Draft ASSET MANAGEMENT PLAN. Cycleways, Walkways and Bridleways. August 2011

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1 Draft ASSET MANAGEMENT PLAN Cycleways, Walkways and Bridleways August 2011 The Kāpiti Coast District community wants to see that: There are healthy natural systems which people can enjoy Local character is maintained within a cohesive District The nature and rate of population growth is appropriate to community goals The community makes wise use of local resources and people have the ability to act in a sustainable way There is increased choice to work locally The District is a place that works for young people The District has a strong, healthy, safe and involved community This asset management plan demonstrates how the cycleways, walkways and bridleways that the Council owns contribute to the achievement of those outcomes.

2 Table of Contents Table of Contents Table of Contents...2 Executive Summary...4 Our strategic goals... 4 What we do... 5 Why we do it... 5 Key issues... 5 What the community expects... 7 Key assumptions and uncertainties... 8 How we fund it... 9 How much it costs Introduction Goals and asset types Activity description and rationale Linkages Key issues Significant negative effects The level of this plan Legal and Policy Requirements Key Strategies and Council Policies Legislative requirements Relevant standards Levels of Service User research and expectations Users and stakeholders Customer values Council s strategic goals Levels of service Gaps in information or LoS achievement Demand Management Impacts of residential growth Changing demand Demand forecast Demand management strategies Recreation Choices Risk Management /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 2 OF 78

3 5.1 Risk summaries High consequence risks Life Cycle Management Overview Paths Cycle lanes Built Assets Structures Financial Summaries year financial forecast Key assumptions Confidence levels Valuation summary Development contributions Revenue and financing policy Asset Management Practices Asset management data Asset management processes Asset management information systems Organisational/commercial strategies Improvement plan...63 Appendices...64 Risk Register /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 3 OF 78

4 Executive Summary Executive Summary Our strategic goals Cycleways, Walkways and Bridleways Strategy. Our Vision as stated in the Cycleways, Walkways and Bridleways Strategy: The Kāpiti Coast is renowned for walking cycling and horse riding. Our strategic goals are: To promote walking, cycling and horse riding as safe, everyday modes of transport and recreation. To develop safe networks which improve walking, cycling and horse riding access and linkages throughout Kāpiti. To encourage and improve, local regional and national co-ordination, cooperation and collaboration in the planning and provision of safe walking, cycling and horse riding opportunities. PAGE 4 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

5 What we do The assets covered by this Plan are 1 : 3.7km concrete paths; 3.5km of asphalt paths 200m of boardwalk; 21.7km of gravel tracks (topcourse); 21.8km of unformed tracks (including 100+ beach accessways); Executive Summary 13km of cycle lanes (maintained through the Access and Transport Asset Management Plan); 1.4km of shared or cycle paths; and Walking and cycling infrastructure (signs, barriers, seats etc built assets) These assets are managed by the Cycleways, Walkways & Bridleways Implementation Coordinator who is in the Leisure and Open Space asset team, and who also works closely with the Access & Transport team to deliver cycleways, walkways and bridleways (CWB) services. A service level agreement is in place with Kāpiti Coast District Council s operations team to carry out the maintenance schedule for beach accessways and mowing of walkways assets in parks and open space. External contractors are used for specialist maintenance such as pavement pathway repairs, spraying and line marking. Capital works are carried out by external companies. Why we do it There are a number of reasons why Kāpiti Coast District Council should provide cycleways, walkways and bridleways (CWB). There is a clear expectation in the LGA 2002 that councils will provide recreational open space as part of their services and the provision of cycle, bridle and walking tracks is an integral part of that expectation. Cycleways, walkways and bridleways make a significant contribution to the community s health and physical well-being, by offering space for physical exercise and recreation, access to facilities and linkages between and across communities. An attractive and functional network of tracks and trails is a source of pride and pleasure for the community and this contributes to the Kāpiti District s desirability as a place to live, work and visit. Key issues For the period covered by this Asset Management Plan (AMP), the following key issues relating to cycleways, walkways and bridleways have been identified: Implementation Plan. Currently the CWB activity is in between implementation plans and has been operating within minimal budgets, which is explained further in Chapter Parks and open spaces are covered by the Parks Open Spaces Asset Management Plan. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 5 OF 78

6 Executive Summary New development. Subdivisions are permanent features in the landscape which can enhance or restrict public access by either providing land for expansion of CWB facilities or by restricting access by developing private land. Incomplete networks for cycling, walking and horse riding. The network of pathways and facilities between and within the district s communities are incomplete and disconnected. Community feedback has indicated that these networks do not yet provide adequately for the needs of different users. Demographic and land use changes. More than 20% of the District s population is over 65 and 75% of the population live in the urban areas of Waikanae, Raumati and Paraparaumu. The expansion of the District in the last 20 years has increased the volumes of traffic particularly on arterial roads. Active transport modes, such as walking and cycling, are obliged to share the same roads and highways as fast moving vehicles. Safety Concerns. A major disincentive to cycling is the perception of danger from cars. The shoulders on arterial roads and state highways must provide adequate room for cyclists. Feedback from those who cycle on roads suggest speeds on rural roads are too high and traffic volumes on urban arterials are high which discourages new cyclists. Declining levels of walking and cycling to work and school. The Kāpiti District has low levels of walking and cycling to work relative to other parts of NZ, such as Wellington and Auckland, because most workers travel considerable distances to their employment. Overall walking and cycling for the trip to work in Kāpiti has declined 44% in the last 20 years. The Government Policy Statement 2012/ /22: This policy states that investment in walking and cycling is expected to make a contribution to economic growth and productivity. To achieve this, funding should be directed to projects that reduce congestion and/or improve pedestrian and cyclist safety. A number of wider issues are identified in Part A of this Plan (Chapter 3) which have implications for cycleways, walkways and bridleways (CWB) management and have been kept in mind while producing this Asset Management Plan: Improving community resilience. The provision of active transport facilities linking key origins and destinations will broaden the range of transport options. The Expressway may offer opportunities to acquire new reserve land to enhance CWB network connectivity particularly around Poplar and Leinster Avenues. Other opportunities for improving cycling through the District will include a new purpose built north-south walking and cycling route within the expressway designation. There will also be an opportunity to upgrade the existing State Highway route. Peak oil and other resource shortages will certainly require efficiencies in use of both materials and energy which may result in a need to scale back service provision. Alternative sources of both resources and energy will be sought. In an era of global oil price uncertainty, supply volatility, peak oil and climate change, provision for a more diverse transport system with options for transport that do not depend on fossil fuel make good sense economically and environmentally for individuals and communities particularly for journeys less than 5km. Climate change effects may increase some or decrease other services or activities. Coastal linkages within the CWB network could be compromised and the provision of flow paths for flood PAGE 6 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

7 Executive Summary waters may create new opportunities or challenges in maintaining a connected CWB network. This will require close collaboration with both the Leisure and Open Space and Stormwater teams. Growth management. More than 20% of the District s population is over 65 and 75% of the population live in the urban areas of Waikanae, Raumati and Paraparaumu. The expansion of the District in the last 20 years has increased the volumes of traffic particularly on arterial roads. Walkers and cyclists are obliged to share the same roads and highways as faster moving vehicles. What the community expects The community supports the development of the CWB Strategy, its vision, objectives and action targets, and the formation of a comprehensive cycleways walkways and bridleways network. Several hundred comments relevant to the Strategy and the provision of cycling, walking and horse riding facilities were received via the LTCCP 2004 consultation workshop sessions. The provision of better levels of service across the District was one of the most popular issues raised during the consultation process. Community feedback indicated that there is a lack of a comprehensive network of pathways and facilities linking communities and providing for the needs of different users. Feedback from workshops run during the 2004 LTCCP consultation process indicates that the community wants: provision of better levels of service for CWB across the district; better access and connections, particularly between existing open spaces (including the coast and rivers) and better links to the CWB network such as through Queen Elizabeth Park, Peka Peka to Te Hapua Road, Mataihuka Walkway and connections to the Waikanae River south bank; that the Kāpiti Coast becomes nationally recognised for an extensive walkway cycleway and bridleway system, in particular: a coastal walkway, cycleway and bridleway from Paekākāriki to Ōtaki and north; extensive linkages to schools, town centres, community facilities, public transport and key natural features; safe access within and across the State Highway and expressway corridors; relatively easy access along the coastal escarpment and lower hills: and good access up into the back country; formation of a comprehensive CWB network across the District; and increased facilities for dog walking. The community has indicated it wants the Kāpiti Coast District to become renowned for best practice subdivision design that includes trees, landform, waterways, parks, walkways cycleways and bridleways as features. Table 1 CWB levels of service and related performance indicators Proposed level of service Proposed measures Accessibility CWB networks are available for people of all ages and Each settlement has at least one CWB facility that PAGE 7 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

8 Executive Summary abilities Availability The CWB network is available to users and provides links across the District. Biodiversity The CWB network enhances the public s experience of biodiversity. Quality CWB network enhances people s experience of the outdoor environment Safety Users of the CWB networks are as safe as practicable given the nature of the activities provides an equivalent experience for all visitors regardless of age any limit to their abilities. The CWB network is available at all times throughout the District Each settlement has a CWB facility that links to an adjacent settlement. See note below. The CWB network offers a range of recreational amenity experiences. The CWB network will provide safety, comfort, directness, coherence and attractiveness to its users Hazards are well managed and accidents resulting in serious harm are rare. Note: The Council is aware that the community places considerable value on the maintenance and enhancement of biodiversity in parks and open spaces. At present, there is no practicable way of measuring its performance on this. However, Greater Wellington Regional Council and the Department of Conservation are working on a Biodiversity Strategy which will address this in the next few months. When this Strategy is published, the Council will develop a measurable level of service relating to biodiversity for inclusion in the final draft of this AMP. Key assumptions and uncertainties Assumptions Current levels of service will be maintained. Council land purchase provides opportunities for permanent CWB connections via the strategic land purchase programme. Uncertainties Changes in the Government Policy Statement (GPS) affect the eligibility of walking and cycling projects receiving NZTA funding support. NZTA funding is only provided for commuter cycleways which are typically located in land reserved for roading purposes. CWB networks often cross boundaries between road reserve, public land, recreation land and may include private landowners or land owned by other agencies such as the Department of Conservation, Kiwi Rail, Greater Wellington Regional Council, the NZTA or the Crown. Land ownership has implications for what can be funded by the NZTA. Land suitable for CWB networks and the ownership of that land also has implications for what can be funded by Council. Agreements the Council has with landowners who allow public access across private property range from a signed written agreement to leases or management agreements, which may be revoked at the owner s request after a mutually agreeable time period. PAGE 8 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

9 Executive Summary Receipt of funding from external partners for walking and cycling projects are often tagged with time constraints on when that funding must be used by. Projects can have a period where the Council anticipates funding will be available but has to plan and progress other projects in the interim until the fundraising targets are met. This requires a certain level flexibility within a fixed budget to manage community aspirations while ensuring that Council s commitments to NZTA are also delivered. Subdivision and development of private land can provide opportunities for CWB network connections that may require Council funding commitments. How we fund it Cycleways, walkways and bridleways are funded through the Access and Transport activity via district wide roading rate with some project crossover and funding support from the Leisure and Open Space activity. Capital funds for CWB implementation are identified under Cycleways in the Annual Plan and LTP. Commuter cycleways identified in the Cycleway, Walkways and Bridleways Strategy and implementation plan are eligible for a construction subsidy from the New Zealand Transport Agency (NZTA) when specific funding criteria are met through the LTP online application process: Commuter cycleways and associated end of trip facilities are eligible for a 53% construction subsidy from the NZTA; Commuter cycleways are eligible for a 43% maintenance subsidy from NZTA; and Emergency works on commuter cycleway networks are eligible for a 43% subsidy from NZTA. Depreciation is funded through rates. PAGE 9 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

10 Executive Summary How much it costs Operating costs and Capital expenditure: Description Sum of 05/06 Actual Sum of 06/07 Actual Sum of 07/08 Actual Sum of 08/09 Actual Sum of 09/10 Actual Sum of 10/11 Actual Median Last 5yrs Operating Costs 3,185 24,743 50,986 73,266 58,107 45,990 50,986 Renewal Capital Costs 69, , , , , , ,707 New Capital Costs Grand Total CWB 72, , , , , , ,693 Description Budget 11/12 Sum of Bud 12/13 Sum of Bud 13/14 Sum of Bud 14/15 Sum of Bud 15/16 Sum of Bud 16/17 Sum of Bud 17/18 Sum of Bud 18/19 Sum of Bud 19/20 Sum of Bud 20/21 Sum of Bud 21/22 Operating Costs 52, ,000 85,000 90,000 95, , , , , , ,000 Renewal Capital Costs 78, , , , , , , , , , ,263 New Capital Costs 148, , , , , , , , , ,000 1,040,000 Grand Total CWB 278, , ,000 1,245,000 1,054, , ,263 1,039, ,263 1,069,263 1,439,263 Description Sum of Bud 22/23 Sum of Bud 23/24 Sum of Bud 24/25 Sum of Bud 25/26 Sum of Bud 26/27 Sum of Bud 27/28 Sum of Bud 28/29 Sum of Bud 29/30 Sum of Bud 30/31 Sum of Bud 31/32 Operating Costs 160, , , , , , , , , ,000 Renewal Capital Costs 259, , , , , , , , , ,263 New Capital Costs 890, , , , , , , , , ,000 Grand Total CWB 1,309,263 1,299,263 1,289,263 1,309,263 1,299,263 1,349,263 1,309,263 1,329,263 1,319,263 1,407,263 PAGE 10 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

11 Introduction 1. Introduction 1.1 Goals and asset types Cycleways, Walkways and Bridleways Goals To promote walking, cycling and horse riding as safe, everyday modes of transport and recreation. To develop safe networks which improve walking, cycling and horse riding access and linkages throughout Kāpiti. To encourage and improve local regional and national co-ordination, cooperation and collaboration in the planning and provision of safe walking, cycling and horse riding opportunities. Asset types covered by this plan Asset type Total length or # Shared paths Beach accessways (100+) Paths Walking tracks Bridleways (3) Cycle lanes Built assets (signs, seats, bollards, barriers, stiles, etc) 63.7 km 13 km 400+ Structures (bridges, boardwalks, etc) Activity description and rationale This activity includes the following services and programmes: management of assets: cycleways, walkways, bridleways, neighbourhood, beach and reserve accessways, CWB specific signs, seats, bollards, barriers, culverts (such as Anzac Road and Haruatai Park), bridges and boardwalks; delivery of CWB specific road safety improvement projects, in conjunction with New Zealand Police, New Zealand Transport Agency and other road safety partners; upgrades and development of cycleways, walkways and bridleways; advocacy for active mode transportation (walking, cycling and horse riding); and planning and design, linked to wider District development projects. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 11 OF 78

12 Introduction Strategically, providing access is a very important service. Generally Kāpiti Coast has poor east to west roading linkages but does have a growing walkway /cycleway network. The Council is concerned with improving linkages between communities, especially for pedestrians and cyclists, in order to improve active mode choices and reduce reliance on private vehicles, specifically for trips of 5km or less. The Council s Cycleways, Walkways and Bridleways are categorised as follows for ease of management: Paths. These include shared paths, neighbourhood accessways, beach accessways, walkways and bridleways. o Shared paths include walkways, neighbourhood accessways and off road cycleways. They are normally a minimum of 2.2 m wide to accommodate walking, cycling and occasionally horse riding. The surface is compacted gravel, concrete, asphalt or chip seal. Shared paths are often eligible for construction and maintenance subsidy from New Zealand Transport Authority (NZTA). o Beach accessways can be unformed sand tracks or engineered concrete or timber stairs or ramps which provide access to the beach. o Walkways and neighbourhood accessways typically provide for easy walking suitable for all ages and most fitness levels. The surface is usually on a durable surface such as concrete, chip seal, asphalt or compacted gravel. They cater for people with a range of abilities and people with buggies and children. Exceptions are typically located in escarpment reserves and beach accessways. o Bridleways which provide equestrian access on road verges/berms, waterways, the beach, the left shoulder or side of the traffic lane of dual carriageways and south bank of the Waikanae River. Cycle lanes. On road cycle lanes are provided by chip seal or asphalt road surfaces and are maintained under the Access and Transport AMP. Structures. These include bridges, culverts and boardwalks within the District. In addition, a range of built assets located within the CWB network are managed through this AMP including: seats, tables, bins and other furniture; lighting; signs, plaques; and fences, barriers and bollards. 1.3 Linkages Asset Management Plans constitute core planning documents for Kāpiti Coast District Council. They are the key link between the Council s Long Term Plan and the delivery of services to the community. The CWB AMP delivers the Council s Community Outcomes, and complies with legislative requirements. It also provides draft financial forecasts and activity information which feeds into the LTP. These relationships are summarised in the following diagram. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 12 OF 78

13 Introduction Figure 1.1: AMP linkages Local Government Act Resource Management Act Long Term Plan Annual plan CAPEX budgets Strategic targets Regulatory tactics District Plan Programme Adopted by Council/ Community AM Forecasts Council Key Strategies CWB Implementation Plan Strategic Goals Asset Management Plan Government Policy Statement AM Forecasts 10 Year investment Programme CAPEX Programmes Operational Plans In addition to these internal linkages, Kāpiti Coast District Council s CWB implementation plan contributes to delivery of the Wellington Regional Land Transport Strategy and the Wellington Regional Strategy s Open Space Strategy to help deliver integrated land transport and recreational networks across the region in a way that is economically, environmentally and socially sustainable. 1.4 Key issues Implications for cycleways, walkways and bridleways of wider issues A number of key issues for asset management are identified in the shared Part A of the asset management plans. The following identifies which of those key issues has particular relevance for CWB management and explains what that relevance is. Improving community resilience The resilience of a community can be defined as its ability to resist shocks as measured by its capacity to continue to function during crises and to return to normal functioning speedily once the crisis is over. CWB can contribute to building community resilience by: 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 13 OF 78

14 Introduction providing a network of walkways, cycleways and bridleways that offers alternatives to the road network and is convenient, safe and direct; and assisting with improved individual and general health. The proposed Expressway Provides an opportunity to create a direct north / south CWB corridor within the expressway designation. There will be a need for NZTA to mitigate some of the negative landscape effects on the layout of the CWB network within the designation. There will be opportunities for improving the existing SH1 route for cycle and pedestrian access as part of its revitalisation as a local road before it is handed over to the Council. o There will be effects on Council s existing strategic landholdings with potential to lose land that currently provides informal public access. Peak oil and other resource shortages Impacts on the community s ability and willingness to pay at a time of escalating costs. This may result in a need to change or possibly scale back some levels of service over time. Walking and cycling will very likely become more prominent, increasing the demand for walking and cycling (active mode) facilities. Potential shortages of fuel on a temporary or longer term basis will have direct impacts on maintenance regimes. We will investigate alternative design solutions that use natural or recycled materials and support contractors who use alternative fuel sources to power machinery and produce materials. We will also monitor developments in these areas with a view to adopting proven new technologies. We will revisit maintenance schedules to ensure greater fuel efficiency is achieved or adopt lower levels of service. Climate change Mitigation The CWB Implementation Coordinator in conjunction with the Access and Transport team, the Leisure and Open Space team and the Senior Advisor Climate Change and Energy will identify and implement ways to reduce the Council s greenhouse gas footprint, for example by specifying fuel efficient machinery or vehicles through the tender process or by reviewing maintenance schedules. A complete CWB network is an integral part of travel demand management. The Council will continue to develop school and workplace travel plans and promote the benefits of different travel modes to reduce the impact of vehicle emissions. Adaptation The increasing effects of climate change on Kāpiti s coastline and waterways have significant implications for the Councils coastal and riverside CWB assets: dune regeneration and maintenance will become increasingly critical in slowing coastal erosion and mitigating storm impacts, specifically on beach accessways; 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 14 OF 78

15 Introduction as the incidence of inland flooding grows, relocation of low lying or vulnerable parts of the CWB network may be required; climate change may mean that more resources will be needed to repair damaged infrastructure or to undertake more frequent vegetation control; and managed retreat from flood and coastal erosion hazard zones may offer opportunities for creation of new walking and cycling networks. Growth management Better use of existing networks is significantly more productive than providing more of the same. Where travel demand is not significantly increasing but road networks are congested, there is a strong body of research pointing to superior economic outcomes from optimising the existing road network as opposed to expanding capacity. Residential and commercial development will play a large part in expanding the CWB network. Regardless of where new growth occurs, it will have implications for active mode accessibility and connectivity within and across the district. Ensuring appropriate CWB provision is made in new developments is crucial to realising the CWB vision for Kāpiti. As population numbers increase, especially in the older age groups, the types of vehicles using the CWB network may change, e.g. increased use of motorised scooters could require wider pavement surfaces particularly in high use areas. Specific issues for CWB Implementation Plan. Currently the CWB is in between implementation plans and has been operating within minimal budgets. However, this year an implementation plan will be developed to manage the increase in CWB funding from 2012/2013, as discussed in the LTCCP This may result in a need for increased staffing or may increase the use of consultants. New development. Subdivisions are a permanent feature in the landscape and can enhance or restrict public access. Incomplete networks. The networks of pathways and facilities between and within the Districts communities are incomplete and disconnected. Community feedback has indicated that these networks do not yet provide adequately for the needs of different users. Key linkages needed are: o Paekakariki to Raumati South; o Peka Peka to Te Horo; o Waikanae River trails; o Te Horo to Ōtaki ; and o Mataihuka Walkway. There are opportunities to improve the attractiveness of walking and cycling in our urban areas by ensuring that walking and cycling routes are more direct and convenient than travel by car. These issues can be summarised as: o CWB networks are incomplete and disconnected, especially in urban areas but also between them; o new routes (both on and off road) are needed to complete the networks; o there is a need to establish greater accessibility for CWB to give a competitive advantage over driving; and o both recreational and daily users need to be accommodated. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 15 OF 78

16 Introduction The maps in Appendix A, provided by NZTA, show the walking and cycling movements within the District and provide an idea of where key linkages are missing. Demographic and land use changes. The population of the Kāpiti Coast District has grown steadily over the last 15 years and at the 2006 Census the population was over 46,000. More than 20% of the District s population is over 65 and 75% of the population live in the urban areas of Waikanae, Raumati and Paraparaumu. o population growth rates were high prior to 2006, which have now slowed, however, active transport infrastructure has yet to accommodate new users; o o many residents are retired and desire easy walking and cycling access; and land use patterns are low density and dispersed, making it hard for many to walk or cycle to community services or between towns. Safety Concerns. Road crashes are recorded by police in the Crash Analysis System database (CAS) which allows trends in walking and cycling crashes to be monitored. o 14% of all road crash casualties in the Kāpiti District were pedestrians and cyclists (8% and 6% respectively); o 28% of all crash casualties on urban roads were pedestrians and cyclists (17% and 11% respectively); and o 14% of all crash casualties on urban state highways were pedestrians and cyclists (7% each). Figure 1.2 indicates that community connector roads with high traffic volumes have a more cycle trips per day (except SH 1) which can create conflict and cycle casualties (serious injuries or fatalities). 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 16 OF 78

17 Introduction Figure 1.2: Cycle casualties in the Kāpiti District Cycle casualties on arterial routes in Kapiti 25,000 Cycle Trips / Day Average cycle trips/day Cycle casualties Traffic volume AADT 20,000 15,000 10,000 Traffic Volume AADT 40 5, Kapiti Rd Makora Rd Rimu Rd Raumati Rd Mazengarb Rd Wharemauku Rd Manly St The Drive Marine Parade Ratanui Rd Matatua Rd Otaihanga Rd Matai Rd Mill Rd Rosetta Rd Arawhata Rd Elizabeth St Aotaki St Te Moana Rd SH 1 Road *Casualties are considered any serious injury or fatality. * ADDT = Average Annual Daily Traffic. Declining levels of walking and cycling to work and school: The New Zealand Household Travel Surveys are the most comprehensive source of information on patterns of travel nationally. The most recent survey (conducted in ) illustrates how car dependant this country is. Results are in figure 1.3 below. Figure 1.3: The New Zealand Household Travel Survey results National total travel times 81% 1% 12% Passenger/Driver in private vehicle Walking Cycling 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 17 OF 78

18 Introduction o o o These results are in sharp contrast to many European countries, in which active transport (walking and cycling) has two to three times greater share of all travel. The trend over the last 20 years in New Zealand is towards more time spent travelling by car and less walking and cycling. Between 1989 and 2003 time spent driving increased disproportionately, up by almost 50%; there was no change in time spent walking; and time on bicycle travel fell by 43%. The Kāpiti District has low levels of walking and cycling to work relative to other parts of NZ because most employees travel considerable distances to their employment. Paraparaumu is about 50km from the Wellington central business district by road. Overall walking and cycling to work in Kāpiti has declined 44% in the last 20 years. The 2006 census shows that walking and cycling levels declined between 1986 and 2006 and is illustrated in figure 1.4 below. Figure 1.4: Census 1986 and 2006 results Declining Levels of Walking/Cycling to Work 8% 7% 6% 5% 4% 3% 2% 1% 0% Walking Cycling o In the first cycle counting trial was undertaken on key roads in Kāpiti. The results suggest that there was a 10% increase in the number of cyclists over the 12 month period and we hope this will be reflected in the next census report on walking and cycling to work and school. Global issues. In an era of global oil price uncertainty, supply volatility, peak oil and climate change, provision for a more diverse transport system with options for transport that do not depend on fossil fuel make good sense economically and environmentally for individuals and communities particularly for journeys less than 5km. Overlapping of some CWB assets within other Council departments. Some CWB networks assets overlap with assets in the Access and Transport AMP, the Coastal and Stormwater AMP as well as the Parks and Open Space AMP. In addition, the CWB programme incorporates funding from all three activities. This requires good information sharing and collaboration for efficient programming and implementation of capital projects, asset management planning and asset data capture. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 18 OF 78

19 Introduction The Government Policy Statement 2012/ /22: This policy states that investment in walking and cycling is expected to make a contribution to economic growth and productivity. To achieve this, funding should be directed to reduce congestion and/or improve pedestrian and cyclist safety. It states consideration should be given to concentrating the investment in fewer more targeted activities, for example in model communities, rather than spreading the funding across a greater number of activities with a lower overall level of return. There are opportunities to support the New Zealand Cycle Trails Network Expansion Project. Roading programmes could, where appropriate, include provision for treatments that improve cycling safety on roads that are part of the cycle trails network. 1.5 Significant negative effects Providing cycle lanes on roads removes space for on road parking in arterial roads. The perception of security and privacy can be compromised for CWB neighbours. Crime and anti-social behaviour are an unfortunate fact of life in some open space areas as a result of design (poor sight lines from the exterior) and location. For example, motorbikes accessing the CWB network in wider paths designed for buggies, horses can cause excessive noise to neighbours/users, danger to users and possibly damaging the path. 1.6 The level 2 of this plan The appropriate level of sophistication of planning for asset groups is determined based on consideration of certain factors which impinge on their management as follows: Table 1.2: Assessment against planning level factors Criteria Assessment Comment District population size District wide risks Size, condition and complexity of assets in group Risks associated with failures Organisational skills and resources Intermediate Intermediate Intermediate Basic Intermediate A comparison of factors including urban area, town populations and total population showed that CWB asset management practice in the Kāpiti Coast should be at the Intermediate level. Analysis of District-wide risks relevant to all asset groups confirmed that asset management practice should be at Intermediate level. There is a range of assets with varying levels of formal condition assessments and management plans in place. Bridges are annually inspected by the Council s consultant engineers. Tracks and structures are inspected and maintained by Council staff. Risks associated with bridges, structures, pavements or hazardous trees are managed by regular or annual inspections. Hazards caused by storm events are often first reported by members of the public Succession planning issues are recognised and mitigated to the extent possible given a small pool of potential recruits to specialist positions. Planning systems are being implemented across the asset group and being incorporated into the asset management process. Up-skilling for succession and training of current staff are 2 For an explanation of planning levels, see Introduction of Part A. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 19 OF 78

20 Introduction Criteria Assessment Comment needed. Customer expectations Sustainability considerations Intermediate Intermediate 68% of residents surveyed in a robust random sampling process in mid-2010 rated the CWB network as important or very important to them. This is lower than some other Council asset groups but still significant. Residents move to the Kāpiti Coast in part for high natural values. The Resident Survey also showed that expectations of users are largely being met. The provision of walkways through reserves and other open spaces contributes significantly to Kāpiti Coast District Council s responsibilities for the ongoing health and social well-being of the community. It is vitally important that new pathways do not degrade the biodiversity values of an area particularly during construction and that community expectations around landscaping are met by rehabilitating disturbed ground with appropriately sourced native plantings. This analysis suggests that the asset management practice of the CWB at Kāpiti Coast District Council should be at the Intermediate level. However, as no AMP is currently in place and the resources available to the Council to complete this work are limited, a decision has been made to develop the first AMP at a Basic level. The asset management practice will be improved over the next three years. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 20 OF 78

21 2. Legal and Policy Requirements 2.1 Key Strategies and Council Policies Legal and Policy Requirements The following lists Kāpiti Coast District Council s key strategies and policies that influence the management of its CWB networks. Cycleways, Walkways and Bridleways Strategy; Open Space Strategy; reserve management plans; Active Recreation Strategy (which is due to commence in 2011/2012); Coastal Strategy; Development Management Strategy; Subdivision and Development Principles and Requirements 2005; Sustainable Transport Strategy; Streetscape Strategy; Stormwater Strategy; Youth Action Plan; and Positive Ageing on the Kāpiti Coast: He Tira Kaumātua. 2.2 Legislative requirements The preparation and implementation of this AMP and its long term financial forecasts help Kāpiti Coast District Council comply with legislative requirements. Key legislation applying to cycleway, walkway and bridleway (CWB) infrastructure is summarised below: The Land Transport Management Act 2003 (and LTMA Amendment Act 2008). The purpose of this Act is to contribute to the national aim of achieving an integrated, safe, responsive, and sustainable land transport system, an approach reflected in the New Zealand Transport Strategy (NZTS). This act requires an integrated approach to land transport planning, management and funding with the intention of improving social and environmental responsibility and to allocate land transport funding in an effective and efficient manner. The Government Policy Statement 2012/ /22: As explained in Chapter 1.4 states that investment in walking and cycling is expected to make a contribution to economic growth and productivity. Local Government Act This act requires an integrated approach to land transport planning, management and funding with the intention of improving social and environmental responsibility and to allocate land transport funding in an effective and efficient manner. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 21 OF 78

22 Legal and Policy Requirements Local Government Act 2002 see Part A, Chapter 2. There are specific requirements regarding reserve contributions which govern what can be done with them. These provisions clearly imply an expectation that councils will provide parks and reserves, which includes CWB facilities. Resource Management Act 1991 The Act requires the Council to manage the use, development and protection of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic and cultural well-being and for their health and safety while: sustaining the potential of natural and physical resources to meet the reasonable foreseeable needs of future generation; avoiding, remedying or mitigating any adverse effects of activities on the environment; safeguarding the life-supporting capacity of air, water, soil and ecosystems; in managing the use, development, and protection of natural and physical resources, recognising and providing for the following matters of national importance: o o o o o the preservation of the natural character of the coastline environment (including the coastal marine areas), wetlands, and lakes and rivers and their margins, and the protection of them from inappropriate subdivision, use and development; the protection of outstanding natural features and landscapes from inappropriate subdivision, use and development; the protection of areas of significant indigenous vegetation and significant habitats of indigenous fauna; the maintenance and enhancement of public access to and along coastal marine area, lakes and rivers; the relationship of Maori and their culture and traditions with their ancestral lands, water sites, wāhi tapu and other taonga; complying with the District Plan; administering reserve contributions, complying with procedures for appeals against contributions levied, and justifying the degree of contribution extracted; and taking into account the Treaty of Waitangi in exercising functions and powers under the Act relating to the use, development, and protection of natural and physical resources. The Transport Act This act enables the control of road and traffic operations. These include traffic regulations, bylaws, enforcement etc. Other relevant Acts and standards are: Fencing Act 1987; Reserves Act 1977; Walking Access Act 2008; Dog Control Act 1996; Litter Act 1979; Building Act 2004; 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 22 OF 78

23 Legal and Policy Requirements Health and Safety in Employment Act 1992; Trespass Act 1880; Greater Wellington Regional Council Pest Management Strategy ; Greater Wellington Regional Council Freshwater Plan 1999; Greater Wellington Regional Council Air Plan; Greater Wellington Regional Council Land Transport Strategy ; Greater Wellington Regional Council Walking Plan; Greater Wellington Regional Parks Network Management Plan; Queen Elizabeth Park Management Plan; Greater Wellington Regional Council Cycling Plan; Land Drainage Act; Land Transport rules including but not limited to Setting of Speed Limits Rule (Rule 54001) and Traffic Control Devices Rule (Rule 54002); and Greater Wellington Regional Council Land Transport Strategy and associated plan. 2.3 Relevant standards Maintenance and operational standards for the delivery of CWB services are specified in maintenance contracts and service level agreements (SLAs). In addition, there are a number of other documents that guide the maintenance, management and provision of services and assets. These are set out in the following table: Table 2.1 Relevant standards impacting CWB Standard/Specification Content/Purpose Austroads Guide to Road Design Part 6A: Pedestrian and Cyclist Paths Austroads Guide to Road Design Part 4: Intersections and Crossings New Zealand Supplement to the Austroads Guide to Traffic Engineering Part 14: Bicycles Cycling aspects of Austroads Guides, March 2011 Manual of Traffic Signs and Markings (MOTSAM) Parts 1 and 2 Provides guidance for road designers and other practitioners on the design of paths for safe and efficient walking and cycling. Includes Part 6 Roadside Design and Safety Barriers and 6B Roadside Environment. Provides guidance for road designers and other practitioners on the design of paths for safe and efficient walking and cycling. Includes Part 4A Unsignalised and signalised intersections, 4B Roundabouts and 4C Interchanges The key reference document for the design of cycling facilities in New Zealand. Information relating to planning, design and traffic management of cycling facilities from Austroads guides. The standard outlines the policy and location requirements for traffic signs and markings in New Zealand. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 23 OF 78

24 Legal and Policy Requirements Standard/Specification Code of Practice for Temporary Traffic Management Best Practice Subdivision Guide Cycle Network and Route Planning Guide Subdivision and development principles and requirements Streetscape Strategy and Guideline AS/SNZ 4360:2000 Risk Management for Local Government AS/SNZ 1328 Glue laminated Structural Timber AS/SZZ 4671 Steel Reinforcing Materials RTS 14 Guidelines for Blind and Vision Impaired Pedestrian Planning and Design Guide SNZ 4121:2001 Design for Access and Mobility Buildings and associated facilities SNZ 3602 Timber and Wood based products in building SNZ 3604 Timber Framed Buildings SNZ 3605 Timber Piles and Poles for use in buildings SNZ 3622 Verification of timber properties SNZ 3631 Classification and grading on NZ timbers SNZ 3640 Chemical Preservation of Round and Sawn Timber SNZ 3124 Concrete Construction for Minor Works SNZ 3104 Specification for Concrete Production Content/Purpose The code of practice for safe and efficient management and operation of temporary traffic management on all roads in New Zealand. Provides a guide to the quality and aesthetic standards for subdivision. Promotes a consistent approach to planning the provision for cycling in New Zealand. Provides a guide to the service quality and standards for subdivision and development. Provides a guide to the streetscape standards for new development. Guidelines for assessing risks and developing risk management strategies. Guidelines for glue laminated structural timber. Guidelines for steel reinforcing materials. Best practice design and installation principles for pedestrian facilities that assist blind and vision impaired people. Sets standards for the planning and design of pedestrian facilities and infrastructure. Sets standards for design, access and mobility requirements in buildings and associated facilities. Guidelines for timber and wood based products in building. Guidelines for timber framed buildings. Guidelines for timber piles and poles for use in buildings. Guidelines for verification of timber properties. Guidelines for classification and grading on NZ timbers. Guidelines for chemical preservation of round and sawn timber. Guidelines for Steel Reinforcing Materials. Guidelines for specification for concrete production. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 24 OF 78

25 Legal and Policy Requirements Standard/Specification SNZ HB 8630:2004 Tracks and Outdoor Visitor Structures (DOC guidelines) SNZ 8603:2005 Design and Application of Outdoor Recreation Symbols The geometric design of Pedestrian, Cycle and Equestrian Routes. Trail building Guidelines, International Mountain Bike Association Ministry of Justice Safety Design Guidelines for Parks Developments. Reserve Management Plans Content/Purpose Sets standards for tracks and outdoor visitor structures to ensure that customer recreation and safety needs are met. Sets standards for outdoor recreation symbols to ensure that visitor interpretation follows national and international guidelines. Design Manual for Roads and Bridges in the UK. Design guidelines for constructing mountain bike tracks and trails in the USA. Implements the CPTED (crime prevention through environmental design) principles. Provides guidelines to take account of safety issues for design and planting. Guides day to day and long term management of reserves. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 25 OF 78

26 Levels of Service 3. Levels of Service 3.1 User research and expectations Three sources of feedback on the Council s CWB facilities contributed to our understanding of what residents and ratepayers expect and how satisfied they are with levels of service received: LTCCP and CWB Strategy Consultations; the 2010 Resident Opinion Survey; and School Travel Plans. While these surveys provide clear feedback, they do not give a complete image of what CWB facility users in the District need or want. The option of performing more user surveys in the future will be addressed by the next AMP review. In the 2003 LTCCP consultation workshops, community priorities for action were established. They stated that cycleways, walkways and bridleways rated in the top ten (6 th District wide and 2 nd Northern area). In response to these priorities the LTCCP states that The Council will make a significant contribution in the long term to establishing the cycleway, walkway and bridleway vision that has been developed by the community. and in relation to Outcome 1 under Access the District becomes nationally famous for its cycleway, walkway and bridleway system. In response to these community priorities for action the clear strategic choice was made that in the short term there would be a focus on negotiating access with landowners, with significant investment in upgrades occurring later. A full time position (Cycleway, Walkway & Bridleway Implementation Coordinator) was then appointed in September From 2012/2013, the local share funding for cycleways, walkways and bridleways is projected to increase from $100,000 per year to $710,000 per year and as stated in Chapter 1.4 increased staffing or an increase in consultant usage will be needed with the increased budget. In October 2009 the Council adopted the 2009 revision of the Cycleways, Walkways and Bridleways Strategy. This revision did not include any significant changes and may need to be revised in 2014 once the Implementation Plan is completed in LTCCP 2003 consultation workshops Several hundred comments relevant to the provision of cycling, walking and bridleway facilities were received via the LTCCP consultation workshop sessions. Common themes can be found in Appendix B. Resident Opinion Survey 2010 This survey provides a statistically robust sample of opinions from residents throughout the District. Questions about the CWB network will be asked again in the 2013 Survey which will allow the Leisure and Open Space team and the Access & Transport team to check on the delivery of expectations. In 2010, survey respondents were asked two questions: about the standard of footpaths and the standard of walkways and cycleways. Information from the survey can be summarised as follows: 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 26 OF 78

27 Levels of Service While footpaths received importance ratings of just over 4 out of a possible 5, and walkways and cycleways received ratings of just under 4 out of a possible 5, they nevertheless rated lower than water supply, stormwater, wastewater, roads and footpaths, and kerbside recycling. Residents reported higher levels of satisfaction with walkways and cycleways than with most other Council services surveyed. Residents report lower levels of satisfaction with footpaths than with most other Council services surveyed. Specific results are graphed in Figure 3.1 below: Figure 3.1: Resident Opinion Survey Results 90% 80% 70% 60% 50% 40% Importance Satisfaction 30% 20% 10% 0% Footpaths Walkways and cycleways While footpaths are included in the Access and Transport AMP and not in the CWB AMP, it is important to note their satisfaction ratings in the CWB AMP as they are a key link within the CWB network. Footpaths are typically concrete paths along the roadside and are not considered CWB assets. Of those who expressed dissatisfaction, their reasons for doing so showed 3 main causes: o o o there are not enough CWB facilites; there is no clear linkage; and there are not enough signage and markings to show where pedestrians should be and where cyclists should be. Analysis of this feedback suggests that there is room for improvement in the walkways and cycleways and footpaths as levels of satisfaction are not high. This may reflect an unrealistic level of expectation in the community when taken in conjunction with the community s ability/willingness to pay; mean the community may be willing to pay for higher levels of service and provision; or a combination of the two. Consultation on the Long Term Plan and the development of the Implementation Plan will guide the Council in balancing the level of service provision against the community s willingness and ability 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 27 OF 78

28 Levels of Service to pay. Should the community not be willing or able to pay for the levels of service it wants, a communication exercise to adjust expectations to a more realistic level will be needed. School Travel Plans The Council also receives information and guidance from the local school travel planning process in regard to which routes are used most often and how users perceive the condition and safety of those routes. The CWB Implementation Coordinator works with the Access and Transport team to address these issues. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 28 OF 78

