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Asset Management Strategy

October 2016


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Thames-Coromandel District Council

Document Control Record

Project Asset Management Strategy

ECM Document Set ID

Related Documents

Quality Record Sheet

Report Status

Prepared by

Ian Smith – Water Services Manager

David Lindsay – Solid Waste Manager

Cushla Anich – Senior Consultant, Morrison and Low

Internally Reviewed by Bruce Hinson – Group Manager Infrastructure

Externally Reviewed by

Bruce Nicholson – Director, Morrison and Low

Year Adopted _____ 2016

Revision Number

Date Description (including any comments on the revisions)

Prepared by Authorised by

1.0 15 August 2016

First draft Strategy submitted for Council Review

C.Anich B.Nicholson

2.0 7 October 2016

Updated draft Strategy with Council’s feedback

C.Anich B.Nicholson


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Contents

Document Control Record 1

Quality Record Sheet 1

1 Introduction 3

1.1 Background 3

1.2 Council’s Asset Management Framework 4

2 Asset Management Strategy 7

2.1 Introduction 7

2.2 Council’s Strategic Framework 7

2.3 Infrastructure Strategy Principles 9

2.4 Asset Management Objectives 10

2.5 Key Infrastructural Strategies for Three Waters 13

2.6 Key Infrastructural Strategies for Solid Waste 26

2.7 Asset Management Practices 29

3 Asset Management Policy 32

3.1 Purpose 32

3.2 Commitment 32

3.3 Objectives 32

3.4 Scope of Policy 32

3.5 Guiding Principles 33

3.6 Roles and Responsibilities 33

3.7 Stakeholder Communication 35

3.8 Alignment with Other Policies 35

3.9 Adoption of Policy 35

3.10 Review of Policy 35

Appendix A - Progress and Amendments for the Three Waters Improvement Programme 36

Appendix B - Progress and Amendments for the Solid Waste Improvement Programme 41


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1 Introduction

1.1 Background

Thames-Coromandel District Council (Council) provides services and public assets to its communities. It is

responsible for the management of the public assets in the District for the 26,847 usually resident population (at the

2013 census). About half of the ratepayers are not resident full time in the District. The population varies throughout

the year with a seasonal peak in the Christmas and New Year period. This seasonal peak has a large impact on the

demand for services and how Council plans and provides these services. In particular, this peak demand impacts

services for water supply, solid waste, local roads, parks and reserves, and public conveniences.

The public assets covered in this Asset Management (AM) Strategy and Policy includes the provision of water

supply, wastewater, stormwater, roading network, community spaces and Council Administration Buildings. For the

purposes of this AM Strategy, infrastructure assets cover the three waters, transport and solid waste asset groups.

The AM Strategy supports the delivery of Council’s strategic plans and objectives including the Long Term Plan

(LTP) and 30 Year Infrastructure Strategy in order to meet the expectations of our key stakeholders.

The AM Strategy provides the strategic direction for the management of Council’s assets and implementing the

AMPs. It sets out the actions to improve Council’s AM capacity and Asset Management Plans (AMP) to identify the

service standards for assets and contains plans for the maintenance and replacement of specific asset classes in

alignment with the strategic direction. The AM Policy provides the broad framework for undertaking AM in a

structured, coordinated and consistent way across all Council’s asset groups.

People, process and practices together contribute to achieving effective AM. The primary role of the public assets

and activities is to support the delivery of services that support Council’s long term objectives and outcomes.

The outline of this document is shown in Figure 1. Sections 1 and 3 cover all the asset groups while Section 2 is

structured in a manner to identify what is common to all asset groups and that which is specific to asset groups. The

initial AM Strategy document covers the three waters and solid waste asset groups. It is intended to expand the

document to cover transport and community spaces asset groups at later stages. In addition, it is intended that IT,

fleet and commercial buildings (including depots) asset groups will be included in the AM Strategy. AMPs are still to

be developed for these activities.


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Figure 1: Document structure

1.2 Council’s Asset Management Framework

Council’s AM Framework integrates strategic planning processes, decision-making and information across the

assets and activities as shown in Figure 2. It provides a management structure within which stakeholder needs,

levels of service, asset information, finance, risk and resources are brought together to enable balanced, consistent

and high-quality AM decision-making. Through this, it enables the delivery of agreed service levels to our customers

in the most cost-effective manner and provides proper stewardship of the public assets. The AM Framework shows

that the process is two way and iterative between the Council's strategic direction and the AM Strategy, AMPs and

programmes.

Council follows the guidance material provided within industry reference documents including the suite of NAMS

(New Zealand Asset Management Support) AM publications including the 2015 International Infrastructural

Management Manual (IIMM).

• Asset management framework

• Approach to asset management

• Current asset management maturity

Section 1 - Introduction

• Strategic Framework

• Asset management strategic objectives

• Key infrastructural strategies

• Asset management practices

Section 2 - Asset Management Strategy

• Objectives

• Scope

• Guiding principles

• Roles and responsibilities

Section 3 - Asset Management Policy

• Full Three Waters Improvement Programme

Appendix A

• Full Solid Waste Improvement Programme

Appendix B


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Figure 2: Council’s AM Framework

1.2.1 AM Strategy and Policy definitions

The AM Strategy provides the strategic direction for the management of Council’s asset and implementing AMPs. It

sets out the actions to improve Council’s AM capacity and AMPs to identify the service standards for assets and

contains plans for the maintenance and replacement of specific asset classes in alignment with the strategic

direction. The AM Policy provides the broad framework for undertaking AM in a structured, coordinated and

consistent way across all Council’s asset groups.

1.2.2 Council’s approach to asset management

Council's AM approach, as set out in the 2015 AMPs, is the management of Council controlled public assets to

ensure that the Council is able to deal with changes to meet community needs, and to be in accordance with the

Local Government Act 2002 and amendments. Council is committed to sound AM in order to deliver the most

appropriate level of service balanced with affordability and good industry practice for the Thames-Coromandel

community.

1.2.3 Current asset management maturity

A key feature in the AM Framework is to continue to improve AM practices, processes and tools. This is essential to

ensure the asset system and services are effectively managed. The current AM maturity based on the 2015 AMPs

for each activity is summarised in Table 1, together with the continuous improvements activities:

Council’s strategic plans and objectives

Legislative and legal requirements

AM Policy: (Consistent approach; standardised and coordinated way)

Health and Safety Policy

Risk Management Policy

Capitalisation Policy

Development Contributions Policy

Earthquake Prone and Insanitary Buildings Policy

Council’s 30 year Infrastructure Strategy

AM Strategy

AMPs

Implementation of the AMPs

Asset portfolios (range of asset types, condition, criticality and performance)

Performance evaluation and improvements including performance and condition monitoring

Asset lifecycle activities (i.e. create, utilise, maintain, renew and dispose)

Long Term Plan and Annual Plans

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Table 1: AM maturity and continuous improvement summary

Activity Current maturity assessment

Goal Continuous improvement activity

Three waters Working towards core

Core and achieving some advanced AM practices such as risk for water supply and wastewater activities

Morrison Low as independent reviewer with progressive feedback process for the Water Services AMP in 2015 and 2016

Participated in Water New Zealand’s 2014/15 National Performance Review. This review identified gaps in Council's data. It also helped us to better understand Council's water network performance compared to our peer group (provincial district councils

Solid waste Working towards core Core None undertaken to date

Transport Core Intermediate

Morrison Low as independent reviewer of the Transport Activity Management Plan in 2015

A review of AM planning in thirteen road controlling authorities was undertaken for New Zealand Transport Agency (NZTA) in 2013. GHD were the independent reviewers. Achieved 70 per cent against a desired 75 per cent AM maturity.

Community Spaces Working towards core Core Participated in previous Parks Yardstick Benchmarking programmes

Council Administration Buildings

Basic Core None undertaken to date

The improvements identified in the 2015 AMPs were based on the opportunities identified through the plan

development only. It is recognised that a formal AM practices review was not undertaken to fully assess the AM

capability across the business.

It is proposed to undertake a practices’ review of the three waters activities in the short to medium term, followed by

the community spaces activities (for the higher value higher risk asset activities such as parks and reserves, public

conveniences and cemeteries). A formal practices’ review will assist in prioritising initiatives through a gap analysis

across the whole business, and identify and prioritise AM improvements.


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2 Asset Management Strategy

2.1 Introduction

The AM Strategy provides strategic direction for undertaking and implementing the AMP and guiding the direction for

the specific infrastructural strategies. This section covers all of Council’s assets and includes key infrastructural

strategies for the three waters and solid waste asset groups.

It guides the management, planning, construction, maintenance and operation of the infrastructure to meet the

objectives in the 2015 LTP. The AM Strategy will enable Council to:

Ensure the integration of Council’s AM with its long term strategic plans including the LTP and 30 Year Infrastructure Strategy

Show how its asset portfolios will address Council’s strategic direction and specifically meet the service delivery needs of its community into the future.

The AM Strategy will continue to evolve as Council’s outcomes and corporate goals develop and refine. The key

steps in this process include reviewing the strategic trends, assessing potential impacts on the asset stock, and

assessing gaps in the asset knowledge required to prepare the respective AMPs and AM Improvement Plan.

2.2 Council’s Strategic Framework

Council’s vision for the District is:

“We will be a leading Council in New Zealand through the provision of quality services and facilities, which are

affordable, and delivered, with a high standard of customer service”.

The linkages between the Council’s vision, Council Outcomes, LTP and 30 Year Infrastructure Strategy, and the

asset strategies and plans are set out in the Strategic Framework (refer to Figure 3). There are three Council

Outcomes which support our vision. The levels of service for all our infrastructural activities have been developed

around, and align to, these Council Outcomes.


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Figure 3: Strategic Framework

The Strategic Framework shows how the Council Outcomes, LTP and 30 Year Infrastructure Strategy provides

direction to the AM Strategy. It also shows that the day to day operational and delivery programmes informs

Council’s strategic direction through the AM Strategy and Policy and AMPs. The Strategic Framework shows that

both investment and levels of service options is a two way and iterative process.

