2

TA

RG

ET

Y

EA

R 3

TA

RG

ET

Y

EA

R 4

-10

Availability

Information on Wastewater services is available

The following information relating to the HDC wastewater services is available on the Council’s website: current resource

consents relating to wastewater disposal

the wastewater asset management plan executive summary.

New Measure

Avail-able

Avail-able

Avail-able

Avail-able

Health & Safety

Wastewater is managed without risk to public health and safety

Number of wastewater overflows into legally consented dwellings due to faults in the wastewater system.

0 (2010/11)

0 0 0 0

Reliability/ Responsiveness

A reliable wastewater service is provided

Respond to blockages of public sewer mains (not private connections) within four hours.

New Measure

>90% >90% >90% >90%

Sustainability

Wastewater is managed without adversely affecting the quality of the receiving environment

The Council complies with resource consent conditions

New Measure

100% 100% 100% 100%

Quality

Good quality wastewater services are provided

Percentage of users satisfied with the wastewater services provided.

New Measure4

>60% >60% >60% >60%

2.2 Measuring Progress against Community Outcomes The measurement of progress towards achievement of the Community Outcomes to which the wastewater activity contributes is set out in the Appendices.

4 Targets for the year 2013-22 will be established once the initial baseline survey is undertaken in 2012/13.


3. DESCRIPTION OF ASSETS

3.1 Public Wastewater Services The public wastewater systems that are presently owned and managed by the Council are shown in Table 3.1 below. Table 3.1: Overview of the Public Wastewater System(s)5

AREA

AVERAGE SYSTEM

CAPACITY DESIGN

(PER DAY)

RESOURCE CONSENT

PERMITTED DISCHARGE (PER

DAY)

NUMBER OF CONNECTIONS

TREATMENT SCHEME R

ET

ICU

LAT

ION

LE

NG

TH

(K

M)

CO

NN

EC

TE

D

PR

OP

ER

TIE

S

Kerepehi 100 m³ 834 m³ 7.9 217 Wastewater is treated in two oxidation ponds and then discharged to Awaiti Canal.

Ngatea 260 m³ 6050 m³ 19.3 633

Wastewater is treated in a single cell aerated oxidation pond, and drip fed onto two gravel beds prior to being discharged to land adjacent to the Piako River.

Paeroa 2,134 m³

4000 m³ during normal operating

conditions, or 5800 m³ when pond

levels high due to wet weather

49.5 2186

Wastewater is treated in three aerated lagoons, drip fed onto eight gravel beds, disinfected by UV, and then discharged to land adjacent to the Waihou River.

Turua 80 m³ 250 m³ 4.7 178

Wastewater is treated in a single cell aerated oxidation pond, through a series of maturation cells with gravel filters, and then discharged to land adjacent to the Waihou River.

Waihi 1,370 m³ 4000 m³ 56.2 2447

Wastewater is treated in a two-stage oxidation pond, prior to nutrient removal in an IAF tertiary plant, UV treated, and then discharged to the land adjacent to the Ohinemuri River.

Waitakaruru 42 m³ 75 m³ 5.0 48

Wastewater is treated in advanced septic systems at each property, pumped to the treatment plant where it is further treated by re-circulating textile reactors, UV treated, and then discharged to land adjacent to the Maukoro Canal.

Whiritoa 60 m³ 392 m³ 12.5 443

Wastewater is treated in a facultative aerated pond, followed by a storage pond from which it is irrigated onto an 8 ha eucalyptus plantation.

TOTAL 138.4 6152

5 Information as amended – September 2011


The two largest reticulation networks, Paeroa and Waihi, account for 71% of the District’s reticulation, with pipe lengths of nearly 50 kilometres each excluding laterals. Approximately 25% of the wastewater is commercial or industrial. Other systems within the District convey predominantly domestic wastewater (between 85 –100%) with a few industrial and commercial properties being provided for. The physical parameters of the reticulation and treatment and disposal systems are provided in the General Summary. Layout plans of individual treatment plants are included in Appendix G. The table below provides an overview of the optimised replacement values and the optimised depreciated replacement values of the various systems6. A full summary is outlined in the General Summary.