29 Levels of Service 3.2 Users and stakeholders In order to determine expectations of Council services, the following groups within the general population have been identified as having a particular interest in cycleways, walkways and bridleways. Table 3.1: User groups Group Geographical areas the settlements Interest Groups cycleways walkways and bridleways, Disability Reference Group, Kapiti Cycling, Friends groups, Te Araroa and Rotary Pathway Trusts Sports groups- cycle clubs Outdoor recreation groups walkers, mountain bikers, pony clubs Youth Expectation/need Access to recreation space active and passive Network continuity between and across settlements Safe and attractive CWB networks More and better quality facilities Sense of local identity and pride Range of networks catering for all types of users Protection or separation from traffic, sense of security Way finding, quality of signs maps and visitor information Design follows best practice guidelines Space to ride. Adequate provision of cycle lanes or sealed shoulders on routes with high traffic volumes and speeds Maintenance regimes which ensure routes are safe and comfortable to ride Sufficient quality and distribution of a range facilities across the District Maintenance regimes which ensure facilities are fit for purpose Pleasant places to hang out which are o Safe o Easy to get to o Good access to public transport and casual ( non organised) exercise space Facilities match youth trends in recreation Families/children Informal recreation areas walking, cycling, horse back riding Pleasant facilities in a range of natural environments Safe areas to exercise healthily in Away from roads and traffic 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 29 OF 78

30 Levels of Service Group Schools Seniors Expectation/need Safe networks for walking and cycling to and from school Maintenance regimes which ensure good standards of safety and security Stimulating outside-the-classroom learning opportunities they cannot cater for such as mountain bike parks and cycle skills training facilities Smooth high quality pavements- no trip hazards Adequate signage Table 3.2: Stakeholders Group NZTA Ratepayers Greater Wellington Regional Council Department of Conversation Wellington Regional Strategy Health providers DHBs, MoH, RPH, etc Rotary Pathways Trust Expectation/need Contribution for commuter cycleways and end of trip facilities for cyclists Contribution of local knowledge of their network (e.g. safety concerns) Sense of identity and pride in the District and their particular area within it Value for money Contribution to achievement of agreed Community Outcomes Contribution to regional initiatives Contribution to national initiatives in the conservation estate which incorporates a broad range of outdoor recreational access Contribution to regional Open Space Strategy and Action Plan Provision of sufficient range and number of exercise/recreation opportunities Technical support and project management of Millennium Pathway projects 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 30 OF 78

31 Levels of Service 3.3 Customer values Analysis of the information the Council has on the expectations of the users of CWB services suggest the following are the key aspects they value: Table 3.3: CWB customer values Accessibility CWB networks are available for people of all ages and abilities Biodiversity the CWB network enhances the public s experience of biodiversity Community Engagement the public have opportunities to comment on decisions and activities Responsiveness Council responds to contacts promptly in a respectful and friendly way, issues are addressed promptly and appropriately Quality the CWB network enhances people s experience of the outdoor environment Safety - users of CWB facilities are as safe as practicable Whole of community benefits contribution to improved health outcomes in the District via a network of CWB facilities across the District. Availability the CWB network is available to users and provides links across the District 3.4 Council s strategic goals The levels of service developed need to take into account the strategic goals of the Council as determined and reconfirmed through LTCCP consultations over the past decade. Community Outcomes The Access and Transport activity (which includes the CWB activity) supports the following Community Outcomes through this AMP: 1 There are healthy natural systems which people can enjoy 2 Local character is maintained within a cohesive District 3 The nature and rate of population growth is appropriate to community goals 4 The community makes wise use of local resources and people have the ability to act in a sustainable way 5 There is increased choice to work locally 6 The District is a place that works for young people 7 The District has a strong, healthy, safe and involved community 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 31 OF 78

32 Levels of Service Leadership Statement The Council s Leadership Statement, published in the LTCCP, addresses 16 issues on which the Council considers it needs to adopt a leadership role in the community. Particularly relevant for CWB when considering levels of service are: Table 3.5: Leadership statements relevant to CWB Leadership Statement Building resilience The importance of place, open space, centres and design Closing the loop: Council services waste and energy Kāpiti Coast s place in the region Trains, buses, walking and cycling Relevance The Road Access and Transport network provides opportunities to improve active transport routes across the District which can provide a viable alternative to the use of private motor vehicles, particularly on trips less than 5km. The road is a public space for the movement of people and vehicles. It should reflect the character and expectations of the community through which is passes and which it services. There are opportunities to improve the design of the access and transport network to better meet the needs of all users. This will support the economic centres in the district. The transport sector is one of the largest consumers of energy. Walking and cycling facilities typically have a higher benefit to cost ratio than roading infrastructure projects. The District has a role to play in delivery of regional strategic goals. The delivery of regional transport strategies and plans is a component of promoting local wellbeing. The allocation of road corridor space to other modes increases the opportunity for safer roads and roadsides and promotes uptake of transport modes other than the motor vehicle. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 32 OF 78

33 Levels of Service 3.5 Levels of service Table 3.6: CWB levels of service. Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Primary LoS Our Vision: The Kāpiti Coast is renowned for walking, cycling and horse riding Accessibility CWB networks are accessible for people of all ages and abilities. Each settlement in the District has CWB facility suitable for a range abilities and of all ages. New AMP no current LoS or measures Each settlement has at least one CWB facility that provides an experience for all visitors regardless of age and of any limit to their abilities (including those with mobility scooters, buggies, etc) Disability audit (contractor approved by Disability Reference Group (DRG) Pedestrian Safety Audit Mapping Audit shows adequate compliance with measure. Maps show at least one CWB facility available for people of all ages and abilities in each settlement. PAGE 33 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

34 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Availability the CWB network is available to users and provides links across the District The CWB network is available at all times throughout the District The number of links between settlements will increase over time. 85% of residents score a 3 or higher on a 5 point scale for satisfaction with the availability the CWB network Resident Opinion Survey completed every 3 years Mapping Survey shows satisfaction rating. PAGE 34 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

35 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Biodiversity supporting and enhancing biodiversity throughout the district Areas of biodiversity are accessible through the CWB network. Awaiting development of monitoring regime to establish appropriate measure Awaiting development of monitoring regime. Awaiting development of monitoring regime PAGE 35 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

36 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Quality the CWB network enhances people s experience of the outdoor environment The CWB network offers a range of recreational amenity experiences. The CWB network will provide safety, comfort, directness, coherence and attractiveness to its users 85% of residents score a 3 or higher on a 5 point scale for satisfaction with the range, variety and character of Council-owned CWB facilities Increase the proportion of people walking to work from 4.5% 3 to 12% by 2016 Resident Opinion Survey completed every 3 years Annual CWB surveys Survey shows satisfaction rating. Survey shows increase. Increase the proportion of people cycling to work from 1.8% 4 to 8% by Census Census 2006 PAGE 36 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

37 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Responsiveness Council responds to contacts promptly in a respectful and friendly way, issues are addressed promptly Safety - users of the CWB networks are as safe as practicable given the nature of the activities Secondary LoS Requests for service and complaints are addressed appropriately within acceptable timeframes. Hazards are well managed and accidents resulting in serious harm are rare. Initial response to all contacts within 2 working days. 85% of customers agree Council response is friendly and respectful Less than 2 serious harm accidents reported per year to users of equipment and facilities attributable to the condition of the asset Audit of Service Request reports Customer survey Hazard register Audit of service requests shows compliance. Audit shows no breach in Health and Safety procedures PAGE 37 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

38 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Whole of community benefits contribution to improved health outcomes in the District via a network of CWB facilities across the District. The CWB network offers a range of different transport modes and active recreation opportunities, providing access from the beach to the foothills. 85% of residents score a 3 or higher on a 5 point scale for satisfaction with the range of different active recreation opportunities available in CWB facilities Resident Opinion Survey completed every 3 years Survey shows satisfaction rating. 85% of residents agree or strongly agree that the CWB network makes a positive contribution to the character and quality of town centres and neighbourhoods PAGE 38 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

39 Levels of Service Community Outcome (LTCCP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Community Engagement the public have opportunities to comment on decisions and activities. Communities have input in different ways throughout the process including planning CWB facilities, policy, development and review of design. Communities of interest are included in early stages of design development and policy. Asset manager s records and noted in Design Review reports Reports show all development has undergone consultation. PAGE 39 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

40 Levels of Service 3.6 Gaps in information or LoS achievement Information gaps There are several gaps in the underpinning data which influence Kāpiti Coast District Council s ability to deliver the desired levels of service: systematic documentation of condition assessments; and user survey data to support LTP and Annual Plan submissions. LoS achievement In the absence of a current AMP, levels of service expected by the community have been inferred from satisfaction surveys, consultation feedback and industry standards. The CWB network is not complete throughout the District. New subdivisions can enhance or restrict access through and across the District. Concentration of east west access has occurred due to the three transport corridors and private land developments restricting CWB access particularly between: o Raumati South and Paekakariki; o Peka Peka to Te Horo; o Waikanae River Trails; o Te Horo to Ōtaki ; and o Mataihuka Walkway. There have not been sufficient resources (staffing and budget) to provide community wants and needs as explained in Chapter 3.1 which was a clear strategic decision to make greater investments later on. o The CWB Strategy has been developed but provision has been limited with current budgets. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 40 OF 78

41 Demand Management 4. Demand Management 4.1 Impacts of residential growth Existing sub-division rules set out roading design which is aligned with the strategic direction for access and transport. Subdivisions are a permanent feature in the landscape which may provide or hinder access through and across the district. Informal connections may be closed off and lost through subdivision and land development processes. 4.2 Changing demand As noted in the Introduction of Part A, the population of the Kāpiti Coast District is aging. Changes in the demographic profile of the District will effect how people travel around the District. The design of the network will need to cater for changes in transport modes. This will require a reallocation of road corridor to reflect changing needs. National guidance exists for pedestrians, cyclists and mobility scooters and will be incorporated into policy reviews including technical specifications for roading infrastructure projects. Provision of facilities in the road corridor that provide for the younger and older user will be incorporated into all upgrade and renewal work. This will provide benefits for a wider group of users as internationally it has been demonstrated that design of networks for those who may be slower, less alert or have a disability provides safer transport networks for all users. Economic trends may lead to more residents walking and cycling to work or school increasing demand for more and better CWB facilities. There is significant evidence 5 that shows that economic costs associated with poor health are high and active mode transportation is one way to reduce these costs to taxpayers. Factors such as transport times, reliability of transport and safety influence peoples decisions on where to work and how far to travel. Improved CWB facilities therefore have the potential to alter labour market decisions. There are many beneficial reasons supporting the increased use of CWB facilities. These include: reduced use of private cars; improved travel conditions as fewer cars will be on the road; reduced travel time for other non cyclist road users; reduced congestion; reduced emissions and noise pollution; faster journey times for cyclists and other road users; and all of which make for safer trips. For a map of the District showing major transportation volumes versus destination, please refer to Appendix C. 5 The Importance of making best use of existing networks and better productivity by Hyder. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 41 OF 78

42 Demand Management 4.3 Demand forecast From 2006 to present, the Council has provided a modest budget for CWB construction projects. The Implementation Plan focussed mainly on upgrades of existing assets (particularly on the Waikanae River corridor) and on negotiation with landowners to create public access across private property. It has always been the Council s intention to begin significant construction on the CWB network with the funding boost provided from onwards. The budget increase will complete projects identified in the CWB Implementation Plan (currently under development). 4.4 Demand management strategies Since 2009, the Council has begun to take pedestrian counts and since 2010 cycling counts on over 40 roads in the District and on key paths. These counts provide information on transportation trends which helps guide network construction and maintenance priorities. School travel planning indicates which paths are used most often and how users feel about the condition and safety of those paths. As noted in 4.3 and 1.4.2, there will be an Implementation Plan developed by the end of 2011 which will include a demand management strategy. 4.5 Recreation Choices The national participation levels in 2007/08 from Sport and Recreation NZ (SPARC) show that walking and cycling are of the most popular activities compared to others as shown in Figure 4.1 below. Figure 4.1 presents 10 sport and recreation activities with the highest participation levels among all New Zealand adults. Walking had the highest participation rate among various sport and recreation activities. Figure 4.1: Sport and Recreation Activities with the Highest Participation Levels % Walking Swimming Cycling (cycling/biking) fishing(marine/saltwater Dance (various) Tennis Aerobics Touch Basketball Calisthenics/stretch Note that this does not cover all sports i.e. Rugby, Football, Netball etc 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 42 OF 78

43 Demand Management Figure 4.1 illustrates the popularity of cycling and walking as recreation, but it doesn t illustrate popularity based on modes of transportation. Attracting new cyclists is complex. Figure 4.2 below shows that 60% of people may consider cycling as a mode of transportation if issues of safety, comfort, attractiveness, direct routes and connectivity are addressed. The figure below also illustrates the relationship between the quality of cycling paths and the number of cyclists. If the quality of the paths is high, the number of cyclists will increase. Figure 4.2: Attracting new cyclists >1% of cyclists are fearless Investment ($) 7% are confident 60% are concerned 32% are no way, not ever (25%-32% of population >1% 7% 60% 32% Percentage (%) of Population 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 43 OF 78

44 Risk Management 5. Risk Management 5.1 Risk summaries An overview of the Council s Risk Management methodology can be found in Part A, Chapter 7. Risks associated with the various asset classes in the Cycleway, Walkway and Bridleway (CWB) portfolio have been identified and assessed as follows. A detailed list can be found in Appendix D of this AMP Table 5.1: CWB risks Risk type Injury or fatality resulting from type of CWB activity carried out coupled with the nature of the environment Management practice Compliance with safety standards, best practice guidelines and procedures Barriers Non-routine hazard warnings Injury or fatality resulting from type of work activity carried out coupled with the nature of the environment and nature of equipment and materials used Information gaps resulting from poor data management systems leading to failure to identify risks, unnecessary/unexpected costs, accidents Environmental disaster or major event (storm, ecological disaster, earthquake/tsunami, major fire) Use of volunteers less easily managed than employees and carry out potentially hazardous tasks Internal multiple management responsibilities lack of clarity in demarcation lines can increase risk of issues not being addressed as each assumes the other has it under control. External agency processes must be followed to programme safety improvements and upgrades. Unrestricted and unsupervised access to assets and land under management control over risky activity is minimal Staff training Compliance with industry safety standards and procedures Risk identification and mitigation/isolation/elimination procedure in place Informal/random checking systems Incomplete data capture (ESRI) CDEM Plan Regular monitoring via site inspections and good liaison with groups. Attendance at meetings means team has good understanding of what groups are doing. Some additional Health and Safety training may be needed. Maintain good communication lines and professional working relationships. Safety Improvements need to demonstrate measurable number of existing users and that proposed upgrade is well supported by local community Meet equipment standards Identify hazards and alert users 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 44 OF 78

45 Risk Management 5.2 High consequence risks Table 5.3 lists the high consequence risks associated with CWB. Risk Descriptor Risk Type Net Risk Action Responsibility Monitoring / Reporting Timeframes Extreme Natural Hazards (landslips/ earthquake/ tsunami/ volcanic, storm event) causing reduced or severed transport access within the District. Technology and information management inability to track asset management through technological means, using untested materials, new engineering techniques not being applied. Environmental Public Health Organisational Financial Organisational Financial Reputation Environmental 10 8 CDEM plans and practices State Highway Emergency response Plan RCA Forum quarterly meetings Local Government Asset Managers online forum Asset database Road Safety/School Travel Plan Forum Use of external advice/resources Asset managers CDEM Asset managers IT CDEM monitoring and updates Business continuity and planning Staff training Ongoing Ongoing PAGE 45 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

46 Life Cycle Management 6. Life Cycle Management 6.1 Overview This section describes the Cycleway, Walkway and Bridleway (CWB) assets, their performance and condition. It presents the lifecycle management strategies and programmes used by the Council to manage the service level requirements (Chapter 3.0), demand change (Chapter 4.0) and risk management (Chapter 5.0) associated with the CWB activity for the next 20 years. The lifecycle management plans for each of the 4 asset groups are detailed in the following sections. Table 6.1: Asset groups and location of lifecycle management information Asset type Chapter Paths 6.2 Cycle lanes 6.3 Built assets (signs, seats, bollards, barriers, stiles, etc) 6.4 Structures (bridges, boardwalks, etc) 6.5 Lifecycle activities Refer to Part A, Chapter 8 for definitions of the lifecycle work categories. General Lifecycle Management Strategies The Council maintains ownership and responsibility for managing the CWB activity and the associated infrastructure. Consultants are used to provide specific expertise and assistance as required. The Council manages projects and expenditure, and management of maintenance regimes and capital development contracts. Vegetation control is done in-house by the Parks and Reserves Operations team. All pavement repair works are carried out by contract in accordance with competitive pricing procedures (CPP), and on a performance basis wherever possible. Contract documents specify technical standards required for the project. Contractors are required to provide Road Asset and Maintenance and Management (RAMM) asset management data on the completion of works undertaken in the road reserve. Service Level Agreements and associated costs parks and open space assets are currently being reviewed. Professional services are obtained from a mixture of consultants and internal resources. Not all CWB networks included in this AMP are owned by Kāpiti Coast District Council. Some are located on land owned by the Department of Conservation (DOC), Greater Wellington Regional Council or are privately owned, but managed by Kāpiti Coast District Council. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 46 OF 78

47 Life Cycle Management Operations and maintenance strategies The following general operations and maintenance strategies are applied to the CWB assets: Operations: Council will manage the assets in a manner that minimises the long term overall total cost. Scheduled inspections of bridges/structures are undertaken and justified by the consequences of failure on levels of service, costs, public health and safety or corporate image. The inspection programme will be modified as appropriate in response to unplanned maintenance requirements. Customer enquiries and complaints are recorded on the customer service request system which holds data on the date, time, details, responsibility and action taken. Maintenance: Council will maintain assets using in-house resources in a manner that minimises the long term overall total cost. Unplanned maintenance: A suitable level of preparedness for prompt and effective response to asset failures will be maintained by ensuring suitably trained and equipped staff to conduct prompt repair of critical assets and mitigation of any identified hazards. Planned maintenance: A programme of planned asset maintenance is undertaken to minimise the risk of critical asset failure (e.g. bridges), or where justified when considering financial, safety and social impacts (e.g. vegetation management). Major maintenance needs will be identified through the scheduled asset condition inspections and those generated from the investigation of customer service requests. Operations and Maintenance Plan Repairs are carried out as a result of planned maintenance work, routine inspections or customer service requests. General maintenance of the CWB network consists of: Slip clearing; Mowing; Tree trimming; Fencing; Line trimming Resurfacing/repaving; Weed spraying; Carpentry; Signage; Litter removal; and Drain/culvert cleaning; Graffiti removal. Planting; Service level agreements are in place between the Leisure and Open Space team and the Parks and Reserves Operations team specifying and defining the quantum and quality of the work to be carried out and the responsibilities and obligations of both parties to the SLA (Section 3.5.1) for CWB assets located in parks and reserves. Renewals strategies The Council will rehabilitate or replace assets when justified by: Risk: The risk of failure and associated financial and social impact justifies action (e.g. probable extent of damage, safety risk, community disruption). Asset performance: Renewal of an asset when it fails to meet the required level of service. Nonperforming assets are identified by the monitoring of asset reliability, efficiency and quality during routine inspections and operational activity. Indicators of non-performing assets include repeated and/or premature asset failure, and inappropriate or obsolete components. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 47 OF 78

48 Life Cycle Management Economics: When it is no longer economical to continue repairing the asset (i.e. the annual cost of repairs exceeds the annualised cost of renewal). Efficiency: New technology and management practices relating to increased efficiencies and savings will be actively researched, evaluated and, where applicable, implemented. Renewals needs for key asset groups will be identified through the scheduled asset condition inspections, the investigation of customer service requests and a practical knowledge of the network. Renewals works will be prioritised and programmed in accordance with the following criteria, or in urgent cases undertaken immediately. o public safety risk; o criticality of assets to network operation; o criticality of assets to achievement of service standards and community outcomes; o financial risk of deferring work; o intensity of usage; o environmental risk; o cost and the ability to gain subsidies; and o political preference. Renewal works identified in accordance with the renewal strategies may be deferred if the cost is beyond the community s ability to fund it. This can occur when higher priority works are required on other infrastructure assets, there are short-term peaks in expenditure or if an inadequate rating base exists. When renewal works are deferred, the impact of the deferral on economic efficiencies and the asset s ability to achieve or contribute to the required service standards will be assessed. Although the deferral of some renewal works may not impact significantly on the short-term operation of assets, repeated deferral will create a liability in the longer term. Development Strategies Development works will be planned in response to identified service gaps, growth and demand issues, risk issues and economic considerations. When evaluating significant development proposals, the following issues will be considered: the contribution the new or improved assets will make to the current and anticipated future levels of service and community outcomes; the risks and benefits anticipated to be made from the investment; the risks faced by not proceeding with the development works. (These could include safety risks, social risks and political risks.); ability and willingness of the community to fund the works; and future operating and maintenance cost implications. Significant development works will be prioritised and programmed with contributions from: stakeholders (e.g., Rotary Pathways Trust, CWB Advisory Group, etc); the general community (through public consultation); Council staff and consultants that may be engaged to provide advice to the Council; the LTP/Annual Plan process; and 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 48 OF 78

49 Life Cycle Management the elected Council. (significant proposals are subject to Council decision and available funding). Disposal Strategies Asset disposal processes will comply with Council s legal obligations under the Reserves Act 1977 and Local Government Act 2002, which covers: public notification procedures required prior to sale; restrictions on the minimum value recovered; and use of revenue received from asset disposal. All relevant costs of disposal will be considered when considering disposal options. These costs may include: evaluation of options; consultation/ advertising; obtaining resource consents; professional services, including engineering, planning, legal, survey; and demolition/ site clearing / make safe costs. The use of revenue arising from the sale of assets, or the source of funds required to dispose of assets, will be decided by Council at the time of its consideration of the asset s disposal. General standards and specifications used Council complies with the standards and legislation detailed in sections 2.1 and 2.2 of this AMP as well as Chapter 2 of Part A. In addition, management plans are required under section 41(4) of the Reserves Act 1977 for all Council reserves. CWB networks that run through Council reserves must comply with the management plan for that reserve. Kāpiti Coast District Council continually reviews management plans and any significant changes are made when required. Performance Safety From time to time, natural events occur such as weather-related slips or tree falls. Where there is any danger to users, barriers are erected and signs prominently displayed to prevent access until permanent repairs or solutions are implemented. Due to the location of CWB routes through parks and open spaces, there are potentially safety issues associated with using CWB facilities during the hours of darkness. Availability In accordance with Council bylaws, paths are generally available to all users at all times except when certain sections may be closed for maintenance and/or renewal works. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 49 OF 78

50 Life Cycle Management Quality The Resident Opinion Survey and submissions from the LTP process are currently the only means the Council has to measure the quality of its CWB networks. This will be addressed at the next AMP review once the Implementation Plan is developed. Condition Inspections are done annually and the Council relies on the customer service request system to help assess condition and notify the Council of any hazards outside of the normal inspection schedule. Information Management As discussed in Part A Chapter 10, the Kāpiti Coast District Council s CWB programme has until recently used the BizeAsset asset database with the MapInfo GIS platform. Council has now migrated the data to the ESRI software. All historical and current CWB asset data is readily available in spreadsheet form however ESRI does not assist in asset management planning or forecasting per se. Council is investigating future asset management software options for all Council assets. 6.2 Paths Asset Description Kāpiti Coast District Council manages 64 km of paths. These include shared paths, neighbourhood and reserve accessways, beach accessways, cycleways walkways and bridleways. 22 km of unformed paths are included. o o o o o Shared paths are normally a minimum of 2.2 m wide to accommodate walking, cycling and occasionally horse riding. Access is provided by compacted gravel, concrete, asphalt or chip seal. Walkways, neighbourhood and reserve accessways are well formed and provide for easy walking suitable for all ages and most fitness levels. Access is provided on a durable surface such as concrete, chip seal asphalt or compacted gravel. They cater for people with a range of abilities and people with buggies and children. Exceptions are typically located in escarpment and dune reserves. Beach accessways can be unformed sand tracks or engineered concrete or timber stairs or ramps which provide access to the beach. Bridleways provide equestrian access, preferably on grass or compacted gravel. Equestrian access is permitted on the south bank of the Waikanae River and horses are permitted on roadside verges/berms, the beach and the left shoulder or side of the traffic lane on dual carriageways. Cycleways are off road shared bicycle paths in parks and open space areas and river corridors and are typically compacted gravel. In the 2012/2013 financial year, funding for developing a new major path has been allowed for in the financial forecast. This is in conjunction with the new destination park development referred to in the Parks and Open Space AMP Chapter 6.2. It will include assets such as paths, a bridge and possibly a cycle skills training track. Development of this new asset will be further detailed in the management and development plans of that park once the land is available. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 50 OF 78

51 Life Cycle Management Performance Availability Paths in parks and open spaces are generally not lit for use during hours of darkness. 6.3 Cycle lanes Asset Description Kāpiti Coast District Council manages 13 km of cycle lanes. Cycle lanes are located between the traffic lane and the kerb/shoulder of the carriage way. Cycle lanes are preferably asphalt but the majority of the District s roads are chip seal. If cycle lanes are provided in the State Highway 1 revitalisation project, the extent of cycle lanes in the District will more than double. Cycle lanes should be a minimum of 1.2 meters wide in a 50 kilometre speed zone and a minimum of 1.8 meter wide in an kilometre speed zone. Cycle lanes are incorporated in the operational expenditure of the Access and Transport AMP as they are located on roads and between kerbs. While cycle lanes are incorporated in the Access and Transport AMP, it is important to note that there is a need for improvement and expansion of cycle lanes in the District. The CWB Implementation Coordinator liaises between the departments within Council and the community to address this. One area concerned is the intersection of Kapiti Road and SH1, which may be addressed during the revitalisation project of SH1, but will require liaising between the community, the Council and NZTA. Performance Availability Where there is road works occurring in the traffic lanes, cycle lanes are maintained via a different route as provided by the Traffic Management Plan. 6.4 Built Assets Asset Description Built assets in the CWB AMP include seats, bins, signs, etc associated with the Council s CWB network. Kāpiti Coast District Council owns and manages at least 400 built assets in the CWB. An incomplete list of assets is held within ESRI, the asset database and is being updated as the data is captured. 6.5 Structures Asset Description Structures include bridges and boardwalks located within the Council s parks and open space and within the CWB network. The Council maintains 30 bridges and 200 meters of boardwalks. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 51 OF 78

52 Life Cycle Management Performance Condition Bridges are inspected annually by consulting engineers and results are reported to the CWB Implementation Coordinator. Minor works are usually completed by the Parks and Reserves Operations team by the service request system. Major works, including works requiring engineer expertise, are completed by contractors. The Council also utilises the customer service request system to help assess condition and notify the Council of any recent hazards. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 52 OF 78

53 Financial Summaries 7. Financial Summaries year financial forecast The 20 year financial forecast also includes the median of the previous 3 years for comparison and can be found in Appendix E. As noted in Key Issues, Chapter 1.4, land purchases, new developments and the new expressway will affect the timing and priority of capital projects. The Council will not pursue projects that NZTA will complete and as noted in Chapter 6.3, the Council will liaise with NZTA and the community to advise on such projects. 7.2 Key assumptions The basis for the financial forecasts is explained in the lifecycle management plans (chapter 6.0). The following general assumptions have been made in preparing the 20-year expenditure forecast: CWB assets will normally remain under Council management throughout the planning period. All expenditure is stated in dollar values as at June 2011 with no allowance made for inflation over the 20-year planning period. Maintenance costs are based largely on historical expenditure, current LoS and assume there are no significant changes in contract rates above the rate of inflation. Scheduled maintenance expenditure includes maintenance renewal of asset components which are under the capitalisation threshold of $5,000, and defined as maintenance activities. Renewals expenditure covers replacement costs for asset components not included above, including refurbishment and non-plant/services modernisation works. Development expenditure includes reconfiguration, enlargement or creation of new assets. NZTA funding will remain as it currently is. 7.3 Confidence levels The confidence in data used as a basis for the financial forecasts has been assessed according to the definitions described in Part A, Chapter 8. Confidence grades have been assessed as: Demand forecasts C - Uncertain Service gap interpretation B - Reliable Quantities B - Reliable Condition grades C - Uncertain Unit rates B - Reliable Base lives B - Reliable Remaining lives C - Uncertain Valuation and depreciation B - Reliable Financial forecasts o short-term 1-3 years C Uncertain o mid-term 4-10 years D Very Uncertain o long-term 1-20 years D Very uncertain 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 53 OF 78

54 Financial Summaries Forecasts will be improved with more sophisticated analysis and improved knowledge of the assets as discussed in Chapter Valuation summary The valuation summary for the CWB network can be found in Appendix F. 7.5 Development contributions The Development contributions policy is explained in Kāpiti Coast s Choosing Futures Community Plan 2009, in Part Two, page 66 and Part A, Chapter 6 of this AMP. Development contributions may apply where applications for building, subdivision and land use consents or service connections are received. 7.6 Revenue and financing policy The Local Government Act 2002 requires the adoption of policies that outline how operating and capital expenditure for each activity will be funded. This is detailed in the Revenue and Financing Policy, which is included in the Kāpiti Coast s Choosing Futures Community Plan 2009, Part Two, page 21. This policy primarily considers and identifies: the Community Outcomes to which the activity primarily contributes; the distribution of benefits between the community as a complete unit, any identifiable part of the community and individuals; the period in, or over which, those benefits are expected to occur; the extent to which the actions, or inactions, of particular individuals, or a group, contribute to the need to undertake the activity; and the cost and benefits, including consequences for transparency and accountability, of funding the activity distinctly from other activities. The policy then considers and identifies the overall impact of any allocation of liability for revenue needs on the current and future social, economic, environmental and cultural wellbeing of the community. Funding Source Allocation: Operating Costs public 70% / private 30% via central government allocations of road tax on individual users, parking fees; and the level of private funding split for access and transport, including CWB) at 30% is an arbitrary percentage, and each year this could vary depending on the level of NZTA subsidy approved by the NZTA each year, and also on the level of non-subsidised roading operating expenditure undertaken in each financial year. So, this private funding split can vary between 20% and 32% depending on the work programme and the level of subsidy set. Funded by: o District wide roading rates; 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 54 OF 78

55 Financial Summaries o o o o central government- New Zealand Transport Agency; District wide roading fixed charges; petrol tax; and road user charges. Capital Costs: 100% public funded for works not incurred due to private development; and development contributions for capacity incurred for private development proportional to level incurred. Funded by: o loans; o development contributions; o District wide roading rates/fixed charges (depreciation); and o NZTA subsidy. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 55 OF 78

56 Asset Management Practices 8. Asset Management Practices 8.1 Asset management data Asset Management Data The accuracy and completeness of the data currently held (and the processes for collecting and maintaining the data) is summarised in Table 8.1. Table 8.1: Asset management data quality assessment Data or Process Asset Hierarchy Location Data Physical Attributes Maintenance Records Condition Assessment Performance Monitoring/Utilis ation Risk Management Data Current Practice Data capture is continuous for the CWB module in ESRI Data is located in a number of places, ESRI, NCS, GIS, etc. Asset data is kept in a number of different systems: ESRI, NCS and Excel. Not all data is or has been populated in ESRI as it is developed. Some maintenance activities are recorded in NCS which allows for analysis of data. However, NCS does not link to the assets in ESRI, therefore not allowing crossanalysing. Some maintenance was recorded in BizeAsset (the database used prior to ESRI) but this was not used for financial forecasting. Condition assessments of the CWB assets are not completed regularly except for structures and beach accessways. Utilisation is not currently measured First version of formal risk assessment. Risk framework and register developed as part of this AMP preparation with key staff. Risk severity is recorded and higher risk events identified for risk mitigation option analysis. Desired Practice An asset ID system for all assets developed and documented. Developed programme for prioritising and completing required condition surveys and renewal forecasts. Asset data is consolidated and user friendly. Develop and document a process to ensure that the asset data is completed with on-going updates. Develop processes to ensure that asset data is collected from contractors. Identify the advantages of collecting maintenance costs and activities for different asset groups. Identify the asset groups where maintenance data collection would be useful. Develop and document the process for the collection and storage of maintenance information and implement. Condition assessments carried out on a regular basis. Frequency of condition assessments optimised. Review data capture process. All levels of service approved, measured, monitored and reported on a regular basis. Review performance data needs and develop a process for the collection and analysis of data. Informal use to be captured. Data warehouse to consolidate all data. Critical assets formally identified. Risk assessments reviewed regularly. Economic evaluation of risk mitigation options undertaken and captured. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 56 OF 78

57 Asset Management Practices Data or Process Asset Age/Lives Valuations/Cost Data Current Practice Critical assets have been informally identified. No economic evaluation of risk mitigation options undertaken. Asset register is the ESRI asset register system prior to the selection of a Council wide asset management system. Valuation has recently been completed. Desired Practice Asset register populated with actual asset ages where known and estimated where actual is not available. A process to ensure that asset lives for common assets are consistent across Council groups is developed. Valuations and cost data current, reliable and recorded in the register as well as the financial system. Develop and record process for updating valuations in asset register regularly. 8.2 Asset management processes The sophistication, quality of documentation and application of Kāpiti Coast District Council s asset management business processes are assessed in the table below. Table 8.2: Asset management processes assessment Data or Current Practice Desired Practice process Strategic Planning Demand Analysis Failure Prediction Risk Management Demand is being assessed via pedestrian counts which began in 2009 and cycling counts which began in Needs analysis planned. Until recently the end of life of an asset was usually predicted on an ad hoc basis and was based on staff knowledge. Condition assessments are carried out annually. Risk register has been developed, with some staff input. Demand analysis takes into account factors such as demographic trend, alternative venues available, and other external factors. Needs analysis completed and outcomes aligned with levels of service. Strategic Plan in place that addresses the issue of how future demand is dealt with. Condition assessments carried out on a regular basis. Frequency of condition Assessments optimised. Review data capture process. Formalised methodology for key assets. Procedures in place to regularly review the risk register and develop a plan to ensure the actions needed to control the risk are implemented. Critical assets identified and management plans developed for them. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 57 OF 78

58 Asset Management Practices Data or process Optimised Decision Making Service Level Reviews Community Outcome Long Term Financial Planning Emergency Planning AMP Asset Data/ Description AMP Lifecycle Strategies Contract Monitoring & Control Current Practice Formal project prioritisation framework process across services as part of annual plan process which considers usage, location activity etc. Not necessary at this level. Levels of services developed with limited customer consultation. This will be addressed in the LTP process. All levels of service are measurable but many rely on customer satisfaction ratings. Community Outcomes have been developed as part of the LTCCP process. LTP will be developed using AMP financial forecasts. The maintenance expenditure forecast in the LTP is based on very little historical maintenance information. The Council is part of a council wide emergency management system that is in place for response and coordination of emergencies. Limited asset background information, valuation, physical attributes, condition and performance described. General lifecycle strategies introduced. In-house SLAs are in place for routine maintenance in Leisure and Open Space assets. SLA provides monthly reports. In-house SLAs are audited and recorded. External SLAs are audited, but not recorded. SLAs with in-house process (managed by L and OS Asset group). Operations provide monthly report. Desired Practice Developed Capital expenditure prioritising. Operational analysis. Needs analysis completed and aligned to levels of service. Levels of service presented to Council for approval. Levels of service reviewed internally after they have been in place 1 year to ensure they are suitable and effective. Community Outcome clearly linked with other documents and AMP aligned transparently with other documents. Maintenance forecasts based on maintenance history, maintenance strategies, levels of service and asset forecasts. Consolidated financials forecasts developed which can be clearly linked with strategies, service gaps, demand change and risk. No change. Key information clearly presented, particularly for major asset groups. Strategies reviewed and updated regularly. O&M service strategy formally documented. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 58 OF 78

59 Asset Management Practices Data or process AMP Long Term Financial Plans Current Practice Long Term Financial Plans based on historical expenditure records and inputs from AM processes including current LOS and demand analysis, and condition assessment/renewals modelling. Reviewed every 3 years and at annual plan. Expenditure grouped into Operations, Maintenance, Renewals and Development. As noted in chapter 7.3, the level of confidence in this area is uncertain. Desired Practice Develop a complete and reliable asset register to better support long term capital expenditure plan. OPEX Analysis/Review Benchmarking used as a method for assessing the operations and maintenance costs. Formal process in place to review maintenance costs and programme and identify opportunities for improvement. Review categorisation of operations, maintenance, renewals and upgrades/development expenditure. Capital Processes Project Identification/ Prioritisation Formal project prioritisation framework process across services as part of annual plan process. Considers usage, location activity etc. The development forward works programme is based on the strategic plan, and analysis of CWB user and community needs. This should include analysis of demographics and other external factors. CAPEX Evaluation Contract Monitoring & Control Asset Rationalisation Evaluation is carried out as part of the Council annual planning process using a services wide matrix. CAPEX projects- all external, selected or open, depending on capital value. Managed in-house and external. Procurement manual used. Acquisitions & disposal policy to be reviewed and updated. Process developed Council wide for CAPEX evaluation that includes risk so that projects can be evaluated and priorities against different Council departments. A formal contracting process and monitoring system developed, documented and implemented. Assets reviewed regularly against needs and levels of service in accordance with acquisitions and disposal policy. Operations and Maintenance Processes 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 59 OF 78

60 Asset Management Practices Data or process O&M Policy Strategy O&M Manuals Current Practice O&M policy to keep the majority O&M inhouse. Documentation of most O&M processes in the SLAs, manufacture specifications and NZ standards. Desired Practice Formal O&M policy/strategy adopted Review the completeness and adequacy of O&M information and develop manuals as necessary. Review and develop standard operating procedures (SOPs) as required. 8.3 Asset management information systems The current capability, and desirable enhancements, of information management systems used by support AM. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 60 OF 78

61 Asset Management Practices Table 8.3: Asset management information systems assessment System Current Practice Desired Practice Asset Register The Council has recently transitioned to ESRI until a new asset management Complete data population into ESRI. database system is selected. Plans and Records GIS, Land information in NCS. Customer service requests in NCS. Hummingbird document system and The Council is currently transitioning all documents into Hummingbird. shared drives used. Financial System NCS is used as the financial system. No change. Maintenance Management GIS Customer Requests System Integration Parks and Reserves Operations costing developed within NCS. Property is linked with NCS. Finance is not linked with NCS. Customer service requests in NCS which ensure appropriate actions taken to help the customer. Some but not comprehensive No change Link all systems. Record all customer requests against the asset. Carry out a Council-wide IT audit and document a strategy that includes the integration of systems where appropriate. 8.4 Organisational/commercial strategies The way in which the Council's structure, roles and responsibilities support the life cycle asset management functions. Table 8.4: Organisational and commercial strategies Process Current Practice Desired Practice AM Review/ Improvement AM team has been put in place to assist asset owners in AM planning and improvement. AMPs will be reviewed annually with rewrite every 3 years. Improvement plan developed as part of this AMP. Contracting Policies/ Commercial Tactics Contractors carry out all major works. CAPEX work carried out by external contractors, generally. O&M carried out in-house and by external contractors. Specialist providers used. Community Outcomes and Needs analysis review includes confirmation of Develop task sheets for each of the AM improvement tasks shown in this plan. Formalised policy in place for service procurement 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 61 OF 78

62 Asset Management Practices Process Current Practice Desired Practice core activities and identifies associated policies for service delivery. Corporate Commitment AM Responsibilities Corporate Objectives AM Training and Skills Legislative Compliance Funding Strategy Executive management team is fully committed to AM. This is shown in the development of the Asset Management Team. Roles and overall responsibilities defined, including review and updating of AM processes, practices and documentation. Plans prepared with staff input from a number of different levels of AM processes. Outcomes, objectives, LOS, strategies and work programmes have been developed and reviewed annually. Annual performance reviews undertaken, AM and CWB specific courses attended. Appropriate level of AM expertise in each key AM position. Key Council staff take an active role in making representations etc regarding proposed legislative changes. Council has a process in place to disseminate legislative changes to key staff. Development Contributions Policy is established. Funding for additional capacity (growth) and increased levels of service identified. Although requires review to ensure consistency with development contributions. AM training needs for Council and staff identified. Training programme implemented to ensure that an appropriate level of AM knowledge is available within the organisation. Clear lines of responsibilities and delegations within management and staff are developed and documented. No change. Formal training and skills/competency levels matrix developed for staff. No change. Financials fully aligned with development contributions. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 62 OF 78

63 Improvement Plan 9. Improvement plan Table 9.1: Improvement plan AM category Initiative Due Date Cost Key linkages identified to better connect the Policy development CWB network throughout the District Internal Information systems Trends data capture and analysis Paths Development of Implementation Plan $30,000 Increase resources to assist in managing $70,000 Implementation Plan annually Develop a detailed Risk Register to be included in the next AMP review Internal Programme and plan condition assessments for all assets. System for maintenance reporting to feed directly into life-cycle management planning. Better understanding of population and economic trends required. Better understanding of user numbers and expectations required. Programme and plan user surveys to establish benchmarks and work to achieve 85% satisfaction for LoS. Increase signage. Upgrade key CWB routes to asphalt or concrete. Land acquisition to increase linkages in CWB network and then every 5 years $30, Internal 2011 and ongoing 2011 and ongoing 2012 and ongoing 2011 and ongoing 2012 and ongoing 2011 and ongoing. Internal Internal $5,000 annually Internal Internal Strategic land purchase 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 63 OF 78

64 Appendices Appendices Appendix A Walking and Cycling movements within the District Appendix B LTCCP 2003 Consultation Workshops comments in relation to CWB Appendix C - Traffic volume versus destination map Appendix D Risk Register Appendix E - 20 Year Financial Forecast Appendix F Detailed asset valuations 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 64 OF 78