The relationship of Council’s Council Outcomes, LTP and 30 Year Infrastructure Strategy on the specific assets

groups is shown in Table 2. This helps inform the development of the specific AM strategies set out in Section 3.

Note that the 30 Year Infrastructure Strategy, as it currently stands, only applies to the three waters and transport

activities.

Plans and Strategies

Council’s vision: We will be a leading Council in New Zealand through the provision of quality services and facilities,

which are affordable, and delivered, with a high standard of customer service.

Community Outcomes

A Prosperous District A Liveable District

Strategies, policies, plans and bylaws District Plan Long Term Plan

A Clean and Green District

Strategic Direction (outcomes)

Community Board Plans

Investment and levels of service options Investment and levels of service direction

Performance monitoring feedback Programming decisions

AM Strategy and Policy AMPs

Programme development and preparation

Waste Management and Minimisation Plan, Asset Data Condition Strategy, Renewals Strategy, Water Demand Strategy, Regional Land Transport Strategy

Infrastructure Planning

Optimisation of the asset lifecycle maintenance and renewals

Network operations Network development (detailed investigation, design and construction)

AM programming and analysis

Three Year Forward Works Programmes

Community engagement and education

Operations and delivery (outputs)


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Table 2: Strategic relationship with asset groups

AM Strategic Direction

Three Waters

Solid Waste

Transport Community Spaces

Administration Buildings

Council Outcomes

A Prosperous District

A Liveable District


Infrastructure Strategy - Focus on current day standards while remaining affordable

Maintenance and renewals programmes based on quality information

Priority safety improvements

A small number of growth related projects

Investment to improve standards and meet consent conditions

Local network improvement

LTP –activity primary purpose

Provides public health and essential services for the community

Protects the environment

Safe and efficient movement of people within communities

Supports recreation, social and cultural needs of the community

Provides functional facilities for Council purposes

2.3 Infrastructure Strategy Principles

The AM Strategy provides greater definition in relation to asset and infrastructural management than provided in the

30 Year Infrastructure Strategy.

The approach adopted with the 30 Year Infrastructure Strategy is to ensure that we manage our existing assets

efficiently and effectively and invest in new infrastructure assets wisely. Our approach to infrastructure management

is based on the following principles:

Making best use of our existing infrastructure and ensuring good stewardship of the investment that we have already made

Managing our assets based on quality information

"Right sizing" our infrastructure assets

Ensuring that we invest in new infrastructure only where demand is certain and long-term

Taking a careful approach to adopting increased service levels

Taking a careful approach to investing in new infrastructure, primarily, for the purpose of achieving broader objectives.

This approach will enable infrastructure programmes to be refined and optimised so they achieve the best value for

money from previous and new investments in terms of the level of service they deliver.


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The most likely scenario identified in the 30 Year Infrastructure Strategy is to deliver to the current day standards

while remaining affordable. To achieve this scenario over the next 30 years we will focus on:

Maintenance and renewals programmes based on quality information

Priority safety improvements

A small number of growth related projects

Investment to improve standards and meet consent conditions where necessary

Local network improvements.

2.4 Asset Management Objectives

The success of the AM Framework in meeting Council’s strategic objectives, AM policy and asset / infrastructural

strategies shall be measured with the following AM objectives (refer to Table 3). This shows that many of the AM

strategic objectives are common to all asset groups. Note that the key infrastructural strategies are not repeated

where they are common across multiple asset groups such as risk management framework and asset condition.

An overarching AM strategic objective is that all the asset groups comply with the relevant legislative requirements

and industry standards.


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Table 3: AM strategic objectives

Council Outcomes

Key service attribute

Asset management objectives Three Waters

Solid Waste



A Liveable District

Safety Renew critical assets before the end of their effective life and run to failure non-critical and low critical assets and replace reactively.

Business plans are in place for mitigating the risk of critical asset failure.

Immediate or frequent public safety or health issues are resolved or mitigated in a timely manner.

Network asset security by securing against unauthorised entry.

Risk management

All incidents are investigated and recorded through corrective action process.

Emergency response plans are in place for severe events, tested and communicated with the relevant stakeholders.

Asset management practices are consistent with Council’s Risk Management Framework including Risk Management Policy and sound governance.

Strategic Planning

Asset management practices are consistent with Council’s strategic direction as set out in the 30 Year Infrastructure Strategy and LTP.

Asset management practices comply with relevant legislative requirements and industry standards.

Reliability Minimise water service interruptions to customers measured by Department of Internal Affair’s mandatory performance measures.

Reliable rubbish and recycling kerbside collection services for customers including during summer peak period.

Responsiveness Planned supply interruption measured by notification.

Request for service completed within set response time.


Environmental management

Water networks are managed sustainably as measured by industry standards for water efficiency.

Wastewater network are managed to minimise the environmental impact and nuisance to the community.

Incorporate water sensitive design planning with greenfield sites and with brownfield sites where practical.

Give priority to sensitive receiving environments.

Facilitate waste minimisation practices and promote reduction of the amount of waste going to landfill.


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Council Outcomes

Key service attribute

Asset management objectives Three Waters

Solid Waste



A Prosperous District

Growth management

Align work programmes and investment priorities with the growth areas with a just in time or catch up approach where demand is certain and long term.

Communication with stakeholders

Consult with mana whenua in relation to three waters management for major capital projects and other three waters programmes as appropriate for inclusive decision making.

Consult with the Thames Coromandel community in relation to three waters management for major capital projects, resource consents and other three waters programmes where appropriate.

Communicate with the Thames Coromandel community to engage them with waste minimisation initiatives to reduce waste

Communicate with the Thames Coromandel community to inform them on waste facilities and available in their area and increased services in the summer peak period.

Customer service

Service requests are responded to in relation to the urgency and importance in accordance with the targets defined in AMPs and LTP.

Business efficiency

The asset condition profiles are within acceptable industry levels for the major asset classes as set in the AMPs.

Optimise the use of our existing infrastructure.

Manage water demand efficiently and in alignment with the recommended strategy identified in the Water Demand Management Strategy ().

Meet core AM status for all asset groups in the next three years, and intermediate status for the transport activity.

Undertake whole of life AM approach with all decision making for existing and new assets.

Infrastructure is planned with the defined level of service as set out in the AMPs and LTP.

Be in the median or better for the provisional peer group for the three waters performance as measured by the Water New Zealand National Performance Review benchmarking.

The following sections address those objectives and strategies unique to the specific asset groups.


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2.5 Key Infrastructural Strategies for Three Waters

Council’s strategic approach for managing the three waters activities are covered by the following key infrastructural

strategies. They are grouped by the relevant Council Outcomes and key services attributes, and detailed in the

following sections. Note that the improvement actions are listed at the end of each water key strategy.

Table 4: Key three waters infrastructure strategy summary

Council Outcome

Key Service Attribute

Key Three Waters Strategy

A liveable district

Safe communities

Water Key Strategy 1 - We will incorporate risk management philosophies into all of our three waters practices

Water Key Strategy 2 - We will identify and monitor our critical three waters assets

Water Key Strategy 3 - We will renew our three waters assets with a risk based approach

Water Key Strategy 4 - We will be able to adapt to a variety of future scenarios for resilience

Water Key Strategy 5 - We will be able to adapt to a variety of future scenarios for climate change

A prosperous district

Supporting sustainable growth

Water Key Strategy 6 - We will support and facilitate sustainable growth where demand is certain and long term

A clean and green district

Sustainable- Environmental performance

Water Key Strategy 7 - We will improve the cultural outcomes of our three waters programmes

Water Key Strategy 8 - We will manage our water networks sustainably to ensure that water leakage is within acceptable industry thresholds

Water Key Strategy 9 - We will manage our wastewater networks sustainably to ensure that the environmental impact is minimised

Water Key Strategy 10 - We will consider environmental improvements where there will be measurable outcomes

2.5.1 Safe communities

Risk management framework

Risk management is applied at many levels in the Infrastructure Group and integrated with all three waters service

planning and delivery activities. Risks are managed to an acceptable level to ensure that the Infrastructure Group’s

three waters objectives are met in the most efficient, effective and ethical way.

We will continue with our risk management framework including sound governance. Our top three waters risks are

reported to the Corporate Risk Register where appropriate. Council’s Audit Committee is responsible for monitoring

the key risk exposures, issues and trends such as new legislation across all Council Department.

The three waters systems have inherent risks that the Infrastructure Group manages with a multi-faceted approach.

The existing risk management processes related to AM are summarised as follows (in decreasing risk hierarchy

order):

Corporate risk register

Water supply, wastewater and stormwater activity risk registers

Emergency management strategies including working with the Waikato Lifeline Utilities Group and Thames Valley Emergency Group

Water Key Strategy 1 - We will incorporate risk management philosophies into all of our three waters practices

We will continue with our risk management framework including sound governance

We will identify any of our water assets that may be classified as dams

We will use a risk based approach for fencing around stormwater inlets and outlets

We will continue to make sure manholes that pop open during flood events are made safe

We will continue to implement and update the Water Safety Plans to demonstrate that we are providing safe drinking water


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Operational risk management system including Council’s approved contractor health and safety list

Project risk assessments.

Council has adopted the joint Australian–New Zealand International Standard Risk Management – Principles and

Guidelines (AS/NZS ISO 31000:2009). This is an integrated risk management approach and considered good

industry practice.

Council’s Health and Safety Policy (January 2016) signed by the Chief Executive is a commitment to manage the

risk of harm to employees and others, and this is considered with the operations and maintenance of the three

waters systems. Public safety is our highest priority and considered with all of our three waters activities including:

Our response to incidents (refer below on popping manholes)

Design of new and renewal capital works

Management of high risk assets

Fencing around inlets/ outlets and ponds (refer below).

Our top three waters risks identified through our risk management framework are (as at June 2016):

Loss of raw water to treatment plants

Wastewater overflows, contamination of adjacent properties, receiving waters, illnesses, near misses, injury at pump stations

Loss of wastewater service at treatment plants

Public safety compromised such as person falling into open manhole causing injury or death

Flooding of habitable floors, damage to property, road flooding, increased erosion.