SYSTEM ASSET / VALUE ASSET / VALUE

ORC ODRC

Paeroa 25,958,000 12,656,000

Turua 1,986,000 1,089,000

Waihi 25,222,000 17,319,000

Ngatea 8,031,000 5,156,000

Kerepehi 3,413,000 1,882,000

Waitakaruru 1,340,000 1,029,000

Whiritoa 5,565,000 3,884,000

Totals 71,515,000 43,015,000

3.2 Private Wastewater Services The balance of the District population disposes of its sewage by private means. In 2005, the Council carried out a comprehensive assessment of all of the wastewater services in the District (both the public and private systems). The following identified ‘communities’ were considered:- The travelling public. The urban and rural serviced areas. The urban and rural unserviced areas. Industry and manufacturing. The Hospitality Industry. Schools and camp facilities. Sports facilities, halls and churches. Tramping huts. Marae.

No significant problems were identified, and the Council will continue to monitor the situation.

6 The rounded values as provided in the 1 July 2011 Valuation are displayed


4. DEMAND AND GROWTH MANAGEMENT ‘Core’ level is appropriate for future demand and growth management.

4.1 Demand Management Demand management is not seen as a major issue for wastewater in the Hauraki district, due to the moderate population increase forecasted for the district. The wastewater service is charged to properties which are or are capable of being connected to a public wastewater system. Appendix H outlines the cost and funding of this service. The historical and estimated future discharge levels at treatment plants are shown in the figure below. Figure 4.1: Historical and Forecasted Wastewater discharge levels at wastewater treatment plants


5. RISK MANAGEMENT The HDC AM Policy determines the appropriate level of asset management practice for risk management as “Core Plus”. Risk will be managed to consistently achieve the key business objectives and community outcomes. Potential risks to the wastewater services and assets are identified, analysed and mitigation strategies developed A comprehensive risk analysis for the wastewater services and assets in Hauraki district has been undertaken. Business risks as well as asset risks were identified and analysed using the corporate risk evaluation frameworks, into extreme, high, medium or low risk categories. Risks related to specific high and medium critical assets were also identified and analysed. For high or extreme risks treatment options and control processes have been developed. The residual risks7, remaining after treatment plans and controls are implemented, are also assessed. The risk management processes identified in AS/NZS 3100:2009 Risk Management Standard have been followed. Waugh Infrastructure Management has identified high, medium and low criticality assets and risks relevant to these critical assets have been identified and analysed. This is a significant advance in this asset management plan, compared to previous versions. The Business risks assessed with a high and extreme priority are: Sub-standard operation of assets leading to damaged assets or below capacity service delivery. Changing environmental standards requiring increased capital and operating expenditure to

comply with standards. Long-term planning deficient due to insufficient funding provision and possible rates increase or

deferred expenditure. Errors in financial forecasting leading to pressure on Capex and Opex and LOS decline or rates

increase. Outdated and inappropriate IT systems e.g. telemetry, which causes inefficient use of staff and an

increase in cost of service for technologies and resources. Required renewal or maintenance deferred and not recorded leading to high unplanned increase

in costs. Slow response to emergency event, reduced LOS and possible health issues due to an

inadequate incident response planning system. Asset risk plan not implemented therefore making asset failure a risk due to unmanaged

identifiable risk and legal, regulatory action and additional costs incurring possible. Contractor non-performance may lead to service disruption or reduction in level of service and

decline in condition of assets. Asset risks with the highest priority are: Subsidence due to mining causing pipe fractures, overflows, service impaired and possible public

health risks. Corrosion leading to equipment failure and treatment maybe impaired with possible public health

risk. Major Flood resulting in a pump switchgear damaged, Outfall capacity exceeded, sewer

overflows and subsequent public health issues to the community. 7 Residual risk is the balance of the risk that exists, after the treatment action to mitigate the gross risk, was implemented.


Pump control component failure leading to plant inoperable, sewer overflows and possible subsequent public health risks.

Critical asset risks with the highest priority are: Major flood resulting in pump switchgear damaged with possible public health risk Pump control component failure resulting in the pump being inoperable with public health and

environmental risk. Risk control processes and mitigation strategies are discussed in more detail in Appendix F, where procedures to mitigate significant negative effects, the impact on lifelines and emergency management (Civil Defence Management Act) are also discussed, as are Corporate insurance policies. Public Health Risk Management Plans (PHRMP) for treatment plants have been compiled with the help of Opus International Consultants.