65 Appendix A 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 65 OF 78

66 Appendix A 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 66 OF 78

67 Appendix A 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 67 OF 78

68 Appendix A 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 68 OF 78

69 Appendix B LTCCP 2003 consultation workshops As stated in chapter 3.1, several hundred comments relevant to the provision of cycling, walking and horseriding facilities were received via the LTCCP consultation workshop sessions. Common themes include: River walks/cycle paths bridle paths: o better track/route/pathway maintenance; o widen shared pathways; o river corridors are a great recreational asset, but better linkages and connections required so more use can be made of them, e.g. connections to beaches, hills, communities in close proximity, more cycle/footbridges across waterways to provide direct access and loop trips; o upgrade the surfacing of some tracks but keep others wild ; and o increase the accessibility of paths for all users, particularly elderly, prams/baby buggies, wheelchairs, mobility scooters and other disabled people. Walk-able and Cycle-able communities: o increase accessibility better access opportunities needed; o increase linkages/connections within and between communities; retain linkages to green areas; o increase the level of service for all pathways and end-of-destination facilities; o opportunities for everyone all modes; children/elderly/disabled people/people walking dogs; remove physical barriers to access; o direct link to sustainable development principles and more liveable communities; and o increased health and wellbeing; economic and tourism gains. Wharemauku Stream/Airport/Paraparaumu Town Centre: o better utilise the streamside as a cycle/walk/bridleway and incorporate with planting and landscaping of this area; and o valuable link from Coastlands Mall to the beach. Kāpiti Coast District Coastal Walkway/Cycleway (the Millennium Walkway/ Cycleway ): o an important asset for the District coastal alternative to State Highway 1; o upgrade the whole length make accessible for all users and maintain; and o complete the connection from Peka Peka through to Ōtaki. Queen Elizabeth Park: o retain as a key cycling, walking and bridleway facility; o create linkages to Whareroa Farm area (completed) and Tararua foothills; o more walkways and cycleways through the park versus keep as it is ; and o provide tracks suitable for children. Safety: o requirement for increased safety, particularly along on-road routes and routes shared with other users; o maintenance of routes; and o access conflicts between walkers, cyclists and horses. Both the recreational and transport (commuting) aspects of cycling and walking are important: 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 69 OF 78

70 Appendix B o recreation: rivers, beaches, parks/reserves, Tararua foothills, Ōtaki Forks, Mangaone Stream, Maungakotukutuku Valley, Nikau Valley; and o commuting routes for walkers and cyclists direct and safe; good surfacing, sealed. Footpaths: o upgrade footpaths district-wide; higher levels of maintenance required; o better recognition of the needs of mobility scooters, wheelchairs and prams required; and o Raumati in general do not want concrete footpaths on both sides of the road want to retain the green/rural character of this area. Beach Access: o more opportunities for access to the district s beaches required (steps, accessways, boardwalks etc); o better facilities for elderly, wheelchairs, mobility scooters; o unrestricted access for horses in some places e.g. Te Horo beach; and o better signage. Hot spots: o State Highway 1 wider road shoulders needed; safer walking/cycle/horse-riding access across SH1; alternative routes needed (avoid SH1 altogether); o Kāpiti Road, Poplar Avenue and Te Moana Road better cycling and walking provisions needed; o Waikanae River another foot/cycle bridge; and o Ōtaki and Waikanae River tracks more connectivity; better track maintenance; more opportunities for loop trips; provide for a variety of users. Signage and promotion: o more and better; tie to the local community give signage a Coast identity; maps and brochures needed. 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 70 OF 78

71 Appendix C 2011/12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011 PAGE 71 OF 78

72 Appendix D Risk Register The risk registers provided in the following tables for the current and future parks and open space activities of Kāpiti Coast District Council have been developed in consultation with key staff. Risks have been listed in order of highest gross risk to lowest. Table 1: Asset Management Risks Risks with specific relevance to Cycleways, Walkways and Bridleways Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Monitoring/ Reporting Timeframes Compliance with Legislation and legal requirements inability or failure to comply with consents, statute and national standards. Increase in requirements. Technology and information management inability to track asset management through technological means, using untested materials, new engineering techniques not being applied. Legislative Financial Reputation/ Image Organisational Financial Reputation Environmental Contracts require compliance with current legislation, rules and standards Staff training Regular inspections RCA Forum quarterly meetings Local Government Asset Managers online forum Asset database Road Safety/School Travel Plan Forum Use of external advice/resources Good Fair Training procedures Policy implementation and plans Inspection reports Staff training Weekly Ongoing PAGE 72 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

73 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Inadequate Processes for Securing Funding Both internal and external sources of funding. Risk of not applying for funding on time or not identifying potential areas where funding is required. Unable to appropriately scope or determine requirements due to inadequate data. Risk Type Organisational Financial Reputation/ Image Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Quarterly meeting with NZTA funding staff LTP and Annual Plan AMP under development CWB Implementation Plan to be developed Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Good Monitoring/ Reporting AMP development and review Annual Plan LTP CWB Implementation Plan Timeframes Ongoing PAGE 73 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

74 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Public Health and Safety accidents causing injury and or damage to Kapiti residents/visitors resulting in claims and or negative publicity (e.g. falls and trips over protruding assets). Risk Type Public Health Reputation/ Image Financial Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Barriers placed where practicable Alerts to hazards (signage) in place Service request system for ad hoc notifications from the public Contracts stipulate legislated requirements Traffic management plans for all works on road corridor Best practice guidelines recommend technical specifications for all CWB facilities Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Good Monitoring/ Reporting Hazards Register Customer Service Requests Contract reviews and inspection reports Timeframes Urgent PAGE 74 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

75 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Monitoring/ Reporting Timeframes Customer Interaction lack of performance, lack or response, lack of fault detection, loss of good public image. Reputation/ Image Financial Public Safety LTP and Annual Plan Service request system in place which is monitored Kbase Project specific community based surveys Good LTP and Annual Plan Customer Service Requests Review systems and update data Ongoing Asset Management not up to date, or insufficient quality of process and output. No current AMP No current Implementation Plan Operational Legislative Financial Reputation/ Image AMP under development CWB Strategy CWB Implementation Plan to be developed NZTA committed funding for 2011/2012 Inspections of assets in contracts and council staff inspections Good AMP development and review Implementation Plan to be developed Programme and plan inspections of all assets and incorporate into work programmes and contracts 2011 and then every 3 years 2012 Ongoing PAGE 75 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

76 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Monitoring/ Reporting Timeframes Extreme Natural Hazards (landslips/ earthquake/ tsunami/ volcanic, storm event) causing reduced or severed transport access within the District. Environmental Public Health Organisational Financial CDEM plans and practices State Highway Emergency response Plan Fair CDEM monitoring and updates Business continuity and planning Ongoing Knowledge management loss of institutional knowledge, insufficient systems in place to manage data/information, especially regarding asset performance and condition. IT failure. Organisational Financial Operational Public Safety Reputation Basic systems being implemented (e.g. asset register) Asset Management Plan Service request system Good Personal Development Plans Monthly reports Weekly team meetings Ongoing PAGE 76 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

77 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Project and Capital Works Contract Management projects inadequately scoped, budgeted, managed and documented, and reviewed, inadequate consultation with owners, resource consent issues etc resulting in time & cost, loss of image and other impacts. Unsatisfactory work not delivered to contract specification or design philosophy statement and strategy resulting in unnecessary additional/reworks on site. Risk Type Operational Financial Reputation/ Image Safety Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Staff training Good pool of experience among staff Consultation with community at project level Cross Council teams Capital works developed from Strategies and LTP processes Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Good Monitoring/ Reporting Staff training Weekly meetings Timeframes Ongoing Organisational Inadequate condition/performance assessments lack of reliable data for renewals/replacements and valuations. Captured under Knowledge Management Financial Operational Public Safety Reputation Condition Asset Reports Good PAGE 77 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

78 Appendix D Asset Management Risks Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Lack of resources the ability to attract key staff and or retain skilled staff, and retain staff knowledge Availability of skilled recruits to replace departing specialists Lack of capacity to adequately cover expected workload External Influences (Cost Escalations) terrorism, rising costs (e.g. fuel), regional council policy, emissions trading scheme, expressway, developers Risk Type Organisational Financial Reputation/ Image Environmental Public Health Organisational Financial Gross Risk (No effective measures in place) Consequence Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Wide advertising of vacancies Dedicated HR staff Bench marked salary levels Cross Council teams External consultation groups (Road Safety, CWB Advisory Group and Disability Reference group) Traffic modelling/growth planning Development Contribution Policy Effectiveness Net Risk (Consideri ng measures in place) Consequence Likelihood Factor Good Good Monitoring/ Reporting Personal Development Plans Weekly team meetings Recruitment policy to provide for flexible working arrangements Review benchmark data with emphasis on specialised roles Traffic modelling to align with Transport and CWB strategies Weekly team meetings Timeframes Ongoing Ongoing PAGE 78 OF /12 DRAFT CWB ASSET MANAGEMENT PLAN August 2011

79 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Chipseal CWB Chipseal m2 $ 1, CWB Metal CWB Metal m2 $ 1, CWB Metal CWB Metal m2 $ 8, CWB Metal CWB Metal m2 $ 2, CWB Metal CWB Metal m2 $ 2, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ 3, CWB Metal CWB Metal m2 $ 6, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ 1, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ 6, CWB Metal CWB Metal m2 $ 1, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ CWB Seal CWB Seal m2 $ 3, CWB Seal CWB Seal m2 $ 4, CWB TopcourseCWB Topcourse m2 $ 1, CWB Chipseal CWB Chipseal m2 $ 1, CWB Metal CWB Metal m2 $ 10, CWB Seal CWB Seal m2 $ 3, CWB Seal CWB Seal m2 $ 1, CWB Seal CWB Seal m2 $ 6, CWB Seal CWB Seal m2 $ 2, CWB Seal CWB Seal m2 $ 6, CWB Seal CWB Seal m2 $ 1, CWB Seal CWB Seal m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 1, CWB BoardwalkCWB Boardwalk m2 $ 63, CWB Metal CWB Metal m2 $ 128, CWB Metal CWB Metal m2 $ 56, CWB Metal CWB Metal m2 $ 104, CWB Metal CWB Metal m2 $ 14, CWB Metal CWB Metal m2 $ 33, CWB Metal CWB Metal m2 $ 7, CWB Metal CWB Metal m2 $ 13, CWB Metal CWB Metal m2 $ 7, CWB Metal CWB Metal m2 $ 1, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ 1, CWB Metal CWB Metal m2 $ 11, CWB Metal CWB Metal m2 $ 10, CWB Metal CWB Metal m2 $ 2, CWB Metal CWB Metal m2 $ CWB Metal CWB Metal m2 $ 48, CWB Metal CWB Metal m2 $ 18, CWB Metal CWB Metal m2 $ 48, CWB Metal CWB Metal m2 $ 160, CWB Metal CWB Metal m2 $ 16,

80 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Seal CWB Seal m2 $ CWB Chipseal CWB Chipseal m2 $ 5, CWB Chipseal CWB Chipseal m2 $ 9, CWB Chipseal CWB Chipseal m2 $ 25, CWB Chipseal CWB Chipseal m2 $ 2, CWB Chipseal CWB Chipseal m2 $ 8, CWB Chipseal CWB Chipseal m2 $ 5, CWB Chipseal CWB Chipseal m2 $ 11, CWB Chipseal CWB Chipseal m2 $ 11, CWB Chipseal CWB Chipseal m2 $ 52, CWB Chipseal CWB Chipseal m2 $ 64, CWB Chipseal CWB Chipseal m2 $ 3, CWB Chipseal CWB Chipseal m2 $ 3, CWB Chipseal CWB Chipseal m2 $ CWB Chipseal CWB Chipseal m2 $ CWB Chipseal CWB Chipseal m2 $ 8, CWB Chipseal CWB Chipseal m2 $ 8, CWB Chipseal CWB Chipseal m2 $ 5, CWB Chipseal CWB Chipseal m2 $ 42, CWB Chipseal CWB Chipseal m2 $ 42, CWB Chipseal CWB Chipseal m2 $ 5, CWB Seal CWB Seal m2 $ 6, CWB Seal CWB Seal m2 $ 2, CWB Seal CWB Seal m2 $ CWB Seal CWB Seal m2 $ 1, CWB Seal CWB Seal m2 $ 19, CWB Seal CWB Seal m2 $ 3, CWB Seal CWB Seal m2 $ 11, CWB Seal CWB Seal m2 $ 1, CWB Seal CWB Seal m2 $ 5, CWB Seal CWB Seal m2 $ 1, CWB Seal CWB Seal m2 $ 4, CWB Seal CWB Seal m2 $ 23, CWB Chipseal CWB Chipseal m2 $ 4, CWB Chipseal CWB Chipseal m2 $ 12, CWB Seal CWB Seal m2 $ CWB TopcourseCWB Topcourse m2 $ 25, CWB TopcourseCWB Topcourse m2 $ 34, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 14, CWB TopcourseCWB Topcourse m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 14, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 5, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 42, CWB TopcourseCWB Topcourse m2 $ CWB TopcourseCWB Topcourse m2 $ CWB TopcourseCWB Topcourse m2 $ 5, CWB TopcourseCWB Topcourse m2 $ 3,

81 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB TopcourseCWB Topcourse m2 $ 5, CWB TopcourseCWB Topcourse m2 $ 8, CWB TopcourseCWB Topcourse m2 $ 7, CWB TopcourseCWB Topcourse m2 $ 10, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 21, CWB TopcourseCWB Topcourse m2 $ 5, CWB TopcourseCWB Topcourse m2 $ 27, CWB TopcourseCWB Topcourse m2 $ 5, CWB TopcourseCWB Topcourse m2 $ CWB TopcourseCWB Topcourse m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 44, CWB TopcourseCWB Topcourse m2 $ 10, CWB TopcourseCWB Topcourse m2 $ 6, CWB TopcourseCWB Topcourse m2 $ 13, CWB TopcourseCWB Topcourse m2 $ 7, CWB TopcourseCWB Topcourse m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 17, CWB TopcourseCWB Topcourse m2 $ 18, CWB TopcourseCWB Topcourse m2 $ 7, CWB TopcourseCWB Topcourse m2 $ 9, CWB TopcourseCWB Topcourse m2 $ CWB TopcourseCWB Topcourse m2 $ 4, CWB TopcourseCWB Topcourse m2 $ 1, CWB TopcourseCWB Topcourse m2 $ 6, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 35, CWB TopcourseCWB Topcourse m2 $ 2, CWB TopcourseCWB Topcourse m2 $ 9, CWB TopcourseCWB Topcourse m2 $ 3, CWB TopcourseCWB Topcourse m2 $ 8, CWB TopcourseCWB Topcourse m2 $ CWB TopcourseCWB Topcourse m2 $ CWB BasecoarsCWB Basecoars m2 $ 1, CWB Concrete CWB Concrete m2 $ 13, CWB Concrete CWB Concrete m2 $ 12, CWB Concrete CWB Concrete m2 $ 15, CWB Concrete CWB Concrete m2 $ 36, CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Concrete CWB Concrete m2 $ 8, CWB Concrete CWB Concrete m2 $ 8, CWB Concrete CWB Concrete m2 $ 6, CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $

82 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Concrete CWB Concrete m2 $ CWB Concrete CWB Concrete m2 $ 2, CWB Concrete CWB Concrete m2 $ 4, CWB Concrete CWB Concrete m2 $ 3, CWB Concrete CWB Concrete m2 $ CWB Concrete CWB Concrete m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Concrete CWB Concrete m2 $ CWB Concrete CWB Concrete m2 $ 39, CWB Concrete CWB Concrete m2 $ 55, CWB Concrete CWB Concrete m2 $ 12, CWB Concrete CWB Concrete m2 $ 5, CWB Concrete CWB Concrete m2 $ 1,

83 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Concrete CWB Concrete m2 $ 1, CWB Concrete CWB Concrete m2 $ 12, CWB Concrete CWB Concrete m2 $ 8, CWB Concrete CWB Concrete m2 $ 4, CWB Concrete CWB Concrete m2 $ 9, CWB Concrete CWB Concrete m2 $ 8, CWB Concrete CWB Concrete m2 $ 70, CWB Concrete CWB Concrete m2 $ 5, CWB Concrete CWB Concrete m2 $ 7, CWB Concrete CWB Concrete m2 $ 11, CWB Concrete CWB Concrete m2 $ 9, CWB Concrete CWB Concrete m2 $ 6, CWB Concrete CWB Concrete m2 $ 1, CWB Concrete CWB Concrete m2 $ 2, CWB Concrete CWB Concrete m2 $ 7, CWB Concrete CWB Concrete m2 $ 10, CWB Concrete CWB Concrete m2 $ 14, CWB Concrete CWB Concrete m2 $ 2, CWB Concrete CWB Concrete m2 $ 9, CWB Concrete CWB Concrete m2 $ 8, CWB Concrete CWB Concrete m2 $ 3, CWB Concrete CWB Concrete m2 $ 2, CWB Concrete CWB Concrete m2 $ 3, CWB Concrete CWB Concrete m2 $ 6, CWB Concrete CWB Concrete m2 $ 2, CWB Concrete CWB Concrete m2 $ 3, CWB Concrete CWB Concrete m2 $ 34, CWB Concrete CWB Concrete m2 $ 9, CWB Concrete CWB Concrete m2 $ 13, CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $

84 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Unformed CWB Unformed m2 $ CWB Concrete CWB Concrete m2 $ 12, CWB Concrete CWB Concrete m2 $ 3, CWB Concrete CWB Concrete m2 $ 9, CWB Concrete CWB Concrete m2 $ 33, CWB Concrete CWB Concrete m2 $ 58, CWB Concrete CWB Concrete m2 $ 2,

85 Appendix F - Asset Valuations CWB ASSET VALUATION SCHEDULE-Paths and Cycle lanes Date (year) 2011 ID Type Material Length Area Install date yr Base Service Life (years) Actual Service Life (years) Unit Replacement Value ($) Age Replacement yr CWB Concrete CWB Concrete m2 $ 3,

86 Description Sum of 05/06 Actual Sum of 06/07 Actual Sum of 07/08 Actual Sum of 08/09 Actual Sum of 09/10 Actual Sum of 10/11 Actual Median Last 5yrs Operating Costs 3,185 24,743 50,986 73,266 58,107 45,990 50,986 Renewal Capital Costs 69, , , , , , ,707 New Capital Costs Grand Total CWB 72, , , , , , ,693 Description Budget 11/12 Sum of Bud 12/13 Sum of Bud 13/14 Sum of Bud 14/15 Sum of Bud 15/16 Sum of Bud 16/17 Sum of Bud 17/18 Sum of Bud 18/19 Sum of Bud 19/20 Sum of Bud 20/21 Sum of Bud 21/22 Operating Costs 52, ,000 85,000 90,000 95, , , , , , ,000 Renewal Capital Costs 78, , , , , , , , , , ,263 New Capital Costs 148, , , , , , , , , ,000 1,040,000 Grand Total CWB 278, , ,000 1,245,000 1,054, , ,263 1,039, ,263 1,069,263 1,439,263 Description Sum of Bud 22/23 Sum of Bud 23/24 Sum of Bud 24/25 Sum of Bud 25/26 Sum of Bud 26/27 Sum of Bud 27/28 Sum of Bud 28/29 Sum of Bud 29/30 Sum of Bud 30/31 Sum of Bud 31/32 Total 12/13 to 31/32 Operating Costs 160, , , , , , , , , ,000 2,670,000 Renewal Capital Costs 259, , , , , , , , , ,263 5,410,471 New Capital Costs 890, , , , , , , , , ,000 15,860,000 Grand Total CWB 1,309,263 1,299,263 1,289,263 1,309,263 1,299,263 1,349,263 1,309,263 1,329,263 1,319,263 1,407,263 23,940,471

87 DRAFT ASSET MANAGEMENT PLAN Parks and Open Spaces PART B June 2011 The Kāpiti Coast District community wants to see that: There are healthy natural systems which people can enjoy Local character is maintained within a cohesive District The community makes wise use of local resources and people have the ability to act in a sustainable way The District is a place that works for young people The District has a strong, healthy, safe and involved community

88 Table of Contents Table of Contents...2 Executive Summary...4 Our strategic goal... 4 What we do... 4 Why we do it... 5 Key issues... 5 What the community expects... 6 Key assumptions and uncertainties... 7 How we fund it... 8 How much it costs Introduction Goals and asset types Activity description and rationale Linkages Key issues Significant negative effects The level of this plan Legislative and Policy Framework Legislative requirements Relevant standards Key Strategies and Council Policies Levels of Service User research and expectations Users and stakeholders Customer values Council s strategic goals Community Outcomes Leadership Statement Open Space Strategy Levels of service Parks and Open Space levels of service Cemeteries levels of service Gaps in information or LoS achievement Demand Management Impacts of residential growth Changing demand Demand forecast Demand management strategies Risk Management Key Risks High Consequence Risks Life Cycle Management Overview Work Category Definitions /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 2 OF 127

89 General Lifecycle Management Strategies Destination Parks Neighbourhood Parks Bush Reserves and Coastal Esplanades Sports grounds Operation and Maintenance Plan Cemeteries Development Plan Playgrounds Trees and Amenity Plantings Built Assets Financial Summaries year financial forecast Key assumptions Confidence levels Valuation summary Development contributions Revenue and financing policy Asset management data Asset management processes Asset management information systems Organisational/commercial strategies Improvement plan...77 Appendices...79 Risk Register...80 ParkCheck Survey Report...89 Contents...94 Notes:...95 Main Report Comparative Findings...96 Satisfaction (means and %) by Park Importance vs. Satisfaction and Gaps Weather Gender Ethnicity and Age Respondent Proximity to Park Local Respondents Travel Time to Park Visitor Frequency Recommended Improvements Q8. In general, if there was one change you could make to this park what would it be? Financial Forecasts /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 3 OF 127

90 Executive Summary Executive Summary Our strategic goal To develop a coherent open space framework that helps to maintain a rich and diverse network of open spaces that protect the region s ecology and support the identity, health, cohesion and resilience of the District s communities. What we do The asset classes covered by this Plan are 1 : Open space category AMP asset class Area/ owned or managed by Kāpiti Coast District Council Area or number/1000 residents Other councils comparison (average) Parks Destination parks Neighbourhood parks 311 ha 6.74 ha/ 1000 residents 7.67 ha/ 1000 residents Reserves and monitored ecological sites 2 Bush reserves and coastal esplanades (including road reserves and traffic islands) 34 ha Sports grounds Sports grounds 88ha 1.91 ha/ 1000 residents ha/ 1000 residents Cemeteries Cemeteries 4 operating totalling 11.7 ha 1 closed Playgrounds Playgrounds 44 playgrounds 4 skate parks 5.3/ 1000 children under 15 Trees and Amenity plantings Trees and Amenity plantings Built Assets (pavilions, toilets, furniture, etc) Built Assets 178,448 at minimum These assets are managed by the Leisure and Open Space asset team. A service level agreement is in place with the Council s Operations team to carry out the maintenance schedule as well as contracts 1 Cycleways, walkways and bridleways are covered by a separate Asset Management Plan as are aquatic facilities. 2 Monitored ecological sites may be Council owned or privately owned. The Council assists with grants and advice for the privately owned sites. 3 The higher area of sports grounds compared to other councils may be explained by the way each Council measures the area. Other councils may have only measured each sports field whereas this measurement includes the area of the entire park that the fields are in 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 4 OF 127

91 Executive Summary with private contractors. Most capital works are carried out by external companies selected via a competitive process. Why we do it There are a number of reasons for councils in general and Kāpiti Coast District Council in particular to be involved in providing parks, open spaces and cemeteries. The community expects that there will be parks and open spaces available for recreational purposes and cemeteries where they can bury family members. Beyond this active use of the spaces and services provided, the community also values green spaces - parks and reserves - for their own sake. They have an amenity value for the community, making our urban areas, especially, more attractive places to live. If the need for sports grounds were to disappear, it is clear that the community would continue to expect the council to provide parks and open spaces. They contribute a sense of having room to breathe in our fast-paced world and give urban dwellers a feeling of being in touch with the natural environment, despite the fact that these spaces are carefully managed. Community ownership of a number of well-managed parks and open spaces is a source of pleasure for many in our community contributing to a sense of pride in Kāpiti s natural environment which is part of its identity. Parks and open spaces make a significant contribution to the community s health and physical well-being, both through offering space for physical exercise and recreation and also through contributing to water quality management. The network of parks and open spaces supports the maintenance and improvement of urban biodiversity. Open spaces assist with hazard management through providing stormwater overflow paths during flood events. There is an expectation that councils will provide parks and recreational open spaces as part of their services. Key issues For the period covered by this Asset Management Plan (AMP), the following key issues relating to open space provision have been identified: District wide sports grounds. Availability of some fields during the transition periods between winter and summer seasons can vary because of maintenance and refurbishment schedules. The overlapping of pre- and post-season games of certain codes can also be problematic. There is also an absolute shortage of sports grounds in some areas such as Waikanae. Trends in leisure activity. Changes in how the community spends its recreation time mean that the way parks and other open space areas are used will need to be monitored and may need to adapt. Asset management improvements. Some management systems and databases are not fit for purpose. Options for improvement will need to be considered. Private encroachment on reserves and coastal dune area. Significant encroachment onto Council-owned reserves and coastal areas has occurred over a period of time. This has reached a point where the Council will need to address the issue in the foreseeable future which is addressed in the Coastal Management Strategy in regard to encroachment onto dunes. Lack of integrated District -wide viewpoint. The various communities and user groups within them, such as sports clubs, tend to have a very localised perspective. This presents 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 5 OF 127

92 Executive Summary challenges for the Council when attempting to manage provision of facilities on a District-wide basis. Affordability. Levels of service for parks and open spaces will need to be reviewed as costs and area of reserves increase. A number of wider issues are identified in Part A of this Plan (Chapter 3) which have implications for parks and open space management and have been kept in mind while producing this Asset Management Plan: Improving community resilience. The development of closer community ties through shared activities, improved community health and provision of secondary flow paths for flood waters all contribute to building community resilience. The proposed Expressway offers possible opportunities in relation to landscaping, biodiversity improvement and acquisition of new reserve land. Peak oil and other resource shortages will require efficiencies in use of both materials and energy which may result in a need to scale back service provision. Alternative sources of both resources and energy will be sought. Climate change effects will mean an increase in some services and activities biodiversity support, dune management, and provision of secondary flow paths for flood waters. This last implication will require close collaboration between the Leisure and Open Spaces and Stormwater teams. The provision of secondary flow paths for flood waters and coastal erosion may also mean a loss of significant Council reserves. This is also addressed in the Coastal Structures Asset Management Plan. The Leisure and Open Space team will seek opportunities to reduce the greenhouse gas footprint of its activities. Growth management. Ways of continuing to provide enough parks to meet the industry standard of making a park or open space available within 400m of every urban house will be investigated. The age profile of any population growth will be monitored to ensure cemetery provision is adequate. Broadband. It is likely that central government will introduce a National Environment Standard (NES) or other legislative changes that provide more rights for telecommunications companies for deployment and maintenance of fibre networks. Some of this infrastructure may well be sited on reserve land. What the community expects Fairly extensive research on community expectations has been carried out over the last few years through Strategy and Community Plan consultations and the annual ParkCheck user satisfaction survey. As a result of analysing this feedback, the following primary levels of service have been developed for parks and opens spaces and for cemeteries. Table 1 Parks levels of service and related performance indicators Proposed levels of service Proposed measures Accessibility 1. Residents in urban areas live reasonably close to a recreation facility (including other publicly owned space) 2. Each ward in the District has open spaces suitable for a range of abilities 85% residents in urban areas live within 400 metres of a publicly owned recreation space Each ward has at least one open space that provides an equivalent experience for all visitors regardless of any limit to their abilities. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 6 OF 127

93 Executive Summary Availability 3. A range of active recreation facilities is available throughout the District both during and after business hours Biodiversity 4. The parks and reserves network makes a significant contribution to the effort to increase numbers of specimens of native, and especially endemic, plants and animals in the District Quality 5. Open spaces offer a range of environments of different characters 85% of residents are satisfied or very satisfied with the current time availability of facilities See note below. 75% of residents are satisfied or very satisfied with the range, variety and character of Council-owned parks and open spaces Note: The Council is aware that the community places considerable value on the maintenance and enhancement of biodiversity in parks and open spaces. At present, there is no practicable way of measuring its performance on this. However, Greater Wellington Regional Council and the Department of Conservation are working on a Biodiversity Strategy which will address this in the next few months. When this Strategy is published, the Council will develop a measurable level of service relating to biodiversity for inclusion in the final draft of this AMP. Table 2 Cemeteries levels of service and related performance indicators Proposed levels of service Proposed measures Availability/ accessibility 1. Space is available for burials when needed, including during disasters or pandemics 2. Most family members can access the interment site Affordability 3. Provision of cemeteries is cost effective for the community All complying requests for permission to inter are granted Fewer than 2 complaints per year relating to mobility access As a guideline, Council expenditure is within 5% of the average of similar NZ councils expenditure. (Comparison with South Taranaki, Hastings, Selwyn and Tasman District Councils) Key assumptions and uncertainties Assumptions Uncertainties Current levels of service will be maintained as a minimum. Ownership and delivery options are unclear due to a lack of policy in certain areas, such as provision of changing facilities and maintenance and provision of trees. Capital forecasting cannot achieve desirable levels of reliability due to current problems with accuracy in the asset register. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 7 OF 127

94 Executive Summary Affordability of providing and maintaining parks and open spaces may exceed what the community can spend. How we fund it Parks and open spaces are currently funded through the Community Facilities fixed charge per property. Public benefit greatly outweighs private benefit from parks, reserves and public gardens. There is also some public benefit from sports field provision although private benefit is much greater. Sports grounds and sports ground facilities recover 2% of operating costs by user charges. The current policy for cemeteries stipulates funding at 80% through user fees and 20% through rates to be implemented progressively over a three year period from (This policy may not be achievable and may need to be reviewed during the development of the 2012 Long Term Plan (LTP)). All other operating costs for open space under management are entirely funded from the community facilities charge Capital costs are funded from reserves/development contributions and loans. How much it costs In 2010, Kāpiti Coast District Council spent $69.61 per resident on actively maintained park land. The average spends for 40 councils participating in a benchmarking exercise was $92.70 making Kāpiti Coast District Council 33 rd out of the 40. Despite this discrepancy against the average spend, the Council spent 6% of its total operating budget on provision of parks and open spaces close to the average of 7% for the same 40 councils. Kāpiti Coast District Council was similarly close to the average when costs per hectare are compared, spending $7429 in 2010 as against an average of $7232. The table on the following page gives a summary of projected costs for the next twenty years. It does not include CPI indexing. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 8 OF 127

95 Executive Summary 20 Year Projected Costs $000 Y -3 08/09 Y -2 09/10 Y -1 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 Operating Costs Capital Expenditure 866 1,214 2, Total $000 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 Operating Costs Capital Expenditure Total PAGE 9 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

96 Introduction 1. Introduction 1.1 Goals and asset types Open space strategic goals To develop a coherent open space framework that helps to maintain a rich and diverse network of open spaces that protect the region s ecology and support the identity, health, cohesion and resilience of the District s communities. Asset types covered by this plan Destination parks Neighbourhood parks Bush reserves and coastal esplanades Sports fields Cemeteries Playgrounds Trees and amenity plantings Built assets buildings, seats, bins, toilets, changing facilities etc 1.2 Activity description and rationale There are three interrelated reasons for the Council s involvement in the provision of parks, reserves and open space: Open space land supports the Council s and the community s objectives with regard to enhancing the natural values of the District by increasing biodiversity, improving the natural amenity value of the various settlements, contributing to the improvement of water quality in streams, rivers and the sea, and providing non-road links from Paekākāriki to Ōtaki which enable people to get around the District on foot, cycle or horse. It is clear from feedback that the community values open space for its intrinsic contribution to the District, not simply as a sports and physical recreation space. Community open spaces contribute to the health and vitality of the District by enhancing individual health and well-being, increasing social cohesion and people s sense of belonging, and contributing to the creation of an attractive place to live and work which residents take pleasure and pride in. In a District which is subject to recurrent flood risk (which is likely to increase with climate change), open spaces help community resilience by providing secondary flow paths and detention areas for stormwater and overflowing streams and rivers. Kāpiti Coast District Council manages ha of parks, reserves and open spaces representing 9.37 ha per 1000 residents. This includes land owned by Department of Conservation which the Council manages as well as Council-owned land. The Council participates in a national benchmarking initiative which indicates that the average area per 1000 residents under management over 41 councils in NZ is ha. This difference may be explained in large part by the range of councils involved and the different ways of classifying land under management. It is also possible that our community has historically not felt the need to establish large areas of Council-owned open space due to the close proximity of the Tararua Forest Park, regional parks and the extensive coastal area. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 10 OF 127

97 Introduction The Council s parks and reserves have been categorised as follows for ease of management: Destination park. A destination park is a major reserve that residents and visitors are willing to travel to visit. Typically, it exhibits a mix of special location, appealing recreational assets and high amenity value through landscape features and planting. Neighbourhood park. An easily accessible urban reserve for the immediate community. They are well maintained, usually flat or gently sloping and may include a playground, seating, paths and amenity planting. Bush reserves and coastal esplanades. Reserves that are not normally destination or neighbourhood parks or sports grounds that contain significant protected native vegetation. Sports ground. A reserve designed and used for organised sport with toilets, changing facilities, car parking and turf or playing surface formally maintained to an appropriate standard for the relevant sports code. Cemeteries. The Council operates 4 cemeteries and has responsibility for maintaining a fifth which is closed. Three of the four still open are designated as reserves and for this reason the cemeteries are included in this Leisure and Open Spaces Asset Management Plan. The Council operates cemeteries to support individual and community health and well-being. Playgrounds. Kāpiti Coast District Council currently owns and manages 47 playgrounds including those which are located in reserves, destination parks and neighbourhood parks. Playgrounds are any Council land which has Council built and maintained play structures. Numbers and areas managed within the wider total are indicated in Table 1.2 below. Table 1.2: Parks and cemeteries managed Open space category AMP asset class Area/ owned or managed by Kāpiti Coast District Council Parks Destination parks Neighbourhood parks Area or number/1000 residents 311 ha 6.74 ha/ 1000 residents Other councils comparison (average) 7.67 ha/ 1000 residents Reserves and monitored ecological sites Bush reserves and coastal esplanades 34 ha Sports grounds Sports grounds 88ha 1.91 ha/ 1000 residents ha/ 1000 residents Cemeteries Cemeteries 4 operating totalling 11.7 ha 1 closed Playgrounds and skate parks Playgrounds 44 playgrounds 4 skate parks 5.3/ 1000 children under 15 4 The higher area of sports grounds compared to other councils may be explained by the way each Council measures the area. Other Councils may have only measured each sports field whereas this measurement includes the area of the entire park that the fields are in 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 11 OF 127

98 Introduction In addition, a range of built assets located within parks and open space is managed including: pavilions and changing facilities; toilets; seats, picnic tables, bins and other furniture; lighting; signs; and fences and bollards. 1.3 Linkages The Parks and Open Space AMP demonstrates how the service delivered supports the achievement of the Council s Community Outcomes, and complies with legislative requirements. It also provides draft financial forecasts and activity information which feeds into the LTP. These relationships are summarised in the following diagram. Figure 1.1: AMP linkages Local Government Act Reserves Act Resource Management Act Programme Adopted by Council / Community Long Term Plan Annual plan Parks and Open Space Asset Manageme nt Implementation Plan CAPEX Programmes CAPEX budgets Strategic targets / AM Forecasts Strategic Goals Operational Plans Council Key AM Forecasts Regulatory tactics Reserve Management Plans District Plan 10 Year investment Programme In addition to these internal linkages, Kāpiti Coast District Council s parks and open spaces contribute to the delivery of the Wellington Regional Strategy s Open Space Strategy designed to contribute to better built form throughout the region. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 12 OF 127

99 Introduction 1.4 Key issues Implications of wider issues for parks and open space management A number of key issues for asset management are identified in the shared Part A, Chapter 3 of the asset management plans. The following identifies which of those key issues has particular relevance for parks and open space management and explains what that relevance is. Improving community resilience The resilience of a community can be defined as its ability to resist shocks as measured by its capacity to continue to function during crises and to return to normal functioning speedily once the crisis is over. Parks and open spaces can contribute to building community resilience by: supporting the development of closer community ties through shared sport and other recreational activities; assisting with improved individual and general health; and providing secondary flow paths for flood waters. The proposed Expressway There will be a need for NZTA to mitigate some of the negative landscape effects of the penetration of the major new road through the District. There will be opportunities for landscaping of the existing SH1 as part of its revitalisation as a local road before it is handed over to the Council. There will be effects on the Council s existing strategic landholdings and potential to acquire some new land to add to reserves. Ongoing Council amenity maintenance costs of the roading corridor will increase. Peak oil and other resource shortages Impacts on the community s ability and willingness to pay at a time of escalating costs may result in a need to change or possibly scale back some levels of service over time. Potential shortages of fuel on a temporary or longer term basis will have direct impacts on maintenance regimes. We will investigate alternative energy sources and alternative plant and machinery powered by non-fossil fuel sources. We will also monitor developments in these areas with a view to adopting proven new technologies. We will review maintenance schedules to ensure greatest fuel efficiency is achieved. Potential shortages of fertiliser due to a lack of hydrocarbons or phosphorus (or both) are of concern. We will actively seek alternative fertilising regimes to replace these resources but some levels of service may need to be reviewed. Early discussions with sports users with regard to playing surface requirements will be held. As water conservation is an issue in the Kāpiti Coast, the Council will continue to seek alternative sources of water for the maintenance and development of parks and open spaces (e.g. bores and rain water), as far as possible. Most sports grounds are already irrigated with bore water. Levels of service may need to be reviewed if water shortages worsen. There may also be a trend for the establishment of community gardens within the Council s parks and open spaces should food shortages become a concern. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 13 OF 127

100 Introduction Climate change Mitigation The Leisure and Open Spaces team will identify and implement ways to reduce its greenhouse gas footprint through greater fuel efficiency of machinery and vehicles and through changes to maintenance schedules where necessary to improve efficiency. This may result in some areas being maintained to a lower standard and be allowed to revert back to wilderness areas. The excessive use of fertiliser can contribute to NO2 emissions a major greenhouse gas. Usage will be monitored to ensure it is not overused. Further, alternative products and technologies/methodologies will be researched to identify proven ways of reducing the GHG impact of fertilisation. Adaptation The increasing effects of climate change on Kāpiti s coastline and green spaces have major implications for the Leisure and Open Spaces team s activities and assets. Dune regeneration and maintenance will become increasingly critical in slowing coastal erosion and mitigating storm impacts. This will be addressed further in the Coastal Structures AMP. As the severity of inland flooding increases, more frequent calls on the secondary flow-path function of parks will result. This will have far-reaching impacts on the way those particular parks and reserves are managed. The Leisure and Open Spaces team will work closely with the Stormwater and Coastal Assets team to plan for these eventualities. This is also addressed in the Stormwater AMP. Climate change impacts on biodiversity may mean that more effort will be needed in weed and pest animal control. The impacts on native flora and fauna are, as yet, unclear. Biodiversity monitoring will enable the team to identify any negative impacts as they occur. Managed retreat from flood and coastal erosion hazard zones may offer opportunities for creation of or cause loss of current parks and open space. Some of the Council s major reserves are located on the coastline. As erosion increases, these open spaces may be partially lost. There may also be compulsory acquisition of land that is no longer viable for its current use. If this is the case, the Council will incur additional maintenance costs. Growth management Residential intensification and development will have implications for achieving and maintaining the standard of providing an open space within 400 m of any house in urban areas in the District. Depending on where and when new growth occurs, there may be implications for strategic land acquisitions for the purposes of creating reserves, and for flood detention and flow path areas. As new subdivisions occur parks and open spaces provided may increase. Clearly, reserve development and maintenance costs will increase when this occurs. The Leisure and Open Space team are conscious of this increase in costs and will only accept land for reserves (instead of cash contributions) if there is a clear need for open space within the new subdivision as per the current Reserves Acquisition Strategy 2003, the District Plan provisions and the proposed Open Space Strategy. As population numbers increase, especially in the older age groups, cemetery provision will need to be revisited to ensure space within them is adequate. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 14 OF 127