Dam identification

It is important that the Infrastructure Group better understands and manages any three waters dams with the

introduction of the Dam Safety Regulations 2015. Dams are classified as greater than 4m or more in height or

impound 20,000m3 or more of water (or other fluid).

The identification any of our existing assets that may be classified as dams is a high priority. Assets may be

incorrectly classified as ponds rather than dams in relation to the new regulations. The following assets may be

classified as a dam from a preliminary assessment:

Coromandel Water Supply Dam

Tairua Water Supply Dam

Pond at the Whangamata Wastewater Treatment Plant (WWTP).

The correct classification of dams is a high priority improvement project and data cleansing of the asset inventory is

planned for 2016/17. Note that no stormwater ponds have been identified to be classified as a dam but this will be

reconfirmed with the dam classification project.

Fencing around inlets/ outlets and ponds

Fences are generally only installed with stormwater assets including lined channels, culverts, head walls, ponds and

inlets and outlets, due to public safety concerns on a case by case basis. We will continue to use a risk based

approach for fencing around stormwater assets as well as the use of inlet safety grilles. Each site will be assessed

for the necessary requirement for fencing and grilles taking into account likely human access and the height of the

structure in accordance with the Code of Practice for Stormwater and Land Drainage (October 2013).

Our approach is that the design of all stormwater assets shall consider health and safety risk throughout the life of

the asset and be consistent with Council’s Health and Safety Policy Statement. Our preference is the designing out

the requirement for fencing around stormwater assets where practical.


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Popping manholes

We will continue to make sure stormwater and wastewater manholes that pop open during flood events are made

safe. This generally only occurs in extreme rainfall events in some parts of Thames.

Our service level for popping manholes ensures an urgent response to the service request when public safety may

be endangered. We will also investigate each popping manhole incident to understand the root cause and therefore

identify the appropriate options. Manhole lids are sometimes bolted down after an incident until a permanent

solution can be implemented.

Water Safety Plans

Water Safety Plans are a compliance tool as a key element of a drinking water supplier’s quality assurance as part of

the Health (Drinking Water) Amendment Act 2007. There are Water Safety Plans developed and implemented for

our public water supply systems. The Hahei Water Safety Plan is still in the review process with the Waikato District

Health Board, with all other plans now approved and implemented.

We will continue to implement and update the Water Safety Plans to demonstrate that we are providing safe drinking

water.

Identification of critical three waters assets

A key infrastructural strategy is the identification and ranking of our three waters assets in relation to risk. This is

achieved by the calculation of asset risk using the consequence of failure from the criticality level and the likelihood

in terms of asset condition. This helps us manage the three waters assets with a risk based approach.

We have determined the complex assets above ground assets (i.e. treatment plants, pump stations etc.) as critical

based on our operational knowledge. The critical below ground assets has been assessed at a high level using a

simple approach.

A formal criticality assessment of both below and above ground water supply, wastewater and stormwater assets is

recognised as a future improvement. The goal is to keep the simple criticality criteria but using GIS spatial analysis

to map it.

Monitoring of asset condition

The 30 Year Infrastructure Strategy (2015) identified asset age and condition as a significant infrastructure issue for

the water supply, wastewater and stormwater networks. The monitoring of asset condition will continue to be one of

our determinants for estimating the remaining life. The observed asset condition is used to understand if the

remaining life is better or worse than expected and therefore the decay characteristic.

We proactively survey our critical three waters assets to understand risk levels and enable risks to be proactively

managed within acceptable limits. The condition assessments help us make informed investment decisions by

understanding how assets deteriorate

Improvements for Water Key Strategy 1 will be achieved through the following action:

Identify any of our existing assets classified as dams in accordance with the Dam Safety Regulations 2015 in order to manage these dams (if any) effectively

Water Key Strategy 2 - We will identify and monitor our critical three waters assets

We will undertake a criticality assessment of both below and above ground three waters assets

We will continue to survey the critical assets with above ground assets every six years


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Quality information is important for making sound investment decisions. This needs to be balanced against the data

collection costs. Efficient data collection and analysis is important to ensure that the greatest possible benefit is

gained from the investment. We will continue to proactively survey the asset condition of the critical assets and

survey non critical assets as required as our most effective strategy.

We will continue to survey our critical above ground assets every six years. This approach allows us to adequately

plan our complex asset renewals and fit into Council’s three year LTP planning process.

Public safety renewals

Public health and safety will continue to be the Infrastructure Group’s top priority in relation to the three waters public

systems.

Immediate public safety or health issues in relation to the three waters public systems may include poor firefighting

capability, dry weather overflows onto private property, wastewater flooding, high gas level exposure from the

wastewater network, deep flood waters, high flow velocities, significant flooding of habitable or non-habitable areas,

significant road flooding, and popping stormwater or wastewater manholes.

Any public safety renewals are implemented with shortened timeframes using the best information available.

Renewal approach

We will renew our three waters assets with a risk based approach as follows:

Renew assets classified as critical and moderate criticality before the end of their effective life

Run to failure non-critical assets and replace reactively.

We also renew assets in collaboration with other Council work programmes in particular with roading.

Our current renewal approach including the intervention thresholds is summarised in Table 5.

Table 5: Three waters current renewals matrix

Asset group Asset class Current renewal approach Intervention threshold

Water supply Critical above ground assets

Diligently monitored and visually inspected by Veolia Water annually for defects and assets in condition grades 4 and 5 or not fit for purpose as intended are put forward for the three year forward works programme. Asset classes include treatment plants, pump stations and reservoir components.

Proactive intervention

Avoid for some asset classes

Non-critical above ground assets

Generally reactive renewals unless there are unacceptable consequences and therefore proactively replaced.

Run to failure

Specialised equipment is replaced based on age. Predict

Water Improvements for Key Strategy 2 will be achieved through the following action:

Undertake a criticality assessment of both below and above ground three waters assets.

Water Key Strategy 3- We will renew our three waters assets with a risk based approach

We will continue to manage renewals with high consequence risks such as immediate or frequent public safety or health issues in a timely manner

We will continue to renew critical assets based on our renewal strategy and replace non-critical assets reactively

We will ensure that the renewal backlog is within acceptable limits


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Critical below ground assets

Critical assets in condition grades 4 and 5 are proactively renewed dependent on the following criticality ranking. Asset classes include large watermains, rising mains, serving hospitals and schools, intersecting a state highway etc. Candidates are identified from Veolia Water’s recommendations and customer service issues.

Critical ranking Proactive intervention

Moderate criticality ranking Predict

Non-critical below ground assets

Non-critical assets in condition grades 4 and 5 are generally replaced reactively unless there are unacceptable consequences and therefore proactively replaced. Asset classes include smaller watermains and ridermains or asset classes where there is no particular benefit in forward planning such as valves and hydrants.

Run to failure

Problematic or high risk asset material such as alkathene and galvanised iron will continue to be proactively renewed. These problematic materials can deteriorate rapidly with heavy corrosion and generally compromise levels of service before the expected end of life.


Watermains are upgraded (replaced but with larger size) through modelling the water supply network particularly where there are firefighting deficiencies.

Predict

Water meters Water meters are generally replaced reactively except for bulk meters required for consent conditions.

Run to failure

Wastewater Critical above ground assets

Actively monitored and visually inspected by Veolia Water regularly for defects and assets in condition grades 4 and 5 or not fit for purpose as intended are put forward for the three year forward works programme (renewals). Formal asset condition reports prepared as requested. Asset classes include treatment plants and pump stations. A reliability centre maintenance (RCM) approach is underway with the three Eastern Seaboard Wastewater Treatment Plants. Whole of life approach has been adopted for the asset equipment at component level. Future proofing is being built into any planned asset equipment renewals to ensure that these three plants are resilient balanced against the costs and risks.





Run to failure

Specialised equipment is replaced based on age. Predict


Critical assets in condition grades 4 and 5 are proactively renewed dependent on the following criticality ranking. Asset classes include bulk sewer mains, rising mains, serving hospitals and schools, intersecting a state highway, pipe bridges etc. Candidates are identified from Veolia recommendations, customer service issues and CCTV surveys (mainly in the Thames area).




Non-critical assets in condition grades 4 and 5 are generally replaced reactively unless there are unacceptable consequences and therefore proactively replaced. Asset classes include smaller pipelines and connections or asset classes where there is no particular benefit in forward planning such as manholes.

Run to failure

Problematic or high risk asset material such as concrete encased cast iron will continue to be proactively renewed.



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Stormwater Critical above ground assets

Proactively monitored and visually inspected by Veolia Water annually for defects and assets in condition grades 4 and 5 or not fit for purpose as intended are put forward for the three year forward works programme (renewals). Asset classes include pump stations, detention ponds and soakage cells.





Run to failure

Specialised equipment is replaced based on age. This mainly applies to asset equipment in pump stations.

Predict


Critical assets in condition grades 4 and 5 are proactively renewed dependent on the following criticality ranking. Asset classes include large stormwater mains serving large catchments. Candidates are identified from Veolia recommendations, customer service issues and CCTV surveys (mainly in the Thames area).




Generally non critical stormwater assets are allowed to proactively run to failure. These assets include connections and small diameter pipes with small catchments or asset classes where there is no particular benefit in forward planning such as manholes. Non-critical assets in condition grades 4 and 5 are generally replaced reactively unless there are unacceptable consequences and therefore proactively replaced. Asset classes include smaller pipelines. Large portion of reactive renewals are currently focussed in Thames where the assets are generally older or high risk asset material such as galvanised iron.

Run to failure

We are working towards a more proactive renewal approach to get the right balance between planned and reactive

renewals i.e. optimisation. This will be dependent on the asset class as well as taking into consideration risk, cost

and levels of service. It is recognised that greater effort is required in AM activities including data analysis, analysis

of operations and maintenance history, and field investigations.