5.1 Positive and Negative Effects Measures to mitigate possible negative effects related to wastewater activities have been developed to address the sustainability elements (Environmental, Economic, Cultural and Social) in Appendix F and the General Summary. The following issues were of high importance to wastewater activity: Possible overflows in rain events resulting in contamination of Stormwater flow paths Major expenditure required to meet required treatment criteria Health effects from sewer overflows More waste created with the increase in population


6. LIFECYCLE MANAGEMENT

6.1 Lifecycle Analysis HDC AM Policy determines ‘Core’ as the appropriate level for Lifecycle Management for wastewater assets. The council intends to continue to own, control, manage and operate all of the public reticulation and treatment systems within the District. The physical operation and maintenance will be conducted by Council’s Construction & Maintenance (C & M) Business Unit. The following figure summarises the assets that are valued as part of the wastewater network8. Figure 6.1: Assets by scheme and gross replacement cost

Asset management processes to refine the renewal profiles and improve the understanding of the annual renewal expenditure needed to maintain the current level of service, are currently in progress. These processes include: Review and implementing the Renewals Strategy to take account of the impact of base lives,

criticality, material types, location and pressure on predicted asset lives. Updating asset and condition data in the AMS.

8 The replacement values are based on the 2011 Wastewater Infrastructure Valuation performed by Opus International Consultants.


Figure 6.2: Potential Renewal Profile - 20 years of Projected Asset Renewals9

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Wastewater Asset Renewals ($)

Renewal Year

Consent Manholes Plant Reticulation100 year Average 10 Year Rolling Average 5 Year Rolling Average 20 year Average

Table 6.1: Key Issues for Wastewater Life Cycle Management Key Issues/Comments Importance

Asset hierarchies have been looked at and more data collection is presently underway. A desktop exercise was undertaken a few years ago to assess condition and this needs to be reviewed, particularly for critical assets.

Med

Paeroa and Waihi schemes have wet weather overflows Med/High

The AMS (the new asset register, moving from Confirm to AM system) project is addressing the documentation of data requirements and data flow processes. This will assist with the data cleansing process and longer term information updates.

Med

Flow monitoring is used across the network to determine where CCTV needs to be undertaken. This mainly to address inflow and infiltration which results in wet weather overflows.

High

There is currently no cross link between the determination of asset lives based upon asset condition. As part of the second phase of the implementation of AMS (Asset Management System), Council will review the existing data and the process of setting asset lives based upon condition.

Med/High

Information on underground Wastewater assets is fairly poor. Med/High

There are some gaps in the above ground asset data. Additional information needs to be collected to address this and a project has been planned for this.

Med/High

There is a backlog of condition data that needs to be uploaded into the AMS system.

Med

9 Based on 2008 Infrastructure Valuation


6.2 System Information and Data Various systems and technologies are used to manage and operate wastewater assets to provide the level of service that customers require. The primary systems used in the operation and management of wastewater assets and services are: Table 6.2: Data Information Systems System Name Purpose Function

Authority Financials Financials Capture and track financial information.

Asset Information System (AM) Asset Register & works management processes

Capture asset information, maintenance actions and history.

MapInfo Geographical Information System

Provides multi layer spatial information of Council assets via a computer desktop application.

Intramaps GIS Viewer Provides location and summary information of Council assets.

Hummingbird (FRED) Document Management Provide a structure for managing all Council documents.

In Touch SCADA – Supervisory Control and Data Acquisition

Provides opportunity to monitor and have a remote access control of operational activity.

Intranet – Open service requests

Service Requests Monitoring and tracking of service requests made by residents and stakeholders.

Wastewater AMP - Executive Summary June 2012 13

7. FINANCIAL MANAGEMENT HDC AM Policy determines ‘Core’ as the appropriate level for Financial management for Wastewater. The estimates were updated with the 2011 Valuation and completion of the Long Term Plan. The current information provides the estimated operational and capital expenditure for the next ten years. Table 7.1: Summary of Operational & Capital Expenditure and Revenue Forecast ($000) OPERATIONAL EXPENDITURE 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Treatment 557 580 601 625 651 675 700 728 760 794 Reticulation 97 100 104 108 112 116 120 124 130 135 Fixed Costs 84 86 89 92 96 99 102 106 109 113 Overheads 325 334 343 352 362 372 382 393 404 416 Pump Stations 236 246 256 267 278 289 300 313 328 343 Major Maintenance 15 26 16 45 87 144 74 26 20 21 Other 290 196 294 215 305 273 269 236 217 226 Depreciation 1,119 1,122 1,304 1,304 1,304 1,464 1,464 1,464 1,685 1,707 Interest 704 700 660 638 598 561 515 476 408 370 Total 3,427 3,390 3,667 3,646 3,793 3,993 3,926 3,866 4,061 4,125