101 Specific issues for parks and open space management Introduction District wide sports grounds. Traditionally, the summer sporting codes have an operative season from 1 October to 31 March. The winter season is from 1 April to 30 September. Depending on the respective maintenance schedules, improvement or new development works, availability of some fields during the transition periods can vary. The overlapping of preand post-season games of the different codes can also be problematic with the expectation that sports fields are available at all times. Use of sports grounds for training purposes also puts a good deal of pressure on playing surfaces. Trends in leisure activity. Changes in how the community spends its recreation time mean that the way parks and other open space areas are used will need to be monitored and may need to adapt. Reserve management plans will need to be kept up to date. As the population in the district ages and the number of young people increases there will be an increasing need for o more artificial surfaces; o lighting in parks and open spaces, sport grounds in particular; o more multi-use surfaces; o more seats and shade structures; and o more shared use of facilities, e.g. clubrooms. Asset management improvements. Some management systems and databases are marginally fit for purpose. Options for improvement will need to be considered. This issue is addressed in Part A and Chapter 10. Not all reserves have Reserve Management Plans as required under the Reserves Act. These will be developed and current ones are continually reviewed. Maintaining the volunteer base. Volunteers carry out a significant amount of the restoration work in various reserves. If this contribution were to disappear, the Council s ability to deliver its commitments would be compromised. Affordability. As maintenance costs increase for parks and open spaces, the community may begin to accept lower levels of service in order to maintain current levels of service for more critical infrastructure such as water and wastewater. Maintaining water quality in ponds and lagoons. The cost of maintaining water quality in the Council s parks and open spaces is increasing. This level of service may need to be reviewed. 1.5 Significant negative effects Potential negative effects of the Council s ownership and management of parks and open spaces are: noise from events in parks can create a nuisance for neighbours; security and privacy can be compromised for park and open space neighbours; increased traffic congestion as a consequence of events held in parks and open space can have quite wide-spread effects and demand for parking spaces can create problems for venue neighbours; vandalism can be a problem in unsupervised open spaces; and crime and anti-social behaviour are an unfortunate fact of life in some parks and open space areas as a result of design (poor sight lines from the exterior) and location. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 15 OF 127

102 1.6 The level 5 of this plan The appropriate level of sophistication of planning for asset groups is determined based on consideration of certain factors which impinge on their management as follows: Table 1.3: Assessment against planning level factors Introduction Criteria Assessment Comment District population size Intermediate A comparison of factors including urban area, town populations and total population showed that Parks and Open Space asset management practice in Kāpiti Coast should be at the District wide risks Average annual costs Legislative requirements Size, condition and complexity of assets in group Risks associated with failures Organisational skills and resources Customer expectations Sustainability considerations Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate level. Analysis of District-wide risks relevant to all asset groups confirmed that asset management practice should be at Intermediate level. Parks and Open Space s role in coastal and flood management suggests an extension of practice for this asset group is appropriate. The budget allocation of 8% of Council expenditure to Parks and Open Space is smaller than for a number of other Council asset groups but the activity is an important part of the Council s service delivery and district liveability. In addition to the policy of meeting minimum legislative requirements, there are DoC and regional council coordination and integration initiatives and requirements in place. There is a range of assets with varying levels of formal condition assessments and management plans in place. Bridges are regularly inspected by a consultant. Playgrounds are the subject of a monthly in-house check. A few bush remnants are managed on a 50/50 basis with the Greater Wellington Regional Council. The Council collaborates with some private owners on bush restoration. Bridges and playground risks are well managed and regular inspections undertaken. Tree hazards are a concern but being brought under control with the initiation of a systematic management approach in Succession planning issues are recognised and mitigated to the extent possible given a small pool of potential recruits to specialist positions. Planning systems are being implemented across the asset group and being incorporated into the asset management process. Up-skilling for succession and training of current staff are needed. 70% of residents surveyed in a robust random sampling process in mid-2010 rated parks and open spaces as important or very important to them. This is lower than some other Council asset groups but still significant. Residents move to the Kāpiti Coast in part for high natural values. Yardstick benchmarking shows that expectations of users are largely being met. The role of parks, reserves and other open spaces in responding to increased flood and coastal erosion risks will grow. The provision and management of these spaces contribute very significantly to the Council s responsibilities to 5 For an explanation of planning levels, see Introduction of Part A. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 16 OF 127

103 Introduction Criteria Assessment Comment support biodiversity in the District as they do to the ongoing health and social well-being of the community. The Council s biodiversity focus, designed to maintain natural ecosystems, is significant due to community expectations, the geographic nature of the District and the number of different stakeholders involved. This analysis suggests that the asset management practice of parks and open space at Kāpiti Coast District Council should be at the Intermediate level. However, as no AMP is currently in place and the resources available to the Council to complete this work are limited, a decision has been made to develop the first AMP at a Basic level. The asset management practice will be improved over the next three years and the AMP will move to Intermediate level at the next review round which may require additional staffing and resources. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 17 OF 127

104 Legal and Policy Framework 2. Legislative and Policy Framework 2.1 Legislative requirements The preparation and implementation of this Asset Management Plan and its long term financial forecasts helps Kāpiti Coast District Council comply with legislative requirements. Key legislation applying to parks, open space and cemeteries infrastructure is summarised below. Local Government Act 2002, Ss 137, 138 and 138a see Part A, Chapter 2. There are specific requirements regarding reserve contributions which govern how they can be calculated and applied to the development of reserves for recreational purposes. These provisions clearly imply an expectation that councils will provide parks and reserves. Resource Management Act 1991 The Act requires councils to: manage the use, development and protection of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic and cultural well-being and for their health and safety while: o o o o sustaining the potential of natural and physical resources to meet the reasonable foreseeable needs of future generation; avoiding, remedying or mitigating any adverse effects of activities on the environment; safeguarding the life-supporting capacity of air, water, soil and ecosystems; in managing the use, development, and protection of natural and physical resources, recognise and provide for the following matters of national importance: the preservation of the natural character of the coastline environment (including the coastal marine areas), wetlands, and lakes and rivers and their margins, and the protection of them from inappropriate subdivision, use and development; the protection of outstanding natural features and landscapes from inappropriate subdivision, use and development; the protection of areas of significant indigenous vegetation and significant habitats of indigenous fauna; the maintenance and enhancement of public access to and along coastal marine area, lakes and rivers; and the relationship of Māori and their culture and traditions with their ancestral lands, water sites, wāhi tapu and other taonga. comply with the District Plan; administer reserve contributions, comply with procedures for appeals against contributions levied, and justify the degree of contribution extracted; and take into account the Treaty of Waitangi in exercising functions and powers under the Act relating to the use, development, and protection of natural and physical resources. Reserve contributions are charged to developers at a rate of 7.5% of the value of the sections subdivided, after the first section up to $150,000. They are levied under the Reserves Act 1977 and normally need to be utilised for the area in which the subdivision occurred, unless the District as a whole will benefit from another location and can only be utilised for new capital works. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 18 OF 127

105 Legal and Policy Framework Reserves Act 1977 This Act defines the management of reserve assets by providing the regulatory framework for controlling the use and development of reserves. It: classifies the different types of reserves and specifies the purpose of each; specifies the statutory procedures for managing each reserve; requires the Council to protect, to an extent compatible with the principal or primary purpose of each reserve, the scenic, historical, archaeological, biological, geological or other scientific features and indigenous flora, fauna and wildlife; requires the Council to prepare and submit to the Minister for approval a management plan for most types of reserve and specifies the consultation which must be done; and governs the Council s ability to grant leases or licenses over particular areas or buildings within reserves. Burial and Cremation Act The Act requires the Council to establish and maintain a suitable cemetery within the district. It provides that: Subject to the provisions of Part 3, a local authority shall have the control and management of every cemetery (a) Which is on land to which the corporation of the local authority has title; or (b) Which is on land administered by the local authority under the provisions of any Act other than this Act; or (c) Which was under the control and management of that local authority immediately before the commencement of this Act by virtue of an appointment as trustees of that cemetery; or (d) Which is under the control and management of that local authority by virtue of an appointment under section 23 of this Act. Any land which is vested in any local authority as trustees under the Cemeteries Act 1908 immediately before the commencement of this Act shall be deemed to be vested in that local authority for cemetery purposes. All property, other than land, which is vested in any local authority or other persons as trustees of a cemetery immediately before the local authority assumes control and management of that cemetery under subsection (1) of this section shall vest without assignment in the local authority subject to the provisions of this Act; and all liabilities and engagements of that local authority or of those other persons in their capacity as trustees of the cemetery and all proceedings pending by or against it or them in that capacity, shall respectively be liabilities and engagements of, and proceedings to be carried on by or against, the corporation of the local authority. The rights, powers, and duties conferred on a local authority by sections 7 to 21 of this Act may be exercised and shall be performed by the local authority in relation to any cemetery which is under its control and management, whether such cemetery is within or outside the area otherwise controlled by such local authority, but, except for the rights, powers, and duties conferred or imposed by subsections (3) to (5) of section 21 of this Act, shall not be exercised or performed in relation to any other cemetery. Other relevant Acts, standards and policies are: Fencing Act 1987; Walking Access Act 2008; Biosecurity Act 1993; 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 19 OF 127

106 Legal and Policy Framework Dog Control Act 1996; Occupiers Liability Act 1962; Litter Act 1979; Building Act 2004; Health and Safety in Employment Act 1992; Trespass Act 1880; and Greater Wellington Regional Council Pest Management Strategy Relevant standards Maintenance and operational standards for the delivery of parks and open space services are specified in maintenance contracts and service level agreements (SLAs). In addition, there are a number of other documents that guide the maintenance, management and provision of services and assets. These are set out in the following table: Table 2.1: Relevant standards and specifications Standard/Specification Ministry of Justice Safety Design Guidelines for Parks Developments. Kāpiti Coast District Council Subdivision Principles and Requirements 2004 AS/SNZ 4360:2000 Risk Management for Local Government SNZ 5103:1973 Code of practice for design, installation and operation of sprinkler irrigation systems. SNZ HB 8630:2004 Tracks and outdoor visitor structures (DOC guidelines) AS/SNZ 5828:2004 Playground equipment and surfacing and SNZ HB :2006 General Playground Equipment and Surfacing Handbook New Zealand Parks and Recreation Asset Grading Standards Manual 1998 Content/Purpose Implements the CPTED (crime prevention through environmental design) principles. Provides guidelines to take account of safety issues for design and planting. Provides a guide to the service quality and standards for subdivision and development. Section 10 covers parks and reserves. Guidelines for assessing risks and developing risk management strategies. Sets standards for the design, installation and operation of irrigation systems. Sets standards for tracks and outdoor visitor structures to ensure that customer recreation and safety needs are met. Sets standards for surfaces and equipment in playgrounds to ensure that customer recreation and safety needs are met Set discretionary standards for all parks, reserves and open space to ensure that customer recreation and safety needs are met 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 20 OF 127

107 Legal and Policy Framework 2.3 Key Strategies and Council Policies The following lists Kāpiti Coast District Council s key strategies and policies that apply to the management of its parks and open spaces. Open Space Strategy; Active Recreation Strategy (which is due to commence in 2011/2012); Coastal Strategy; Development Management Strategy; Stormwater Strategy; Cycleways, Walkways and Bridleways Strategy; Water Matters; reserve management plans; Youth Action Plan; and Positive Ageing on the Kāpiti Coast: He Tira Kaumātua. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 21 OF 127

108 Levels of Service 3. Levels of Service 3.1 User research and expectations Four sources of feedback on the Council s parks and open spaces contributed to our understanding of what residents and ratepayers expect and how satisfied they are with levels of service received: the 2010 Resident Opinion Survey; Yardstick s annual ParkCheck Park Survey Reports ; between 2009 and 2011, the Council developed an Open Space Strategy. Consultation with interest groups users, care groups and the like - through workshops supported the drafting of the final document; and LTCCP consultations over the last decade. Resident Opinion Survey 2010 This survey provides a statistically robust sample of opinions from residents throughout the District. Questions about parks and open spaces will be asked again in the 2013 Survey which will allow the Leisure and Open Spaces team to check on the delivery of expectations. In 2010 survey respondents were asked three questions: about the general appearance and quality of the District s parks, the standard of playgrounds, and the availability of sports fields and facilities. People who were dissatisfied were asked to explain why. Questions relating to swimming pools were asked separately and results are included in the Swimming Pool AMP. Information from the survey can be summarised as follows: While parks, sports fields and playgrounds received importance ratings of just under 4 out of a possible 5, they nevertheless rated lower than water supply, stormwater, wastewater, roads and footpaths, and kerbside recycling. Residents reported higher levels of satisfaction with parks, sports fields and playgrounds than with any other the Council services surveyed. Specific results are graphed in Figure 3.1 below: Figure 3.1: Resident Opinion Survey Results 80% 70% 60% 50% 40% 30% 20% 10% 0% General appearance and quality of parks Availability of sportsfields and facilities Standard of playgrounds Imporatnce Satisfaction Of those who expressed dissatisfaction, their reasons for doing so showed 3 main causes: 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 22 OF 127

109 Levels of Service o o o the areas were visually unappealing levels of maintenance, standards of cleanliness and litter, weeds, vandalism issues; number of parks, sports fields or playgrounds available in the vicinity; and high water table or flooding preventing use of sports fields provided. Other issues raised, although not in significant numbers, were security, the use of weed sprays in the park, the range of sports and age groups catered for, and range of types of play equipment. Analysis of this feedback suggests that there is room for improvement in the provision of parks and open spaces services levels of satisfaction are not high (maximum 70%) despite being higher than for other services surveyed. This may reflect an unrealistic level of expectation in the community when taken in conjunction with the community s ability/willingness to pay; mean the community would be willing to pay for higher levels of service and provision; or a combination of the two. Consultation on the Long Term Plan will guide the Council in balancing the level of service provision against the community s willingness and ability to pay. Should the community not be willing or able to pay for the levels of service it wants, a communication exercise to adjust expectations to a more realistic level will be needed. The feedback also suggests that the general amenity value of parks and open space is important to the general community ( appearance and quality ). Determining what quality means presents some challenges but there are some indications that it relates to: aesthetic appeal to human senses visual, aural, tactile and olfactory; physical appeal as a space to be in allowing expression of a range of physical abilities; and a sense of pride in the District s natural environment which is a part of its identity. ParkCheck Survey Report In contrast with the general resident focus of the Council survey, the ParkCheck annual survey is conducted face to face with users of parks in all categories. It asks a series of detailed and specific questions and the report provides information at the level of individual parks and park types as well as aggregated into overall ratings for satisfaction with the whole of the Council s parks provision. This useful information can be used to benchmark the Council s performance against the other 16 participating councils and to identify trends over time. Nine areas are covered in relation to each park surveyed: gardens and trees; children s playgrounds; seats and tables; toilets; signs; cleanliness/lack of litter/graffiti; grass maintenance; paths and tracks; shade, adequate for needs; and 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 23 OF 127

110 Levels of Service security personal safety while in the park. Two questions are asked for each area covering the importance of the facility/amenity to the respondent; and the respondent s satisfaction level with the standard of provision in the particular park The 2011 report indicates an overall user satisfaction score of 84% with Kāpiti Coast District Council s parks. This is higher than the score achieved in Council s own residents survey (70%) which may be explained by the fact that ParkCheck is a user survey whereas the resident survey covers a sample of all residents. The 84% figure is, however, lower than the average for all local authorities (86.2%) in the ParkCheck group. Satisfaction scores for the four categories covered were: destination parks 84.8%; sports grounds 84.2%; other space 82.6%; and neighbourhood parks 82.6% Respondents are also questioned about how often they visit the different types of parks. The graphs in Figure 3.2 illustrate the results for 2011 by type of park. These results indicate that all of the parks and open spaces have a high number of regular visitors. Sports grounds, in particular, are frequented by regular users. Nearly 70% of people who visit the sports grounds visit at least once a week. This indicates that the sports grounds may have a capacity issue in the near future. The survey in 2011 also indicates that there was a high number of first time visitors at neighbourhood parks. Neighbourhood parks are more likely to be frequented by regular visitors, however, the survey was completed during the holiday season and may indicate there were a high number of visitors in the District at the time of the survey. Figure 3.2: Visitor frequency by park type Destination Parks Visitor Frequency 7% 8% 3% 9% 10% 9% 13% 41% Every day Several times a week About once a week About once a fortnight About once a month About once a year First visit Not sure/don t know/irregular Neighbourhood Parks Visitor Frequency 31% 4% 8% 4% 15% 30% 8% Every day Several times a week About once a week About once a fortnight About once a month About once a year First visit Not sure/don t know/irregular 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 24 OF 127

111 Levels of Service Sports Grounds Visitor Frequency Every day Other Parks Visitor Frequency Every day 10% 3% 14% Several times a week About once a week 16% 0% 24% Several times a week About once a week 3% 7% About once a fortnight About once a month 4% 8% About once a fortnight About once a month 7% 32% About once a year First visit 8% About once a year First visit 24% Not sure/don t know/irregular 4% 36% Not sure/don t know/irregular Open Space Strategy consultation Feedback from a series of workshops with each geographical community, user groups (sports clubs etc) and ecological and heritage groups indicated that they wanted: ecological values recognised and protected, with areas of important vegetation and ecological corridors identified. This fits well with the values expressed in the Community Outcomes and the Council s Leadership Statement; better access and connections, particularly between existing open spaces (including the coast and rivers) and to better link the cycleways/walkways/bridleways (CWB) network. The CWB network is the subject of a separate AMP; some new areas for open space for leisure and recreation, in particular: o additional sports fields in Ōtaki, Waikanae and Paekākāriki; o botanic gardens; o a regional park at the northern end of the District; o open space provision in town centres of Waikanae and Paraparaumu; o a playground at Otaihanga Domain (being completed at time of writing); o BMX/bike skills tracks at Paekākāriki and Waikanae; and o mountain biking at Ōtaki Forks and Whareroa Farm (Whareroa Farm mountain biking is being completed at the time of writing). better quality open space, including improved surfaces, facilities and planting, and signage to and within the open space. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 25 OF 127

112 Levels of Service 3.2 Users and stakeholders In order to determine expectations of the Council services, the following groups within the general population have been identified as having a particular interest in parks and open spaces. Table 3.1: User groups Group Geographical areas the settlements Expectation/need Recreation space active and passive Sense of local identity and pride Boundary demarcation between urban and rural/ natural areas Connection corridors which are not vehicle focused Support for and enhancement of local biodiversity Environmental groups Allocation of sufficiently big areas to support and enhance local biodiversity Sufficiently widespread distribution of ecological reserves to support and enhance local biodiversity Blue and green corridors to facilitate safe movement of flora and fauna and preserve the connections between them Assistance with provision of locally appropriate structures and materials Pleasant leisure time space Sports groups Sufficient numbers and distribution through the District of sports fields/facilities to ensure reasonable availability Sufficient range of sports codes/activities catered for Affordable user charges Maintenance regimes which ensure ready availability of safe playing areas Outdoor recreation groups trampers, walkers, kayakers etc Sufficient numbers and distribution through the District of tracks/facilities Maintenance regimes which ensure availability of safe areas Youth Pleasant places to hang out which are o Safe o Within easy reach by public transport or on foot Casual (non-organised) sports/exercise space Facilities catering to current recreation trends (e.g. skate parks) 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 26 OF 127

113 Levels of Service Group Expectation/need Families/children Informal recreation areas casual games Pleasant picnic facilities in a range of natural environments Safe areas to exercise healthily in Playgrounds which are o within walking distance of home and/or school o stimulating and challenging to a range of abilities and age groups o clean and well maintained o well shaded Schools Provision for sports codes they cannot cater for Facilities within walking distance Maintenance regimes which ensure good levels of safety and availability Stimulating outside-the-classroom learning opportunities Table 3.2: Stakeholders Group Expectation/need Ratepayers Sense of identity and pride in the District and their particular area within it Value for money Contribution to achievement of agreed Community Outcomes Greater Wellington Regional Council Contribution to regional initiatives such as support for biodiversity, pest control, flood protection, Key Native Ecosystems Department of Conversation Contribution to national initiatives such as support for biodiversity, pest control Contribution to national network of parks and open spaces Wellington Regional Strategy Contribution to regional Open Space Strategy and Action Plan SPARC Provision of sufficient number and quality of sports and recreation grounds/facilities Health providers DHBs, MoH etc Provision of sufficient range and number of exercise/recreation opportunities 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 27 OF 127

114 Levels of Service 3.3 Customer values Analysis of the information we have on the expectations of the users of parks, open space and cemetery services suggest the following are the key aspects they value: Table 3.3: Parks and open spaces customer values Accessibility facilities are accessible to all users including people who have a wide range of abilities Biodiversity supporting and enhancing biodiversity throughout the district Safety - users of recreation facilities, parks and other open spaces are as safe as practicable Responsiveness the Council responds to contacts promptly in a respectful and friendly way, issues are addressed promptly Availability a range of types of facilities are available to users during the day and evening as appropriate Quality the parks and open space network enhances people s experience of the outdoor environment, built facilities are fit for purpose Community Engagement communities have appropriate levels of input to decisions and activities Whole of community benefits contribution to improved health outcomes in the District, a network of natural green areas enhances the character and quality of centres and neighbourhoods Table 3.4: Cemeteries customer values Accessibility - sufficient burial plots are available and accessible to people who have a wide range of ability levels Quality the look and feel of the cemetery implies and inspires respect for all of the deceased and enhances the network of natural green areas in the District Affordability charges are affordable for users without placing too great a burden on rates Reliability/responsiveness services are provided in a timely way and to a consistently high standard Sustainability there will be enough space for future generations without adverse impacts on the environment 3.4 Council s strategic goals The levels of service developed need to take into account the strategic goals of the Council as determined and reconfirmed through LTCCP consultations over the past decade. Community Outcomes The Leisure and Open Spaces activity supports the following Community Outcomes through this AMP: 1 There are healthy natural systems which people can enjoy 2 Local character is maintained within a cohesive District 3 The community makes wise use of local resources and people have the ability to act in a sustainable way 6 The District is a place that works for young people 7 The District has a strong, healthy, safe and involved community 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 28 OF 127

115 Levels of Service Leadership Statement The Council s Leadership Statement, published in the LTCCP, addresses 16 issues on which the Council considers it needs to adopt a leadership role in the community. Particularly relevant for cemeteries, parks and open spaces when considering levels of service are: Table 3.5: Leadership statements relevant to parks, open spaces and cemeteries Leadership Statement Building resilience The importance of place, open space, centres and design Building social capital Kāpiti Coast s place in the region Trains, buses, walking and cycling Relevance Recreational space provides opportunities for the building of social links and the improvement of community health. Open spaces provide secondary stormwater flow paths where appropriate and non-vehicular connections through the District. Management of parks and open space in the District is a key contributor to this area. Provision of parks and other recreation space supports sport and recreation networks another linking strand of community activity. The district s network of open spaces contributes to the WRS Open Space Strategy designed to contribute to better built form throughout the region. Open spaces in the District, and the tracks and paths through them, create viable alternatives to vehicle use and the need to walk or cycle on less safe roads. Open Space Strategy The Council s vision for open space is to develop a coherent open space framework that helps to maintain a rich and diverse network of open spaces that protect the region s ecology and support the identity, health, cohesion and resilience of the District s communities. 3.5 Levels of service Combining the expectations and requirements of legislation, industry standards, users, stakeholders, and the Council, Levels of Service (LoS) have been developed as discussed in Part A, Chapter 4. They have been prioritised into primary and secondary LoS based on an assessment of their relative importance to the community and the Council. The primary LoS will flow through to the Council s annual reporting requirements. The secondary LoS will be monitored and reported on through internal activity reporting. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 29 OF 127

116 Levels of Service Parks and Open Space levels of service Table 3.6: Parks and open spaces levels of service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Primary LoS To develop a coherent open space framework that helps to maintain a rich and diverse network of open spaces that protect the region s ecology and support the identity, health, cohesion and resilience of the District s communities. Accessibility facilities are accessible to all users including people who have a wide range of abilities. Residents in urban areas live reasonably close to a recreation facility (including other publicly owned space) Each ward in the District has open spaces suitable for a range of physical and mental abilities New AMP no current LoS or measures 85% residents in urban areas live within 400 metres of a publicly owned recreation space Each ward has open spaces that provide an equivalent experience for all visitors regardless of any limit to their abilities. Mapping Disability audit (contractor approved by Disability Reference Group (DRG) Maps show recreation space is within 400 metres of urban residents and of those, there is at least one catering for people with disabilities in each ward. PAGE 30 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

117 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Availability - a range of types of facilities are available to users during the day and evening as appropriate Biodiversity supporting and enhancing biodiversity throughout the district A range of active recreation facilities is available throughout the District both during and after business hours The parks and open space network makes a significant contribution to the effort to increase numbers of specimens of native, and especially endemic, plants and animals in the District 85% of residents are satisfied or very satisfied with the current time availability of facilities Awaiting development of monitoring regime to establish appropriate measure Resident Opinion Survey completed every 3 years Biodiversity audits every 3 years Survey shows satisfaction rating. Awaiting development of monitoring regime. PAGE 31 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

118 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Quality the parks and open space network enhances people s experience of the outdoor environment Open spaces offer a range environments of different characters. 75% of residents are satisfied or very satisfied with the range, variety and character of Councilowned parks and open spaces Resident Opinion Survey completed every 3 years Survey shows satisfaction rating. Secondary LoS 6 7 Accessibility facilities are accessible to all users including people who have a wide range of ability levels Council-owned recreation buildings are wheelchair accessible All recreation buildings will be accessible by wheelchair after programmed renewal/upgrade works have been completed Disability audit (contractor approved by Disability Reference Group (DRG) Audit shows buildings are wheelchair accessible. 3 6 Responsiveness the Council responds to contacts promptly in a respectful and friendly way, issues are addressed promptly Requests for service and complaints are addressed appropriately within acceptable timeframes Initial response to all contacts within 2 working days. 85% of customers agree Council response is friendly and respectful Audit of Service Request reports Customer survey Audit of service requests shows compliance. PAGE 32 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

119 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Safety - users of recreation facilities, parks and other open spaces are as safe as practicable given the nature of the activities Hazards are well managed and accidents resulting in serious harm are rare No more than 2 serious harm accidents reported per year to users of equipment and facilities attributable to the condition of the asset Hazard register Audit shows no breach in Health and Safety procedures. 3 6 Quality - the parks and open space built facilities are fit for purpose As far as practicable, built facilities are provided that meet users needs 75% of facilities users agree or strongly agree that the facilities are fit for purpose Resident Opinion Survey completed every 3 years Survey shows satisfaction rating. PAGE 33 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

120 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Whole of community benefits contribution to improved health outcomes in the District, a network of natural green areas enhances the character and quality of centres and neighbourhoods Open spaces including parks, reserves, sports fields and playgrounds offer a range of different active recreation opportunities not usually available at home. The network adds a sense of green open space to the character and quality of centres and neighbourhoods. 75% of users are satisfied or very satisfied with the range of different active recreation opportunities available in open spaces 75% of residents agree or strongly agree that the parks and open space network makes a positive contribution to the character and quality of centres and neighbourhoods Resident Opinion Survey completed every 3 years Survey shows satisfaction rating PAGE 34 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

121 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Community Engagement communities have appropriate levels of input to decisions and activities Communities have input in different ways throughout the process of managing parks and open spaces assets from early policy and design decisions to funding allocations Communities of interest are involved at early stages of development of policy and design and formally consulted on funding levels in LTP The Council supports community active environment restoration groups Asset manager s records and noted in Activity Reports Reports show all development has undergone consultation PAGE 35 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

122 Levels of Service Cemeteries levels of service Table 3.7: Cemeteries levels of service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Legislative requirement for councils to operate cemeteries for public health reasons. Availability/ Accessibility - sufficient burial plots are available and accessible to people who have a wide range of ability levels Affordability charges are affordable for users without placing too great a burden on rates Primary LoS Space is available for burials when needed, including during disasters or pandemics Most family members can access the interment site Provision of cemeteries is cost effective for the community New AMP no current LoS or measures All complying requests for permission to inter are granted No more than 2 complaints per year relating to mobility access As a guideline, Council expenditure is within 5% of the average of similar NZ councils expenditure. (Comparison with South Taranaki, Hastings, Selwyn and Tasman District Councils) Service Request system reports Survey every 3 years Audit of Service Request shows compliance. Comparison shows compliance PAGE 36 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

123 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Availability/ Accessibility - sufficient burial plots are available and accessible to people who have a wide range of ability levels Quality the look and feel of the cemetery implies and inspires respect for all of the deceased and enhances the network of natural green areas in the District Secondary LoS Access to records is easy Design and plantings promote a sense of peaceful welcome and enhance the green network of the District Access to records is available on Council website 85% of residents agree that cemeteries are appropriately maintained Vandalism of Council owned assets is rectified within 5 days of notification to the Council Manager s report Resident Opinion Survey completed every 3 years Service Request system reports Website records available to public. Survey shows satisfaction rating. Audit of Service Requests shows compliance. PAGE 37 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

124 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Reliability/ responsiveness services are provided in a timely way and to a consistently high standard Clear rules are consistently applied (e.g. grave decoration) The needs of different cultural and religious groups are met to the same standard Requests for service and complaints are addressed appropriately within acceptable timeframes No more than 2 complaints per year regarding inconsistent enforcement of the Cemetery By-laws No complaints regarding unequal treatment from practising different cultural and religious practices Initial response to all contacts within 2 working days. 85% of customers agree Council response is friendly and respectful Service Request system reports Service Request system reports Service Request system reports Resident Opinion Survey completed every 3 years Audit of Service Requests shows compliance. Survey shows satisfaction rating. PAGE 38 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

125 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Sustainability there will be enough space for future generations without adverse impacts on the environment Demand growth is well anticipated and catered for At least a 10 year interment capacity is maintained across the District at all times Manager s reports Reports show population trends in relation to capacity of cemeteries. PAGE 39 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

126 Levels of Service 3.6 Gaps in information or LoS achievement Information gaps There are several gaps in the underpinning data which influence Kāpiti Coast District Council s ability to deliver the desired levels of service: systematic documentation of condition assessments of some types of equipment. Checks of playground equipment are made monthly but there is no system for documenting this information which can be readily accessed and which can feed through into renewal schedules; inaccurate historical burial records; and systematic survey data regarding expectations from parks user segments. Analysis of the information resulting from the ParkCheck survey allows us to infer certain expectations. However, there is no way of knowing whether ParkCheck covers the full range of expectations of the various parks users. LoS achievement In the absence of a current AMP, levels of service expected by the community have been inferred from satisfaction surveys, consultation feedback and industry standards. There are some areas where distribution of parks does not achieve the industry standard of every household in urban areas being within 400 m of an open recreation space. If use of school sports grounds is included, the gaps are smaller and fewer. If the use of publicly owned space (e.g. DoC estate, beaches, school sports fields) is removed from the picture, there are significant gaps in achievement of this level of service. This standard may need to be modified for the District in view of the close proximity of beaches and the Tararua Forest Park and will be addressed in the Open Space Strategy. There is no formal protocol agreed with schools regarding community use of their grounds in out of school hours. 65% of residents surveyed in the Resident Opinion Survey rated the standard of playgrounds as important or very important but only 59% reported being satisfied or very satisfied. The ParkCheck Survey suggests that users would like: o o o o more shade; more seating; a wider variety of play equipment by age group; and disability play equipment and access. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 40 OF 127

127 Demand Management 4. Demand Management 4.1 Impacts of residential growth Existing subdivision rules require adequate provision of open space. The review of the District Plan in 2011 may alter these rules but is unlikely to reduce them. In fact, the possible increased flood risk due to climate change means that there will be an increasing need to build open spaces into new developments as flow paths for flood water. 4.2 Changing demand Changes in the age profile of the District will impinge on how Kāpiti Coast District Council provides parks and open spaces. This factor coupled with likely changes in leisure trends may produce quite different requirements from those seen in the past. An in-depth analysis of these two factors will be carried out and will feed into the next review of the AMP. Economic trends may also have significant impacts on how the District s residents and visitors choose to spend their leisure time. At the time of writing (2011) it is difficult to predict which way the trends will move. The Leisure and Open Space team will monitor the trends and use the information in their planning and decision-making as seems most prudent. Whatever the medium-term future may hold, it is clear that the current economic downturn is reducing traditional sources of funding for sports clubs and community organisations. This is likely to lead to increased demand for Council funds and support over the near term for these activities. As discussed in the Introduction to Part A, the projected growth in the District s population and its likely age profile will impact on future cemetery need. The potential costs of expanding this provision will be considerable and finding sufficient land in each of the existing cemetery locations may be problematic. One option which would address both of these issues would be to investigate possibilities for district wide services. A review of options for both location and funding of cemeteries is required if future demand is to be well provided for. 4.3 Demand forecast Kāpiti Coast District Council will participate in regional work over the next 3 5 years to establish the size of the potential need for increased floodwater flow path provision. As explained in section 1.4, parks and open space also provide a secondary flow path for floodwater. However, given the scale of recent flood events in New Zealand and Australia and the stormwater team s view that the system as a whole is at capacity in severe rainfall at present, making an early start on planning for this would be prudent, even before the regional analysis is complete. There is an increasing demand for sports grounds and facilities from certain conflicting sports codes although this has not been systematically investigated or quantified. Section explains the conflicting demand further. The analysis noted in 4.2 will help with developing a better understanding of this. 4.4 Demand management strategies Current demand management strategies are: the charging regimes for: o Sports facilities. The fees charged to sports clubs and other users of sports facilities account for 2% of operating costs. There is a balance to be achieved between using 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 41 OF 127

128 Demand Management o price to manage conflicting demand and ensuring public access is not overly restricted. This will be examined in more depth as the 2012 LTP is developed. Cemeteries. It is worth noting that the affordability of the current policy on cemetery fees 80% from user charges and 20% from rates may be not be achievable due to inability of users to cover this level of cost. This will be examined in more depth as the 2012 LTP is developed. the booking system for sports fields - this prevents overlap of competing interests as much as possible. With regard to future demand management strategies, the Kāpiti Coast District Council will use a number of channels and opportunities to set the community s expectations as to the Council s role in the provision of parks and open spaces, and particularly sports grounds. In 2011/2012 work will be carried out to focus on building stronger relationships with clubs and codes to better understand their needs and also to manage expectations and demand. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 42 OF 127

129 Risk Management 5. Risk Management 5.1 Key Risks Key risks associated with the various asset classes in the Parks and Open Space portfolio have been identified and assessed as follows. A detailed list can be found in Appendix A of this AMP. The methodology for analysing risk is explained in Part A, Chapter 7. Table 5.1: Parks and open spaces risks Risk type Injury or fatality resulting from type of recreation activity carried out coupled with the nature of the environment and condition of the asset Management practice Compliance with safety standards (playgrounds, sports codes etc) and procedures Barriers Non-routine hazard warnings Injury or fatality resulting from type of work activity carried out coupled with the nature of the environment and nature of equipment and materials used Historical information gaps resulting from poor data capture systems leading to failure to identify risks, unnecessary/unexpected costs, accidents Environmental disaster or major event (storm, ecological disaster, earthquake/tsunami, major fire) Use of volunteers less easily managed than employees but can carry out many of the same potentially hazardous tasks Multiple management agency responsibilities internally and externally lack of clarity in demarcation lines increases risk of issues not being addressed as each assumes the other has it under control, such as roading, stormwater and coastal issues. Unrestricted and unsupervised access to assets and land under management control over risky activity is minimal Staff training Compliance with industry safety standards and procedures Risk identification and mitigation/isolation/elimination procedure in place Informal checking systems Partial data capture (BizeAsset/ESRI) CDEM Plan Regular monitoring via site inspections and good liaison with groups. Attendance at meetings means team has good understanding of what groups are doing. Some additional Health and Safety training may be needed. Maintain good communication lines Meet equipment standards Identify hazards and alert users 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 43 OF 127

130 Risk Management Table 5.2: Cemeteries risks Risk type Work place risks of accidents Physical hazards for visitors Management practice Requirement for full Health and Safety programme included in Service Level Agreement with contractor. Compliance is monitored. Requirement for identification and management of hazards included in SLA with contractor. Compliance is monitored. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 44 OF 127

131 Risk Management 5.2 High Consequence Risks Table 5.3 lists the high consequence risks associated with parks and open spaces. Table 5.3: High consequence risks Risk Descriptor Risk Type Net Risk Action Responsibility Monitoring / Reporting Timeframes Knowledge management loss of institutional knowledge, insufficient systems in place to manage data/information, especially regarding asset performance and condition.. IT failure. System for managing trees is informal and reactive Organisational Financial Operational 16 Basic systems being implemented (e.g. asset register) Hazardous tree database Condition assessments made on a regular basis for some asset classes but not all Asset managers Human Resources IT Personal Development Plans Monthly reports Weekly team meetings Ongoing Encroachment Financial Environmental 16 Nil Asset managers Inspections Ongoing Safety Volunteers Public Health Reputation/ Image Financial 15 Frequent liaison with volunteer groups Some hazards briefing (not training) Asset management team Briefing procedures Frequent meetings with groups, weekly, monthly or quarterly Weekly, monthly, quarterly Vandalism arson etc Public Health Reputation/ Image 15 Security cameras in place in trouble spots Asset management team Review of video footage Customer service requests Ongoing Financial Environmental hazards new/increased pests and diseases, water quality (algal blooms etc), faecal contamination Public Health Reputation/ Image Financial 15 Barriers placed where practicable Alerts to hazards (signage) in place Non-routine hazard alerts placed when required Asset management team Operations staff Inspections Customer service requests Ongoing PAGE 45 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

132 Life Cycle Management 6. Life Cycle Management 6.1 Overview This section describes the parks and open space assets, their performance and condition. It presents the lifecycle management strategies and programmes used by the Council to manage the service level requirements (Chapter 3), demand change (Chapter 4) and risk management (Chapter 5) associated with the parks and open space activity for the next 20 years. The lifecycle management plans for each of the 8 asset groups are detailed in the following sections. Table 6.1: Asset groups and location of lifecycle management information Asset Group Section Destination Parks 6.2 Neighbourhood Parks 6.3 Bush reserves and Coastal 6.4 Esplanades Sports Fields 6.5 Cemeteries 6.6 Playgrounds 6.7 Trees and Amenity Plantings 6.8 Built Assets 6.9 Work Category Definitions Refer to Part A, Chapter 8 for definitions of the lifecycle work categories. General Lifecycle Management Strategies The Council maintains ownership and responsibility for managing parks and open spaces and the associated infrastructure. Consultants are used to provide specific expertise and assistance as required. The Council manages projects and expenditure, and the management of maintenance and capital development contracts. All maintenance work in-house is done by the Parks and Reserves Operations team and all work carried out using contracts is in accordance with competitive pricing procedures (CPP), on a performance basis wherever possible. Contractors are required to programme and report comprehensively on the execution of the works. The contract documents specify technical standards required and define response times and cyclic inspection periods. Service Level Agreements and associated costs are currently being reviewed. Professional services are obtained from a mixture of consultants and internal resources. Reserves included in this AMP are not all owned by the Council. Some are owned by the Department of Conservation (DoC) but managed by Kāpiti Coast District Council, for example Marine Gardens. Older reserves are owned by DoC and managed by Kāpiti Coast District Council, whereas now when land is acquired as a reserve it is owned and managed by the Council. This is a national issue and results in increased work in asset management. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 46 OF 127

133 Life Cycle Management Safety From time to time, events occur such as weather-related slips or tree falls. Where there is any problematic danger to users, areas are monitored, barriers are erected and signs prominently displayed to prevent access until permanent repairs or solutions are implemented. Availability The Council parks and open spaces are open from dawn to dusk and are available to all users at all times except when certain sections may be closed for maintenance and/or renewal works. Some parks and open spaces are locked or restricted at dusk and unlocked at dawn due to vandalism. Operations and maintenance strategies The following general operations and maintenance strategies are applied to the parks and open space assets: Operations: the Council will manage the assets in a manner that minimises the long term total cost. Scheduled inspections of bridges/structures and playground equipment will be undertaken as justified by the consequences of failure on levels of service, costs, public health, safety or corporate image. The inspection programme will be modified as appropriate in response to unplanned maintenance trends. Customer enquiries and complaints are recorded on the customer service request system summarizing data on the date, time, details, responsibility and action taken. Maintenance: the Council will maintain assets using in-house resources in a manner that minimises the long term total cost. Unplanned maintenance: A suitable level of preparedness for prompt and effective response to asset failures will be maintained by ensuring suitably trained and equipped staff to allow prompt repair of critical assets and mitigation of any hazards. Planned maintenance: A programme of planned asset maintenance will be undertaken to minimise the risk of critical asset failure (e.g., bridges, play equipment), or where justified when considering financial, safety and social impacts (e.g., vegetation management). Major maintenance needs will be identified through the scheduled asset condition inspections and those generated from the investigation of customer service requests. Operations and maintenance plan Repairs are carried out as a result of customer service requests, routine inspections, or planned maintenance work. General maintenance of Council parks and open spaces consists of: tree trimming; lawn mowing; weed spraying; fencing; gardening; resurfacing; signage; rubbish removal; toilet cleaning and maintenance; irrigation; drain cleaning; painting; and planting; furniture maintenance. Service Level Agreements are in place with the Parks and Reserves Operations team specifying and defining the quantum and quality of the work to be carried out and the responsibilities and obligations of both parties to the SLA (Section 3.5.1). 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 47 OF 127