The following specific actions are planned to refine the current renewal strategy:

Watermains - Proactively analyse the watermain break history on a regular basis to select candidate renewal projects based on suitable intervention in accordance with industry acceptable interruptions

Water meters – Enhance the current water meter renewal strategy as follows:

o Continue to replace domestic meters reactively (i.e. when not functioning identified from customer enquiries and / or meter readers)

o A target of all domestic imperial meters being proactively replaced is being considered

o All magflow water meters for the large commercial and industrial users and bulk meters for consent purposes are recalibrated every three years

o Commercial and industrial meters replaced earlier than ten years on a case by case basis where throughput is greater than 10,000m

3 and the meter calibration verifies that the volume is not within

acceptable tolerance

o All commercial and industrial water meters are replaced on a ten year cycle if the throughput does not exceed the above threshold volume (and the meter calibration verifies that the volume is correct).

Wastewater pipelines – Proactively analyse the overflow history (wet and dry) and other asset performance information along with the surveyed asset condition for more targeted wastewater network renewals.

Wastewater treatment plants – Move to RCM regime for all wastewater treatment plants to optimise the renewals at asset component level with a whole of life approach. This approach is cost effective as well as improving the plant resilience.


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Renewal backlog

At this point in time we are unable to make a statement on the renewal backlog with any confidence with the current

datasets. We will continue to improve our datasets to better inform our renewal investment decision making. The

improvement of the datasets is identified as a high priority action in the Three Waters AM Improvement Programme

to inform future LTP planning process.

Responding to severe flooding events and other natural hazards

The District is exposed to a variety of natural hazards that can result in disruption to water services which pose a risk

to the safety and functionality of our three waters infrastructure networks. Significant natural hazards which may

affect the District include flooding, severe storm events, sea level rise and coastal inundation, coastal erosion,

landslides, tsunami, drought, earthquakes and volcanic eruption.

Parts of the District are low-lying coastal land that is vulnerable to some hazards, in particular storm surges,

tsunamis, and flooding with major storm events. Some of our infrastructure has been uncovered by recent coastal

erosion and is now at increased risk of damage. This is the case with the wastewater outlet pipe at Brophys Beach.

In addition, the Coromandel ranges attract high intensity rainfall events on a regular basis which makes the Thames-

Coromandel District prone to frequent flooding.

We have operating procedures and emergency management plans to respond to severe events. In addition, Council

is part of the Thames Valley Emergency Operating Area, along with Matamata-Piako District Council and Hauraki

District Council. The three Councils are working together in the area of emergency management and share

resources and costs.

We will continue to amend where required our operating procedures for the three waters network to improve the

resilience of the network to any vulnerability identified from any assessments of natural hazards and lessons learnt

from emergencies.

Community education on resilience

The community’s ability to adapt or bounce back in the event of severe failure is key part of resilience alongside

physically robust assets. Not all flooding and climate change impacts can be resolved so it is important that the

Thames Coromandel community is educated to increase their resilience.

It is recognised that the Eastern Seaboard communities are prone to tsunamis. Council has worked in collaboration

with Waikato Regional Council to develop the Eastern Coromandel Tsunami Strategy. Working groups have been

formed for Mercury Bay, Tairua-Pauanui and Whangamata communities to provide initial advice on tsunami risk and

hazard management.

Improvements for Water Key Strategy 3 will be achieved through the following actions:

Move towards condition based renewal planning as good practice.

Assess the renewal backlog with the improved datasets as part of update of the 2018 Water Services AMP and to inform the 2018 LTP budget process.

Water Key Strategy 4 - We will be able to adapt to a variety of future scenarios for resilience

We will continue to respond to significant flooding events and other natural hazards with rapid recovery to reduce the risk of prolonged service interruptions

We will educate the Thames Coromandel community to increase their resilience

We will continue to use strategic planning tools for improved resilience

http://www.mpdc.govt.nz/

http://www.hauraki-dc.govt.nz/

http://www.hauraki-dc.govt.nz/


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The recent Canterbury earthquakes have highlighted the importance of resilient networks. It has also reminded us

all about how important it is to be prepared for a natural disaster. Part of our emergency management approach is to

build resilient communities that are prepared for an emergency and making sure it is everyone's responsibility.

Strategic planning for improved resilience

The Infrastructure Group uses multiple strategic planning mechanisms to achieve improved resilience as follows:

Infrastructure Strategy - The 30 Year Infrastructure Strategy (2015) identified infrastructural resilience as a significant infrastructure issue for the water supply, wastewater and stormwater networks. The principal options for managing this issue include:

o regular maintenance, renewal and replacement of the water assets

o focus on minimising reactive renewals

o focus on building resilient communities

o insuring the water network assets to provide additional assurance against the financial impacts of any failure due to natural hazards.

Asset provision and location – We will continue to protect our water infrastructural assets from the impacts of coastal erosion. We will need to plan carefully before choosing where to locate and build new infrastructure assets to reduce future risks and impacts of coastal erosion.

Many of the water services plants, such as treatment facilities and pump stations, are located on low lying land. The communities connected to the water services are also mainly located on coastal land. This needs to be taken into account when planning new facilities and their expected asset life.

Planning mechanisms for managing risks – Our preference is to use planning tools and to prevent development located in flood plains and vulnerable low lying coastal land to reduce the risk to property and people. The District Plan is our key planning tool in managing this risk with land use controls for development.

Water sensitive design also promotes a more resilient network by moving the reliance away from the traditional large public infrastructure. We will encourage water sensitive design in development as good practice where appropriate and there will be measurable outcomes.

We will continue to work with Council’s Development Engineers to ensure resilience is considered with specific development proposals in particular in coastal areas. Waikato Regional Council requires minimum set back in coastal settlements such as Cook Beach as part of the resource consent process for development and in accordance with New Zealand Coastal Policy Statement (2010).

Climate change adaptations

Climate change is a major management issue facing all infrastructure providers and the built environment. Sea

levels are predicted to change as a result of climate change. The peninsular geography consists of 400km of

coastline and may be subject to the effects of climate change including coastal erosion and tsunamis as well as sea

level rise. Coastal erosion combined with rising sea levels could become a significant issue to infrastructure. The

southern Firth of Thames has been identified by Ministry for the Environment as an area at risk of coastal inundation

due to the effects of sea level rise.

Every day the District is at risk to climate change with severe flooding events, landslides and coastal erosion

impacts. We will continue to learn from these incidences and adapt our operational procedures as well as learning

from the sector nationally with appropriate tools and guidelines.

Water Key Strategy 5 - We will be able to adapt to a variety of future scenarios for climate change

We will adapt to climate change using a risk based approach

We will consider climate change impacts through the project planning and implementation processes for specific capital projects


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Climate change adaptions in project planning

We will always consider climate change adaptions when designing developments. We will consider climate change

adaptions for Council’s public three water networks in existing areas and will only retrofit solutions based on a strong

benefit cost assessment.

Climate change is expected to alter the intensity and frequency of significant rainfall events. In general, an increase

of peak flow is expected. We will consider climate change impacts through the project planning and implementation

processes for specific capital projects.

Council requires development applications to allow for climate change predictions with stormwater capacity

assessments. Applicants are required to be consistent with nationally recognised documents including Auckland

Regional Council technical publication TP108 (Guidelines for Stormwater Runoff Modelling in the Auckland Region)

and Climate Change Effects and Impact Assessment: A Guidance Manual for Local Government in New Zealand

(Ministry for the Environment, 2008).

2.5.2 Supporting sustainable growth

Facilitating sustainable growth

There are two growth patterns currently impacting the District. Our approach for three waters growth planning is as

follows:

Increased development activity – With a strong national economy and the Auckland housing shortage,

development activity has increased in the District particularly in Thames. We will continue to work with

developers in the most efficient way by generally Council delivering the trunk water infrastructure and the

developers delivering local infrastructure. Each development will be considered on a case by case basis

considering timeframes and costs.

The peak summer period - The Coromandel Peninsula is a very popular place in the summer season

especially the Christmas and New Year period. The large influx of visitors and non-resident holiday house

owners causes the population to increase to many times greater than the usually resident population.

These seasonal peaks have a large impact on demand for water services, particularly for water supply and

mostly impact the Eastern Seaboard communities. Increasing the water services networks to cater for peak

demand is costly and potentially may be redundant infrastructural capacity in non-peak periods. We will only

invest in new infrastructure or increase the capacity of existing infrastructure only where demand is certain and

long term or “right sizing our infrastructure”. We prefer a staged and modular supply for increasing water

treatment capabilities to buffer out seasonal peaks rather than large capacity upgrades, particularly where the

long term demand forecasts are uncertain.

It is recognised that a strategy for better understanding asset provision for peak demand needs to be

developed to future proof Council effectively as well as considering affordability and whole of life costs.

Managing peak water demand

Providing efficient capacity or right sizing needs to be coupled with a robust demand management plan. Our current

plan includes:

development of a Water Demand Strategy

public education

responding to leaks in a timely manner

water metering in three townships

Water Key Strategy 6 - We will support and facilitate sustainable growth where demand is certain and long term

We will facilitate sustainable growth by aligning our work programmes on a case by case basis

We will manage our peak water demand with a prioritised demand management programme


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water tariff based on volume consumed to change behaviour (where there is universal metering)

smart metering pilot for 300 properties in Tairua

irrigating a number of golf courses with recycled wastewater.

The Water Demand Strategy (July 2015) identified a range of options for demand management strategies. A cost

benefit analysis approach was used to evaluate and select the most cost effective strategy. The medium

conservation programme was recommended as the preferred strategy. The intent of the Water Demand Strategy is

now being broadly followed with emphasis on:

application of universal metering throughout the District

encouraging sustainable water use through school education (similar to the waste recycling programme).

Community Boards have been consulted on the draft strategy and specific community groups are now being formed

for engaging with them on implementing universal metering in their township. This will allow them to fully understand

the benefits of metering and the consequences of not metering. Water restrictions are common in the high summer

peak demand season and there maybe future water source issues without universal metering.

Following this community engagement, the implementation programme will be further refined including the townships

identified for metering. The effectiveness of this programme will be evaluated on an annual basis including

understanding the operational impacts.