OPERATING REVENUE

Fees & Charges 104 128 152 178 207 214 221 229 238 247 External Subsidies - - - - - - - - - - Targeted Rates 3,267 3,349 3,432 3,518 3,606 3,696 3,789 3,883 3,981 4,080 Total 3,371 3,477 3,584 3,696 3,813 3,910 4,010 4,112 4,219 4,327

OPERATING SURPLUS (DEFICIT) -56 87 -83 50 20 -83 84 246 158 202 FUNDED BY Payments to staff and suppliers 1,279 1,234 1,360 1,352 1,528 1,596 1,566 1,533 1,564 1,632 Finance Costs 704 700 660 638 598 561 515 476 408 370 Internal charges and overheads applied

325 334 343 352 362 372 382 393 404 416

Transfers to/from Water Reserve - - - - - - - - - - Total 2,308 2,268 2,363 2,342 2,488 2,529 2,463 2,402 2,376 2,418


CAPITAL EXPENDITURE 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Renewals 996 588 873 741 755 680 942 671 711 833 Level of Service Increases 6 - - - - - - - 541 - Capacity Demand Increases - - - - - - - - - - Total 1,002 588 873 741 755 680 942 671 1,252 833

The detail forecasted expenditure for the LTP is included in Appendix H


7.1 Operation and Maintenance Expenditure The estimated profile of cost of operations and maintenance for the next ten years is shown in Figure 7.1. It is estimated that approximately $37.9m will be spent on operating and managing of the wastewater systems over the next ten years Figure 7.1: Estimated Maintenance and Operating Expenditure– 2012/22

7.2 Capital Expenditure, Renewals and Depreciation The Council intends to spend $8.34m over the next ten years, replacing, upgrading and extending the wastewater systems. Figure 7.2 shows the expenditure timetable and estimated levels for future years. This includes renewals expenditure. Figure 7.2: Estimated Capital Requirements – 2012/22


7.3 Funding of Wastewater The Council’s current funding approach for wastewater is:- Operating costs are funded almost entirely by a scale of pan charges10. Every separate household that is connected to a public system pays a standard uniform charge,

irrespective of the number of pans. (The rate is currently $ 505). Commercial and industrial properties pay a charge per pan connected, but the charge per pan

reduces progressively the more pans that there are. Properties that are capable of being connected, but which are not connected, and which are

located within 30 metres of a wastewater main, pay a half charge – $252.50 In addition, there is a land value targeted rate for the purpose of repaying Paeroa Wastewater Loans. Capital expenditure is funded by the depreciation provision, and then from wastewater reserves, and by external / internal borrowing.

10 Rates used as per the 2008/09 Hauraki Annual Plan


8. PLANNING ASSUMPTIONS AND CONFIDENCE LEVELS

Planning assumptions and confidence levels are determined as being appropriately managed at ‘Core’ level. Listing of all assumptions including the organisation’s strategic plan is ‘Core Plus’ level. Below is a summary of the assumptions that relate to Wastewater activities. Table 8.1: Summary of Assumptions for 2012/22 LTP and AMPs

ISSUE ASSUMPTIONS

Population Growth The population of the District will grow up to an estimated 4% during the life of this plan.

Rating Unit Growth That the growth in the number of rateable units will likely be 0.5% per annum over the first 5 years of the plan, and increase to 1% per annum over the second half of the plan

Consultation There will be a continuation of increased levels of community consultation required as a result of the provisions of the Local Government Act 2002.

Levels of Service Demand for Council services and community expectations regarding the levels of service Council gives will not significantly change.

Resource Consents Conditions of resource consents held by Council will not be altered significantly.

Operating Environment There will be no significant changes to Council’s operating environment which have not already been planned for, e.g. natural disasters, health epidemics, significant asset loss, changes to legislation and improvements in efficiency.

Method of Service Delivery Services will continue to be delivered at the same cost (inflation-adjusted).

Asset Information Performance data for assets is reliable.

Climate Change Temperature in Hauraki will likely rise 2.1 degrees Celsius in the next 100 years, although will most likely not alter significantly during the life of this plan.

Rainfall Rainfall will be likely decrease by 10 mm in the plains, 30 mm in Waihi and 10mm in Paeroa as an annual average over the next 100 years. During the life of this plan, there is likely to be little change.

Major rainfall Major rainfall intensity will be likely to increase by 20 % in the next 100 years in Hauraki. This will be a gradual increase, and only minor effect will be likely during the life of this plan.

Sea Level Sea Level is likely to rise by 0.5m over the next 100 years. There is likely to be little change seen during the life of this plan.