134 Life Cycle Management Renewals strategies The Council will rehabilitate or replace assets when justified by: Risk: The risk of failure and associated financial and social impact justifies action (e.g. probable extent of damage, safety risk, community disruption). Asset performance: Renewal of an asset when it fails to meet the required level of service. Non-performing assets are identified by the monitoring of asset reliability, efficiency and quality during routine inspections and operational activity. Indicators of non-performing assets include repeated and/or premature asset failure, and inappropriate or obsolete components. Economics: When it is no longer economical to continue repairing the asset (i.e. the annual cost of repairs exceeds the annualised cost of renewal). Efficiency: New technology and management practices relating to increased efficiencies and savings will be actively researched, evaluated and, where applicable, implemented. Renewals needs for key asset groups will be identified through the scheduled asset condition inspections, the investigation of customer service requests and a practical knowledge of the network. Renewals works will be prioritised and programmed in accordance with the following criteria, or in urgent cases undertaken immediately. o public safety risk; o criticality of assets to activity operation; o criticality of assets to achievement of service standards and community outcomes; o financial risk of deferring work; o intensity of usage; o environmental risk; o cost and the ability to gain subsidies; and o political preference. Renewal works identified in accordance with the renewal strategies may be deferred if the cost is beyond the community s ability to fund it. This can occur when higher priority works are required on other infrastructure assets, there are short-term peaks in expenditure or if an inadequate rating base exists. When renewal works are deferred, the impact of the deferral on economic efficiencies and the asset s ability to achieve or contribute to the required service standards will be assessed. Although the deferral of some renewal works may not impact on the short-term operation of assets, repeated deferral will create a significant liability in the longer term. A register of all deferred works will be maintained, the total value of which will be recognised in the asset reporting. Development Strategies Development works will be planned in response to identified service gaps, growth and demand issues, risk issues and economic considerations. When evaluating significant development proposals, the following issues will be considered: the contribution the new or improved assets will make to the current and anticipated future levels of service and community outcomes; the risks and benefits anticipated to be made from the investment; the risks faced by not proceeding with the development works. (These could include safety risks, social risks and political risks.); ability and willingness of the community to fund the works; and 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 48 OF 127

135 Life Cycle Management future operating and maintenance cost implications. Significant development works will be prioritised and programmed with contributions from: the LTP/Annual Plan process targeted user groups (e.g., tourism operators, industry groups, adjacent residents); the general community (through public consultation); Council staff and consultants who may be engaged to provide advice to the Council; and the elected Council (significant proposals are subject to Council decision and available funding). Asset Disposal Strategies Asset disposal processes will comply with the Council s legal obligations under the Reserves Act 1977, the Burial and Cremation Act 1964 and Local Government Act 2002, which covers: public notification procedures required prior to sale; restrictions on the minimum value recovered; and use of revenue received from asset disposal. All relevant costs of disposal will be considered when considering disposal options. These costs may include: evaluation of options; consultation/ advertising; obtaining resource consents; professional services, including engineering, planning, legal, survey; and demolition/ site clearing / make safe costs. The use of revenue from the sale of assets, or the source of funds required to dispose of assets, will be decided by the Council at the time of its consideration of the asset s disposal. General standards and specifications used The Council complies with the following standards and legislation for maintenance, operations, renewal, development and disposal of parks and open space assets: this Asset Management Plan; the Reserves Act 1977; Resource Management Act 1991; Building Act 2004; Fencing Act 1987; Burial and Cremation Act 1964 Walking Access Act 2008; Biosecurity Act 1993; Dog Control Act 1996; 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 49 OF 127

136 Life Cycle Management Occupiers Liability Act 1962; Litter Act 1979; relevant Technical Standards, including o o o AS/NZS 5828:2004 Playground equipment and surfacing SNZ HB 5828:1:2006- General Playground Equipment and Surfacing handbook SNZ HB 8630:2004 Tracks and Outdoor Visitor Structures. manufacturer s specifications; New Zealand Park and Recreation Asset Grading Standards Manual 1998; and Health and Safety in Employment Act These standards and legislation are discussed in more detail in Chapter 2.0 The Council has, under Section 41 of the Reserves Act 1977, adopted Reserve Management Plans for most reserves. Management Plans are required under section 41(4) of the Act to be under continuous review. Kāpiti Coast District Council continually reviews management plans and with community consultation, any significant changes are made when required It is important to note that not all Council reserves have a management plan. A general management plan for all smaller parks and open spaces will be reviewed and adopted by the next review of this AMP. Information Management As discussed in Part A Chapter 10, the is currently migrating asset data to ESRI, an asset database, which uses ArcInfo. This change will offer some additional functionality which will help improve the tracking of historical information on individual assets, however it will not assist in asset management processes. 6.2 Destination Parks Asset Description Kāpiti Coast District Council manages 7 destination parks. A destination park is a major reserve that residents and visitors are willing to travel to visit. Typically, it exhibits a mix of special location, appealing recreational assets and high amenity value through landscape features and plantings. The destination parks are: Campbell Park, Paekākāriki Haruatai Park, Ōtaki Maclean Park, Paraparaumu Beach Marine Gardens, Raumati Beach Mazengarb Reserve, Paraparaumu Otaihanga Domain, Paraparaumu Waikanae Park, Waikanae 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 50 OF 127

137 Life Cycle Management There has been discussion of developing a botanical garden in the Kāpiti Coast District which would be categorised as a destination park. This will need to be researched further when additional land could be available and will be addressed by the next review of this AMP. In the 2012/2013 financial year, funding for developing a new destination park has been allowed. This destination park will include assets such as sports ground development, drainage, water bores and irrigation, changing facilities and toilets, carparks, plantings, etc. Development of this new park will be further detailed in the management and development plans of that park once the land is available. Performance Quality The ParkCheck Survey 2011 showed that 84.8% of users are satisfied with the destination parks, which is lower than the average for all local authorities (87.8%) in the ParkCheck group. Refer to section 3.1 of this AMP for a list of subjects users were surveyed on. Condition The monthly reports completed by the Parks and Reserves Operations Team show that the Council s destination parks are in good condition. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 51 OF 127

138 Life Cycle Management 6.3 Neighbourhood Parks Asset Description Neighbourhood Parks are easily accessible urban reserves for the immediate community. They are well maintained, usually flat or gently sloping and may include a playground, seating, paths and amenity plantings. Kāpiti Coast District Council manages 44 neighbourhood parks as listed below: Paekākāriki o Ames Street Reserve Raumati o Blue Gum Road Reserve o Manawa Avenue Reserve o Leinster Avenue Reserve o Matai Road Reserve o Raumati Estate Reserve o Raumati Heights Reserve o Rewa Road Reserve o Tennis Court Road Reserve o Tiriomoana Road Reserve Paraparaumu o Aaron Court Reserve o Crown Hill Reserve o Gandalf Crescent Reserve o Hadleigh Court Reserve o Hana Udy Place- Kotuku Reserve o Kerrs Corner Reserve o Makarini Street Reserve o Marere Avenue Reserve o Regent Estate Reserve o Parakai Street Reserve o Milne Drive Reserve o Monterosso Pl/San Vito Pl Reserve o Aorangi Street Reserve o Pohutakawa Road Reserve o Tower Lakes Reserve Waikanae o Edgewater Reserve o Elizabeth Rose Park o Hookway Grove Reserve o Kāpiti Views Reserves o Mahara Place o Pukekawa Park o Reikorangi Domain o Shotover Grove Reserve o Victor Weggery Reserve o Waikanae Memorial Hall Reserve o Weggery Drive Reserve Ōtaki o o o o o o o o Dixie Street Reserve, Te Horo Gawler Street Reserve, Te Horo Greenwood Boulevard Reserve Matai Street Reserve Moana Street Reserve Sue Avenue Reserve Tamihana Street Reserve Tasman Road Reserve Performance Access The ParkCheck Survey 2011 shows that on a scale of 1-5 (low to high), the importance of paths to users is 4.6 while user satisfaction of paths is This shows a difference of only which indicates that while there is room for improvement, the paths are sufficient in relation to their importance. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 52 OF 127

139 Life Cycle Management Figure 6.2: User satisfaction with access neighbourhood parks Access Importance Satisfaction Difference Quality The ParkCheck Survey 2011 showed that 82.6% of users are satisfied with the neighbourhood parks, which is higher than the average for all local authorities (81.8%) in the ParkCheck group. Refer to section 3.1 of this AMP for a list of subjects users were surveyed on. Condition The monthly reports completed by the Parks and Reserves Operations show that Kāpiti Coast District Council s neighbourhood parks are in good condition. 6.4 Bush Reserves and Coastal Esplanades Asset Description Kāpiti Coast District Council manages over 34 hectares of Council reserves that are not destination or neighbourhood parks. Coastal esplanades are areas of Council owned and managed land which runs adjacent to shore lines. Council bush reserves include: bush areas ; walkways and cycleways (covered in CWB AMP); grassed spaces; esplanade reserves ; plantations; playgrounds (section 6.7). amenity lakes; sports grounds and courts (section 6.5); Bush reserves and coastal esplanades include: Paekākāriki o Greendale Reserve o Paekākāriki Foreshore o Jack s Bush Reserve Paraparaumu/ Raumati o Motuiti Scenic Reserve o Kaitawa Reserve o Pharazyn Reserve o o Waikanae Paraparaumu Beach Foreshore Raumati Beach Foreshore o o o o Riverglade Reserve Russell Reserve Waikanae Beach Foreshore Waimanu Lagoons 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 53 OF 127

140 Life Cycle Management o Waimeha Lagoons o Ōtaki Foreshore o Wi Parata Reserve o Te Horo Foreshore Ōtaki The bush reserves and coastal esplanades which have management plans are: Kaitawa Reserve; Pharazyn Reserve; Waimanu Lagoons. Performance Quality The ParkCheck Survey 2011 categorises bush reserves and coastal esplanades under the other heading. It shows that 82.6% of users are satisfied with other parks, which is lower than the average for all local authorities (87.4%) in the ParkCheck group. However, this figure is misleading as ParkCheck also includes cemeteries and walkways in the other category where cemeteries will be covered in section 6.6 of this AMP and Walkways will be covered in the Cycleway, Walkway and Bridleway AMP. Refer to section 3.1 of this AMP for the list of subjects users were surveyed on. Condition The monthly reports completed by the Parks and Reserves Operations show that Kāpiti Coast District Council s bush reserves and coastal esplanades are in good condition. Dune regeneration and maintenance will become increasingly critical in slowing coastal erosion and mitigating storm impacts. This will be addressed further in the Coastal Assets AMP. Maintaining water quality will become increasingly costly in these reserves as well. The level of service may need to be reviewed as costs increase. 6.5 Sports grounds Asset Description A sports ground is a reserve designed and used for organised sport with toilets, changing facilities, car parking and turf or playing surface formally maintained to an appropriate standard for the relevant sports code. The table below lists each park and what sports grounds are in that park, where S represents summer code, W represents winter code and A represents all year. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 54 OF 127

141 Life Cycle Management Table 6.2: Location, season and number of sports fields Park Code Season No of fields/courts Campbell Park Senior Soccer Junior Soccer Cricket Pitch W W S Paekākāriki Tennis Courts Tennis Courts A 3 Tennis Court Road Tennis Courts A 2 Mathews Park Junior Soccer Rugby League Cricket Pitch W W S Harry Shaw Way Tennis Courts A 2 Weka Park Senior Soccer W 2 Cricket Pitch S 1 Kena Kena park Cricket Pitch S 1 Softball diamonds Junior Rugby A W 2 6 Te Ātiawa Tennis Courts A 14 Senior Cricket Pitch S 1 Junior Cricket Pitch Netball Courts S A 2 11 Mazengarb Reserve Paraparaumu Domain Junior Soccer Senior Soccer Touch Rugby Croquet Senior Rugby Junior Soccer Cricket Pitch Athletic track Petanque W W S A W W S S A Pohutukawa Park Senior Soccer W 2 Junior Soccer W 1 Otaihanga Domain Junior Soccer W 1 Wailkanae Park Senior Rugby Junior Rugby Senior Soccer Cricket Pitch Croquet Equestrian Club W W W S A A Jim Cooke Park Junior Soccer Senior Soccer Cricket Pitch W W S arena + 3 ha paddock Waikanae Beach Tennis Courts A 1 Waikanae Memorial Hall Tennis Courts A 2 Reikorangi Community Hall Tennis Courts A 1 Te Horo Courts Tennis Courts A 3 Ōtaki Domain Senior Rugby Junior Rugby Touch Rugby Rugby League Cricket Pitch W W S W S The 2 Junior Soccer fields at Campbell Park are within the Senior Soccer Field. Therefore, if the senior field is being used the junior fields are unavailable and vice-versa. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 55 OF 127

142 Life Cycle Management Park Code Season No of fields/courts Athletic Track Netball Courts S A 1 2 Haruatai Park Senior Soccer Junior Soccer Senior Cricket Junior Cricket Tennis Courts A W S S A Greenwood Avenue Tennis Courts A 2 An artificial sports turf is also at Mazengarb Reserve and the land is leased to the Kāpiti Community Recreation Turf Trust. While money has been invested by the Council in the turf, the turf itself is owned and managed by the Trust. The following parks and reserves with sports fields have current asset management plans: Campbell Park; Ōtaki Domain; Jim Cooke Park; Paraparaumu Domain; Kena Kena Park; Te Ātiawa Park; Mathews Park; Waikanae Park; Mazengarb Reserve; Weka Park. Performance Availability Sports grounds may be closed during wet weather conditions in order to preserve the integrity of the field. Policies are in place with sports codes to check the status of fields prior to practice/games by ringing an automated number that is updated by the Parks and Reserves Operations team as required. Generally the sports grounds and courts are functionally suitable for their purpose. Most of the facilities in this category are suitably located to appropriate sporting ground and reserves. Kāpiti Coast District Council utilises a booking software system to reduce double booking and over use of the grounds. Issues arise during the transition between seasons when one code is playing championship games, the next code is waiting to begin pre season training and the Council may need to do maintenance/renewal work on the grounds. Transition between seasons proves to be a period where overuse of the fields becomes problematic. In addition, with population growth and the younger demographic increasing, sports codes are gaining more participants and space is becoming less available particularly in the Waikanae area. In addition, with population growth and an increase in numbers amongst younger age groups, sports clubs tend to have a very localised perspective. At times, there is no or limited space in one community, however there may be several grounds available in the neighbouring community at a specific time (e.g. limited space in Waikanae but unused fields in Ōtaki). Quality The ParkCheck Survey 2011 showed that 84.2% of users are satisfied with the sports fields, which is higher than the average for all local authorities (83.4%) in the ParkCheck group. Refer to section 3.1 of this AMP for a list of subjects users were surveyed on. Condition 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 56 OF 127

143 Life Cycle Management Council staffs visual assessments of these facilities indicates that sports grounds and courts are generally in good condition, with only minor maintenance or renewal work anticipated over the medium term. Operation and Maintenance Plan The following specific strategies are adopted in addition to the general strategies discussed in section 6.1.2, Maintenance priorities. General maintenance work is classed as priority work where: the safety of users may be compromised; it is likely that the area of distress may expand, or the method of repair changes, such that the cost of any repair will increase; and subsequent maintenance or renewal work depends on the completion of the planned maintenance repair, such as drainage repairs. A suitable level of preparedness for prompt and effective response to asset failures and emergencies is maintained by ensuring the availability of suitably trained and equipped staff and service delivery contractors. Asset failures are responded to with the initial objective of restoring service as quickly as possible by the most economic method available, and making temporary repairs if major repairs or renewals are required. The standards for sports fields and sports court activities are very dependent on the code being played upon them. Each code sets its own standard for the playing surface and these are often dependent on the level at which the code is being played i.e. junior, senior, national or international level. There are no NZ standards for the surfaces of these facilities which apply across sports codes. The Council will prepare the facility it has to the standard required for the particular code (at the senior level where fields are shared between junior and senior levels) while maintaining its own levels of service. In addition to the Operations and maintenance plan listed in section 6.1.2, some sports grounds require specialist skills (e.g. turf maintenance). 6.6 Cemeteries Asset Description Kāpiti Coast District Council manages 4 operating and 1 closed cemeteries. Cemetery assets do not include headstones, plaques or monuments as those are the property of the purchaser, except for natural burial plaques. Natural burial plaques will be maintained by the Council, however the nature of these plaques will be to degrade naturally and they will not be replaced. The cemeteries are: Paraparaumu Beach Cemetery; Awa Tapu Cemetery; Waikanae Cemetery; Ōtaki Cemetery (which includes natural burials; and McKays Cemetery (closed) Awa Tapu Cemetery is held in Fee Simple and is not classified as a reserve as the other 3 operating cemeteries are. Cemeteries are in the Community Facilities budgets in the District and Annual Plans but are classified as parks and opens spaces for the purpose of this AMP. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 57 OF 127

144 Life Cycle Management Performance Safety The Technical Service Level Agreements with the Parks and Reserves Operations team detail safety policies and procedures regarding the preparing of interments. Availability Currently cemetery grounds are not secured at night which provides opportunity for vandalism. The Council will review this issue and address it in the next AMP. According to the Cemetery Bylaw 2010, the operating hours for the cemeteries are Monday to Friday 9:00am to 4:00pm. Due to vandalism the opening hours of the cemeteries need to be restricted to daylight hours. Quality Kāpiti Coast District Council does not have a means of measuring the quality of its cemeteries at this time but relies on customer feedback. With the implementation of this AMP, the asset management team will begin to track performance against the levels of service contained in Chapter 3, including number 5 Design and plantings promote a sense of peaceful welcome and enhance the green network of the District. Condition The monthly reports completed by the Parks and Reserves Operations show that the cemeteries are in good condition. Information Management Currently, Kāpiti Coast District Council utilises Napier Computer Systems (NCS) for recording cemetery records as well as manually writing in registrar books. The Council is researching other cemetery recording software systems which may be more user friendly, a web interface which can show interment records with cemetery maps and create burial warrants and invoices automatically. This will be addressed by the time of the next AMP review. Development Plan A policy regarding land acquisition for cemeteries is being reviewed. A report has been submitted to the Senior Leadership Team advising the possibility of purchasing land adjacent to two existing cemeteries. 6.7 Playgrounds Asset Description Kāpiti Coast District Council currently owns and manages 48 playgrounds and skate parks including those which are located in destination parks, neighbourhood parks, bush reserves ad coastal esplanades and sports grounds. A current list of playgrounds with renewal dates and values is listed in the 20 Year Capital Expenditure, Appendix D. Trends within play are suggesting that the play environment should be considered holistically and not solely focussing on fixed playground equipment. The landscaping, surfacing and surrounding area are potentially as much a part of the play experiences of children and young people as any fixed play equipment. There is growing recognition that risk and challenge are a key aspect of play experiences and need to be to be taken into consideration when designing new or replacing existing playgrounds. Opportunities may also include the provision of fitness trail circuits and other features for adults as well as more access to play structures for those with a wide range of abilities. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 58 OF 127

145 Life Cycle Management The asset management plan (AMP) is restricted to addressing the play equipment units within the wider playground environment. Items such as provision of street furniture (seating) and landscaping are not considered as a specific part of this AMP, however they are implied in statements regarding the playgrounds as a whole within aspects of good playground design. Furniture is covered in section 6.9 of this AMP, landscaping is covered in section 6.8 of this AMP and street furniture/lighting is covered in the Access and Transport AMP. Quality The ParkCheck Survey 2011 surveyed Council playgrounds based on the its importance to the user compared to their satisfaction. On a scale of 1 to 5, 1 being totally dissatisfied and 5 being very satisfied, the survey found users rated the importance of playgrounds at 4.6 and their satisfaction with those playgrounds provided at 4.1 which makes a gap of Users most common suggestions included: more shade; more seating; a wider variety of play equipment by age group, particularly the youth; and disability play equipment and access. Performance (Level of Service) Play equipment is primarily targeted to the interests and abilities of the five to twelve year old age group. At the 2006 Census the population of the Kāpiti District was 46,200 of whom just under 9000 were aged under 15. This indicates there are 5.3 playgrounds per 1000 children under 15. Standards - The following New Zealand Standards will be observed in relation to managed playgrounds: AS/SNZ 5828:2004 Playground equipment and surfacing; SNZ HB :2006 General Playground Equipment and Surfacing Handbook. Although it is not obligatory to comply with NZ Standards they are considered best practice and would form the basis of any investigation into accidents caused through failure of equipment. Building Act Some playground equipment installation will require a building consent under the Building Act It is important to remember that the new equipment requiring a building consent cannot be used by the public until a Certificate of Code Compliance has been issued by the consent authority. Resource Management Act 1991 Resource consent may be required under the earthworks rules in the District Plan. This should be checked with the planners after the design phase and prior to construction. Occupiers Liability Act 1962 Refers to the common duty of care to ensure the safety of visitors to our playgrounds. Equipment Alterations - All equipment shall be maintained in accordance with the manufacturer s specifications. At no time shall equipment be modified unless authorised by the manufacturer and certified by a registered chartered engineer or by a suitably qualified or recognised accredited testing facility. Condition Assessment - Condition rating relates to the physical condition of the play equipment and safety surfacing. Condition assessment for playgrounds and equipment will be based on the condition 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 59 OF 127

146 Life Cycle Management assessment tables for play equipment and safety surfacing in the New Zealand Parks and Recreation Asset Condition Grading Standards Manual. Table 6.3 is the condition grading for play equipment and Table 6. 4 and Table 6.5 are for Safety Surfacing. Table 6.3: Play Equipment Condition Assessment Criteria Grade Condition General Meaning Action 1 Excellent 2 Good 3 Average 4 Poor 5 Very Poor Sound equipment, designed and constructed to current standards, well maintained with no defects. As grade 1, but not designed and constructed to current standards, showing minor wear, tear and deterioration. Minor impact damage, no loss of protective coatings, staining of fastenings and welds, weathering of timber. Deterioration has no significant impact on strength, appearance and safety. Equipment functionally sound, but appearance affected by minor defects e.g. slight impact damage, vandalism, flaking of protective coatings, staining of steel and fastenings, timber decay and splitting. Deterioration beginning to affect the strength, appearance and safety of the equipment Equipment functioning but with problems due to significant defects e.g. loss of protective coatings, corrosion of steel, fastenings and welds, impact damage, loosening of fastenings and supports, rotting/splitting of timber. Likely to cause a marked deterioration in strength, appearance and safety within 1 to 2 years. Equipment has serious problems and has failed or is about to fail in the near future causing unacceptable strength, stability, safety and appearance. No work required. Only minor work required Some work required. Some replacement or rehabilitation needed within 1-2 years Urgent replacement or rehabilitation required Table 6.4: Rubber Safety Surfacing Condition Assessment Criteria Grade Condition General Meaning Action 1 Excellent 2 Good Sound surface, designed and constructed to current standards, well maintained with no visible defects. As grade 1, but not designed or constructed to current standards, showing minor wear, tear and deterioration of surface. Some minor abrading but no significant depressions, or dislocations. Deterioration has no significant impact on appearance, safety or user comfort. No work required. Only minor work required 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 60 OF 127

147 Life Cycle Management Grade Condition General Meaning Action 3 Average 4 Poor 5 Very Poor Surface functionally sound, but serviceability affected by minor defects e.g. wear <5mm, depressions, opening of joints and dislocation of panels. Deterioration beginning to affect appearance, safety and user comfort. Surface functioning but with problems due to significant defects e.g. wear <15mm, surface irregularities/depressions, dislocation of panels and vegetation growth, likely to cause a marked deterioration of appearance, safety and user comfort within 1-2 years. Surface has serious problems, has failed or is about to fail in the near future e.g. irregular surface, abrading >15mm, missing panels, widespread vegetation growth, contamination of surface causing unacceptable appearance, safety and user comfort. Some work required. Some replacement or rehabilitation needed within 1-2 years Urgent replacement or rehabilitation required Table 6.5: Bark/Wood Fibre/Sand Surfacing Condition Assessment Criteria Grade Condition General Meaning Action 1 Excellent 2 Good 3 Average Sound surface, constructed to current standards, well maintained with no visible defects. As grade 1, but not constructed to current standards showing minor wear, tear and deterioration of surface e.g. some minor contamination of material and minor weed growth. Deterioration has no significant impact on appearance, safety and user comfort. Surface functionally sound, but appearance affected by minor defects e.g. contamination of material with dirt, vegetation, untidy edging and some loss of material. Deterioration beginning to affect appearance, safety and user comfort. No work required. Only minor work required Some work required. 4 Poor 5 Very Poor Surface functioning but with problems due to significant defects e.g. contamination of material, vegetation growth, faecal matter, sections of edging damaged and inadequate product depth, likely to cause a marked deterioration in appearance, safety and user comfort within 1 2 years. Surface has serious problems, has failed or is about to fail in the near future e.g. serious contamination, <200mm product depth, scour of sub-base and sections Some replacement or rehabilitation needed within 1-2 years Urgent replacement or 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 61 OF 127

148 Life Cycle Management Grade Condition General Meaning Action of edging missing, causing unacceptable appearance, safety and user comfort. rehabilitation required Safety To ensure that playgrounds are safe for users, they are inspected monthly by the Council s Parks and Reserves Operations staff. Maintenance Minor maintenance on play equipment is carried out by the Council s Parks and Reserves Operations staff. Routine Inspection Routine inspections look at the working/moving parts of play equipment and the general state of the playground and are carried out by the Council's Parks and Reserves Operations staff in accordance with NZS 5828:2004. Minor repairs are done on discovery. Where major repairs and/or repairs where there is any danger to users are required, areas are roped off and signs prominently displayed to prevent access until maintenance is complete. Routine inspections are carried out on a monthly basis. This may change to daily, weekly or fortnightly if a particular playground is receiving excessive vandalism, broken glass etc. The decision relating to frequency is reviewed by the Parks and Reserves Operations Team Leader and or the Leisure and Open Space Asset Manager. Audit Inspection Audit inspections involve checking the safety of the playground to ensure the Parks and Reserves Operations Team is complying with the SLA. The inspection is done at operational level and is carried out on a monthly basis by the Leisure and Open Space Contracts Officer. These inspections can double as the required Operational Inspection for the month in which they are carried out. Renewals Plan It is often more cost effective to replace all of the equipment at a single playground at the same time as the safety surface material is laid. Refer to Appendix D for a full list of playgrounds and renewal dates. Coastal considerations Note that all playgrounds situated close to the coastal area can suffer corrosion problems. This is particularly relevant to steel framed swings. In many cases the metal pipes rust from the inside and the damage is not obvious. It is important to bear this in mind when renewing playgrounds to ensure materials used are suitable to the harsh environment of the coastal zone. Asset Useful Life Generally all play equipment comes with a 10 year warranty from the manufacturer. The Council uses a year useful life placed on play equipment for asset management purposes. A list of play equipment showing useful life is included in the Asset Register in Appendix B. Replacement Cost - The cost of replacing equipment is based on the cost today of an average neighbourhood playground consisting of a module, swings and other moving equipment such as spinners, rockers etc. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 62 OF 127

149 Life Cycle Management 6.8 Trees and Amenity Plantings Asset Description Any tree or shrub located on Council land, including those on road reserves and traffic islands. The parks and open space network makes a significant contribution to the effort to increase numbers of specimens of native, and especially endemic, plants and animals in the District. Performance Safety All tree work is performed to best practice and in accordance with the Department of Labour Code of Practice by competent and qualified contractors and staff. Quality Methods of measuring quality are currently under review and will be addressed by the next AMP review. A tree asset register is also currently under development. Condition Methods of measuring condition are currently under review and will be addressed by the next AMP review. Operation and Maintenance Plan Tree and shrub maintenance is carried out in response to customer service requests, SLA routine inspections, road and pedestrian safety issues as they arise or planned maintenance work. General tree maintenance consists of: formative pruning; crown lifting; thinning; dead wood removal. utility clearance; General shrub maintenance consists of: formative pruning; pest and disease control; dead wood removal; bark and mulch replacement weeding and undesired material removal; Renewals Plan A record is kept of tree and shrub replacements desired by the public for the upcoming planting season annually. In the 20 year Financial Forecast, tree and amenity plantings will be included in each park category (destination park, neighbourhood park, bush reserves and coastal esplanades, sports fields and cemeteries except for those trees and plantings which do not fall under those categories, e.g. road reserves and traffic islands). These will be included in the trees and amenity plantings section of the forecast. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 63 OF 127

150 Life Cycle Management Development Plan As a result of interdepartmental consultation, locations and species are determined. Political and public consultation allows the Council to explore creative and sustainable opportunities within the community, e.g. fruit tree collections, commemorative collections and historic collections. Consultation with the community needs to be aligned with budget allocations. Location and environmental factors need to be key considerations when choosing tree and shrub species throughout the district. Disposal Plan Amenity value considerations need to be evaluated where land improvement, development or change in use potentially affect or determine the removal of significant trees or shrubs for our communities. Tree or shrub removal is to be carried out in accordance with best practice and Code of Practice of the Department of Labour. Upon request for removal of a tree or shrub, a basic health and public safety evaluation is performed by a qualified Council officer or contractor. Where a tree or shrub is removed, replacement is always considered. 6.9 Built Assets Asset Description Built assets in the Parks and Open Space AMP include buildings (such as changing facilities, club rooms, some toilets and pavilions), seats, bins, shade structures, etc within the Council s parks and open spaces. Kāpiti Coast District Council owns and manages at least178,448 built assets in parks and reserves. Due to lack of historical data, a complete list with valuations is currently being updated, scheduled to be complete in August This list will be inserted into this AMP at that time. All Kāpiti Coast District Council public toilets annual budgets (excluding those in changing rooms) are listed under Community Facilities. Some which are located in parks and open spaces are included in this AMP for forecasting purposes and are not included in Community Facilities forecasting. Performance Availability All buildings in parks and reserves, except for the Mazengarb Sports Hall, include changing facilities, toilets and club rooms which are on operating leases to sports clubs. The sports codes which currently have operating leases with the Council generally renew their leases on expiry. While this helps those clubs maintain stability and memberships, this also prevents new clubs from growing and maintaining their status as they can not find an affordable place to centralize their activities. Historically, sports codes have not normally shared their facilities. Sports clubs within the district have the ability to hire out their club rooms, however there is no guideline or restriction on the amount they charge the hiring club, which again sometimes prohibits the use of that facility. These leases are vital to ensure the assets are maintained, however, it may be pertinent to review the leases upon expiry to encourage the leasee to sub let the facilities to clubs and organisations without facilities and investigate the establishment of more sports hubs such as The Kāpiti Community Recreation Turf Trust and Rahui Sports Club. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 64 OF 127

151 Life Cycle Management Most changing facilities are located underneath club rooms, however, these are not included in the operating leases. Most organised groups can utilise the changing facilities and can contact the Leisure and Open Space Asset team as they remained locked until needed due to vandalism. Toilets are located in changing rooms as well as in various places in the parks and open spaces. Toilets not in changing rooms can be accessed from dawn to dusk daily and are locked at night. All destination parks, most parks containing sports grounds and some bush reserves and coastal esplanades have accessible toilets for public use. Quality The ParkCheck Survey 2011 surveyed users on some built assets based on the asset s importance to the user compared to their satisfaction, 0 being least important and least satisfied, 5 being most important and most satisfied.. The difference between importance and satisfaction is then calculated and graphed. If the results are negative it shows the users needs are not being met, however, other than toilets, the differences are small. The survey only addressed seats and tables, toilets and signs. The chart below illustrates the results. Figure 6.3: User satisfaction with built assets During this survey, users were given the opportunity to suggest improvements which included but were not limited to: more signage to toilets; more toilets; toilets closer to specific feature; more tables and seats under shade; and seats near toilets. The Council is committed to improving the above assets as funds allow and as deemed reasonable. Currently there is no means of checking the quality of the Council s other built assets other than by the customer service request system which allows the Council to make repairs when and where needed. Condition 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 65 OF 127

152 Life Cycle Management Sports clubs which lease Council club rooms/ buildings are required by the lease to maintain that building. However, when major renewal projects and/or repairs are proposed to be completed, the Council may assist in funding. As a result, sports clubs take pride in their club rooms and most keep the buildings in good condition. Changing rooms and toilets are inspected at least weekly by a contractor and recommendations are actioned. Fences, seats, tables and signs in playgrounds are inspected monthly and maintenance is based on urgency. Where there is any danger to users, the areas are roped off and signs prominently displayed to prevent access until more permanent solutions are implemented. All other built assets are considered to be in good condition and are replaced/repaired upon receiving customer service requests and site inspections. Renewals Plan Renewal strategies are designed to provide for the progressive replacement of individual assets that have reached the end of their useful life. This is managed at a rate that maintains the standard and value of the network as a whole. This programme must be maintained at adequate levels to maintain current levels of service and the overall quality of the assets. Required levels of expenditure on the cyclic asset replacement programme will vary from year to year, and will reflect; the age profile of the assets; the condition/performance profile of the assets; the ongoing maintenance demand; and the differing economic/useful lives of individual assets comprising the overall system of assets. Failure to maintain an adequate cyclic renewal programme will be reflected in a decline in the overall standard of the network of assets. Where the actual programme falls below the cumulative budget target, the shortfall will be reflected in depreciation of the overall value of the network, resulting in lower Levels of Service and the need for reactive maintenance. In the 20 year Financial Forecast, built assets will be included in each park category (destination park, neighbourhood park, bush reserves and coastal esplanades, sports fields and cemeteries) except for those built assets which do not fall under those categories (I.e. seats in road reserves). These will be included in the built assets section of the forecast. Development Plan The Council currently does not have a development plan for built assets, however, there are some assets listed in the capital expenditure to be added in the foreseeable future. In addition, requests by customers who have contacted the Council including things such as park benches, signage, bins, and other small expense assets will be considered on a case by case basis for budget allocations. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 66 OF 127

153 Financial Summaries 7.1 Financial Summaries This section outlines the long-term financial requirements for the operation, maintenance, renewal and development of the parks and open space assets based on long-term strategies and tactics outlined earlier in the plan. Funding issues are discussed and key assumptions made in preparing financial forecasts are noted year financial forecast The 20 year financial forecast also includes the previous 5 years for comparison can be found in Appendix D. 7.3 Key assumptions The basis for the financial forecasts is explained in the lifecycle management plans (chapter 6.0). The following general assumptions have been made in preparing the 20-year expenditure forecast: parks and open space assets will normally remain in Council ownership throughout the planning period; all expenditure is stated in dollar values as at July 2011 with no allowance made for inflation over the 20-year planning period; maintenance costs are based on historical expenditure and current LoS and assume there are no significant changes in contract rates above the rate of inflation; scheduled maintenance expenditure includes maintenance renewal of asset components which are under the capitalisation threshold of $5,000, and defined as maintenance activities; renewals expenditure covers replacement costs for asset components not included above, including refurbishment and non-plant/services modernisation works; development expenditure includes reconfiguration, enlargement or creation of new assets; and depreciation is calculated on a straight line basis. 7.4 Confidence levels The confidence in data used as a basis for the financial forecasts has been assessed according to the definitions described in Part A, Chapter 8. Confidence grades for parks and open space assets have been assessed as: Data Capture C - Uncertain Demand forecasts C - Uncertain Service gap interpretation B - Reliable Quantities U- Uncertain Condition grades C - Uncertain Unit rates B - Reliable Base lives B - Reliable Remaining lives C - Uncertain Valuation and depreciation C - Uncertain 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 67 OF 127

154 Financial Summaries Financial forecasts o short-term 1-3 years C Uncertain o mid-term 4-10 years D Very Uncertain o long-term renewals D Very uncertain Forecasts will be improved with more sophisticated analysis and improved knowledge of the assets as discussed in Chapter 9 and in Part A, Chapter Valuation summary As the historical information on parks and open spaces assets is Uncertain, the valuation summary is currently being updated in conjunction with the asset register, scheduled to be complete in August This list will be inserted into this AMP at that time 7.6 Development contributions The Development contributions policy is explained in Kāpiti Coast s Choosing Futures Community Plan 2009, in Part Two, page 66 and in Part A, Chapter Revenue and financing policy The Local Government Act 2002 requires the adoption of policies that outline how operating and capital expenditure for each activity will be funded. This is detailed in the Revenue and Financing Policy, which is included in the Kāpiti Coast s Choosing Futures Community Plan 2009, Part Two, page 21. This policy primarily considers and identifies: the Community Outcomes to which the activity primarily contributes; the distribution of benefits between the community as a complete unit, any identifiable part of the community and individuals; the period in, or over which, those benefits are expected to occur; the extent to which the actions, or inactions, of particular individuals, or a group, contribute to the need to undertake the activity; and the cost and benefits, including consequences for transparency and accountability, of funding the activity distinctly from other activities. The policy then considers and identifies the overall impact of any allocation of liability for revenue needs on the current and future social, economic, environmental and cultural wellbeing of the community. Funding Source Allocation: Operating Costs reserves o passive open space 100% public o sports fields and facilities 98% public and private 2% (as total income against costs). community facilities charges, a rates charge, (transitional differentials apply for multi-occupied properties). Cemeteries o public 20% (District-wide general rate) o private 80% (cemetery fees). 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 68 OF 127

155 Financial Summaries (currently it is public 30%, private 70%, refer to chart below) Capital Costs: Reserves and parks: o reserves contributions o loans o community facilities fixed charges (depreciation). Cemeteries: o 100% public funded for works not required as a consequence of private development o development contributions for capacity incurred as a consequence of private development o proportional to level incurred o loans o development contributions o District-wide roading rates/fixed charges (depreciation) o New Zealand Transport Agency subsidy o community facilities fixed charges (depreciation) Note: Cemeteries operating costs: This funding policy was quite a significant change from the previous policy which required a public 60% / private 40% funding split. Due to this change which will lead to a 100% increase in current fees, the impact of the change is being introduced over a four year period which commenced from the 2009/10 year. The transitional impact is as follows: / /13 % public % private : The budgeted revenue for cemetery revenue for these transition years has been adjusted to reflect the above changes. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 69 OF 127

156 Asset Management Practices 8.1 Asset management data Asset Management Data The accuracy and completeness of the data currently held (and the processes for collecting and maintaining the data) is summarised in Table 8.1. Table 8.1: Asset management data quality assessment Data or Process Asset Hierarchy Location Data Physical Attributes Maintenance Records Condition Assessment Performance Monitoring/Utilis ation Risk Management Data Current Practice Data capture underway for the parks module and transition into ESRI. Data is located in a number of places, ESRI, NCS, GIS, etc. Asset data is kept in a number of different systems: ESRI, NCS and Excel. Not all data is or has been populated in ESRI as developed. Some maintenance activities are recorded in NCS which allows for analysis of data. However, NCS does not link to the assets in ESRI, therefore not allowing crossanalysing. Condition assessment of park and open space assets completed in 2008 and summarised in electronic form (i.e. spreadsheet) Utilisation is measured using data from the sports-field bookings however, it doesn t capture informal usage. ParkCheck survey completed annually. First version of formal risk assessment. Risk framework and register developed as part of this AMP preparation with key staff. Risk severity is recorded and higher risk events identified for risk mitigation option analysis. Critical assets have been informally identified. No economic evaluation of risk mitigation options undertaken. Desired Practice An asset ID system for all assets developed and documented. Developed programme for prioritising and completing required condition surveys and renewal forecasts. Asset data is consolidated and user friendly. Develop and document a process to ensure that the asset data is completed with on-going updates. Develop processes to ensure that asset data is collected from contractors. Identify the advantages of collecting maintenance costs and activities for different asset groups. Identify the asset groups where maintenance data collection would be useful. Develop and document the process for the collection and storage of maintenance information and implement. Condition assessments carried out on a regular basis. Frequency of condition assessments optimised. Review data capture process. All levels of service approved, measured, monitored and reported on a regular basis. Review performance data needs and develop a process for the collection and analysis of data. Informal use to be captured. Data warehouse to consolidate all data. Critical assets formally identified. Risk assessments reviewed regularly. Economic evaluation of risk mitigation options undertaken and captured. Asset Age/Lives Asset register partially uploaded into Asset register populated with actual 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 70 OF 127

157 Asset Management Practices Data or Process Valuations/Cost Data Current Practice ESRI. Remaining assets in Excel. In transition between BizeAsset and ESRI asset register systems. Valuation currently being reviewed and updated. Desired Practice asset ages where known and estimated where actual is not available. A process to ensure that asset lives for common assets are consistent across Council groups is developed. Valuations and cost data current, reliable and recorded in the register as well as the financial system. Develop and record process for updating valuations in asset register regularly. 8.2 Asset management processes The sophistication, quality of documentation and application of Kāpiti Coast District Council s asset management business processes are assessed in the table below. Table 8.2: Asset management processes assessment Data or Current Practice process Strategic Planning Demand Analysis Failure Prediction Risk Management Optimised Decision Making Service Level Reviews Demand is assessed using historical utilisation information and forward bookings of sports-fields. Needs analysis planned. Until recently the end of life of an asset was usually predicted on an ad hoc basis and was based on staff knowledge. Condition assessments were carried out in Risk register has been developed, with some staff input. Formal project prioritisation framework process across services as part of annual plan process which considers usage, location activity etc. Not necessary at this level. Levels of services developed with limited customer consultation. This will be addressed in the LTP process. All levels of service are measurable but Desired Practice Demand analysis takes into account factors such as demographic trend, alternative venues available, and other external factors. Needs analysis completed and outcomes aligned with levels of service. Strategic Plan in place that addresses the issue of how future demand is dealt with. Condition assessments carried out on a regular basis. Frequency of condition Assessments optimised. Review data capture process. Formalised methodology for key assets. Procedures in place to regularly review the risk register and develop a plan to ensure the actions needed to control the risk are implemented. Critical assets identified and management plans developed for them. Developed Capital expenditure prioritising. Operational analysis. Needs analysis completed and aligned to levels of service. Levels of service presented to the Council for approval. Levels of service reviewed internally 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 71 OF 127