2.5.3 Sustainable environmental performance

Mana whenua have a special interest in the three waters and a focus on the mauri of water which flows through

streams and harbours. Three waters infrastructural management plays a key role in improving cultural outcomes.

Council continues to engage with iwi on culturally sensitive three waters management across many areas for

inclusive decision making. Our current practices are as follows:

Council has a Strategic Relationship Manager who is dedicated to managing the liaison with local iwi across for all Council departments

There is a Memorandum of Understanding with local iwi that the Strategic Relationship Manager coordinates

Local iwi are generally only consulted on for three waters on project by project basis and typically after options have been shortlisted or when a resource consent requires renewal

Sometimes local iwi approaches Council about a specific issue

Identified options for complex three waters capital projects focus on technical solutions and meeting the Resource Management Act requirements rather than bicultural thinking

Piloting the Mauri Model Assessment Tool on the Matarangi Wastewater Consent Renewal to evaluate its effectiveness to assess the cultural outcomes of the complex three waters capital projects at the option analysis phase.


Develop a strategy for better understanding asset provision for peak demand as well as optimising the existing networks. Focus will be on water supply and wastewater networks.

Refine the universal metering programme through community engagement

Evaluate the effectiveness of the refined universal metering programme on an annual basis including understanding the operational impacts.

Water Key Strategy 7 - We will improve the cultural outcomes of our three waters programmes

We will improve the cultural outcomes of our three waters capital projects to better align with iwi values


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The Mauri Model Assessment Tool has been developed to prioritise and compare options for complex three waters

capital projects taking into account cultural considerations. The Mauri Model is based on the following cultural

wellbeing indicators for iwi values. The cultural indicators sit alongside environmental, social and economic

indicators for determining mauri outcomes in the Mauri Model.

Mana whenua involvement

Water suitability for traditional practices

Availability of natural resources for cultural harvest

Enabling traditional practices

Protection of wahi tapu.

Council expects to be working more collaboratively with local iwi including three waters management with the

pending Treaty Settlement between the Hauraki iwi and the Crown. Identified improvement areas to improve our

relationship and understanding of water in relation to iwi values include:

Increase capacity building with iwi to understand the significance of water from a cultural perspective which

may include:

o bi-annual hui

o sharing of the consent status (in report format) on a monthly basis (these activities has worked well at other water organisations)

Start early conversations with iwi with options analysis to identify broad options which will also strengthen

the upfront planning for three waters capital projects and ensure risks are addressed.

Sustainable water networks

The sustainability of water networks is typically measured through water leakage. It was traditionally evaluated using

Unaccounted for Water calculation or water lost before it reaches Council’s customers. It is easier to calculate for

water networks that have universal metering. The average results (2009 to 2015) for the metered townships are:

10 per cent for Pauanui

36 per cent for Thames

37 per cent for Coromandel

Thames and Coromandel’s results are very high (generally a result greater than 20 per cent is considered high). It

reflects the older township networks of Thames and Coromandel compared with Pauanui’s newer network.

Our key improvement to ensure that water leakage is within acceptable industry thresholds is moving towards using

the Infrastructure Leakage Index (ILI). The ILI is the water industry’s preferred method for measuring water

efficiency rather than water loss.


Start building capacity with iwi to understand the significance of water from a cultural perspective by sharing the three waters strategic objectives and programmes

Start early conversations with iwi at the options analysis stage to identify broad options for the complex three waters capital projects

Complete the pilot of the Mauri Model Assessment Tool to test its effectiveness to inform the cultural outcomes of Council’s complex three waters capital projects

Water Key Strategy 8 - We will manage our water networks sustainably

We will better manage our water networks sustainably to ensure that water leakage and water efficiency are within acceptable industry thresholds


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Water efficiency is measured by the average residential water demand consumption. The 2014/15 result as reported

in Water New Zealand’s National Performance Review was 650 litres / person/ day. This was the highest result in

the provincial peer group for that year. The overall average residential water demand consumption result for all

participants was 275 litres / person/ day so Council far exceeds acceptable industry benchmark.

However, the Thames Coromandel District is impacted by the summer peak demand. It is planned to develop

models to capture the peak population to enable a more accurate measure of average residential water demand

consumption per resident. This will enable a more meaningful comparison with industry benchmarks.

Sustainable wastewater overflow performance

The number of dry weather overflows from our wastewater networks has been steadily tracking downwards from a

peak of 100 (total number) in the 2007 calendar year to 13 in the 2015 calendar year.

The 2014/15 result as reported in Water New Zealand’s National Performance Review was 1 dry weather overflow

per 1,000 connections. This was about the middle result in the provincial peer group for that year (except many

other councils also included wet weather overflows). Although this latest result is more in line with acceptable

industry benchmark, we will continue to actively manage dry weather overflows. This requires a multi-faceted

approach including clear and accurate reporting by our Operations and Maintenance Contractor, rapid response,

public education, root cause analysis and investigations, and planned maintenance programmes.

Reuse options for wastewater sludge

The operational and financial implications of desludging can be significant for most councils with managing

wastewater treatment plants. This was taken into consideration with Council’s long term planning. The Whitianga

Composting Plant started receiving bio solids in July 2015 and is now using a portion of the sludge from the

Whitianga Sequencing Batch Reactor (SBR) Plant as well as green waste. This sludge is normally transported to the

Tirohia Landfill.

The medium term goal is for the Whitianga Composting Plant to receive all sludge from the Whitianga and Paunaui

SBR plants. The long term goal is for the sludge from all three Eastern Seaboard SBR plants is to be diverted from

the landfill.


Start measuring water leakage using ILI as the water industry’s preferred method

Develop models to capture the peak population to enable a more accurate measure of average residential water demand consumption per resident

Water Key Strategy 9 - We will manage our wastewater networks sustainably to ensure that the environmental impact is minimised

We will manage the dry weather overflows from our networks to ensure that the public health and environmental impacts are minimised

We will explore sustainable reuse and other options for our wastewater sludge


Work towards the medium term goal of the Whitianga Composting Plant receiving and processing sludge from the Whitianga and Paunaui Eastern Seaboard SBR plants

Water Key Strategy 10 - We will consider environmental improvements where there will be measurable outcomes

We will understand and implement the National Policy Statement for Freshwater Management for Council

We will identify opportunities for environmental improvements through collaboration


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National Policy Statement for Freshwater Management

The National Policy Statement (NPS) for Freshwater Management 2014 is about recognising the national

significance of fresh water and Te Mana o te Wai (the mana of the water), and provides direction about how local

authorities should carry out their responsibilities under the Resource Management Act 1991 for managing fresh

water. It directs councils to set objectives for the state their communities want for their water bodies in the future and

to set limits to meet these objectives.

The Infrastructure Group has been tasked with the lead role within Council for understanding and implementing the

NPS for Freshwater Management. The requirement for identifying objectives provides an opportunity to work with

the Waikato Regional Council, environmental and other community groups to focus the environmental programmes

in order to achieve the objectives more effectively. We will also work with the water industry sector to learn good

practice and guidance material appropriate for a provincial District Council.

The key tasks in relation to freshwater management are still being understood but are likely to include:

Identify the baseline

Identify the objectives based on known community aspirations

Identify scenarios and toolbox

Debate with the community

Set limits and develop the action plan to achieve the objectives (which might contain a range of mechanisms)

Plan the change

Implement the action plan by 2025.

Council continues to work with the Waikato Regional Council (and the District Health Board in some cases) on

sensitive environmental freshwater issues. The current issues include:

Properties located on the stream bank with septic tanks at Hahei

Development adjacent to the Estuary at Cooks Beach

Matarangi.

Faecal source tracking is a new investigative technique being trialled in the Waikato coastal marine area to provide

information about the cause of the faecal contamination (i.e. cows, humans, possums).

The current water quality monitoring programmes in the District undertaken by Waikato Regional Council is

summarised in Table 6. The water quality monitoring surveys will inform Council’s future programme to satisfy the

new NPS requirements.

Table 6: Summary of water quality monitoring surveys

Water quality type Monitoring surveys Programme status

Coastal stream mouth 18 coastal stream mouths were surveyed in the Coromandel area that covered the Firth of Thames and Eastern Seaboard locations. The surveys were used to assess water for ecological health and suitability for recreation. Faecal source tracking was used for this survey to identify possible sources of faecal bacteria.

One off survey in January and February 2015

Beach water Bacteria levels were sampled at 25 coastal swimming beaches from 1991 to 2009 in the Waikato region. Water quality for swimming was usually at least satisfactory.

Stopped in 2009 due to satisfactory results

River water River water quality is monitored at the major Waikato rivers. Water quality is assessed for clarity, bacteria, nitrogen, phosphorus and pH. Waiau, Tapu, Waiwawa, Tairua, Wharekawa, and Kauaeranga are the District’s rivers that are monitored.

Ongoing monitoring and published on the national LAWA (Land Air Water Aotearoa) framework

Estuarine water The Whangapoua, Whangamata and Firth of Thames estuaries have been monitored to understand the state of the water in the region’s estuaries. The water quality is assessed how good the estuary is for ecological uses, swimming and shellfish gathering.

Ten year programme that monitors the estuaries periodically


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Environmental improvement opportunities

We will encourage water sensitive planning in relation to stormwater management for any development including

meeting best practice guidelines such as Auckland Council’s Water Sensitive Design Guide (GD04). We will

collaborate to identify opportunities for environmental improvements in our work programmes with other Council

activities, such as transport and parks, where appropriate and considering the benefits to the receiving environment.

We will ensure local community groups and mana whenua support the environmental improvements. With this

collaborative approach, we will achieve environmental improvements in a cost-effective manner.

2.6 Key Infrastructural Strategies for Solid Waste

Council’s key infrastructural strategies for managing the solid waste activity are grouped by the relevant Council

Outcomes and key service attributes, as detailed in the following table. Note that the improvement actions are listed

at the end of each key strategy. The infrastructural strategies in relation to resilience and climate change are similar

to the three waters strategies (refer to Water Key Strategies 4 and 5 in Section 3.5) and therefore are not repeated

for solid waste.