Inflation Separate inflation projections have been used for individual cost categories for each year of the 10 year projections.

Interest Interest on Term Debt is calculated at 6.5% per annum. Interest on Investments is calculated at 5%.

Revaluation Infrastructure Assets were re-valued as at 30th June/1 July 2011. The projections provide for changes in asset valuations every three years based on capital works, retired assets and the amount of inflation over that period of time.

Vested Assets No vesting of assets has been included in the plan.

Funding Sources Sources of funds are as per the Revenue and Financing Policy.

Capital Works Costs On average, costs of major capital works will not vary significantly from costs estimated at the concept stage.

Asset Life

Useful lives of assets are as recorded in asset management plans or based upon professional advice – refer to the Accounting Policies in Note 1. The useful lives of capital additions are based on an average percentage basis of the lives used for existing assets.


9. SUSTAINABILITY ‘Core’ level is appropriate for management of Sustainability with the element of “Incorporation of national and regional sustainability policies and plans” at ‘Core Plus’ level.

9.1 Sustainability Concept Sustainability and sustainable development considerations are basic to asset management planning and guide the selection of options for development and service delivery. Decisions consider, and where possible, balance: the social, economic, and cultural well-being of people and communities; the need to maintain and enhance the quality of the environment; and the needs of future generations.

The policy is clear that Council has to act, operate and develop in the most sustainable way possible, recognising the importance to and impact on cultural, economic, environmental and social well-being.

9.2 The Hauraki Sustainability Tuner Council has developed a framework, the Hauraki Sustainability Tuner, which identifies the major issues related to an activity and measures the impact of the activity on the four dimensions of well-being as an element of future sustainability.

9.3 Wastewater Sustainability Assessment The assessment incorporates the experience and judgement of wastewater personnel. Table 9.1: Sustainability Tuner – Wastewater

SC

OR

E

WELL-BEING DIMENSION FOR HDC WASTEWATER

EC

ON

OM

IC

EN

VIR

ON

ME

NT

AL

SO

CIA

L

CU

LTU

RA

L

5 4 3 2 1 0 -1 -2 -3 -4 -5


The impact of wastewater services and activities on the dimensions of well being is generally positive, relating mostly to positive social and environmental impacts in providing useful infrastructure and creating a healthy environment in which communities can thrive. Negative impacts are the cost involved to provide and operate these services and the negative environmental impact that may occur if a catastrophic event occurs.

9.4 Environmental Management – Resource Consents / Property Designations / Zonings and Easements

Resource consents are required when treated effluent is to be discharged into natural water. These are issued by Waikato Regional Council, with whom the Council has a good working relationship. The Council currently has 17 consents, all of which expire at various times between 2015 and 2023. Whilst there have been some areas of minor non-compliance, there are no major issues under this heading.

9.5 Sustainability Issues The following issues regarding the sustainability of wastewater were identified: Balancing of well-beings and future sustainability to be discussed and improved. List any sustainability issues related to wastewater. Details of strategies and operations to enable greater sustainability. Extent of consents issued and discussion of compliance issues involved


10. IMPROVEMENT PLAN The HDC AM Policy determines ‘Core’ as the appropriate level for management of wastewater improvement plans and ‘Core Plus’ for monitoring Improvement plans against KPI’s.

10.1 Progress with Improvement Plan Improvement actions that have been completed since the June 2009 wastewater AMP shown in Table 10.1 below: Table 10.1: Progress with Improvement Plan 2009-19 Wastewater

NO PROJECT DESCRIPTION STATUS OF ACTION OUTCOME / DECISION

1

Determine data requirements and outcomes for asset managers and how data will be used, reported and presented

Completed as part of the AM and Authority system implementation.

Completed

2

Set and document standards that asset data (graphical and non-graphical) should comply with i.e. develop a Data Management Standard

Completed as part of the AM and Authority system implementation. GIS implementation currently underway.

Completed

3 Perform QA check of wastewater utilities data and data cleansing (including condition data)

Data clean-up and restructuring was addressed as part of the AM implementation. Ongoing for data maintenance and confidence improvement purposes.

Completed AM implementation. Ongoing for data clean up.

4

Develop a projects database to record all planned and potential Capex projects and enable prioritisation of projects

Project Brief and As-Built Data Base on the Intranet used to manage progress of projects

Completed

5 Develop planned maintenance strategies and programmes.

Pre-winter jetting of sewer mains will be performed.

Completed

6 Provide direct access to system by users

Wastewater data went live in July. Data are available for enquiry purposes to asset managers

Achieved

7 Capture asset replacement costs and relevant asset values in AMS

Valuation information is captured in AM.