158 Asset Management Practices Data or process Community Outcome Long Term Financial Planning Emergency Planning AMP Asset Data/ Description AMP Lifecycle Strategies Contract Monitoring & Control AMP Long Term Financial Plans Current Practice many rely on customer satisfaction ratings. Community outcomes have been developed as part of the LTCCP and the AMP has been clearly aligned with the outcomes. LTP will be developed using AMP financial forecasts. The maintenance expenditure forecast in the LTP is based on very little historical asset maintenance information, but is based predominantly on previous budgets. A council wide emergency management system that is in place for response and coordination of emergencies. Parks and open space facilities are constructed in the least at risk locations. Limited asset background information, valuation, physical attributes, condition and performance described. General lifecycle strategies introduced. In-house SLAs are in place for routine maintenance. SLA provides monthly reports. In-house SLAs are audited and recorded. External SLAs are audited, but not recorded. SLAs with in-house process (managed by L and OS Asset group). Operations provides monthly report. Long Term Financial Plans based on historical expenditure records and inputs from AM processes including current LOS and demand analysis, and condition assessment/renewals modelling. Reviewed every 3 years and at annual plan. Expenditure grouped into Operations, Maintenance, Renewals and Development. As noted in section 7.3, the level of confidence in this area is uncertain. Desired Practice after they have been in place 1 year to ensure they are suitable and effective. Community Outcome clearly linked with other documents and AMP aligned transparently with other documents. Maintenance forecasts based on maintenance history, maintenance strategies, levels of service and asset forecasts. Consolidated financials forecasts developed which can be clearly linked with strategies, service gaps, demand change and risk. No change. Key information clearly presented and maintained. Strategies reviewed and updated regularly. O&M service strategy formally documented. Develop a complete and reliable asset register, linked to the financial system, to better support long term capital expenditure plan. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 72 OF 127

159 Asset Management Practices Data or process Current Practice Desired Practice OPEX Analysis/Review Benchmarking used as a method for assessing the operations and maintenance costs. Formal process in place to review maintenance costs and programme and identify opportunities for improvement. Review categorisation of operations, maintenance, renewals and upgrades/development expenditure. Capital Processes Project Identification/ Prioritisation CAPEX Evaluation Contract Monitoring & Control Asset Rationalisation Formal project prioritisation framework process across services as part of annual plan process. Considers usage, location activity etc. Evaluation is carried out as part of the Council annual planning process using a services wide matrix. CAPEX projects- all external, selected or open, depending on capital value. Managed in-house and external. Procurement manual used. Acquisitions & disposal policy to be reviewed and updated. The development forward works programme is based on the strategic plan, and analysis of park user and community needs. This should include analysis of demographics and other external factors. Process developed Council wide for CAPEX evaluation that includes risk and NPV analysis so that projects can be evaluated and priorities against different Council departments. A formal contracting process and monitoring system developed, documented and implemented Council wide. Assets reviewed regularly against needs and levels of service in accordance with acquisitions and disposal policy. Operations and Maintenance Processes O&M Policy Strategy O&M Manuals O&M practice to keep the majority O&M in-house. Documentation of most O&M processes in the SLAs, manufacture specifications and NZ standards. Formal O&M policy/strategy adopted Review the completeness and adequacy of O&M information and develop manuals as necessary. Review and develop standard operating procedures (SOPs) as required. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 73 OF 127

160 Asset Management Practices 8.3 Asset management information systems The current capability, and desirable enhancements, of information management systems used by support AM. 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 74 OF 127

161 Asset Management Practices Table 8.3: Asset management information systems assessment System Current Practice Desired Practice Asset Register BizeAsset has been used as the asset register but the Council is in transition to Complete transition to ESRI. ESRI Plans and Records GIS, Land information in NCS. Customer service requests in NCS. Hummingbird document system and shared drives used. Financial System Maintenance Management GIS Customer Requests Cemetery Database System Integration NCS is used as the financial system. Parks and Reserves Operations costing developed within NCS. Property is linked with NCS. Finance is not linked with NCS Customer service requests in NCS which ensure appropriate actions taken to help the customer. NCS is currently used as the cemetery database. Some but not comprehensive The Council is currently transitioning all documents into Hummingbird. Rationalise and confirm job allocation/costing to enable analysis and monitoring of expenditure against asset types. Rationalise and confirm job allocation/costing to enable analysis and monitoring of expenditure against asset types. Link all systems. Record all customer requests against the asset. Review and implement cemetery record needs and IT to research a more user friendly accurate database. Carry out a Council-wide IT audit and document a strategy that includes the integration of systems where appropriate. 8.4 Organisational/commercial strategies The way in which the Council's structure, roles and responsibilities support the life cycle asset management functions. Table 8.4: Organisational and commercial strategies Process Current Practice Desired Practice AM Review/ Improvement Asset managers assist in AM planning and improvement. AMPs will be reviewed annually with revision every 3 years. Improvement plan developed as part of this AMP. Contracting Policies/ Commercial Tactics Contractors carry out all major works. CAPEX work carried out by external contractors, generally. O&M carried out in-house and by external contractors. Specialist providers used. Develop task sheets for each of the AM improvement tasks shown in this plan. Formalised policy in place for service procurement 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 75 OF 127

162 Asset Management Practices Process Current Practice Desired Practice Community Outcomes and Needs analysis review includes confirmation of core activities and identifies associated policies for service delivery. Corporate Commitment AM Responsibilities Corporate Objectives AM Training and Skills Legislative Compliance Funding Strategy Executive management team is fully committed to AM. This is shown in the development of clear expectation and targets set for development of AMPs across the organisation. Roles and overall responsibilities defined, including review and updating of AM processes, practices and documentation. Plans prepared with staff input from a number of different levels of AM processes. Outcomes, objectives, LOS, strategies and work programmes have been developed and reviewed annually. Annual performance reviews undertaken, NAMS courses attended. Appropriate level of AM expertise in each key AM position. Key Council staff take an active role in making representations etc regarding proposed legislative changes. The Council has a process in place to disseminate legislative changes to key staff. Reserve Development Contributions Policy is established. Funding for additional capacity (growth) and increased levels of service identified. Although requires review to ensure consistency with development contributions. AM training needs for Council and staff identified. Training programme implemented to ensure that an appropriate level of AM knowledge is available within the organisation. Clear lines of responsibilities and delegations within management and staff are developed and documented. No change. Formal training and skills/competency levels matrix developed for staff. No change. Financials fully aligned with development contributions. Review cemetery operative charges 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 76 OF 127

163 Improvement Plan 9.1 Improvement plan Table 9.1: Improvement plan AM category Initiative Due date Cost Policy development Tree policy to be developed Internal Information systems Trends data capture and analysis Coastal plantings Proximity standard for distribution of facilities throughout the District Internal Changing facilities policy to be developed Internal User and facility charges policy provision for sports fields to be reviewed Internal User charges policy for cemeteries to be reviewed Internal A generalised management plan to include all smaller parks and reserves $25,000 Develop a detailed Risk Register to be included in the next AMP review $10,000 Adopt measures to control the increase in costs for new reserves resulting from new 2013 Internal subdivisions. Provide resources that recognise and support the volunteer community groups Internal Increase staffing resources for the Sports $70,000 Facilities Coordinator annually $120,000 annually Increase staffing resources to accomplish until Active Recreation initiatives and AMP projects /2016 then $80,000 annually System for maintenance reporting to feed directly into life-cycle management 2013 Internal planning. System for Cemetery recording needs to be reviewed Internal Better understanding of user numbers and expectations Internal Modify current chart of accounts to make reconciliation of general ledger and job 2011 Internal costing more transparent. Migrate management of this to parks operations (currently managed by both parks and coastal asset management 2013 Internal teams) $1,500,000 Destination parks Develop a new destination park Cemeteries District wide cemeteries to be investigated 2013 Internal Sports grounds Develop artificial sports turf $1,000, /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 77 OF 127

164 Improvement Plan AM category Initiative Due date Cost Land acquisition for cemetery $500,000 Create a means of securing cemetery grounds at night to reduce vandalism Internal Playgrounds More play structures for those with a wide 2011 and range of abilities. ongoing Internal Fitness trail circuits and other features for 2012 and adult participation. ongoing Internal More shade and seating and ongoing $15,000 per annum 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 78 OF 127

165 Appendices Appendices Appendix A Risk Register Appendix B - Leisure and Open Space Asset Register with asset valuations (to be inserted once completed in August 2011) Appendix C Details of 2011 ParkCheck survey results Appendix D 20 Year Capital Expenditure 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 79 OF 127

166 Appendix A Risk Register The risk registers provided in the following tables for the current and future parks and open space activities of Kāpiti Coast District Council have been developed in consultation with key staff. Risks have been listed in order of highest gross risk to lowest. Table 1: Asset Management Risks General risks with specific relevance to Cemeteries, Parks and Open Spaces Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Compliance with Legislation and legal requirements inability or failure to comply with consents, statute and national standards. Increase in requirements. Burial and Cremation Act Reserves Act Playground standards Legislative Financial Reputation/ Image Staff training Regular inspections Good Training procedures Inspection reports Weekly BMX track and skatepark standards Public Health and Safety accidents causing injury and or damage to Kāpiti residents/visitors/or property resulting in claims and or negative publicity (e.g. falls and trips over protruding assets). Public Health Reputation/ Image Financial Barriers placed where practicable Alerts to hazards (signage) in place Non-routine hazard alerts placed when required Good Hazards Register Customer Service Requests Urgent PAGE 80 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

167 Appendix A Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Knowledge management loss of institutional knowledge, insufficient systems in place to manage data/information, especially regarding asset performance and condition.. IT failure. System for managing trees is informal and reactive Risk Type Organisational Financial Operational Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Basic systems being implemented (e.g. asset register) Hazardous tree database Condition assessments made on a regular basis for some asset classes but not all Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Fair Monitoring/ Reporting Personal Development Plans Monthly reports Weekly team meetings Timeframes Ongoing Operational Asset Management not up to date, or insufficient quality of process and output. No current AMP Legislative Financial Reputation/ Image AMP under development Fair AMP development and review 2011 and then every 3 years Project Management projects inadequately scoped, budgeted, managed and documented, and reviewed, inadequate consultation with owners, resource consent issues etc resulting in time & cost, loss of image and other impacts. Operational Financial Reputation/ Image Safety Staff training Good pool of experience among staff Good Weekly meetings Monthly reports Ongoing PAGE 81 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

168 Appendix A Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Inadequate Processes for Securing Funding Both internal and external sources of funding. Risk of not applying for funding on time or not identifying potential areas where funding is required. Unable to appropriately scope or determine requirements due to inadequate data. Organisational Financial Reputation/ Image Sources largely internal and processes well regulated rates, user charges, development contributions 20-year AMP under development Good AMP development and review Monthly reports Annual Plan LTP Ongoing Customer Interaction lack of performance, lack or response, lack of fault detection, loss of good public image. Operations Reputation/ Image Financial Recruitment and training practices Service request system in place which is monitored Good Customer Service Requests Ongoing PAGE 82 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

169 Appendix A Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Capital Works Contract Management unsatisfactory resulting in unnecessary or excessive costs and/or insufficient output or quality. Poor contractor performance. Operational Financial Reputation/ Image Safety Standard Council procedures used Good pool of experience among staff Good Site inspections Weekly meetings Monthly reports Ongoing Lack of resources the ability to attract key staff and or retain skilled staff, and retain staff knowledge Availability of skilled recruits to replace departing specialists Lack of capacity to adequately cover expected workload Organisational Financial Reputation/ Image Wide advertising of vacancies Fair Personal Development Plans Monthly Reports Weekly team meetings Ongoing PAGE 83 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

170 Appendix A Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes External Influences (Cost Escalations) terrorism, rising costs (e.g. fuel), pandemic, worldwide incidents. Pandemic poses risk for cemeteries Rising fuel costs pose risks for operation of machinery. Increased Rainfall Intensity and Frequency causing flooding, unpredictable weather events. Sports grounds See also Extreme Natural Hazards Economic Operations Financial Image CDEM and business continuity planning processes Seeking ways to reduce dependence on oil Contingency measures in place to reduce damage to sportsgrounds from use when wet Ground restrictions/ cancellation Fair Poor Review cemetery records Monitoring water and energy use of facilities Weekly team meetings Daily site inspections Monthly operations reports Ongoing Ongoing PAGE 84 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

171 Appendix A Asset Management Risks - General Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Extreme Natural Hazards (landslips/ earthquake/ tsunami/ volcanic, storm event) causing damage to assets and or hindering development. Wildfire and more extreme storms resulting from climate change Environmental Public Health Organisational Financial CDEM plans and practices Fair CDEM monitoring and updates Ongoing Maintenance and Operations Management unsatisfactory resulting in unnecessary or excessive costs and/or insufficient output or quality. Poor Contractor performance. Operational Financial Reputation/ Image SLA in place with Council Operations team Good Inspections Monthly operations reports Ongoing Inadequate Planning for Growth resulting in under-capacity infrastructure. Operational Financial Reputation/ Image The Council has developed good data for District Plan purposes Good Data collection on population and use of infrastructure Ongoing Inadequate condition/performance assessments lack of reliable data for renewals/replacements and valuations. Captured under Knowledge Management Operational Financial Condition Asset Reports PAGE 85 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

172 Appendix A Table 2: Asset Management Risks risks specific to Cemeteries, Parks and Open Spaces Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Volunteers Public Health Reputation/ Image Financial Frequent liaison with volunteer groups Some hazards briefing (not training) Fair Briefing procedures Frequent meetings with groups, weekly, monthly or quarterly Weekly, monthl y, quarterl y Vandalism arson etc Public Health Reputation/ Image Financial Security cameras in place in trouble spots Fair Review of video footage Customer service requests Ongoin g PAGE 86 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

173 Appendix A Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Environmental hazards new/increased pests and diseases, water quality (algal blooms etc), faecal contamination Risk Type Public Health Reputation/ Image Financial Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Barriers placed where practicable Alerts to hazards (signage) in place Non-routine hazard alerts placed when required Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Fair Monitoring/ Reporting Inspections Customer service requests Timeframes Ongoin g Hazardous substances/chemicals Environmental Public Health Reputation/ Image Financial Staff training Storage procedures follow best practice Register maintained by operations unit Good Training Procedures Weekly meetings Hazards register Ongoing Trees Public Health Reputation/ Image Financial Hazardous tree database established Good Tree database Customer service requests Monthly operations report Ongoing PAGE 87 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

174 Appendix A Risk Descriptor details the main component and provides an example of a risk(s) that may be attributable. Risk Type Gross Risk (No effective measures in place) Consequenc e Likelihood Factor Current Practice/Strategy (Avoidance and mitigation measures) Description Effectiveness Net Risk (Considerin g measures in place) Consequenc e Likelihood Factor Monitoring/ Reporting Timeframes Unrestricted Access Public Health Reputation/ Image Financial Reserves locked Dusk to dawn but few other effective measures available Good Inspections Customer service requests Ongoing Encroachment Financial Environmental Safety Nil Very poor Inspections Ongoing Multiple Management Agency Responsibilities - Reputation/ Image Financial Good liaison and relationships Good Weekly meetings Monthly reports Ongoing Dune Degradation Reputation/ Image Financial Care groups very active Good PAGE 88 OF /12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011

175 Appendix C ParkCheck Survey Report 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 89 OF 127

176 k Parkcheck Visitor Measures 2011 Parks Survey Page 90 of 127 Appendix C

177 ardstick Parkcheck Appendix C isitor Measures piti Coast District Council ividual Park Survey Report 2011 This research was undertaken to the highest possible standards and in accord with the principles detailed in the MRSNZ Code of Practice, which is based on the ESOMAR Code of Conduct for Market Research. k Parkcheck Visitor Measures 2011 Parks Survey Page 91 of 127

178 Appendix C ublished by the Yardstick Board January Yardstick Board. All rights reserved. eproduction in whole or in part strictly prohibited without the permission of Yardstick Board ardstick Parkcheck Visitor Measures Report prepared by Damien Cullinan for Key Research nd Yardstick Parkcheck Visitor Measures Technical Group. isclaimer he information presented in Yardstick Parkcheck Visitor Measures has been sourced from ember organisations. While every attempt has been made to verify the information supplied, aps in interpretation of questions and responses, supply or presentation of data may occur. sers of the results presented within this report and accompanying should exercise caution with e use of the data and seek their own verification of the data supplied and interpretation thereof. he technical group of Yardstick Parkcheck Visitor Measures makes every effort to ensure the ccuracy of the information it publishes, but cannot be held responsible for any consequences rising from errors or omissions. he Yardstick Board and technical group wishes to acknowledge the initial financial grant from PARC in 2005, and the support from the New Zealand Recreation Association and the efforts of ll members of Yardstick Parkcheck Visitor Measures for supporting the project. Chris k Parkcheck Visitor Measures 2011 Parks Survey Page 92 of 127

179 Appendix C utherford of Xyst Ltd. has been responsible for the establishment and management of the roject. k Parkcheck Visitor Measures 2011 Parks Survey Page 93 of 127

180 Appendix C tents ts ist of Tables...94 ist of Charts eport Comparative Findings isfaction (means and %) by Park...98 portance vs. Satisfaction and Gaps...99 ather nder nicity and Age spondent Proximity to Park cal Respondents Travel Time to Park itor Frequency nded Comments of Tables Individual Parks by Type and Mean Satisfaction Destination Parks Importance vs. Satisfaction and Gaps by Park Neighborhood Parks Importance vs. Satisfaction and Gaps by Park Sports Grounds Importance vs. Satisfaction and Gaps by Park... 8 Other Importance vs. Satisfaction and Gaps by Park Kāpiti Coast Respondent Locations by Park Local park users walking time to park ALL authorities Kāpiti Coast Travel time to park (if local) by Park Kāpiti Coast Visitor Frequency by Park Kāpiti Coast Recommended Improvements by Satisfaction level of Charts Overall Satisfaction Percentages ALL Authorities k Parkcheck Visitor Measures 2011 Parks Survey Page 94 of 127

181 Appendix C Overall Satisfaction Percentages All Authorities by Park Type Kāpiti Coast Satisfaction Percentages by Park Type Survey All Weather Wind Survey All Weather Sun All Respondents Gender Kāpiti Coast Respondent Ethnicity vs. ALL Authorities Kāpiti Coast Respondent Age vs. ALL authorities All Respondent Location Visitor Frequencies (ALL respondents by frequency) es: ve at an overall satisfaction score the following formula was used; mean (average) score for ouncil or park was multiplied by 2 (to arrive at a score out of 10) then multiplied by 10 (to arrive score out of 100). nded responses are presented as is ; no interpretation, spell checking or context checking was ed. k Parkcheck Visitor Measures 2011 Parks Survey Page 95 of 127

182 Appendix C n Report Comparative Findings Overall Satisfaction Percentages - ALL Authorities k Parkcheck Visitor Measures 2011 Parks Survey Page 96 of 127

183 Appendix C Overall Satisfaction Percentages - All Authorities by Park Type k Parkcheck Visitor Measures 2011 Parks Survey Page 97 of 127

184 Appendix C Kāpiti Coast Satisfaction Percentages by Park Type sfaction (means and %) by Park Individual Parks by Type and Mean Satisfaction rity Type Reserve Mean Percentage N Std. Deviation i Coast Destination Marine Gardens - Raumati % k Parkcheck Visitor Measures 2011 Parks Survey Page 98 of 127

185 Appendix C Maclean Street Park - Paraparaumu % Total % Neighbourhood Raumati Heights - Raumati % Waterstone - Paraparaumu % Kotuku Park - Paraparaumu % Tasman Road Reserve - Ōtaki % Queens Road Reserve- Waikanae Beach % Regent Street Park- Paraparaumu % Total % Sports Ground Campbell Park - Paekākāriki % Mazengarb Reserve - Paraparaumu % Waikanae Park- Waikanae % Te Atiawa- Paraparaumu % Ōtaki Domain - Ōtaki % Paraparaumu Domain- Paraparaumu % Total % Other Waimanu Lagoons - Waikanae Beach % Otaihanga Domain - Otaihanga % Kaitawa Reserve - Paraparaumu % Marine Parade - Ōtaki Beach Front % Wharemaku Stream Walkway - Paraparaumu % Waikanae River Corridor - Waikanae % Total % ction Scale: 1=totally dissatisfied, 2= somewhat dissatisfied, 3=neither satisfied nor dissatisfied, 4= somewhat satisfied, 5=very satisfied rtance vs. Satisfaction and Gaps Destination Parks Importance vs. Satisfaction and Gaps by Park Marine Gardens - Raumati Maclean Street Park - Paraparaumu Total k Parkcheck Visitor Measures 2011 Parks Survey Page 99 of 127

186 Appendix C Gardens Gardens Playgrounds Playgrounds Seats Seats Toilets Toilets Signs Signs Cleanliness Cleanliness Grass Grass Paths Paths Shade Shade Security Security k Parkcheck Visitor Measures 2011 Parks Survey Page 100 of 127

187 Appendix C Character Character Activity range Activity range ction Scale: 1=totally dissatisfied, 2= somewhat dissatisfied, 3=neither satisfied nor dissatisfied, 4= somewhat satisfied, 5=very satisfied k Parkcheck Visitor Measures 2011 Parks Survey Page 101 of 127

188 Appendix C Neighborhood Parks Importance vs. Satisfaction and Gaps by Park Raumati Heights - Raumati Waterstone - Paraparaumu Kotuku Park - Paraparaumu Tasman Road Reserve - Ōtaki Queens Road Reserve- Waikanae Beach Regent Street Park- Paraparaumu Total Gardens Gardens Playgrounds Playgrounds Seats Seats Toilets Toilets Signs Signs Cleanliness Cleanliness Grass Grass k Parkcheck Visitor Measures 2011 Parks Survey Page 102 of 127

189 Appendix C Paths Paths Shade Shade Security Security Character Character Activity Activity ction Scale: 1=totally dissatisfied, 2= somewhat dissatisfied, 3=neither satisfied nor dissatisfied, 4= somewhat satisfied, 5=very satisfied k Parkcheck Visitor Measures 2011 Parks Survey Page 103 of 127

190 Appendix C Sports Grounds Importance vs. Satisfaction and Gaps by Park Campbell Park - Paekākāriki Mazengarb Reserve - Paraparaumu Waikanae Park- Waikanae Te Atiawa- Paraparaumu Ōtaki Domain - Ōtaki Paraparaumu Domain- Paraparaumu Total Gardens Gardens Playgrounds Playgrounds Seats Seats Toilets Toilets Signs Signs Cleanliness Cleanliness Grass Grass Paths k Parkcheck Visitor Measures 2011 Parks Survey Page 104 of 127

191 Appendix C Paths Shade Shade Security Security Character Character Activity Activity ction Scale: 1=totally dissatisfied, 2= somewhat dissatisfied, 3=neither satisfied nor dissatisfied, 4= somewhat satisfied, 5=very satisfied k Parkcheck Visitor Measures 2011 Parks Survey Page 105 of 127

192 Appendix C 5 Other Importance vs. Satisfaction and Gaps by Park Waimanu Lagoons - Waikanae Beach Otaihanga Domain - Otaihanga Kaitawa Reserve - Paraparaumu Marine Parade - Ōtaki Beach Front Wharemaku Stream Walkway - Paraparaumu Waikanae River Corridor - Waikanae Gardens Gardens Playgrounds Playgrounds Total Seats eats Toilets Toilets Signs igns Cleanliness Cleanliness Grass rass Paths Paths k Parkcheck Visitor Measures 2011 Parks Survey Page 106 of 127

193 Appendix C Shade hade Security Security Character haracter Activity Activity ction Scale: 1=totally dissatisfied, 2= somewhat dissatisfied, 3=neither satisfied nor dissatisfied, 4= somewhat satisfied, 5=very satisfied k Parkcheck Visitor Measures 2011 Parks Survey Page 107 of 127

194 Appendix C ther 2011 Survey All Weather Wind k Parkcheck Visitor Measures 2011 Parks Survey Page 108 of 127

195 Appendix C 2011 Survey All Weather Sun k Parkcheck Visitor Measures 2011 Parks Survey Page 109 of 127

196 Appendix C der 2011 All Respondents Gender icity and Age k Parkcheck Visitor Measures 2011 Parks Survey Page 110 of 127

197 Appendix C 2011 Kāpiti Coast Respondent Ethnicity vs. ALL Authorities k Parkcheck Visitor Measures 2011 Parks Survey Page 111 of 127

198 Appendix C Kāpiti Coast Respondent Age vs. ALL authorities pondent Proximity to Park 2011 All Respondent Location k Parkcheck Visitor Measures 2011 Parks Survey Page 112 of 127

199 k Parkcheck Visitor Measures 2011 Parks Survey Page 113 of 127 Appendix C

200 Appendix C 2011 Kāpiti Coast Respondent Locations by Park Local Region Out of region - New Zealand Out of Region - International e Gardens - Raumati 47.6% 47.6% 4.8% 0.0% an Street Park - Paraparaumu 50.0% 30.0% 8.0% 12.0% ati Heights - Raumati 60.0% 20.0% 20.0% 0.0% stone - Paraparaumu 80.0% 20.0% 0.0% 0.0% u Park - Paraparaumu 60.0% 40.0% 0.0% 0.0% an Road Reserve - Ōtaki 20.0% 60.0% 20.0% 0.0% s Road Reserve- Waikanae Beach 40.0% 40.0% 20.0% 0.0% t Street Park- Paraparaumu 100.0% 0.0% 0.0% 0.0% bell Park - Paekākāriki 40.0% 40.0% 0.0% 20.0% ngarb Reserve - Paraparaumu 100.0% 0.0% 0.0% 0.0% nae Park- Waikanae 60.0% 20.0% 0.0% 20.0% iawa- Paraparaumu 60.0% 20.0% 20.0% 0.0% Domain - Ōtaki 80.0% 20.0% 0.0% 0.0% araumu Domain- Paraparaumu 60.0% 40.0% 0.0% 0.0% anu Lagoons - Waikanae Beach 80.0% 20.0% 0.0% 0.0% anga Domain - Otaihanga 80.0% 0.0% 20.0% 0.0% a Reserve - Paraparaumu 60.0% 40.0% 0.0% 0.0% e Parade - Ōtaki Beach Front 0.0% 40.0% 60.0% 0.0% emaku Stream Walkway - Paraparaumu 80.0% 20.0% 0.0% 0.0% nae River Corridor - Waikanae 60.0% 20.0% 0.0% 20.0% 55.2% 32.0% 7.7% 5.0% k Parkcheck Visitor Measures 2011 Parks Survey Page 114 of 127

201 Appendix C l Respondents Travel Time to Park Local park users walking time to park ALL authorities Less than 5 minutes 6 10 minutes minutes minutes More than 30 minutes C 0.0% 0.0% 0.0% 2.6% 97.4% 16.9% 11.5% 13.1% 14.8% 43.7% 40.5% 24.5% 14.7% 3.7% 16.6% 33.7% 20.4% 16.3% 9.2% 20.4% 26.3% 17.8% 12.7% 16.1% 27.1% 8.8% 13.3% 16.8% 16.8% 44.2% 21.5% 13.8% 18.5% 9.2% 36.9% 13.1% 14.6% 18.5% 23.8% 30.0% 26.0% 18.0% 12.0% 14.0% 30.0% 12.5% 6.3% 14.6% 19.8% 46.9% C 7.1% 6.3% 4.8% 8.7% 73.0% ge 19.4% 14.4% 14.0% 13.7% 38.5% k Parkcheck Visitor Measures 2011 Parks Survey Page 115 of 127

202 Appendix C 2011 Kāpiti Coast Travel time to park (if local) by Park Less than 5 minutes 6 10 minutes minutes minutes More than 30 minutes e Gardens - Raumati 21.1% 21.1% 15.8% 5.3% 36.8% an Street Park - Paraparaumu 16.0% 20.0% 16.0% 16.0% 32.0% ati Heights - Raumati 0.0% 33.3% 66.7% 0.0% 0.0% stone - Paraparaumu 75.0% 0.0% 0.0% 0.0% 25.0% u Park - Paraparaumu 100.0% 0.0% 0.0% 0.0% 0.0% an Road Reserve - Ōtaki 100.0% 0.0% 0.0% 0.0% 0.0% s Road Reserve- Waikanae Beach 50.0% 50.0% 0.0% 0.0% 0.0% t Street Park- Paraparaumu 20.0% 40.0% 20.0% 20.0% 0.0% bell Park - Paekākāriki 0.0% 0.0% 50.0% 50.0% 0.0% ngarb Reserve - Paraparaumu 50.0% 25.0% 25.0% 0.0% 0.0% nae Park- Waikanae 33.3% 33.3% 33.3% 0.0% 0.0% iawa- Paraparaumu 66.7% 0.0% 33.3% 0.0% 0.0% Domain - Ōtaki 75.0% 0.0% 0.0% 0.0% 25.0% araumu Domain- Paraparaumu 66.7% 33.3% 0.0% 0.0% 0.0% anu Lagoons - Waikanae Beach 50.0% 0.0% 50.0% 0.0% 0.0% anga Domain - Otaihanga 0.0% 0.0% 0.0% 25.0% 75.0% a Reserve - Paraparaumu 50.0% 50.0% 0.0% 0.0% 0.0% emaku Stream Walkway - Paraparaumu 50.0% 50.0% 0.0% 0.0% 0.0% nae River Corridor - Waikanae 33.3% 33.3% 0.0% 33.3% 0.0% 33.7% 20.4% 16.3% 9.2% 20.4% k Parkcheck Visitor Measures 2011 Parks Survey Page 116 of 127

203 Appendix C or Frequency Visitor Frequencies (ALL respondents by frequency) k Parkcheck Visitor Measures 2011 Parks Survey Page 117 of 127

204 Appendix C 2011 Kāpiti Coast Visitor Frequency by Park Every day Several times a week About once a week e Gardens - Raumati 2.4% 14.3% 16.7% 11.9% 14.3% 16.7% 2.4% 0.0% 9.5% 11.9% an Street Park - Paraparaumu 8.0% 20.0% 8.0% 14.0% 10.0% 16.0% 4.0% 2.0% 12.0% 6.0% ati Heights - Raumati 0.0% 0.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 40.0% 40.0% stone - Paraparaumu 60.0% 0.0% 20.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 0.0% u Park - Paraparaumu 20.0% 0.0% 60.0% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% an Road Reserve - Ōtaki 0.0% 0.0% 40.0% 0.0% 0.0% 0.0% 0.0% 0.0% 60.0% 0.0% s Road Reserve- Waikanae Beach 0.0% 0.0% 40.0% 0.0% 0.0% 20.0% 20.0% 0.0% 20.0% 0.0% t Street Park- Paraparaumu 0.0% 40.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 40.0% 0.0% bell Park - Paekākāriki 0.0% 20.0% 60.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% ngarb Reserve - Paraparaumu 0.0% 75.0% 25.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% nae Park- Waikanae 0.0% 20.0% 0.0% 40.0% 0.0% 0.0% 20.0% 0.0% 20.0% 0.0% iawa- Paraparaumu 20.0% 0.0% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40.0% 20.0% Domain - Ōtaki 20.0% 40.0% 40.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% araumu Domain- Paraparaumu 40.0% 40.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% anu Lagoons - Waikanae Beach 20.0% 60.0% 0.0% 0.0% 0.0% 20.0% 0.0% 0.0% 0.0% 0.0% anga Domain - Otaihanga 0.0% 20.0% 0.0% 0.0% 40.0% 0.0% 20.0% 0.0% 20.0% 0.0% a Reserve - Paraparaumu 40.0% 0.0% 0.0% 0.0% 0.0% 40.0% 0.0% 0.0% 20.0% 0.0% e Parade - Ōtaki Beach Front 20.0% 0.0% 0.0% 20.0% 0.0% 20.0% 0.0% 0.0% 40.0% 0.0% emaku Stream Walkway - Paraparaumu 20.0% 60.0% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% nae River Corridor - Waikanae 20.0% 40.0% 0.0% 20.0% 0.0% 20.0% 0.0% 0.0% 0.0% 0.0% About once a fortnight About once a month About 2-6 times a year About once a year Less than once a year First visit Not sure/don t know/irregular 10.5% 19.9% 14.9% 9.4% 7.7% 13.3% 3.9% 0.6% 13.8% 6.1% k Parkcheck Visitor Measures 2011 Parks Survey Page 118 of 127

205 k Parkcheck Visitor Measures 2011 Parks Survey Page 119 of 127 Appendix C

206 Appendix C ommended Improvements general, if there was one change you could make to this park what would it be? 0 Kāpiti Coast Recommended Improvements by Satisfaction level e ens - ati Satisfaction Dissatisfied Neither satisfied nor dissatisfied Satisfied Recommended Improvements Shade sail over playground, slippery paths Toilets closer (disables accessibility) older kids not catered for Toilets too far away Too far away from toilets, shade sails Shade sails over playground Climbing tower/monkey bars Monkey bars Signs for toilets, changing facilities Toilets closer to the playground Signs for the toilets New play equipment More for teenagers Increase age of activities Maybe more play equipment Sign to toilet, closer toilets Signs to toilet Fences More shade Signs identifying park, fencing of pool Seats and tables, nearer toilets More play equipment, climbing equipment Climbing equipment Move toilets closer and higher safety barrier on slide Sign by pool and move toilets closer k Parkcheck Visitor Measures 2011 Parks Survey Page 120 of 127

207 Appendix C an t Park - araumu Very satisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Satisfaction Sign by hot slide Upgrade the equipment Toilets closer to activities Gated area for young children Seats in shades Seats in shade New playground, slide, hot and dangerous, train open over the holidays Parking at top of walkway, more tables, signs Fence around Toilets closer to activities Seats in shade/umbrellas More ramps at skate park More ramps at skate park More shade, mini golf, cricket field More activities and playground More seats and tables, more modern playground equipment Maintenance of tables Playground upgrade and maintenance Toilets too far away Parking too small for normal cars, more shade Recommended Improvements More shade More shade Cleaning of tables, sail shade Clean tables Shade sail Climbing thing, dangerous, no netting, more toilets Climbing thing, dangerous, no netting, more toilets Climbing castle- wooden buildings More bushes More shade, cleaner toilets and bike park for little ones. A space for dogs to be tied up whilst owners supervise children k Parkcheck Visitor Measures 2011 Parks Survey Page 121 of 127

208 Appendix C ati ts - ati rstone - araumu Very satisfied Neither satisfied nor dissatisfied Satisfied Satisfied Big shaded area e.g. shade sail Revamp of park upgrade and shade sail Shade Big Swimming pool Borders around lake/pond area Shade and activities for younger kids Coffee machine, paddle boats in water, water fountain Shade by skate park, water fountain and maybe a rubbish bin Slide gets too hot, need seats in shade Bigger slides More picnic table umbrellas More shade More shade, sail? More shade, sail shade More shade Showers Showers Clear smoking signs + more shade CCTV discourage vandals Water fountains Swap bark chip ground for rubber mat in playground Clean the lake Paddling pool Water fountain, more activities for skaters An aviary Skate park upgrade Water fountain by skate park See saws and basketball hoop Path over stream Path over stream Larger grass area for older kids to play games More maintenance of ground and signs for lake k Parkcheck Visitor Measures 2011 Parks Survey Page 122 of 127

209 Appendix C u Park araumu an Road ve- ns Road veanae t Street araumu bell - kāriki Very satisfied Satisfied Very satisfied Very dissatisfied Satisfaction Neither satisfied nor dissatisfied Satisfied Satisfied Very satisfied Neither satisfied nor dissatisfied Satisfied Very satisfied Satisfied More shade Bulbs maintenance More seats, shade and little activities More mature trees Little kids equipment (under 2's) More shade and rubbish bins Vandalism New playground Recommended Improvements Age appropriate More activities for little kids More shade More seating and tables, more shade More shade Better toilets Two baby seats together on swings Equipment for older people maybe an adult swing More shade and water fountains More shade Bins Bins Toilets and 2 more swings Water fountain Location of toilets, signs about leaving glass, glass recycling bins? Gravel, concreted k Parkcheck Visitor Measures 2011 Parks Survey Page 123 of 127

210 ngarb ve - araumu anae anae iawaaraumu in - Very satisfied Satisfied Very satisfied Dissatisfied Satisfied Very satisfied Satisfied Very satisfied Neither satisfied nor dissatisfied Maintenance of swings, seats in shade Toilets Coffee cart/paddling pool Shade Appendix C More seating More seating and tables More shade Seat and toilet maintenance, more walks, more trees, more equipment Coffee shop! Shade and more tables Toilets and more shade please More car parking Seats Drainage on main court Gate at each end More litter collection, especially dog litter. Toilets not open araumu inaraumu anu ns - Satisfied Very satisfied Neither satisfied nor dissatisfied Satisfied Satisfied More rubbish bins +emptied regularly. Toilets open, allocated parking spots during events, more signs for non smoking etc More rubbish bins Signs on road Maintenance Closer checkups on drug dealing spot More seats Traps for stoats, security, freedom campers, shags-smell, maintenance of cleanliness. Satisfaction Recommended Improvements anae Very satisfied Clean up of algae, car park can be dangerous, needs signs to shows speed reduced k Parkcheck Visitor Measures 2011 Parks Survey Page 124 of 127

211 Appendix C anga in - anga wa ve - araumu e e - Beach emaku m way - araumu anae dor - anae Neither satisfied nor dissatisfied Satisfied Very satisfied Neither satisfied nor dissatisfied Satisfied Satisfied Very satisfied Neither satisfied nor dissatisfied Satisfied Satisfied Very satisfied Move the shags Signs to say safe to swim or not. Tables in shade, dogs on leads, smoke free. Stop locals on motorbikes on bridge. kids playground, seating family orientated. Keep it natural Seats in the shade - dogs on leash Playground Playground for kids and an ice-cream van! Mobile, Cafe. More seating More seating and tables More seating and tables Stuff for older kids, maintenance of toilets Cleanliness, maintenance Seats a bit closer/on the beach Easier access to beach especially by bbq area, tidy the dunes Extend gravel path and seats Dog poo bins and toilets Lighting Shade and dog poo bins Tables for picnics, signs showing routes and dog poo bins Seats and toilets Move signs on cycle track for walkers and cyclists - etiquette Put large sign at estuary start for non motorised vehicles Improve pathways k Parkcheck Visitor Measures 2011 Parks Survey Page 125 of 127