Table 7: Key solid waste infrastructure strategy summary

Council Outcome Key Service Attribute Key Solid Waste Strategy

A liveable district Safe communities Solid Waste Key Strategy 1 - We will incorporate risk management philosophies into all of our solid waste practices

Solid Waste Key Strategy 2 - We will renew our solid waste assets with a risk based approach

A prosperous district

Supporting sustainable growth and demand

Solid Waste Key Strategy 3 - We will manage demand with a reliable rubbish and recycling collection services particular for the summer peak period

A clean and green district

Sustainable Environmental performance

Solid Waste Key Strategy 4 - We will facilitate waste minimisation practices and promote reduction of the amount of waste going to landfill

2.6.1 Safe communities

Risk management approach

Risk management is applied at many levels in the Infrastructure Group and integrated with all solid waste planning

and delivery activities. Risks are managed to an acceptable level with a similar approach as for three waters (refer

to Section 2.5.1).

The solid waste systems have inherent risks that the Infrastructure Group manages with a multi-faceted approach.

The existing risk management processes related to AM are summarised as follows (in decreasing risk hierarchy

order):

Corporate risk register

Solid waste activity risk register

Operational risk management system including Council’s approved contractor health and safety list

Site specific risk management plans for RTS and the four Category 1 closed landfills


Develop the programmes to satisfy the NPS requirements

Solid Waste Key Strategy 1 - We will incorporate risk management philosophies into all of our solid waste practices

We will continue with our risk management framework including sound governance

We will use a risk based approach for managing our closed landfills


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Project risk assessments

Health and safety risk sheets by the Eastern Waikato Solid Waste Contractor for kerbside rubbish and recycling collection services.

Closed landfills management approach

Our current strategy for managing closed landfills is as follows:

Focussed on managing the environmental and health and safety risks

Complying with the aftercare and monitoring plans for the six sites that have resource consents

Ongoing monitoring of the Whitianga RTS

Not actively monitoring sites that do not require resource consents.

The six sites with resource consents and suitable aftercare and monitoring plans are:

Whangamata

Burke Street (Thames)

Coromandel (Hauraki Road)

Purangi (Cooks Beach)

Tairua

Whitianga (Mercury Bay).

This current strategy will be evaluated as appropriate to ensure that the sites are managed in relation to risks and

cost effectively.

Public safety renewals

Public health and safety will continue to be the Infrastructure Group’s top priority in relation to the solid waste public

systems.

Immediate public safety or health issues in relation to the solid waste public systems may include:

loss of assets such as an RTS which may impact public heath with interrupted service

unfenced mine shaft hazard to public at the Coromandel RTS

dumping of unsuitable and hazardous material placed at RTS bins.

Most public safety or health issues for the solid waste activity are addressed through operations with urgent

response times frames. Any public safety renewals are implemented with shortened timeframes using the best

information available.

Renewal approach

We will renew our solid waste assets with a risk based approach as follows:

Renew assets classified as critical due to their public safety impact before the end of their economic life such as waste compactors

Run to failure non-critical assets and replace reactively on as required basis as is the case for public litter bins and RTS bins.

Solid Waste Key Strategy 2 - We will renew our solid waste assets with a risk based and pragmatic approach

We will continue to manage renewals with high consequence risks such as immediate or frequent public safety or health issues in a timely manner

We will continue to renew assets based on our renewal strategy


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Litter bin inventory

The current practice for managing the asset data inventory for public litter bins is time consuming. Similar sized

district councils generally do not record public litter bins but have some basic information for the litter bin servicing

contract.

The streamlining of the practices for managing asset data inventory for public litter bins has been identified as a

future improvement. The costs and benefits of collecting this asset data needs to be evaluated against the business

risk for this low value asset class.

2.6.2 Supporting sustainable growth and demand

Managing high demand

The seasonal peak has a large impact on demand for solid waste services. It has been estimated that about half of

all the properties in the District are homes considered holiday homes, owned by people who visit occasionally or

who, increasingly, live here on a part-time basis.

Managing solid waste demand is about change in behaviours and philosophy as well as increasing future needs and

expectations. Our current approach includes:

Strategy – Council’s key strategy for managing waste growth and demand is the Eastern Waikato WMMP (February 2012)

Public education and awareness - Council’s website provides information about our services and how they should be used.

Kerbside rubbish and recycling collection services for the majority of properties in the District

Pricing - charges for rubbish bags and disposal at the RTS sites are structured to incentivise users to minimise waste generation

Waste education in schools.

2.6.3 Sustainable environmental performance

Sustainable waste minimisation practices

The shared waste management service programmes with neighbouring Eastern Waikato Councils of Matamata-

Piako and Hauraki ensures a sustainable environmental performance for the District’s solid waste activity. Eastern

Waikato Councils’ waste minimisation programme includes the WMMP and the combined contract for the kerbside

rubbish and recycling collection service.

Improvements for Solid Waste Key Strategy 2 will be achieved through the following action:

Review the costs and benefits of maintaining the asset inventory for public litter bins to streamline this practice

Solid Waste Key Strategy 3 - We will manage demand with reliable rubbish and recycling collection services

We will continue to manage the high demand for solid waste services in the seasonal peak with our multifaceted approach

Solid Waste Key Strategy 4 - We will facilitate waste minimisation practices

We will facilitate waste minimisation practices and promote reduction of the amount of waste going to landfill


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The demand projections and targets as set out in the 2012 Eastern Waikato WWMP for Thames Coromandel is

currently under review as part of the WMMP review. The update of the WWMP is planned to be consulted on in

2017 prior to being adopted by Council.

2.7 Asset Management Practices

2.7.1 Responsibilities within Infrastructure Group

The responsibilities relating to three waters and solid waste infrastructural assets within the Infrastructure Group are

as follows:

Infrastructure Group Manager – has overall responsibility for long term strategic planning, developing AM systems, policies and procedures and reporting on the status and effectiveness of three waters and solid waste AM within the Infrastructure Group including coordination with corporate requirements, asset information and systems, as well as communicating AM to key internal and external stakeholders

Water Services Manager – has responsibility for implementing AM systems, policies and procedures in particular in relation to day to day operations of the network, three waters planning, AM and preparation of the Water Services AMP, inputs into the LTP, capital investment prioritisation and programming, and construction of all Council three waters projects

Solid Waste Manager – is responsible for implementing asset management systems, policies and procedures in particular in relation to day to day operations of the network, solid waste planning, and asset information and systems, AM and preparation of the Solid Waste AMP, inputs into the LTP, capital investment prioritisation and programming, and construction of all Council solid waste projects

Infrastructure Group staff - with management or supervisory responsibility are responsible for the management of three waters and solid waste assets within the area of responsibility as determined in the Water Services and Solid Waste AMPs.

2.7.2 Key stakeholders

Key stakeholders are those groups of people who have an interest in the responsible management of infrastructure

assets. The following list identifies key stakeholders and their role:

Table 8: Key stakeholders for three waters and solid waste AM

Key Stakeholders Asset Management Role

Community (residents and ratepayers)

End users of Council’s three waters and solid waste assets

Protection of the District’s natural and physical resources

Focused on service levels and where possible savings to minimise rating impacts

Fund solid waste services through a proportion of Council’s rates and fees and charges (for kerbside rubbish and recycling collection services)

Fund stormwater services through a mix of targeted rates and a proportion of Council’s rates

Fund water supply and wastewater services through targeted rates by area of service

Consulted on key priorities and spending, value for money and outcomes

Non-resident ratepayers

These customers are mainly holiday makers and have focus on receiving services over the peak summer period

They expect prompt and reliable services similar to their normal resident city (many are from Auckland and Hamilton)

Visitors End users of Council’s three waters and solid waste asset networks

Businesses End users of Council’s three waters and solid waste asset networks

Improvements for Solid Waste Key Strategy 4 will be achieved through the following actions:

Complete the review of the demand projections for materials diverted and waste sent to landfill


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Key Stakeholders Asset Management Role

Iwi Compliance with their values

Protection of the District’s natural and physical resources

Strong interest in long term sustainable and culturally sensitive management of the three waters and solid waste and natural water systems

Environment, cultural and heritage features

Inclusion or involvement in decision-making process

Central Government Agencies

Audit of Infrastructure Group’s AM performance including financial

Waste minimisation that is environmentally robust

Setting national policy and standards for the Infrastructure Group’s must give effect to

Issue guidelines for natural hazards

Coordinate large scale Civil Defence responses nationally

Hauraki and Matamata-Piako District Councils

Require collaboration and coordination in the combined contract for the sub regional kerbside rubbish and recycling collection service

Trust that manages reuse centres

Interested in Council facilitation of their centres through providing land leases where appropriate

Thames Valley Emergency Group

Coordinate and control extraordinary events such as major flooding incidents

Provide severe weather warnings to Council departments

Mayor and Councillors

Provides governance and sets high level direction, priorities and funding through the LTP and Annual Plan process and other strategic documents

Represents the needs of community

Allocate resources to meet the organisation’s objectives in providing services while managing risks

Ensure Council is financially sustainable

Community Boards Local decision making on issues and activities

Infrastructure Group Manager

Overall responsibility for the management of Council’s three waters and solid waste asset networks

Area Managers Interested in specific projects in their area, levels of service, rates impact and working with community groups

Council Staff Managers of Council’s three waters and solid waste asset networks

2.7.3 Purpose of the AMPs

The Water Services and Solid Waste AMPs provide a long term assessment of the activities and actions required to

deliver services related to infrastructural assets. The Water Services and Solid Waste AMPs document the levels of

service currently provided, future demands on assets, as well as planned improvements, and takes a whole of life

approach to managing infrastructural assets.

Expenditure projections and funding requirements are identified for the next 30 years, allowing for projected cost

increases and growth in assets. This includes planning, creation, operation, maintenance, renewal, and disposal.