Completed

8

Ensure that all wastewater related resource consents are appropriately managed and designations are correct in District Plan

Consents are up to date and reporting frequency complied with. Designations have been updated for the District Plan revision.

Completed

9 Identify critical assets in AMS Criticality exercise completed as part of renewal strategy and is identified and captured in AM.

Completed


NO PROJECT DESCRIPTION STATUS OF ACTION OUTCOME / DECISION

10 Development of HDC Asset Management Planning Policy

Develop appropriate level of practice and processes in each AM category

Completed

11 AMP Compliance Assessment

A compliance assessment on the current level of asset management practices for the AM categories in relation to the HDC AM Policy was performed by Waugh Infrastructure

Completed

12 Improvement Plan Development

A comprehensive improvement plan for the next ten years have been developed by Waugh Infrastructure

Completed

10.2 Improvement programme 2012-22 Waugh Infrastructure Management has compared the level of current practice and processes11 with the appropriate level determined by HDC AM Policy. The resulting gap analysis has delivered improvement actions, shown in Appendix O and in the General Summary.

10.3 Summary of Costs for Improvement Projects A full summary of the estimated costs of external resources and time of internal personnel to be allocated to the improvement plan over the next ten years are shown in the General Summary. Table 10.2: Summary of Costs for Improvement Project Sections

SECTION NAME Internal Hours

TOTAL ($)

AMP Format 8 3,308

Council Commitment 22 14,513

Description of Assets 19 32,198

Levels of Service 88 11,273

Lifecycle Decision Making 178 155,390

Managing Growth 115 58,609

Outline Improvement Programmes 18 8,033

Planning Assumptions and Confidence Levels 15 19,135

Risk Management 162 67,669

Grand Total 624 370,125

11 HDC Asset Management Gap Analysis Assessment – DM 778117


The figure below profiles the estimated time of staff and contractors and the estimated expenditure to perform the improvement actions and projects. Figure 10.1: Estimated resources required for Improvement Actions

The highest requirement for resources and funds occurs in the year 2014 prior to the next LTP and provides for the next review of the AMP.


11. AMP FORMAT The appropriate level for the development of the AMP format for the Wastewater AMP has been determined as ‘Core’.

11.1 Significant changes Some of the significant changes made to this version of the Wastewater AMP include inclusion of HDC AM Planning Policy, capture criticality of assets into AM system, assessment of risks for critical assets, development of lifecycle analysis, development of a gap analysis to identify improvement actions to achieve appropriate AM level practises, incorporate 2011 Valuation numbers.

11.2 AM Functions, Processes, Practises & Systems A framework of functions, processes and systems was developed to indicate the roles of these elements in the decision making process and asset management of wastewater assets.

12. COUNCIL COMMITMENT The appropriate level for Council commitment for the Wastewater AMP has been determined as ‘Core Plus’. An AMP Development Team, representing all Council Groups and asset activity areas assist, monitor and guide the development and progress of all HDC asset management plans. The team encourages use of common frameworks and processes to develop AMPs for all asset activity areas. Progress of AMPs is monitored using a project management approach. Reporting on progress and quality is scheduled for every second month. Common issues are discussed and a collaborative approach is developed across all utilities and infrastructure asset activity areas. The Wastewater AMP is adopted by Council and any subsequent changes are captured in the Change Register. The Wastewater AMP and LTP are aligned in all relevant areas e.g. analysis, demand forecasts, estimates, income forecasts, strategies, improvements etc. The AMP also aligns with the District Plan and any other plans and documents currently in operation by HDC.

13. AM PLANNING TEAM Personnel from multi disciplinary backgrounds in terms of experience, qualifications and skills have developed this AMP as part of the Wastewater AMP Team. Their names and positions appear in the control sheet at the beginning of the AMP document. Staff input has been supplemented with the skills, time, experience and knowledge of external consultants and contractors to develop sections of the plan, e.g. development of life cycle analysis (Babbage); Development of the improvement plan (Waugh Infrastructure Management); and development of appropriate HDC AM Policy (Waugh Infrastructure Management). The Wastewater AMP will be used on an on-going day to day basis by personnel of the Utilities Team and also other relevant Council officers.

Documents

WASTEWATER ASSET MANAGEMENT PLAN · 2015. 9. 21. · Executive Summary – Wastewater Asset Management Plan June 2012 1 1. INTRODUCTION 1.1 Background and Rationale for the Council’s