212 k Parkcheck Visitor Measures 2011 Parks Survey Page 126 of 127 Appendix C

213 Appendix D ncial Forecasts 2011/12 DRAFT PARKS AND OPEN SPACES ASSET MANAGEMENT PLAN May 2011 PAGE 127 OF 127

214 PARKS AND OPEN SPACE AMP FINANCIAL FORECAST :52 a.m.30/09/2011 Destination Parks YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 NEW RESERVES Operating 40,000 60, , , , , , , , , , , , , , , , , , ,000 2,725,000 Paekakariki PAEKAKARIKI RESERVES* Operating 64,437 55,332 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 66,013 1,320,260 Paekakariki CAMPBELL PARK** Operating 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Paraparaumu/Raumati OTAIHANAGA DOMAIN Operating 23,265 23,307 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23,834 23, ,680 Paraparaumu/Raumati MARINE GARDENS Operating 63,276 61,639 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 60,726 1,214,520 Paraparaumu/Raumati MACLEAN PARK Operating 56,950 46,087 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 58,343 1,166,860 Paraparaumu/Raumati MAZENGARB RESERVE Operating 143, , , , , , , , , , , , , , , , , , , , , , ,759 2,935,180 Waikanae WAIKANAE PARK Operating 126, , , , , , , , , , , , , , , , , , , , , , ,828 2,596,560 Otaki HARUATAI PARK Operating 46,530 46,530 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47,668 47, ,360 Destination Parks Operating Cost 524, , , , , , , , , , , , , , , , , , , , , , ,171 13,388,420 Paekakariki CAMPBELL PARK BUILT ASSETS Renewal Paekakariki CAMPBELL PARK TOILET Renewal , ,000 Paraparaumu/Raumati MARINE GARDENS UPGRADE Renewal Paraparaumu/Raumati MARINE GARDENS BUILT ASSETS Renewal 50, Paraparaumu/Raumati MARINE GARDENS BRIDGE Renewal ,000 75, ,000 Paraparaumu/Raumati RAUMATI POOL BUILDING Renewal , , ,000 Paraparaumu/Raumati MARINE GARDENS BUILT ASSETS Renewal Paraparaumu/Raumati MACLEAN PARK POND ENVIRONS Renewal 289,970 29,433 0 Paraparaumu/Raumati MACLEAN PARK REPLACE POND EDGE Renewal ,000 75,000 75, ,000 Paraparaumu/Raumati MACLEAN PARK BUILT ASSETS Renewal Paraparaumu/Raumati MARINE GARDENS GARDEN DEVELOPMENT New Capital , , ,000 Paraparaumu/Raumati MAZENGARB RESERVE AMENITY BLOCK Renewal MAZENGARB RESERVE SPORTS TURF Paraparaumu/Raumati CHANGING FAC Renewal 100, MAZENGARB RESERVE PAVILLION Paraparaumu/Raumati UPGRADE Renewal 0 25, , ,000 Paraparaumu/Raumati MAZENGARB RESERVE BUILT ASSETS Renewal Paraparaumu/Raumati MAZENGARB RESERVE ARTIFICIAL TURF REPLACEMENT* Renewal , , ,000 Paraparaumu/Raumati OTAIHANAGA DOMAIN BUILT ASSETS Renewal Paraparaumu/Raumati OTAIHANAGA DOMAIN TREES AND PLANTINGS Renewal Waikanae WAIKANAE PARK BUILT ASSETS Renewal Waikanae WAIKANAE PARK EQUESTRIAN Renewal Waikanae WAIKANAE PARK CHANGING ROOMS Renewal ,000 20,000 Waikanae WAIKANAE PARK REPLACE FENCING Renewal ,068 50,000 50, ,000 Otaki HARUATAI PARK BUILT ASSETS Renewal 15, Otaki HARUATAI PARK TOILET Renewal ,000 0 Destination Parks Renewal Capital Costs 354,970 29, ,122 15, ,000 75, , , ,000 50, ,000 30, , , , ,000 1,685,000 NEW RESERVES DEVELOPMENT New Capital , , , , , , , , , , , , , , , , , , , ,000 6,000,000 CAMPBELL PARK TREES AND Paekakariki PLANTINGS New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Paraparaumu/Raumati MARINE GARDENS RAUMATI POOL BUILDING RETROFIT New Capital , , , ,000 Paraparaumu/Raumati MARINE GARDENS TREES AND PLANTINGS New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 Paraparaumu/Raumati MACLEAN PARK TREES AND PLANTINGS New Capital MAZENGARB RESERVE ARTIFICIAL TURF Paraparaumu/Raumati CHANGING FACILITIES New Capital , , ,000 Waikanae WAIKANAE PARK TERRACE SEATING New Capital , , ,000 WAIKANAE PARK CHANGING ROOM Waikanae ACQUISITION/UPGRADE New Capital , , ,000 Waikanae WAIKANAE PARK TREES AND PLANTINGS New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 Otaki HARUATAI PARK PATHS New Capital ,000 10,000 10,000 10,000 10,000 10,000 60,000 Otaki HARUATAI PARK TREES AND PLANTINGS New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Destination Parks New Capital Costs , , , , , , , , , , , , , , , , , , , , ,000 7,620,000 Destination Parks Destination Parks Total 879, ,062 1,016,293 1,413,171 1,718,171 1,183,171 1,183,171 1,208,171 1,058,171 1,038,171 1,058,171 1,418,171 1,088,171 1,278,171 1,058,171 1,223,171 1,253,171 1,028,171 1,048,171 1,028,171 1,128,171 1,028,171 1,153,171 22,693,420 Neighbourhood Parks YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 Paekakariki AMES STREET RESERVE** Operating 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15, ,000 Paraparaumu/Raumati PARAPARAUMU RESERVES* Operating 481, , , , , , , , , , , , , , , , , , , , , , ,639 10,856,118 Waikanae WAIKANAE RESERVES* Operating 197, , , , , , , , , , , , , , , , , , , , , , ,614 4,090,252 Waikanae FERNDALE Operating 30, ,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31, ,000 Waikanae MATUHI RESERVE Operating 15, ,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15, ,000 Otaki SMALL RESERVES OTAKI Operating 143, , , , , , , , , , , , , , , , , , , , , , ,085 3,227,546 Otaki TAMIHANA ROAD RESERVE Operating 17, ,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17,329 17, ,580 Otaki OTAKI OTHER RESERVES* Operating 6,979 3,497 7,150 7,150 7,222 7,294 7,367 7,440 7,515 7,590 7,666 7,742 7,820 7,898 7,977 8,057 8,137 8,219 8,301 8,384 8,468 8,552 8, ,436 Otaki PAREO-MATANGI RESERVE Operating 15, ,450 35,450 35,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15, ,000 Otaki NEW RESERVES Operating ,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30, ,000 Neighbourhood Parks Operating Cost 906, , , , , , ,204 1,001,868 1,008,598 1,015,396 1,022,261 1,029,196 1,036,199 1,043,273 1,050,417 1,057,633 1,064,921 1,072,281 1,079,716 1,087,225 1,094,808 1,102,468 1,110,204 19,906,931 Paraparaumu/Raumati BUILT ASSETS Renewal 0 200, Paraparaumu/Raumati KOTUKU BRIDGE Renewal 50,000 50,000 Waikanae BUILT ASSETS Renewal 6, Otaki BUILT ASSETS Renewal 30, ,000 50, , , , ,000 Otaki MEMORIAL PARK Renewal 267, , ,000 Otaki LIBRARY PARK Renewal 160, , ,000 Neighbourhood Parks Renewal Capital Costs 36, , , , , , , , , , , ,000 Paekakariki TREES AND PLANTINGS New Capital 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 95,000 Parks financial forecast format Page 1 Date Printed: 30/09/2011

215 PARKS AND OPEN SPACE AMP FINANCIAL FORECAST :52 a.m.30/09/2011 Paraparaumu/Raumati MGMT PLANS/NEW RESERVES DEVELOP New Capital 117,486 57, ,555 0 Paraparaumu/Raumati LAND PURCHASE New Capital 240,484 93,496 0 Paraparaumu/Raumati LAND PURCHASE New Capital 520,000 13,788 0 Paraparaumu/Raumati LAND DEVELOPMENT MATHEWS PARK New Capital Paraparaumu/Raumati KOTUKU NEW DEVELOP New Capital 124,985 15,770 0 Paraparaumu/Raumati KOTUKU TOILET New Capital 85,000 85,000 Paraparaumu/Raumati AWATEA DEVELOPMENT New Capital ,021 0 Paraparaumu/Raumati TREES AND PLANTINGS New Capital 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 95,000 Waikanae MGMT PLANS/NEW RESERVES DEVELOP New Capital 27,922 21,760 24,437 0 Waikanae TREES AND PLANTINGS New Capital 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Otaki MGMT PLANS/NEW RESERVES DEVELOP New Capital 27,721 21,284 24,202 0 TE HORO GAWLER RESERVE Otaki DEVELOPMENT New Capital 5,000 80,000 80,000 Otaki TREES AND PLANTINGS New Capital 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 95,000 Neighbourhood Parks New Capital Costs 1,058, , ,215 80,000 20, ,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 85,000 Neighbourhood Parks Total 2,001,741 1,140,392 1,560,396 1,073, ,075 1,193, ,204 1,071,868 1,028,598 1,135,396 1,042,261 1,099,196 1,056,199 1,063,273 1,170,417 1,077,633 1,084,921 1,092,281 1,099,716 1,207,225 1,114,808 1,282,468 1,380,204 20,491,931 Bush Reserves and Coastal Esplanades YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 District wide VOLUNTEER SUPPORT/PROMOTION Operating ,000 5,000 5,000 5,000 5,250 5,250 5,250 5,250 5,250 5,513 5,788 6,078 6,381 6,700 7,036 7,387 7,757 8,144 8,552 8, ,565 Paraparaumu/Raumati KAITAWA RESERVE Operating 40,658 26,173 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41,653 41, ,060 Paraparaumu/Raumati PARAPARAUMU RESERVES* Operating 40,548 30,789 41,540 41,540 41,540 41,540 41,540 43,617 43,617 43,617 43,617 43,617 45,798 45,798 45,798 45,798 45,798 48,088 48,088 48,088 48,088 48,088 50, ,165 Paraparaumu/Raumati RIPARIAN MAINTENANCE Operating 53,509 34,558 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 54,818 1,096,360 Paraparaumu/Raumati PEST INVESTIGATION Operating 5,110 6,478 5,235 5,235 5,235 5,235 5,235 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10, ,940 Waikanae WAIKANAE RIVER WALKWAY Operating 13,976 5,408 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14, ,900 Waikanae RIPARIAN MAINTENANCE Operating 21,049 25,092 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21, ,280 Waikanae WAIMEA RESERVE Operating 11,632 7,477 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11,917 11, ,340 Waikanae WAIMANU RESERVE Operating 34,897 24,952 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35,751 35, ,020 Waikanae TASMAN LAKES Operating 5, ,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35, ,000 Waikanae PHARAZYN RESERVE** Operating 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25, ,000 Waikanae WAIKANAE RIVER FRIENDSHIP PREP Operating 10,220 10,220 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10,470 10, , ,830 Otaki RIPARIAN MAINTENANCE Operating 21,049 15,477 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21,564 21, ,280 Bush Reserves and Coastal Esplanades Operating Cost 257, , , , , , , , , , , , , , , , , , , , , , ,033 6,338,460 Paekakariki PAEKAKARIKI HILL Renewal ,000 75,000 Waikanae WAIMANU LAGOOD REPLACE BRIDGE Renewal 0 44,820 Waikanae WAIMANU LAGOOD REPLACE FURNITURE Renewal 0 0 5,623 5,814 11,437 Waikanae WAIMANU LAGOOD REPLACE FENCING Renewal ,872 17,872 Waikanae TASMAN LAKES Renewal ,000 15,000 15,000 15,000 60,000 Otaki OTAKI BEACH PAVILLION UPGRADE Renewal 0 10,000 10,000 Bush Reserves and Coastal Esplanades Renewal Capital Costs ,820 20,623 15,000 15,000 15, , , ,309 Paekakariki PAEKAKARIKI HILL New Capital 20, ,000 0 Paraparaumu/Raumati TREES AND PLANTINGS New Capital 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5, ,000 Waikanae PHARAZYN DEVELOPMENT New Capital 62,493 52,745 0 Waikanae TREES AND PLANTINGS New Capital 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5, ,000 Waikanae PHARAZYN RESERVE DEVEOLPMENT New Capital 0 53,450 50, ,000 60,000 60,000 60,000 60,000 60,000 60, ,000 Waikanae PHARAZYN CARPARK New Capital 0 52,350 0 Waikanae PHARAZYN NEW TOILET New Capital 0 78,525 50,000 50,000 Waikanae WAIMANU LAGOON PATHS New Capital 0 20,000 20,000 40,000 Otaki TE HAPUA RESERVE New Capital 7, Otaki TREES AND PLANTINGS New Capital 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5, ,000 Bush Reserves and Coastal Esplanades New Capital Costs 89,993 52, ,325 85, ,000 75,000 75,000 75,000 75, ,000 75,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15, ,000 Bush Reserves and Coastal Esplanades Total 347, , , , , , , , , , , , , , , , , , , , , , ,033 7,419,769 Sports grounds/facilities YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 Paekakariki PAEKAKARIKI TENNIS CLUB Operating 5, ,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15,235 15, ,700 Paraparaumu/Raumati PARAPARAUMU DOMAIN Operating 80,558 77,086 82, ,870 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 81,350 1,681,520 Paraparaumu/Raumati TE ATIAWA PARK Operating 55,618 55,618 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 66,856 1,337,120 Paraparaumu/Raumati WEKA PARK Operating 38,369 38,369 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39,308 39, ,160 Paraparaumu/Raumati KENA KENA PARK Operating 23,090 23,090 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23,655 23, ,100 Paraparaumu/Raumati MATHEWS PARK Operating 51,980 33,980 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 53,251 1,065,020 Paraparaumu/Raumati POHUTAKAWA PARK Operating 12,604 14,345 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12,913 12, ,260 Paraparaumu/Raumati KAPITI MULTI-SPORT ARENA Operating 0 10, Paraparaumu/Raumati MAINT TUR- CHANGING FACILITIES Operating ,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15,450 15, ,000 Waikanae JIM COOKE MEMORIAL PARK Operating 39,883 31,208 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40,858 40, ,160 Waikanae JIM COOKE PARK INVESTIGATION Operating 20, Otaki OTAKI DOMAIN Operating 51,100 51,100 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 52,350 1,047,000 Otaki DOMAIN CHANGING ROOM MAINTENANCE Operating 15, ,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15, ,500 Sports grounds/facilites Operating Cost 393, , , , , , , , , , , , , , , , , , , , , , ,601 8,386,540 Paekakariki BUILT ASSETS Renewal 66, Parks financial forecast format Page 2 Date Printed: 30/09/2011

216 PARKS AND OPEN SPACE AMP FINANCIAL FORECAST :52 a.m.30/09/2011 Paekakariki CAMPBELL PARK NATURAL CRICKET PITCH Renewal 0 25,000 25,000 Paekakariki TENNIS COURT RESURFACE Renewal 0 80,000 80, ,000 Paekakariki TENNIS COURT FENCE REPLACEMENT Renewal 0 30,000 30,000 Paraparaumu/Raumati BUILT ASSETS Renewal 0 24,306 0 Paraparaumu/Raumati KENA KENA CRICKET PITCH Renewal 0 30,000 30,000 PARAPARAUMU DOMIAN NATURAL Paraparaumu/Raumati CRICKET PITCH Renewal 0 30,000 30,000 TE ATIAWA REPLACEMENT TENNIS Paraparaumu/Raumati COURT FENCE Renewal 0 70,000 70, ,000 Paraparaumu/Raumati TE ATIAWA RESURFACE COURTS Renewal 0 90,000 90, ,000 Paraparaumu/Raumati OUTDOOR BASKETBALL COURT Renewal 0 28,114 28,114 Paraparaumu/Raumati TE ATIAWA SOFTBALL FENCES Renewal 0 20,000 20,000 40,000 TE ATIAWA ARTIFICIAL CRICKET Paraparaumu/Raumati PITCHES X2 Renewal 0 15,000 15,000 30,000 MATHEWS PARK ARTIFICIAL CRICKET Paraparaumu/Raumati PITCH Renewal 0 7,500 7,500 Paraparaumu/Raumati WEKA PARK ARTIFICIAL CRICKET PITCH Renewal 0 7,500 7,500 15,000 Paraparaumu/Raumati SAM WAY TENNIS COURT RESURFACE Renewal ,000 50,000 SAM WAY TENNIS COURT FENCE Renewal 0 40,000 40,000 Waikanae BUILT ASSETS Renewal 0 24,951 0 WAIKANAE MEMORIAL PARK Waikanae RESURFACE TENNIS COURTS Renewal 0 92,790 85, ,790 WAIKANAE MEMORIAL PARK TENNIS Waikanae COURT FENCE Renewal 0 30,000 30,000 60,000 WAIMEHA DOMIAN RESURFACE TENNIS Waikanae COURTS Renewal 0 30,000 30,000 WAIMEHA DOMIAN TENNIS COURT Waikanae FENCE Renewal 0 20,000 20,000 40,000 PHARAZYN AVE RESERVE BASKETBALL Waikanae COURT Renewal 0 28,114 28,114 JIM COOKE PARK ARTIFICIAL CRICKET Waikanae PITCH Renewal 0 7,500 7,500 15,000 WAIKANAE PARK NATURAL CRICKET Waikanae PITCH Renewal 0 40,000 40,000 Waikanae REIKORANGI TENNIS COURTS Renewal 0 28,013 28,013 Waikanae REIKORANGI TENNIS COURTS FENCE Renewal 0 15,000 15,000 Otaki BUILT ASSETS Renewal 130,000 34,600 0 Otaki CRICKET FACILITIES HARUATAI PARK Renewal ,000 20,000 40,000 Otaki HARUATAI TENNIS COURT RESURFACE Renewal 0 160, , ,000 Otaki OTAKI DOMAIN REPLACE FENCING Renewal 0 14,152 15,000 29,152 Otaki DOMAIN COURT LIGHTING Renewal 0 30,000 30,000 Otaki DOMAIN COURT RESURFACE Renewal 0 80,000 80,000 Otaki DOMAIN NETBALL COURT Renewal 0 50,000 50,000 Sports grounds/facilites Renewal Capital Costs 196, , ,000 58, ,790 78, ,114 54, , ,500 90,000 30, ,000 30,000 20,000 60,000 50, , , ,000 15,000 1,788,683 Paekakariki PAEKAKARIKI SPORTSGROUND DEV 50,000 Paaraparaumu/Raumati TE ATIAWA SOFTBALL DIAMOND New Capital ,000 30,000 60,000 Paaraparaumu/Raumati TE ATIAWA CARPARK New Capital 0 150,000 Paaraparaumu/Raumati BMX TRACK RE-DEVELOPMENT New Capital 0 250,000 Paaraparaumu/Raumati ARTIFICIAL SPORTS SURFACES New Capital 0 50, ,000 50, ,000 Otaki CRICKET FACILITIES HARUATAI PARK New Capital 0 90,000 Otaki DOMAIN COURT LIGHTING New Capital 0 30,000 Otaki TRAINING LIGHTS New Capital 0 60,000 Otaki DOMAIN NETBALL COURT New Capital 0 150,000 Sports grounds/facilites New Capital Costs , ,000 30, , , , , , ,000 Sports grounds Total 590, , , , , , , , , ,601 1,366, , , , ,601 1,396, , , , , , , ,601 10,235,223 Cemeteries YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 District wide RATE AND INSCE - ALL CEMETERIES Operating 2,890 2,890 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 2,961 59,220 Paraparaumu/Raumati PARAPARAUMU CEMETERY Operating 36,559 36,779 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37,453 37, ,060 Paraparaumu/Raumati AWA TAPU CEMETERY Operating 55,392 53,925 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 56,747 1,134,940 Waikanae WAIKANAE CEMETERY Operating 58,716 48,066 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 60,152 1,203,040 Waikanae TREE PLANTING/WALKING TRACK Operating 2, ,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 45,400 Waikanae TAKAMORE/RUAKOHATE CEMETERIES Operating 4,088 2,500 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 4,188 83,760 Otaki OTAKI CEMETERY Operating 62,791 55,982 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 64,335 1,286,700 Otaki OTAKI MAORI CEMETERIES GRANT Operating 9,198 5,000 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9,423 9, ,460 Cemeteries Operating Cost 231, , , , , , , , , , , , , , , , , , , , , , ,529 4,750,580 District wide BUILT ASSETS Renewal 43,642 43,642 0 District wide BEAMS/SEATING - ALL CEMETERIES Renewal ,388 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32, ,680 Cemeteries Renewal Capital Costs 43,642 43,642 34,388 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32,684 32, ,680 District wide TREES AND PLANTINGS New Capital 7,371 5,525 7,532 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7, ,556 District wide NEW CEMETERY NATURAL BURIALS New Capital ,000 0 District wide LAND PURCHASE New Capital 0 492, ,611 Cemeteries New Capital Costs 7,371 5,525 17,532 7,128 7,128 7,128 7,128 7,128 7, ,739 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7,128 7, ,166 Cemeteries Total 282, , , , , , , , , , , , , , , , , , , , , , ,341 6,039,426 Playgrounds YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 Paraparaumu/Raumati PLAYGROUND RENEWALS PARAPARAM Operating 27,696 20,012 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28, ,480 Paraparaumu/Raumati PARA PLAYGROUND MAINTENANCE Operating Waikanae WAIKANAE PLAYGROUNDS MAINTENANCE Operating Parks financial forecast format Page 3 Date Printed: 30/09/2011

217 PARKS AND OPEN SPACE AMP FINANCIAL FORECAST :52 a.m.30/09/2011 Otaki OTAKI PLAYGROUNDS MAINTENANCE Operating Playgrounds Operating Cost 27,696 20,012 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28,374 28, ,480 Paekakariki BUILT ASSETS Renewal Paekakariki SKATE PARK Renewal 0 120, ,000 Paekakariki CAMPBELL PARK RESERVE Renewal 0 80,000 80, ,000 Paraparaumu/Raumati BUILT ASSETS Renewal 93, Paraparaumu/Raumati RAUMATI TENNIS COURT RESERVE Renewal 0 80,000 80, ,000 Paraparaumu/Raumati LEINSTER AVENUE RESERVE Renewal 0 30,000 30,000 60,000 Paraparaumu/Raumati LORNA IRENE DRIVE RESERVE Renewal 0 60,000 60, ,000 Paraparaumu/Raumati REWA ROAD RESERVE Renewal 0 90,000 90, ,000 Paraparaumu/Raumati MATHEWS PARK Renewal 0 80,000 80,000 80,000 Paraparaumu/Raumati MATAI ROAD RESERVE Renewal 0 70,000 70, ,000 Paraparaumu/Raumati MANAWA AVENUE RESERVE Renewal 0 100, , ,000 Paraparaumu/Raumati MARINE GARDENS Renewal 0 400,000 20, , ,000 Paraparaumu/Raumati WEKA PARK Renewal 0 80,000 80, ,000 Paraparaumu/Raumati HOOKWAY GROVE Renewal 0 60,000 60, ,000 Paraparaumu/Raumati KAITAWA RESERVE Renewal 0 80,000 80, ,000 Paraparaumu/Raumati KOTUKU PARK Renewal 0 80,000 80, ,000 Paraparaumu/Raumati PARAKAI STREET RESERVE Renewal 0 60,000 60, ,000 Paraparaumu/Raumati AORANGI ROAD RESERVE Renewal 0 60,000 60,000 Paraparaumu/Raumati MILNE DRIVE RESERVE Renewal 0 40,000 40,000 80,000 Paraparaumu/Raumati MARERE AVENUE RESERVE Renewal 0 80,000 80, ,000 Paraparaumu/Raumati POHUTAKAWA PARK Renewal 0 60,000 60, ,000 Paraparaumu/Raumati ELIZABETH ROSE PARK Renewal 0 60,000 60, ,000 Paraparaumu/Raumati REGENT DRIVE RESERVE Renewal 0 80,000 80,000 Paraparaumu/Raumati BLUE GUM RESERVE Renewal 0 15,000 15,000 30,000 Paraparaumu/Raumati MAZENGARB RESERVE Renewal 0 100, ,000 Paraparaumu/Raumati SAN VETO PL RESERVE Renewal 0 50,000 50, ,000 Paraparaumu/Raumati MACLEAN PARK Renewal 0 100, , ,000 Paraparaumu/Raumati SKATE PARK Renewal 0 20, , ,000 Paraparaumu/Raumati SKATE PARK LIGHTS Renewal 0 50,000 50,000 Paraparaumu/Raumati TE ATIAWA PARK Renewal 0 80,000 80, ,000 Paraparaumu/Raumati GANDALF STREET RESERVE Renewal 0 50,000 50, ,000 Paraparaumu/Raumati OTAIHANGA RESERVE Renewal 0 70,000 70,000 Paraparaumu/Raumati WATERSTONE RESERVE Renewal 0 80,000 80, ,000 Waikanae BUILT ASSETS Renewal 62,062 9,768 0 Waikanae SHOTOVER GROVE RESERVE Renewal 0 50,000 50, ,000 Waikanae EDGEWATER PARK Renewal 0 20,000 20,000 40,000 Waikanae WAIKANAE MEMORIAL HALL RESERVE Renewal 0 100, , ,000 Waikanae MAHARA PLACE Renewal 0 8,000 40,000 40,000 88,000 Waikanae WAIKANAE PARK Renewal 0 20,000 20, , ,000 Waikanae SKATE PARK Renewal 0 20, , ,000 Waikanae VICTOR WEGGERY RESERVE Renewal 0 100, , ,000 Waikanae WAIMEHA DOMAIN Renewal 0 10,000 50,000 50,000 50, ,000 Waikanae MATUHI STREET RESERVE Renewal 0 60,000 60,000 Waikanae PHARAZYN AVE RESERVE Renewal 0 60,000 60, ,000 Waikanae PHARAZYN RESERVE Renewal 0 70,000 70,000 Waikanae FERNDALE ESTATE RESERVE Renewal 0 80,000 80, ,000 Otaki BUILT ASSETS Renewal 6,775 5,268 0 Otaki DIXIE STREET RESERVE Renewal 0 60,000 60, ,000 Otaki AOTAKI RESERVE SKATE PARK Renewal 0 20, , ,000 Otaki OTAKI INFORMATION CENTRE Renewal 0 50,000 50, ,000 Otaki HARUATAI PARK Renewal 0 80,000 80, ,000 Otaki MATAI STREET RESERVE Renewal 0 60,000 80,000 80, ,000 Otaki TASMAN ROAD RESERVE Renewal 0 80,000 80, ,000 Otaki MOY PLACE RESERVE Renewal 0 60,000 60, ,000 Playgrounds Renewal Capital Costs 162,576 34, , , , , , , , , , , , , , , , , , , , ,000 90,000 6,618,000 Paraparaumu/Raumati NEW PLAYGROUNDS New Capital 0 60,000 60,000 60,000 60,000 60,000 60,000 60, ,000 Waikanae PHARAZYN RESERVE New Capital 0 70,000 70,000 Waikanae NEW PLAYGROUNDS New Capital 0 60,000 60,000 60,000 60,000 60,000 60,000 60, ,000 Otaki WAITOHU PLATEAU New Capital 0 60,000 60,000 60,000 Otaki OTAKI SOUTH BEACH New Capital 0 40,000 40,000 80,000 Otaki AOTAKI RESERVE PLAYGROUND New Capital 0 30,000 30,000 30,000 60,000 Otaki OTAKI BEACH PLAYGROUND New Capital 0 60,000 60,000 60, ,000 Otaki NEW PLAYGROUNDS New Capital 0 50,000 50,000 50,000 50,000 50,000 50,000 50, ,000 Playgrounds New Capital Costs , ,000 60, ,000 60, ,000 60, , , ,000 60, ,000 60, , ,000 1,640,000 Playgrounds Total 190,272 50, , , , , , , , , , , , , , , , , , , , , ,374 8,825,480 Trees and Amenity Plantings Scheme Description New Type Sum of 10/11 Actual YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 Total 12/13 to 31/32 Paekakariki BEAUTIFICATION Operating 2,216 2,000 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 45,400 Paraparaumu/Raumati PARA/RAUM SCENIC RESERVES Operating 20,939 2,604 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21,451 21, ,020 Paraparaumu/Raumati TRAFFIC ISLANDS Operating 149, , , , , , , , , , , , , , , , , , , , , , ,559 3,239,618 Paraparaumu/Raumati LINDALE INTERCHANGE Operating 28,616 28,616 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29,316 29, ,320 Paraparaumu/Raumati BEAUTIFICATION Operating 22,157 22,157 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22, ,980 Paraparaumu/Raumati REVEGETATION Operating 40,880 40,000 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41,880 41, ,600 Paraparaumu/Raumati LANSDALE STREET TREE BOND Operating Paraparaumu/Raumati PRIVATE PLANTING INITIATIVES Operating 4,431 4,300 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 4,540 90,800 Parks financial forecast format Page 4 Date Printed: 30/09/2011

218 PARKS AND OPEN SPACE AMP FINANCIAL FORECAST :52 a.m.30/09/2011 Waikanae BEAUTIFICATION Operating 11,078 13,322 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11, ,980 Otaki BEAUTIFICATION Operating 11,078 10,102 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11, ,980 Trees and Amenity Plantings Operating Cost 291, , , , , , , , , , , , , , , , , , , , , , ,413 6,136,698 Paraparaumu/Raumati TREES AND PLANTINGS Renewal 62,493 21,603 0 Waikanae TREES AND PLANTINGS Renewal District wide SH1 ESCARPEMENT REVEGETATION Renewal 62,493 12,500 53,450 55,000 55,000 55, ,000 District wide ROAD RESERVE/TRAFFIC ISLAND GARDENS Renewal 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15, ,000 Trees and Amenity Plantings Renewal Capital Costs 124,986 24,103 68,450 70,000 70,000 70,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15, , Trees and Amenity Plantings New Capital Costs Trees and Amenity Plantings Total 416, , , , , , , , , , , , , , , , , , , , , , ,413 6,601,698 Built Assets Scheme Description New Type Sum of 10/11 Actual YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 Total 12/13 to 31/32 Built Assets Operating Cost District wide RESERVE DRAINAGE PROGRAMME Renewal 87, ,830 0 District wide PARKS BOUNDARY FENCING REPL Renewal 18,748 4,275 16,035 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15, ,000 Paekakariki TENNIS CLUB BUILDING RENEWAL Renewal ,564 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 4,789 Paraparaumu/Raumati WALKWAYS PARAPARAUMU UPGRADE Renewal Paraparaumu/Raumati WALKWAYS RAUMATI UPGRADE Renewal Built Assets Renewal Capital Costs 106,238 19, ,429 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19,789 19, ,000 District wide FENCING/BOLLARDS/LOCKS/GATES New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 District wide SEATS/TABLES/BINS/SIGNS New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 District wide SHADE COVERS New Capital ,000 20,000 District wide LIGHTING New Capital 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 District wide WALKWAYS/BRIDGES WITHIN PARKS New Capital ,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 District wide IRRIGATION/DRAINAGE New Capital ,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 District wide CARPARK SEALING New Capital ,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 District wide SHEDS/STORAGE FACILITES New Capital 0 0 District wide TOILETS/CHANGING FACILITIES New Capital ,000 20,000 20,000 20,000 20,000 20,000 20,000 Paraparaumu/Raumati SENIORNET - PORTACOM New Capital 0 0 Waikanae WAIKANAE RIVER WALKWAY New Capital 13,548 10,954 Otaki AOTAKI SKATE PARK SHADE STRUCTURE New Capital ,000 30,000 Otaki TE HORO PARK FURNITURE New Capital 0 0 5,000 5,000 5,000 5,000 5,000 Built Assets New Capital Costs 13,548 13, , ,000 98,000 98, , ,000 98, ,000 98, , ,000 98,000 98, ,000 98, , ,000 98,000 98, , ,000 0 Built Assets Total 119,786 33, , , , , , , , , , , , , , , , , , , , , , ,000 Other YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Scheme Description New Type Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 District wide ADVERTISING Operating District wide STRATEGY DEVELOPMENT AND RESERVE MANAGEMENT PLANS Operating 0 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 83,760 1,675,200 District wide ADMINISTRATIVE OVERHEADS Operating 0 187, , , , , , , , , , , , , , , , , , , , ,073 6,157,458 District wide BRIDGE REPAIRS IN PARKS Operating 22,157 17,426 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22,699 22, ,980 Paraparaumu PARA/RAUM RATES AND INSCE Operating 10,110 6,433 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16,536 16, ,720 Paraparaumu COMMUNITY CENTRE Operating 6,979 6,267 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7,150 7, ,000 Paraparaumu PARA/RAUM BEACH ACCESSWAYS Operating Paraparaumu WATER RATES Operating 5,871 5,300 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6,015 6, ,300 Paraparaumu WALKWAYS RAUMATI UPGRADE Operating 0 5, Paraparaumu SMOKE FREE PARK SIGNS Operating Paraparaumu MILLENIUM WALKWAY Operating 11,078 10,982 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11,349 11, ,980 Waikanae WAIKANAE RESERVE RATES Operating ,880 Waikanae WAIK BEACH ACCESSWAYS Operating Otaki OTAKI RATES/INSCE Operating 1,815 1,538 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 1,859 37,180 Other Operating Cost 58,541 58, , , , , , , , , , , , , , , , , , , , , ,985 9,155,698 ADMINISTRATIVE OVERHEADS FOR CAPITAL PROJECTS Renewal , , , , , , , , , , , , , , , , , , , , ,184 5,103,152 Other Renewal Capital Costs , , , , , , , , , , , , , , , , , , , , ,184 5,103, Other New Capital Costs Other Total 58,541 58, , , , , , , , , , , , , , , , , , , , , ,169 14,258,850 Total Parks and Open Spaces 4,886,634 3,710,244 5,826,936 5,472,361 5,513,186 5,168,323 5,301,710 5,088,349 4,556,571 5,711,671 5,948,270 5,404,350 4,832,960 5,524,189 5,049,044 5,948,277 5,297,614 4,784,348 4,809,181 5,032,059 5,045,030 5,153,097 5,156,096 96,865,797 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9 YEAR 10 YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Sum of 10/11 Median Last Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Sum of Bud Total 12/13 Description Total Actual 5yrs Budget 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 to 31/32 Operating Cost Total 2,691,517 2,578,580 3,085,560 3,377,081 3,390,590 3,448,673 3,451,837 3,506,175 3,514,503 3,522,915 3,531,410 3,539,991 3,551,101 3,560,129 3,569,259 3,578,492 3,587,829 3,599,563 3,584,396 3,592,274 3,600,245 3,608,312 3,736,311 68,630,807 Renewal Capital Costs Total 1,025, ,097 1,677, , ,469 1,004, , , , , ,732 1,394, ,732 1,363, , ,657 1,209, , , , , , ,657 17,838,433 New Capital Costs Total 1,169, ,966 1,064,072 1,460,128 1,287, ,128 1,060, , ,128 1,232,739 1,520, , , , ,128 1,520, , , , , , , ,128 16,107,166 Parks financial forecast format Page 5 Date Printed: 30/09/2011

219 DRAFT ASSET MANAGEMENT PLAN PART B: Wastewater ( ) September 2011 The Kāpiti Coast District community wants to see that: Outcome 1: Outcome 3: Outcome 4: Outcome 7: There are healthy natural systems, which people can enjoy The nature and rate of population growth is appropriate to community goals The Community makes wise use of local resources and people have the ability to act in a sustainable way on a day to day basis The District has a strong, healthy and involved community This asset management plan demonstrates how the wastewater infrastructure that the Council owns contribute to the achievement of those outcomes.

220 Table of Contents Contents Table of Contents...2 EXECUTIVE SUMMARY...7 Our strategic goal... 7 What we do... 7 Trade Waste...8 Why we do it... 8 Key issues... 8 Implications for Wastewater management of wider issues... 8 Earthquake and Tsunami Preparedness...8 Proposed Expressway...9 Peak oil and other resource shortages...9 Climate Change...9 Specific Key Issues for Wastewater... 9 Inflow and Infiltration and Condition Assessment... 9 Consent Renewals...9 Pump Stations Renewals...9 Use of Predictive Modelling for System Optimisation... 9 Impact of Water Metering on Wastewater Flows... 9 Biosolids (Dried Sludge)...10 Asbestos Cement (AC) Pipes...10 What the community expects...10 Table 1 Wastewater levels of service and related performance indicators Key assumptions and uncertainties How we fund it...11 How much it costs INTRODUCTION Goals and Asset Types...12 Wastewater strategic goals...12 Asset types covered by this plan Activity description and rationale...12 Wastewater Catchments...13 Wastewater in the Ōtaki Catchment...13 Wastewater in the Waikanae Catchment...13 Wastewater in the Paraparaumu Catchment...14 Trade Waste...14 Biosolids...14 Asset Value...14 Figure 1.1: GRC Percentage by Catchment Linkages...16 Figure 1.2: AMP linkages Key Issues...16 Implications for Wastewater services...16 Improving Community Resilience Earthquake and Tsunami Preparedness...17 Proposed Expressway...18 Peak oil and other resource shortages...18 Climate Change...18 Mitigation (reduction of greenhouse gas emissions) Adaptation /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 2 of 95

221 Contents Growth Management...19 INTRODUCTION...20 Specific Key Issues for Wastewater Inflow and Infiltration and Condition Assessment Consent Renewals...20 Pump Stations Renewals...20 Use of Predictive Modelling for System Optimisation Impacts of Universal Water Metering on Wastewater Flows Wastewater Treatment Plant (WWTP) Upgrades Growth in Unserviced Areas...21 Biosolids (Dried Sludge)...21 Asbestos Cement (AC) Pipes Significant Negative Effects...23 Table 1.1: Significant Negative Effect...23 Table 1.2: Assessment against planning level factors LEGAL & POLICY REQUIREMENTS Legislative Requirements...26 Local Government Act Resource Management Act Civil Defence Emergency Management Act Bylaws...27 Table 2.1: Bylaw Status...27 Other Legislation Relevant standards Key Strategies and Council Policies...27 Table 2.2: Council Policies...27 Table 2.3: Strategies. Standards and Guidelines LEVELS OF SERVICE User Research and Expectations Community Expectations...29 Other Consultation Methods...29 Customer Service Requests and Complaints Users and Stakeholders...30 Key Partnerships & Stakeholders...30 Table 3.1: Wastewater users and expectations...30 Users...30 Table 3.2: Wastewater stakeholder expectations Stakeholders Customer Values...31 Table 3.3: Wastewater customer values Council s Strategic Goals...32 Community Outcomes...32 Leadership Statement...32 Table 3.4: Relevant elements of leadership statement Levels of Service...33 Wastewater Levels of Service...34 Table 3.5: Wastewater levels of service Gaps in Information or LoS Achievement...38 Performance and the LGA...38 Information Gaps...38 LoS Achievement Gaps /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 3 of 95

222 Contents 4.0 DEMAND MANAGEMENT Impacts of Residential Growth...39 Residential Development...39 Population...39 Trade Waste...39 Tourism...40 Commercial Development...40 Historic Wastewater Flows...40 Figure 4.1: Historical daily wastewater flow graphs Changing Demand Demand Forecasts...43 Network Modelling Demand Management Strategies...43 Table 4.1: Demand Management Strategies RISK MANAGEMENT Risk Management...45 Key Risks...45 Table 5.1: Risk Action Plan LIFE CYCLE MANAGEMENT General...49 Overview...49 Figure 6.1: Locations of wastewater treatment plants Private or Group Owned Wastewater Treatment Services Approach to Lifecycle Management...50 Data Sources...50 Table 6.1: Overall Confidence Data - Completeness Table 6.2: Overall Confidence Data - Accuracy...51 Asset Management Responsibilities...51 Table 6.3: Wastewater Roles and Responsibilities...51 Operations and Maintenance...52 Service Level Agreements...52 Health and Safety...53 Asset Data Collection...53 Improvements...53 Consents and Consent Renewal Asset Valuation...54 Gross Replacement Cost (GRC)...54 Figure 6.2: GRC for Kāpiti Coast s Wastewater Infrastructure Optimised Depreciated Replacement Cost (ODRC) Figure 6.3 ODRC for Kāpiti Coast s Wastewater Infrastructure Pipe Assets...55 Figure 6.5: Length of Wastewater pipe assets all schemes PVC Wastewater Pipe...56 Asbestos Cement (AC) Pipe...56 Asset Renewals...57 Asset Age...57 Figure 6.6: Asset Age vs. Remaining Life Condition Assessment...57 Renewals Prioritisation...57 Asset Development...58 Asset Disposal /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 4 of 95

223 Contents 6.2 Ōtaki Catchment...59 Asset Description...59 Table 2.7: Ōtaki Wastewater Scheme Asset Information Figure 6.8: GRC for Ōtaki Assets...59 Asset Age...60 Figure 6.9: Age of Ōtaki Scheme Assets...60 Asset Condition...60 Renewal Plan...60 Capital Works Plan Paraparaumu Catchment...61 Asset Description...61 Table 6.4: Paraparaumu Catchment Scheme Asset Information Figure 6.10: GRC for Paraparaumu Assets Asset Age...63 Figure 6.11: Age of Paraparaumu Scheme Assets...63 Asset Condition...63 Renewal Plan...63 Capital Works Plan...64 Disposal Plan Waikanae Catchment...64 Asset Description...64 Table 6.5: Waikanae Catchment Scheme Asset Information Figure 6.12: GRC for Waikanae Scheme Assets Asset Age...65 Figure 6.13: Age of Waikanae Scheme Assets...65 Asset Condition...65 Renewal Plan...66 Capital Works Plan...66 Disposal Plan FINANCIAL SUMMARIES Financial Summaries year Financial Forecast Key Assumptions Confidence Levels Valuation Summary...69 Table 7.1: Valuation summary main asset groups Development Contributions Revenue and Financing Policy ASSET MANAGEMENT PRACTICES Asset Management Data...71 Table 8.1: Asset management data quality assessment Asset Management Processes...73 Table 8.2: Asset management processes assessment Asset Management Information Systems Table 8.3: Asset management information systems assessment Organisational / Commercial Strategies...77 Table 8.4: Organisational and commercial strategies IMPROVEMENT PLAN Improvement Plan...79 Table 9.1: Improvement plan Improvement Programme Monitoring /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 5 of 95

224 Contents Appendices...84 Appendix A: Risk Register...85 Appendix B: Asset Valuation Register Appendix C: Wastewater Catchment Maps Appendix D: Wastewater Resource Consents Appendix E: Financial Forecasts (A3 Sheets) /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 6 of 95

225 Executive Summary EXECUTIVE SUMMARY Our strategic goal To provide wastewater infrastructure that:. protects public health; protects the natural environment; provides for continuity of service within the concept of sustainability. Whilst educating the community about the benefits and role of wastewater collection, treatment and disposal as well as improving their awareness of the implication of stormwater ingress into the wastewater systems; encouraging the community to participate in decision making processes and to be informed about changes or initiatives within the District regarding wastewater; ensuring the District s treated wastewater and biosolids are disposed in an efficient and sustainable manner. What we do Council is responsible for the provision and management of 3 wastewater schemes at Waikanae, Paraparaumu/ Raumati, and Otaki. These schemes contain a mix of assets. Otaki: The discharge to the Otaki Wastewater Treatment Plant (WWTP) is controlled by a major pumping station located at the inlet to the plant. The wastewater from this system is treated by a combination of oxidation pond, clarifier and aerated lagoon at the Otaki WWTP before discharging to a wetland disposal system. The average daily flow discharged from the WWTP in 2010/11 was 1,945m3/day. Assets include Wastewater Treatment Plant (1); Pipes (50km); Manholes (920); Pump Stations (31). Waikanae: Wastewater flows from Waikanae are transferred to the Paraparaumu wastewater treatment plant via the Rauparaha transfer pump station. Assets include: Pipes (80km); Manholes (1428); Pump Stations (13). Paraparaumu/Raumati The discharge to the Paraparaumu Wastewater Treatment Plant is controlled by four major pump stations located at the downstream end of the catchment. The treatment plant discharges treated effluent via a wetland into the Mazengarb Stream. The average daily flow discharged from the WWTP in 2010/11 was 9,831m 3 /day (inc Waikanae). Assets include: Wastewater Treatment Plant (1); Pipes (150km); Manholes (3329); 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 7 of 95