The Water Services and Solid Waste AMPs provide the basis on which to make investment decisions between

competing priorities for infrastructure funding or to understand the impact on service levels, both in the immediate

and long term.

The 2015 Water Services and Solid Waste AMPs were a major milestone to more cohesive and complete

documents and forward looking with a focus on the underlying information and identification of improvements. It is

recognised that greater effort is required in the three waters AM activities including data analysis and asset condition

collection to support good investment decision making.

The focus for the 2018 Water Services AMP is to develop sound water supply, wastewater and stormwater renewal

programmes to better inform the 2018 LTP planning process. The 2015 Water Services AMP identified the following

key asset data improvements to increase the confidence and robustness of the renewal programmes:

Improve the confidence and accuracy in locational asset data


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Assess the asset condition of below ground assets

Investigate and implement programme to remove problematic materials.

2.7.4 Improvement Programme

The Infrastructure Group is committed to continuous improvement in its three waters and solid waste activities and

this is a key feature in its AM framework. The most significant improvement opportunities were found in AM

practices, asset data and renewals planning.

The overall objectives for the AM Improvement Programmes were reconfirmed as follows:

Achieve core AM status for the 2018 Water Services and Solid Waste AMPs

AM adequately prepared with the underlying information for the three waters and solid waste to support the 2018 LTP process

Key AM information and projects/ programmes to be substantially completed or well underway by June 2017 to allow adequate time to analyse and internally debate Council’s investment programmes and services.

The Improvement Plans developed as part of the 2015 Water Services and Solid Waste AMPs have been further

refined to reflect the business timeframes and projects reprioritised to match current resourcing and needs. The

updated Improvement Programmes with prioritised actions and responsibility assigned are detailed in Appendices A

and B.

The top improvement actions to be achieved in the next three years due to their priority and importance are as

follows:

Top three waters actions:

Develop an AM Strategy and Policy for the three waters

Strengthen the influence of the Infrastructure Strategy to the 2018 Water Services AMP

Improve the confidence and accuracy in locational asset data

Assess the asset condition of below ground assets

Move towards condition based renewal planning as good practice.

Top solid waste improvement actions:

Review the demand projections for waste diverted and sent to landfill prior to the six yearly review of the Eastern Waikato WMMP

Review the costs and benefits of maintaining the asset inventory for public litter bins to streamline the asset data management practice.

2.7.5 Improvement monitoring and review procedures

It is recognised that the Water Services and Solid Waste AMPs are living documents and need to be kept current

and relevant and that priorities will change. In addition, independent peer reviews are scheduled to assess the

adequacy and effectiveness of the Infrastructure Group in achieving its goal to fully achieve core AM status in the

medium term. The full list of review activities to be undertaken is provided in the 2015 Water Services and Solid

Waste AMPs.

A formal progress report will be the main method of assessing progress of implementing the Improvement

Programme. It will report against the monitoring KPIs set against each review task, identify any progress risks or

resourcing issues as well as task completed to date. It is intended to formally monitor programme progress on a

quarterly basis. Two quarterly progress reports have now been completed for the periods to April and August 2016.


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3 Asset Management Policy

3.1 Purpose

The purpose of the AM Policy is to set out our key AM principles that flow through all of our processes, and

establishes our AM objectives and key accountabilities for AM. It provides the framework for undertaking AM in a

standardised and coordinated way across all of Council’s asset groups.

3.2 Commitment

Council is committed to implementing a systematic AM methodology in order to apply appropriate AM good practices

across all public asset areas. This includes ensuring that assets are planned, created, operated, maintained,

renewed and disposed of in accordance with Council's priorities for service delivery.

The focus is for the high value and high risk asset groups including the three waters and transport activities to

achieve good AM practice as well as being a role model for the other public asset areas of Council.

3.3 Objectives

To ensure adequate provision is made for the long term management of the public assets by:

Managing assets through the development of AMPs in accordance with relevant legislation and recognised good practice.

Undertaking AM in a consistent and systematic manner across all of Council’s asset groups.

Through Council’s ten year LTP, Annual Plans and financial model to ensure that future funding needs are identified, affordable, sustainable long term, agreed upon, and allocated, so that the public assets can meet their defined levels of service in consultation with the community.

Ensuring that the impact of the Council’s decisions on both our existing and new assets is understood.

Ensuring resources and operational capabilities are identified and responsibility for AM is allocated.

Recording assets in accordance with the requirements of the appropriate accounting standards and financial reporting requirements.

Maintaining a management information system with appropriate knowledge of all physical assets that is suitable for the specific asset group.

Creating AM awareness throughout the Council and creating an environment where staff take an integral role in overall management of public assets.

Demonstrating transparent and responsible AM processes that align with demonstrated good practice.

3.4 Scope of Policy

The AM Policy is intended to cover the public assets / facilities that rely on sound AM to deliver Council services to

the community in the Thames-Coromandel District including the following asset groups:

Transport including road network, pavements, footpaths, bridges and road drainage

Water supply system including intakes, treatment plants, pump stations, reservoirs, pipelines and meters

Wastewater system including treatment plants, pump stations, manholes and pipelines

Stormwater system including pipelines, manholes, inlets and outlets, catchpits, detention ponds and pump stations

Solid waste including public litter bins, Refuse Transfer Stations (RTS), closed landfills, moloks, various buildings and kiosks

Community spaces including parks and reserves, libraries, community halls, harbour facilities, cemeteries, pools, public conveniences and airfields

Council Administration Buildings.


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It excludes the following networks / assets:

Flood protection and control assets (owned by Waikato Regional Council)

Private water supply, wastewater and stormwater systems (residential, commercial and industrial properties)

State highways (owned by NZTA)

Community owned and managed swimming pools

Community owned and managed halls

Coastal structures (owned by Waikato Regional Council)

Maori Urupa and private cemeteries.

3.5 Guiding Principles

The AM principles for Council’s infrastructure, community spaces and Council Administration Building activities are:

An AM Policy must exist for implementing systematic and appropriate AM good practice for the activities.

Provide infrastructure and services to sustain the Thames Coromandel District as well as contributing to the protection of the natural environment.

All relevant legislative requirements together with political, social, economic and cultural environments will be taken into account in AM.

AM principles will be integrated within existing planning and operational processes.

Incorporate Council’s Health and Safety Policy into all aspects of the activities and through integrating health and safety with all asset planning, operations and works.

Inspection regimes will be used as part of AM to ensure agreed service levels are maintained and to identify asset renewal priorities.

Asset renewals required to meet agreed service levels and identified in the relevant AMPs and LTP will be funded in the LTP budget estimates.

Service levels will be agreed through the LTP process every three years, defined in the relevant AMPs and will be funded in the LTP budget estimates.

Determine future levels of service that are aligned to the community goals and manage infrastructural risk within acceptable levels, and take consultation with the community and affordability into account.

Whole of life costs will be used as the basis for making long term decisions regarding asset operations, maintenance, renewal, disposal and acquisitions while ensuring risks to public safety and service levels are acceptable.

Collect, store, manage and analyse data on asset utilisation, performance and condition, and utilise the data to inform operations and maintenance, renewal, disposal and acquisition plans.

Manage asset based risks through risk and asset condition assessments to industry good practice appropriate for a provisional district council.

The order of priority or call on funds by Council for the activities is generally:

o Operations and maintenance

o Renewals

o New works for service level improvements

o New works for growth.

3.6 Roles and Responsibilities

(Note that this may need to change with new organisation structure)

The AM responsibilities and relationships for the infrastructural, community spaces and Council Administration

Building activities are summarised as follows:


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Council:

Act as stewards for Council assets/infrastructure

Set corporate AM policy and vision including ensuring alignment with Council’s strategic plans

Considers and approves any change in the levels of service

Ensure appropriate resources for AM activities are budgeted and maintains accountability mechanisms

Support the use of AM planning throughout the organisation

Adopts the AM Policy, Strategy, and AMPs

Provides high level oversight of the delivery of the organisation’s AM strategy and plans

Considers the impact on Council’s asset base of planning, financial and service level decisions.

3.6.1 Infrastructural assets

Infrastructure Group Management Team (Infrastructure Group Manager, Roading Manager, Water Services

Manager and Solid Waste Manager):

Manage AM in accordance with the AM Policy for infrastructural asset groups (roading, three waters and solid waste) and present to Council for consideration and adoption

Implement the AM Strategy for the infrastructural asset groups with budgeted resources

Monitor and review performance of Council staff in achieving the AM strategy for infrastructural asset groups

Ensure that accurate, timely and reliable information is presented to Council for decision making

Ensures compliance with legislative requirements

Facilitates good AM practices within the Council and be a leader for other infrastructural areas.

Senior Staff and Team Leaders Responsible for Infrastructural Assets:

Develop the relevant infrastructural AMPs for individual asset classes, using the principles of lifecycle analysis and levels of service

Takes responsibility and implements the improvement plan for the infrastructural activities

Implement the tactical plans such as maintenance and capital works programmes in accordance with AMPs and Council's LTP

Deliver levels of service to agreed and acceptable risk and cost thresholds

Present information to the Council, Chief Financial Officer (CFO), Strategy Group Manager, Area Managers and Infrastructure Group Manager in terms of lifecycle risks and costs.

3.6.2 Community spaces assets

Area Managers

Manage AM in accordance with the AM Policy for community spaces asset groups and present to Council for consideration and adoption

Implement the AM Strategy for the community spaces asset groups with budgeted resources

Monitor and review performance of Council staff in achieving the AM strategy for community spaces asset groups

Ensure that accurate, timely and reliable information is presented to Council for decision making

Ensures compliance with legislative requirements

Facilitates good AM practices within the Council.

Senior Staff and Team Leaders Responsible for Community Spaces Assets

Develop the relevant community spaces AMPs for individual asset classes, using the principles of lifecycle analysis and levels of service


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Takes responsibility and implements the improvement plan for the community spaces activities

Implement the tactical plans such as maintenance and capital works programmes in accordance with AMPs and Council's LTP

Deliver levels of service to agreed and acceptable risk and cost thresholds

Present information to the Council, CFO, Strategy Group Manager, Area Managers and Infrastructure Group Manager in terms of lifecycle risks and costs.

3.7 Stakeholder Communication

The AMPs, AM policy and strategy are communicated with our key internal stakeholders, staff and service providers

through the following methods:

The full AMPs are published on Council’s intranet

Presentation of the AMPs:

o to all Infrastructure Group staff for the infrastructural asset groups by the Infrastructure Group Manager

o to all community spaces staff for the community spaces asset groups by the relevant Area Manager

Presentation of the AMPs including the Improvement Programmes to other key Council departments:

o by the Infrastructure Group Manager for the infrastructural asset groups

o by the relevant Area Manager for the community spaces asset groups

Presentation of the AMPs to the key service providers by the Infrastructure Group Manager or Area Manager (depending on the asset group)

Presentation of the Solid Waste AMP to the other Eastern Waikato Councils by the Solid Waste Manager

Presentation of the Transport Activity Management Plan to the key national and regional transport partners including NZTA, Waikato Regional Council and the Centre of Excellence for Road Asset Planning in the Waikato Region.

3.8 Alignment with Other Policies

The AM Policy is aligned with the following Council policies:

Council’s Health and Safety Policy (January 2016)

Council’s Development Contributions Policy (June 2015)

Council’s Risk Management Policy (February 2013)

Council’s Capitalisation Policy

Council’s Earthquake Prone and Insanitary Buildings Policy (adopted on 31 May 2006).

3.9 Adoption of Policy

Council’s AM Policy was adopted by Council on _____2016.

3.10 Review of Policy

This policy will be reviewed every three years in conjunction with the review of the AM Strategy and AMPs, and

Council’s 30 Year Infrastructure Strategy.


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Appendix A - Progress and Amendments for the Three Waters Improvement Programme

(As at 18 August 2016)

AM Improvement Area

Project No.

Action Indicative Timeframe

Priority Responsibility Status Progress for Quarter (to 18 August 2016)

Recommended next steps

Strategic Planning

1 Develop an AM Strategy and Policy for the three waters (including solid waste).

2016/17 High Group Manager Infrastructure

Underway Started in 2015/16 and good progress with first draft AM Strategy provided on 15 August 2016.

Complete the review of the draft strategy and issue as final.

2 Strengthen the influence of the Infrastructure Strategy to the 2018 Water Services AMP.

2017/18 High Water Services Manager

Not programmed to start yet

Linkages were strengthened in the draft AM Strategy.

Flow these linkages into the 2018 Water Services AMP.

3 Develop a strategy for better understanding asset provision for peak demand as well as optimising the existing networks. Focus will be on the water supply and wastewater networks.


Underway This has been partially covered as part of AM Strategy and Policy.

Focus is on water demand management through a range of initiatives from universal metering to school education. Link to the established waste management programme.

Asset Data 4 Improve the confidence and accuracy in locational asset data.

2015/16 to 2017/18

High Water Services Manager (overall)

Ongoing Confirmed and identified spatial data using surveys. Focus for 2015/16 was the problem areas such as build overs.

Ongoing activity.

4.1 Report on the asset data completeness and accuracy six monthly to monitor trending.

January 2017

High Asset Systems Engineer


NA Complete first report by January 2017. Use similar reporting format as in the Water Services AMP (Section 9.2) so consistent with industry good practice.

5 Assess the asset condition of below ground assets.


(Status reported by sub project)


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AM Improvement Area

Project No.




5.1 Survey the three waters asset condition of the Whitianga CBD area.

2015/16 Completed Surveyed the current state of water assets prior to the Whitianga town centre upgrades and the need for renewals.

No further work required for this sub project.

5.2 Survey the stormwater asset condition of the Thames lower area.

2015/16 Completed Surveyed the stormwater assets in the lower Thames network.

No further work required for this sub project

5.3 Survey the three water assets in advance of planned town centre upgrades.

2016/17 Not started yet No work undertaken in this quarter.

Water Services Manager to coordinate with the Area Managers’ plans for 2016/17.

5.4 Survey the asset condition of critical water assets in 4 to 5 blocks in each town.

2016/17 Not started yet No work undertaken in this quarter.

Start survey and cover all three water assets.

6 Investigate and implement programme to remove problematic materials.



NA Material types to be verified with the asset condition surveys.

7 Undertake a criticality assessment of both below and above ground water supply, wastewater and stormwater assets:

7.1 Develop three waters asset criticality framework using current operational practices as a starting point.

2017/18 Medium-High

Water Services Manager


NA Document the current assumptions.

7.2 Map the identified critical assets to GIS.

2018/19 Medium-High



NA

8 Identify any existing assets classified as dams in accordance with the Dam Safety Regulations.

2016/17 High Water Services Manager / Asset Systems Engineer

Not started yet

No work undertaken in this quarter.

Undertake data cleaning of asset inventory to identify any dams. Include stormwater ponds although not expected to be dams.


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AM Improvement Area

Project No.




Renewal planning

9 The renewal forecasts to be broken down by major asset class reticulation, treatment plants and pump stations as good practice.

2015/16 High Water Services Manager / Asset Systems Engineer

Completed Renewal forecasts are broken down by the major asset classes in AMS.

There will be an ongoing / business as usual activity to keep the inventory complete.

10 Develop sound renewal programmes including moving towards condition based programmes where appropriate.

2015/16 to 2017/18

High Water Services Manager (overall)

(Status by sub project)

Develop and document formal renewal programme.

10.1 Develop the three years forward works programme based on asset needs.


Completed Priority renewal list was developed using Veolia Water’s candidate list and Council’s network knowledge and priorities. It was updated every six months.

No further work required for this sub project.

10.2 Compare on a six monthly basis the priority renewal list for the forward works programme and long term forecasts in the AMS.

Jan 2017 High Water Services Manager / Asset Systems Engineer


NA Complete comparison every six months in the lead up to the 2018 LTP to allow for internal debate. Use new asset data to determine currency of long term renewal programme.

11 Develop the renewal programme for water meters.

2017/18 Medium Water Services Manager

Underway An initial strategy was included with the draft AM Strategy and Policy for discussion.

Discuss assets to be reactively or proactively renewed.

Asset Data Practices

12 Complete a formal asset management practices review of the water supply, wastewater and stormwater activities.

2017/18 Medium-High



NA

Asset Performance

13 Develop a proactive leakage management programme appropriate for Council’s water networks.


Underway As part of the Water Demand Strategy, the selection of towns for universal metering is underway through consulting with the community.

Refine the implementation programme following this community engagement.


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AM Improvement Area

Project No.




14 Assess firefighting capability through network modelling of the large townships.


14.1 Model the Whangamata water supply network

2015/16 For review Model substantially completed.

Water Services Manager to review the model findings and recommendations.

14.2 Model the Tairua water supply network

2016/17 Not started yet


Start the modelling as scheduled.

15 Develop and implement a more robust backflow prevention installation and inspection programme.



NA Current status outlined in the Water Safety Plans (e.g. rest homes/ retirement villages).

15.1 Develop scoping plan for the proposed backflow programme.

2016/17 Not started yet


Develop scoping plan as an early task to inform programme.

16 Implement inflow and infiltration (I/I) reduction programme in all District townships where cost effective. (Inflow is an issue for the Coromandel and Matarangi drainage networks).



NA

16.1 Gather the key information to inform a proposed I/I programme.


Underway Preliminary data gathering analysis was completed in 2015/16 such as treatment plant performance in heavy rainfall. Dry and wet weather overflows are now correctly recorded in Request for Service.

Complete the gathering of key information necessary to inform the programme.


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AM Improvement Area

Project No.




17 Complete a monitoring investigation for trade waste to inform the requirement for an appropriate monitoring programme.



NA Investigate large trade waste customers in 2017/18. Review Veolia Water’s list of sewer lines that regularly block which may be caused by trade waste.

18 Develop a proactive dry weather overflow management programme appropriate for Council’s wastewater networks.


Not started yet


Develop scoping plan to inform key tasks for developing the programme.

Systems Improvement

19 Undertake an AMS register review and practice improvement.

2016/17 Medium Group Manager Infrastructure/ Asset Data Team


Systems review project underway corporately but timeframes extended. Options are currently being reviewed.

Complete the options review.

Asset Management Plans

20 Complete comprehensive scheme summaries for the four main townships.


Completed Focus was on the four main townships. Substantially completed in 2015/16.

No further work required for this project.

Financial management

21 Regularly review the operations and maintenance forecasts to ensure the service requirements are being met.


Not started yet


Gather the operations and maintenance forecasts and actual expenditure for key three water programmes as initial task.

22 Start tracking maintenance costs in future years to understand the impact of deferred renewals.

2017/18 Medium-High



NA


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Appendix B - Progress and Amendments for the Solid Waste Improvement Programme

(As at 18 August 2016)

AM Improvement Area

Project no.




Strategic Planning

1 Review the demand projections for materials diverted and waste sent to landfill prior to the six yearly review of the Eastern Waikato Waste Management and Minimisation Plan (WMMP) scheduled in 2017.

2016/17 High Solid Waste Manager

Underway Started updating the WMMP. Capacity is not an issue but will be reviewed as part of the plan review.

It will be consulted on in 2017 prior to being adopted by Council.

2 Develop an AM Strategy and Policy for solid waste including three waters.

2016/17 High Group Manager Infrastructure

Underway Started in 2015/16 and good progress with first draft AM Strategy provided on 15 August 2016.

Complete the review of the draft strategy and issue as final.

AM practices 3 Complete a formal asset management practices review of the solid waste activity.

2017/18 Medium-High

Solid Waste Manager


NA

Asset data 4 Review the costs and benefits of maintaining the asset inventory for public litter bins to streamline the asset data management practice.

2016/17 Medium-High

Solid Waste Manager

Not started yet


Complete the review as scheduled.

Financial management

5 Start tracking maintenance costs in future years to understand the impact of deferred renewals such as compactors.

2017/18 Medium-High

Solid Waste Manager

Not started yet