226 Executive Summary Pump Stations (98). The sewage sludge produced by the Paraparaumu and Otaki treatment plants is stabilised via thermal heat drying. The Council produces an average of 2,555 tonnes of dried biosolids on an annual basis which is disposed at the Otaihanga Landfill. Trade Waste. Trade Waste is managed under the Council s Trade Waste Bylaw The aim of the bylaw is to protect the community s assets and prevent problems. The bylaw specifies that certain standards of quality are met by each commercial discharger controlling the amounts of solids, fats, chemicals, etc that are discharged Responsibilities The wastewater assets are managed by the Water and Wastewater asset team. Service level agreements are in place with currently the Council s Operations team and Treatment team to carry out the operation and maintenance functions as well as minor capital works. Most capital works are carried out by external companies selected via a competitive process. Why we do it The legal basis for involvement with wastewater supply as an activity is derived from Section 11 A of the Local Government Act 2002 The legislative justification for asset ownership is covered under the following Acts and Sections: Section 130, 131,(LGA 2002) Sections 23, 25 (Health Act 1956) Sections 116B and 123 (Building Act 2004). The Council is therefore responsible for the delivery of wastewater services to the community in perpetuity. This includes collection, treatment of wastewater, discharge of treated effluent to the environment, and the disposal of dried solids. Key issues For the period covered by this Asset Management Plan (AMP), the following key issues relating to wastewater services have been identified: Implications for Wastewater management of wider issues Improving community resilience Wastewater services contribute to building community resilience through protection of public health. Resilience is usually built into the wastewater systems through: robust design of treatment plants and emergency power supplies; emergency storage within pump stations; development and Implementation of emergency response plans. Earthquake and Tsunami Preparedness Significant work has already been done in the area of seismic risk mitigation and Civil Defence Emergency Planning. There are likely to be lessons to be learned from the 2010/2011 earthquakes in Canterbury that will be able to be applied to mitigate failure risk from ground shaking and liquefaction. In particular, the risks associated with asbestos cement (AC) pipes will need to be reassessed in light of how poorly they performed during the Canterbury events. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 8 of 95

227 Executive Summary Proposed Expressway At the time of writing this AMP it is understood that the impact of the proposed expressway will be limited to relocations of existing wastewater infrastructure that is directly affected by the expressway construction route and provision of a service corridor for future infrastructure within the expressway alignment. This does not represent a cost issue for Wastewater services. Peak oil and other resource shortages Potential shortages of fuel on a temporary or longer term basis will have direct impacts on maintenance regimes. The Council will investigate alternative energy sources and alternative plant and machinery powered by non-fossil fuel sources. Climate Change The main effects on the wastewater activity will be: increased water scarcity; effect on network infiltration and overfows from increased rainfall events and groundwater level change; potential damage to structures during extreme events; potential loss of assets through coastal erosion. Specific Key Issues for Wastewater Inflow and Infiltration and Condition Assessment Infiltration of stormwater and groundwater into the wastewater pipe network is a known issue within the existing wastewater networks. There will be continued programmes of CCTV assessment of wastewater pipes to identify priority areas for maintenance or renewal. Consent Renewals Treated effluent discharge consents need to be renewed eg Paraparaumu Wastewater Treatment Plant, Mazengarb Drain consent expires in Increased environmental awareness and concerns with freshwater quality across the Country are likely to have a significant impact on the consent renewal process. Discharges of treated wastewater effluent into urban waterways are becoming increasingly difficult to consent. Pump Stations Renewals Ongoing wastewater service provision is highly vulnerable to pump station failure. This is due to a large number of wastewater pump stations within the wastewater catchments. Use of Predictive Modelling for System Optimisation Future growth may create pressures on existing wastewater system capacity. The ongoing use of network models (InfoWorks) combined with catchment flow measurement will allow pumping systems to be optimised to ensure maximum use is made of existing capacity, to assess storage requirements, and to identify areas of overflow risk. Impact of Water Metering on Wastewater Flows A lower expected water supply demand with water metering will reduce dry weather wastewater flows. The impact of reduced wastewater flows are: higher risk of wastewater pipe blockages due to decreased fresh water flow; overall reduction in average wastewater flows leading to reduction in wastewater treatment and pumping costs. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 9 of 95

228 Executive Summary Biosolids (Dried Sludge) Dried biosolids are currently trucked to the Otaihanga landfill at an average rate of seven tonnes per day. The current resource consent for the landfill allows for this activity to continue until 2029 and there is sufficient capacity at the landfill to continue this practice until the consent expires. There are however a number of issues with the continuation of this practice that pose significant risks for the Council. Asbestos Cement (AC) Pipes A high proportion of the Council s AC pipelines were installed over a short period in the late 1970s in Paraparaumu and Waikanae and will need replacement over a similarly short timescale starting in the late 2030s. A large scale renewal programme across the District would be disruptive and difficult to manage in a short timescale. What the community expects Fairly extensive research on community expectations has been carried out over the last few years through community consultation. As a result of analysing this feedback, the following primary levels of service have been developed for the water supply activity. Table 1 Wastewater levels of service and related performance indicators Proposed levels of service Proposed measures Safety Under normal operating conditions, No more than one public notification of unsafe collection and management of wastewater bathing areas due to discharges from the and operation of facilities cause no health wastewater network. hazards) Reliability Service outages are less than 24 hours in duration Quantity and range of contaminants discharged has minimal-negative impact on the environment Receiving natural environments are not damaged by effluent discharge and are enhanced where possible Responsiveness Requests for service are addressed promptly 95% of reported blockages, spills and breaks resolved within 4 hours of being reported All effluent leaving the treatment plant meets resource consent requirements Emergency storage capacity is designed to hold peak wet weather flows during a 1 in 2yr rain event. No more than 2 notifications of wastewater spills to Greater Wellington during any 12 month period Unplanned interruptions to supply are addressed within 4hrs. Key assumptions and uncertainties Assumptions Current levels of service will be maintained as a minimum. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 10 of 95

229 Executive Summary Future water demand is based on medium population growths for each scheme as summarised in Part A. Capital expenditure is programmed where growth is projected to create a demand for wastewater services that cannot be met by existing infrastructure; infrastructure is required to allow demand to be managed efficiently (e.g. implementation of water loss strategy); there are current deficiencies in levels of service in known areas or to existing customers. Operations and maintenance costs are based largely on historical expenditure and current LoS and assume there are no significant changes in contract rates above the rate of inflation. Scheduled maintenance expenditure includes maintenance renewal of asset components which are under the capitalisation threshold of $1,000 and $5,000, and defined as maintenance activities. Wastewater assets will normally remain in Council ownership throughout the planning period. Uncertainties A lack of accurate condition data requires the current renewals programme to be based on asset life and engineering judgement. How we fund it Operating Costs Present charging system flat charges: o fixed charge for each separately used or inhabited part of a rating unit o half fixed charge for non-connected properties where services available o some direct charges through Trade Waste bylaw Proposed to shift to Districtwide funding over five years (currently rates vary between schemes). Capital Costs Development contributions pay for capacity incurred for private development. Other capital expenditure is paid through loans and the component of the fixed charges Capital costs are funded by fixed charges per connection. How much it costs See financial summary Appendix E. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 Page 11 of 95

230 1.0 Introduction 1.0 INTRODUCTION 1.1 Goals and Asset Types Wastewater strategic goals The wastewater goals have a strong link to the community outcomes and levels of service. These goals, in tandem with Council policies, have given rise to the development of key wastewater supply strategies and form the basis for levels of service. These goals are summarised: Design, operate, use and maintain the wastewater network whilst avoiding adverse effects on the environment; Provide appropriate infrastructure to allow continuous treatment and discharge of wastewater, and maintain or renew assets within the concept of sustainability; Protect public health and the environment. Asset types covered by this plan The Council is responsible for the provision and management of three wastewater catchment schemes at Waikanae, Paraparaumu/ Raumati, and Ōtaki. These schemes contain a mix of assets including: Wastewater treatment plants Pump stations Pipes Manholes Service connections Resource consents Note: Paekākāriki has no publicly owned wastewater infrastructure. Paekākāriki is serviced by private septic tanks. 1.2 Activity description and rationale The legal basis for involvement with wastewater as an activity is derived from Section 11 A of the Local Government Act 2002: 11A Core services to be considered in performing role In performing its role, a local authority must have particular regard to the contribution that the following core services make to its communities: a) network infrastructure b) public transport services c) solid waste collection and disposal d) the avoidance and mitigation of natural hazards e) libraries, museums, reserves, recreational facilities, and other community infrastructure. Section 11A: inserted, on 27 November 2010, by section 5 of the Local Government Act 2002 Amendment Act 2010 (2010 No 124) 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 12 OF 95

231 1.0 Introduction The Council is therefore responsible for the delivery of wastewater services to the community in perpetuity. This includes collection, treatment and discharge of treated effluent to the environment, and the disposal of dried solids. The requirements of these tasks range from practical considerations (repairs, replacements) through to legal considerations, (such as adhering to resource consent conditions and satisfying legislative requirements and current guidelines). Adequate provision must be made for changing legislation, standards, new technology, changing levels of service, and changing community focus. In addition, new or growing communities may want a wastewater service that has not previously been provided. (eg. Pressure or vacuum systems). An average of 11,800m 3 of wastewater is treated and discharged daily on dry weather days and 23,000m 3 from both treatment plants on a peak wet weather day. Wastewater Catchments The Council is responsible for the provision and management of three wastewater catchments at Waikanae, Paraparaumu/ Raumati, and Ōtaki. Wastewater in the Ōtaki Catchment Ōtaki is the third largest township in the Kāpiti region with a population of 5,466 (2006 census). The topography of the Ōtaki catchment is relatively flat and is separated into two parts on the east and west by a green belt. Ōtaki Beach is located to the west of the catchment and the Ōtaki River to the south. The bulk of the wastewater system was laid in the early part of the 1980s and incorporates a number of sewage pumping stations to support development in low lying areas of the catchment. The discharge to the Ōtaki Wastewater Treatment Plant (WWTP) is controlled by a major pumping station located at the inlet to the WWTP. The wastewater system is treated by a combination of oxidation pond, clarifier and aerated lagoon at the Ōtaki WWTP before discharging to a wetland disposal system. The average daily flow discharged from the WWTP in 2010/11 was 1,945m3/day. The Ōtaki scheme is made up of: Wastewater Treatment Plant (1) Pipes (50km) Manholes (920) Pump Stations (31) Wastewater in the Waikanae Catchment Waikanae is the second largest township in the Kāpiti region with a population of 10,233 (2006 census). The topography of the Waikanae catchment is relatively low lying and flat. It is bounded to the west by the Tasman Sea, to the south by the Waikanae River and the east by the Tararua Ranges. The bulk of the wastewater system was laid in the early part of the 1980s and incorporates a number of sewage pumping stations to support development in low lying areas of the catchment. Historically, wastewater generated from the Waikanae catchment was treated at oxidation ponds to the north west of the town (Pharazyn Reserve). This plant has been shut down in recent years and wastewater flows from Waikanae are transferred to the Paraparaumu wastewater treatment plant via the Rauparaha transfer pump station. The Waikanae scheme is made up of: Pipes (80km) Manholes (1428) 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 13 OF 95

232 1.0 Introduction Pump Stations (13) Wastewater in the Paraparaumu Catchment Paraparaumu is the largest township in the Kāpiti region with a population of 25,000 (2006 census). The Paraparaumu catchment has relatively flat topography and is located on coastal dunes. The bulk of the wastewater system was laid in 1980, and incorporates a large number of sewage pumping stations, many which serve only a handful of properties. The discharge to the Paraparaumu Wastewater Treatment Plant (WWTP) is controlled by four major pump stations located at the downstream end of the catchment. The treatment plant discharges treated effluent via a wetland into the Mazengarb Stream. The average daily flow discharged from the WWTP in 2010/11 was 9,831m 3 /day (inc Waikanae). Wastewater Treatment Plant (1) Pipes (150km) Manholes (3329) Pump Stations (98) Trade Waste Wastewater networks are designed for domestic wastes. Trade waste discharges (unless controlled) can put greater pressure on the wastewater network and may cause serious problems to the network, treatment plants, pumping stations and the people working in them. Trade Waste is managed under the Council s Trade Waste Bylaw The aim of the bylaw is to protect the community s assets and prevent problems. The bylaw specifies that certain standards of quality are met by each commercial discharger controlling the amounts of solids, fats, chemicals, etc that are discharged. The bylaw allows businesses to dispose of trade waste to the wastewater system and ensures premises are registered and inspected on a regular basis. There are also fees associated with trade waste discharges based on the increased treatment costs associated with the quality and quantity of waste discharged. Biosolids Biosolids are nutrient rich organic materials derived from wastewater solids (wastewater sludge) that have been stabilised through processing. These are the primarily organic solids created as a product of wastewater treatment processes and can be beneficially recycled or appropriately disposed of via disposal or incineration. The sewage sludge produced by the Paraparaumu and Ōtaki treatment plants is stabilised via Thermal Heat Drying. The dryer is a rotary drum located within a hot water heated outer shell, the water is heated via the Council s recently installed woodfired boiler. The Council produces an average of 2,555 tonnes of dried biosolids on an annual basis which is currently disposed at the Otaihanga Landfill. Asset Value Figure 1.1 below shows the Gross Replacement Cost (GRC) for each scheme as a proportion of the whole as at 1st July Paraparaumu has the largest proportionate GRC. The treatment plant that serves Waikanae and Paraparaumu has been listed as a separate item. The Ōtaki total value includes that area s treatment plant. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 14 OF 95

233 1.0 Introduction Figure 1.1: GRC Percentage by Catchment Scheme Gross Replacement Cost Ōtaki (inc treatment plant) $20,811,000 Paraparaumu $53,403,000 Waikanae $25,076,000. SCADA $88,000 Paraparaumu treatment plant $29,555,000 Total $128,933, /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 15 OF 95

234 1.0 Introduction 1.3 Linkages The Wastewater AMP demonstrates how the service delivered supports the achievement of the Council s Community Outcomes, and complies with legislative requirements. It also provides draft financial forecasts and activity information which feeds into the LTP. These relationships are summarised in the following diagram. Figure 1.2: AMP linkages 1.4 Key Issues Implications for Wastewater services A number of key issues for asset management are identified in Part A of the asset management plans. The following identifies which of those key issues has particular relevance for wastewater services and explains what that relevance is. Improving Community Resilience The resilience of a community can be defined as its ability to resist shocks as measured by its capacity to continue to function during crises and to return to normal functioning speedily once the crisis is over. Wastewater services contribute to building community resilience through protection of public health. Public health is protected through compliance with discharge consents. Minimisation of blockages and overflows protects the health of the public and recreational waters. In addition to capital upgrades of 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 16 OF 95

235 1.0 Introduction treatment plants, networks and pumping stations there must be diligent attention to operational performance. Earthquake and Tsunami Preparedness Wastewater infrastructure can be vulnerable to failure from landslips, ground shaking, liquefaction and tsunamis. Earthquake risks have been mapped by Greater Wellington Regional Council (GWRC). One specific outcome of earthquakes that can cause significant disruption to wastewater services is liquefaction. The liquefaction risk for most of the occupied land area in the District is high which corresponds to the area where wastewater reticulation networks are in place. Resilience is usually built into the wastewater systems through: robust design of treatment plants and emergency power supplies; emergency storage within pump stations; development and Implementation of emergency response plans. There are lessons to be learned from the 2010/2011 earthquakes in Christchurch that can be applied directly to the design of new infrastructure and for modifications to existing infrastructure. This includes mitigation of failure risk due to ground shaking and liquefaction. It is important that a measured approach is taken towards modifications or changes in design codes to ensure all implications of change are fully understood. The Council will take full advantage of the coordinated efforts of all NZ water and wastewater utilities to fully investigate opportunities to improve resilience of infrastructure against earthquakes (particularly liquefaction). Work has already been done in the some of these areas that can be developed further to ensure specific liquefaction risk mitigation and Civil Defence Emergency Planning continues to improve. These include: Membership of the Wellington Lifelines Group (WeLG). Engineering lifelines are the essential utility systems that serve communities - water supply, transportation (road, rail, sea and air), electricity and gas supply, communication networks (telephone, television, cable and radio) and wastewater. Lifelines groups are voluntary associations of utility companies that work to reduce the vulnerability of their systems to natural hazards and improve performance during and after a disaster. The Council has been a member of the Wellington Lifelines Group for over 10 years and continues to support the group and its function. Lifelines WeLG has been directly involved in the recovery process in Christchurch and is planning several briefing workshops over the next 12 months. These will ensure lessons learned and opportunities for improvement are passed onto members. Asbestos Cement (AC) Pipes Pipe Assessment 2011/12 A high proportion of the Council s AC pipelines were installed over a short period in the late 1970s in Paraparaumu and Waikanae. The standard useful lives indicate that these pipelines will need replacement over a similarly short timescale starting in the late 2030s, shortly after the end of the present planning period. A large scale renewal programme across the two major settlements of Paraparaumu and Waikanae would be disruptive and difficult to manage in a short timescale. Forecast renewals peaks could also overlap with forecast renewals in Paekākāriki in around 2030 and in Ōtaki in around /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 17 OF 95

236 1.0 Introduction Although deterioration cannot be stopped, prioritisation of more critical and more degraded pipelines for replacement can extend the useful life of networks and spread renewals over a more manageable period. Active monitoring and management of the condition and performance of the Council s AC pipeline networks (particularly pressure pipes) should therefore be viewed as essential. Other works previously completed: Treatment Plants Earthquake Risk Reduction Study 2006; Continued Critical Infrastructure Functions - Business Continuity Plans for wastewater treatment and operations updated on a bi-annual basis; Council Civil Defence Emergency Plan that details planning and response procedures. Proposed Expressway At the time of writing this AMP it is understood that the impact of the proposed expressway will be limited to relocations of existing wastewater infrastructure that is directly affected by the expressway construction route and provision of a service corridor for future infrastructure within the expressway alignment. This does not represent a cost issue for Wastewater services. Peak oil and other resource shortages Potential shortages of fuel on a temporary or longer term basis will have direct impacts on maintenance regimes. The Council will investigate alternative energy sources and alternative plant and machinery powered by non-fossil fuel sources. The commissioning of the wood fired drier at the Waikanae Wastewater treatment plant is one tangible example of a commitment to investigate alternative fuels. The Council will also monitor developments in these areas with a view to adopting proven new technologies and will also review maintenance schedules to ensure greatest fuel efficiency is achieved. Climate Change The impacts of Climate Change include increases in the frequency of storm events, extremes in weather including droughts, and sea level rise. The main effects on the wastewater activity will be: increased water scarcity; effect on network infiltration and overfows from increased rainfall events and groundwater level change; potential damage to structures during extreme events; potential loss of assets through coastal erosion. Mitigation (reduction of greenhouse gas emissions) Reducing its greenhouse gas emissions is a key issue for the Council. The wastewater activity generates carbon dioxide emissions through the use of vehicles and machinery and methane emissions during the decomposition of biosolids. As identified in the paragraph on peak oil, the Council will continue to identify and implement ways to reduce its greenhouse gas (GHG) footprint through greater fuel efficiency of machinery and vehicles and through changes to maintenance schedules where necessary. Currently, the Council is 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 18 OF 95

237 1.0 Introduction supporting a trial of a process at the Otaihanga WWTP which, if successful, has the potential or reduce very significantly the quantities of both gases emitted by the wastewater activity. The graph below shows the significant reduction in CO2 emissions as a result of the installation of the woodfired boiler which is used to dry sewage sludge before disposal to landfill. In connection with mitigation efforts, the Council also incurs obligations under the Emissions Trading Scheme through the wastewater activity. The Emissions Trading Scheme will impact on operating costs of the waste water activities in two main ways: increasing the cost of electricity, and increasing the disposal costs of sewage sludge to landfill. While the tonnes of CO2 equivalent (i.e. all greenhouse gases including methane converted to CO2 equivalent) associated with these activities can be estimated, the future price per tonne of CO2 cannot. In the case of sewage sludge, the liability can be reduced or eliminated by collecting and burning the methane produced by the material as it decays either by putting the waste into a landfill with gas-capture facilities or by processing the waste to get the methane before it is sent to landfill. Adaptation Vigilant monitoring of the network and treatment plant already needed for planning and proof of performance will contribute to advance warning of long term changes brought about by climate change. Changes to treatment processes and capability for flow buffering through provision of storage are already incorporated into planning for growth, resource consent compliance, emergency response preparedness and addressing customer concerns. Similarly planning wastewater systems for growth and actions taken to minimise demand and system infiltration will allow the Council to ensure it understands long term changes to wastewater systems from climate change. Growth Management The Council s Economic Development Strategy and the Choosing Futures - Community Outcomes conclude: The nature and rate of population growth is to be appropriate to community goals The strategy seeks to achieve balanced community development and make a distinction between the types of economic development that might occur within each catchment. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 19 OF 95

238 1.0 Introduction INTRODUCTION Specific Key Issues for Wastewater Inflow and Infiltration and Condition Assessment Inflow and Infiltration relates to the ingress of stormwater or groundwater into the wastewater reticulation network. This can occur through leaking pipes (groundwater), illegal cross connections and surface flooding through gully traps or manhole lids. All underground wastewater pipe networks are subject to some level of inflow and infiltration. This additional flow can greatly increase the volume of wastewater within the network leading to overflows and increased pumping and treatment costs. Ongoing condition assessment of the wastewater network using CCTV technology provides more confidence when determining areas for renewal or rehabilitation. CCTV imagery files that are currently in DVD or VHS format will be converted to be capable of enquiry through the GIS system. Infiltration is a known issue within the existing wastewater networks. There will be continued programmes of CCTV assessment of wastewater pipes to identify priority areas for maintenance or renewal. Consent Renewals Treated effluent discharge consents need to be renewed eg Paraparaumu Wastewater Treatment Plant, Mazengarb Drain consent expires in Increased environmental awareness and concerns with freshwater quality across the Country are likely to have a significant impact on the consent renewal process. Discharges of treated wastewater effluent into urban waterways are becoming increasingly difficult to consent. Pump Stations Renewals Ongoing wastewater service provision is highly vulnerable to pump station failure. This is due to a large number of wastewater pump stations within the wastewater catchments. Plans to refurbish existing pump stations are developed by condition assessment and feedback from maintenance staff. Future pump station renewal programmes will need to be based on formal condition and performance assessment programmes for the pump stations that prioritises refurbishment according to assessed risk or failure. Use of Predictive Modelling for System Optimisation Future growth may create pressures on existing wastewater system capacity. The ongoing use of network models (InfoWorks) combined with catchment flow measurement will allow pumping systems to be optimised to ensure maximum use is made of existing capacity, to assess storage requirements, and to identify areas of overflow risk. Impacts of Universal Water Metering on Wastewater Flows A lower expected water supply demand with universal water metering will reduce dry weather wastewater flows. The impact of reduced wastewater flows are: overall reduction in average wastewater flows leading to reduction in wastewater treatment and pumping costs. Wastewater Treatment Plant (WWTP) Upgrades Ōtaki WWTP: Future upgrades are required to dispose of treated effluent to land, de-sludging of the oxidation ponds and installation of storage to buffer peak wet weather (stormwater) flows. The sludge upgrade of the Ōtaki WWTP plant was completed in July /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 20 OF 95

239 1.0 Introduction Paraparaumu WWTP: Upgrades are required to the sludge dryer along with investigations into long-term options for biosolids disposal. Investigations are required into the capacity of the DAF process. Growth in Unserviced Areas Wastewater networks to service future growth immediately north of Waikanae can be provided with little implication to existing infrastructure. Should residential growth extend further north into the food production areas of the district, then significant wastewater planning issues would arise in servicing new catchments. Existing pump stations have been assessed and some will need upgrades to capacity as growth occurs. For new developments, the assessment of the viability of alternative solutions is encouraged. Alternatives include pressure or vacuum systems and extension of septic tank areas. Both will reduce development loading on the existing wastewater network. Biosolids (Dried Sludge) Dried biosolids are currently trucked to the Otaihanga landfill at an average rate of seven tonnes per day. Until the recently completed Ōtaki treatment plant upgrade, wet sludge from Ōtaki was also disposed of at the landfill. The current resource consent for the landfill allows for this activity to continue until 2029 and there is sufficient capacity at the landfill to continue this practice until the consent expires. There are however a number of issues with the continuation of this practice that pose significant risks for the Council. The New Zealand Waste Minimisation Strategy Target 2.4 states: By December 2007, more than 95 per cent of wastewater sludge currently disposed of to landfill will be composted, beneficially used, or appropriately treated to minimise the production of methane and leachate. Progress towards this Target has not been able to be measured, due to a lack of information. It should be noted that a landfill with gas and leachate collection is an acceptable disposal option. Target 9.4 states: By December 2010, all substandard landfills will be upgraded or closed. Significant numbers of substandard landfills have closed, however remediation work to improve the standard of existing landfills is also occurring. It should be stressed that this Waste Strategy contains targets only, and does not constitute legislation but poses a level of risk that the Council should be aware of. Environmental Sustainability Future trends in wastewater sludge treatment disposal tend to be directed towards beneficial reuse of the sludge, either as a product or as an energy source. Landfilling is not recommended as a waste strategy, although it is still the most commonly used. It is an acceptable method when disposed in an appropriately designed landfill. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 21 OF 95

240 1.0 Introduction Preferential Use of the Landfill Site The landfill site covers approx 12ha that currently sits unused other than a small area set aside for the disposal of biosolids. This land could be utilised for both active and passive recreation. There are also opportunities to set aside some of this land for waste minimisation business ventures. These potential use options are being considered over the next 12 months but finding an alternative use for the Council s biosolids will also need to be considered. Reduction in overall costs Alternative use options have the potential to reduce the Council s costs associated with disposal. Composting potential offers savings. Asbestos Cement (AC) Pipes A high proportion of the Council s AC pipelines were installed over a short period in the late 1970s in Paraparaumu and Waikanae. The standard useful lives (70 years) indicate that these pipelines will need replacement over a similarly short timescale starting in the late 2030s. A large scale renewal programme across the District would be disruptive and difficult to manage in a short timescale. Although deterioration cannot be stopped, prioritisation of the critical and more degraded pipelines for replacement can extend the useful life of networks and spread renewals over a more manageable period. Active monitoring and management of the condition and performance of the Council s AC pipeline networks is currently being undertaken. The continued development of the AC pipe modelling will assist with the prioritisation of the critical and more degraded pipelines. Prior to the 2015 LTP the current forward renewals program will need to be updated to consider the AC pipeline risks. The Council will need to consider development of potential options such as: targeted critical AC main replacement; bulk replacement within individual zones; gradual increased funding; reactive replacement only. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 22 OF 95

241 1.0 Introduction 1.5 Significant Negative Effects Potential negative effects of Council s ownership and management of wastewater infrastructure are: Table 1.1: Significant Negative Effect Significant Negative Effect The economic cost of desired infrastructure improvements may exceed the community s ability to fund (i.e. Treatment Plants). Cultural Social Economic Environmental Mitigation of Negative Effects Consult with the community on all costs and options for Levels of Service through the LTP process. Apply for funding from MoH where appropriate. Wastewater overflows. Compliance with Resource Consents and the Council s Engineering Code of Practice and Guidelines. Maintenance programme and environmental controls. septic tanks in non-reticulated (rural) areas (i.e. poorly maintained) Adequate land for treatment of Wastewater treatment eg biosolids disposal to landfill or other. Monitor non-reticulated communities and review the Water & Sanitary Service Assessments Monitor available land and/or options for disposal of sludge (i.e. forest) The significant negative effects identified above can be managed and/or mitigated by effective risk management, options assessments, asset management and operational procedures. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 23 OF 95

242 1.6 The Level 1 of this Plan 1.0 Introduction Current practices and availability of data means that this AMP is currently written at a Basic Level. The appropriate level of sophistication of planning for asset groups is a strategic decision for the Council. The degree of sophistication beyond a basic approach should be determined according to a variety of criteria including costs and benefits that are derived from more advanced planning, legislative requirements, risks from asset failure, the size, condition and complexity of the assets and customer expectations. The appropriate level of sophistication for Council wastewater assets management planning is as follows: Table 1.2: Assessment against planning level factors Criteria Assessment Comment District population size Intermediate A comparison of factors including urban area, town populations and total population showed that water supply asset management practice in Kāpiti Coast should be at the District wide risks Average annual costs Legislative requirements Size, condition and complexity of assets in group Risks associated with failures Organisational skills and resources Customer expectations Sustainability considerations Intermediate Intermediate Intermediate Intermediate Intermediate level. Analysis of District-wide risks for relevant to all asset groups confirmed that asset management practice should be at Intermediate level. The budget allocation to wastewater is the largest component of Council activities. In addition to the policy of meeting minimum legislative requirements, there is a rigid regional regime for discharge consents. There is a range of assets with varying levels of formal condition assessments and management plans in place. Assets are of significant complexity and have a current depreciated replacement valuation of $81,613,638 approximately 12% of the value of all Council assets Intermediate Higher than other activities due to public health responsibilities, potential impacts on sustainability of water resources and damage to other infrastructure and property from asset failure. Intermediate Intermediate Intermediate Significant breadth and depth of specialist skills to plan and operate water supplies are required with use of sophisticated technology and management techniques to meet compliance requirements and increasing customer demands. Succession planning issues are recognised and mitigated to the extent possible given a small pool of potential recruits to specialist positions. Planning systems are being implemented across the asset group and being incorporated into the asset management process. Customer expectations for wastewater are seen as medium to high with urban communities expecting high reliability, quality and responsiveness to service outage. The role of Council wastewater services to provide for community growth while mitigating environmental impact on surface water resources, coastlines and groundwater will grow. Wastewater infrastructure is expensive to maintain and failure of infrastructure can have widespread social and economic impact 1 For an explanation of planning levels, see Introduction of Part A /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 24 OF 95

243 1.0 Introduction This analysis suggests that the asset management practice of Wastewater services at Kāpiti Coast District Council should be at the Intermediate level. However, current practices and availability of data means that the AMP is currently written at a Basic level. The asset management practice will be improved over the next three years and the AMP will move to Intermediate level at the next review round. Specific improvements are identified in the Improvement Plan. (Chapter 9). 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 25 OF 95

244 2.0 Legal & Policy Requirements 2.0 LEGAL & POLICY REQUIREMENTS 2.1 Legislative Requirements The preparation and implementation of this Asset Management Plan and its long term financial forecasts helps Kāpiti Coast District Council comply with legislative requirements. Key legislation relating to wastewater is: Resource Management Act 1991 & Amendments; Local Government Act 2002; Civil Defence Emergency Act 2002; Health Act (1956 and amendments). The Council will make sure it is compliant with the relevant legislative requirements related to the wastewater activity. This includes environmental performance and governance through the implementation and continuous improvement of this AMP. In addition to the legislative requirements for providing wastewater services, as outlined in Section 1.2, there are other key legislative requirements that apply: Local Government Act 2002 In addition to the general requirements of the Local Government Act, S 125 specifically places a requirement on councils to assess sanitary services from time to time. Resource Management Act 1991 The RMA 1991 provides an environmentally focused framework for Local and Regional Authorities to administer powers with regard to development and the management of natural resources. The RMA 1991 focuses on the effects of activities rather than on the activities themselves. The Council s District Plan provides the rules that apply to subdivision, land use consent and development in conjunction (where necessary) with the rules in the Regional Soil and Water Plan for the Wellington Region administered by the Regional Council for purposes of controlling discharges to the environment. Growth is driving the demand for water/wastewater infrastructure to provide adequately for communities health and safety. Civil Defence Emergency Management Act 2002 The expectations under the CDEM Act 2002 is that Council services will function at the fullest possible extent during and after an emergency, even though this may be at a reduced level (i.e. ensure continuity of a Level of Service, especially to critical customers). In addition, the Council has established planning and operational relationships with regional CDEM groups to deliver emergency management within our boundaries. Wastewater is regarded as a critical service and is given special consideration within Council emergency management procedures. Every effort will be given to restore wastewater immediately after an event to at least provide adequate sanitation and health albeit services may be limited. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 26 OF 95

245 2.0 Legal & Policy Requirements Bylaws The Council currently has two Bylaws in place which relate to the Wastewater activity. The status of these is shown below. Table 2.1: Bylaw Status Bylaw General Bylaw 1991 Trade waste Bylaw 2007 Status Operative Operative Other Legislation Other legislation and accompanying regulations that have direct impact on the water supply activity through compliance requirements include: Building Act (2004) Health and Safety in Employment Act Relevant standards Maintenance and operational standards for the delivery of Wastewater Supply services are specified in maintenance contracts and service level agreements (SLAs). The Code for Subdivision and Development, entitled Subdivision and Development Principles and Requirements is the principal document to define design requirements. In addition, there are a number of other documents that guide the maintenance, management and provision of services and assets. Wherever possible, relevant AS/NZS standards are used as the basis for determining standards of design and construction. Refer Table 5 below. 2.3 Key Strategies and Council Policies There are a number of formal Council policies that have direct impact on the wastewater service: Table 2.2: Council Policies Policy Name Policy on Partnerships between the Council and the Private Sector Funding Impact Statement (including Rating Policy) Policy on Determining Significance Liability Management Policy Revenue and Financing Policy Development Contributions Policy Community Consultation Policy Status Current Current Current Current Current Current Current 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 27 OF 95

246 2.0 Legal & Policy Requirements Table 2.3: Strategies. Standards and Guidelines Strategy Name Development Management Strategy National Freshwater Plan NZS 4404:2010 Subdivision and Development Standard Sustainable Subdivision and Development on the Kāpiti Coast Status Operative Operative Operative Operative 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 28 OF 95

247 3.0 LEVELS OF SERVICE 3.1 User Research and Expectations 3.0 Levels of Service Community Expectations Through customer feedback processes, the Council has identified key issues relating to community expectations, and the effectiveness of service delivery and costs associated with the service. This information is collected via a number of mechanisms that include: submissions on the Annual Plan and Long Term Council Community Plan (LTCCP); analysis of Customer Service Request database, complaints and feedback; issues based or project specific community feedback. More specifically the community has identified the following goals relating to growth within the District: focus on accommodation of local natural population growth; intensification is explored in areas where it will clearly contribute to community goals; specified areas for medium density housing includes Paraparaumu Town Centre, Waikanae Town timing and extent of release of new land for residential develoment relates to the vision of the District and not to external pressures; efficient use of existing infrastructure; new population supports developmnent of a local District economy; local community are involved in decision making processes. Other Consultation Methods The Council has engaged in a variety of communication approaches both to seek public opinion and to communicate its decisions and programmes to residents in the area. The wastewater strategy and the approach to the provision of wastewater services have been derived from the outputs of: customer service requests, feedback and complaints; consultation carried out as part of the LTCCP and Annual Plan process (Including Assessment of Water and Sanitary Services); involving Māori in decision making via Te Whakaminenga o Kāpiti. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 29 OF 95

248 3.0 Levels of Service Customer Service Requests and Complaints The Council operates a service request register on Council s electronic Customer Service Request system. This system registers each call that comes in, its general content, the action carried out and the date and time of resolution. Data has been collected since 2002 and is classified into complaint types. Analysis of this information provides very useful input into modification of operational practices and monitoring programmes, and prioritisation of capital works and renewals. 3.2 Users and Stakeholders Key Partnerships & Stakeholders The 10 year anniversary of the Memorandum of Partnership between the three Iwi and Kāpiti Coast District Council occurred in The mechanism for progressing this partnership is Te Whakaminenga o Kāpiti. The four organisations Kāpiti Coast District Council (Council), Te Runanga o Raukawa and hapu (Ngāti Pare, Ngāti Koroki, Ngāti Mai Ōtaki, Ngāti Kapumanawawhiti and Ngāti Huia ki Katihiku); Te Runanga o Te Āti Awa ki Whakarongotai, Te Runanga Toa Rangatira and hapu Ngāti Haumia, have worked hard to maintain and build a worthwhile relationship. Other key stakeholders who have a general or particular interest in the wastewater services for Kāpiti are tabulated below: Table 3.1: Wastewater users and expectations Users Group The Kāpiti Coast District community of owners, residents, of which some have special needs (eg dialysis patients, retailers and industries using water with chemicals) Expectation/need Safe, reliable wastewater service sanitation and disposal of wastes from processing Affordable and efficient service that is responsive to requests and complaints Efficient use of water resources that minimises environmental impact Includes commercial and institutional users Utility Companies (power,telecommunications etc) Information about the capacity and location of existing and proposed wastewater services 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 30 OF 95

249 3.0 Levels of Service Table 3.2: Wastewater stakeholder expectations Stakeholders Group Greater Wellington Regional Council Expectation/need Communication about existing and future wastewater needs Contribution to regional initiatives such as water and land plans, protection of waterways Compliance with consents for abstraction and discharge Ministry of Health Assessment of public health risks and implementation of management plans to minimise risk Ministry for Environment Compliance with National Environment Standards and RMA regulations Environmental Groups Watchdog on impacts from infrastructure development and discharges Landowners On a case by case basis where they may be affected by infrastructure development and impact of discharges 3.3 Customer Values The core values considered to be of importance to customers for wastewater are as follows: Table 3.3: Wastewater customer values Safety - ensure that public health and safety is safeguarded at all times by mitigating the quantity and quality of contaminants discharged Reliability Provide a reliable, efficient, affordable and environmentally responsible wastewater system Responsiveness - The Council responds to service requests promptly in a respectful and friendly way, issues are addressed promptly. Community Engagement - communities have direct input into planning decisions where appropriate. Sustainability - wastewater is managed in order to ensure long term sustainability and environmental impacts from Council activities are low. Water Quality Wastewater produced by the District now and in the foreseeable future is effectively collected and treated Any possible health hazards from the collection or management of wastewater are minimised, and facilities provided are safe 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 31 OF 95

250 3.0 Levels of Service 3.4 Council s Strategic Goals The levels of service developed need to take into account the strategic goals of the Council as determined and reconfirmed through LTCCP consultations over the past decade. Community Outcomes The Wastewater activity supports the following Community Outcomes through this AMP: Outcome 1: There are healthy natural systems, which people can enjoy. Outcome 3: Outcome 4: Outcome 7: The nature and rate of population growth is appropriate to community goals. The Community makes wise use of local resources and people have the ability to act in a sustainable way on a day to day basis. The District has a strong, healthy and involved community. Leadership Statement The Council s Leadership Statement, published in the LTCCP, addresses 16 issues on which the Council considers it needs to adopt a leadership role in the community. Particularly relevant for Wastewater when considering levels of service are: Table 3.4: Relevant elements of leadership statement Leadership Statement Building resilience Participation, Communication and Consultation Exploring the Local Food Economy Partnership Closing the Loop: Council services Waste and Energy Relevance Wastewater networks allow a community to actively respond and adapt to change over time. There is reduced reliance on single systems especially through encouragement of the use of alternative systems where they are sustainable. Community involvement with proposals to change or develop wastewater services are a vital to decision making processes. Capability to provide access for wastewater disposal in built communities and for rural supply schemes is a significant contributing factor towards realisation of the food production potential for the District. Consultation with community bodies and external stakeholders, with subsequent recognition and respect for their views, through open information flow has been an integral part of significant projects to develop wastewater infrastructure or to change approaches to wastewater service provision The commitment to a zero waste policy provides entry into opportunities to utilise alternative energy sources or to generate energy in provision of wastewater services to the District. Beneficial re-use of sewage waste is a good example of this commitment. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 32 OF 95

251 3.5 Levels of Service 3.0 Levels of Service Combining the expectations and requirements of legislation, industry standards, users, stakeholders, and the Council, Levels of Service (LoS) have been developed as discussed in Part A, Chapter 4. They have been prioritised into primary and secondary LoS based on an assessment of their relative importance to the community and the Council. The primary LoS will flow through to the Council s annual reporting requirements. The secondary LoS will be monitored and reported on through internal activity reporting. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 33 OF 95

252 3.0 Levels of Service Wastewater Levels of Service Table 3.5: Wastewater levels of service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS Primary LoS 1,7. Safety ensure that public health and safety is safeguarded at all times by mitigating the quantity and quality of contaminants discharged Under normal operating conditions, collection and management of wastewater and operation of facilities cause no health hazards Zero noncompliances of resource consents No more than one public notification of unsafe bathing areas per year due to discharges from the wastewater network.. Service level agreement (treatment) PAGE 34 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

253 3.0 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS 4,7 Reliability- Provide a reliable, efficient, affordable and environmentally responsible wastewater system Service outages are less than 24 hours in duration. Quantity and range of contaminants discharged has minimal negative impact on the environment. Receiving natural environments are not damaged by effluent discharge and are enhanced where possible. 85% of reported blockages, spills and breaks resolved within 5hrs of being reported. Zero non compliances None 95% of reported blockages, spills and breaks resolved within 4 hours of being reported. All effluent leaving the treatment plant meets resource consent requirements. Emergency storage capacity is designed to hold peak wet weather flows during a 1 in 2yr rain event. No more than 2 notifications of wastewater spills to Greater Wellington during any 12 month period. CBC report SLA (treatment and operations) PAGE 35 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

254 3.0 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS 7 Responsiveness The Council responds to service requests promptly in a respectful and friendly way, issues are addressed promptly. Requests for service are addressed promptly 85% of reported blockages, spills and breaks resolved within 5hrs of being reported. Unplanned interruptions to supply are addressed within 4hrs. CBC Report SLA (treatment and operations) Secondary LoS 4,7 Reliability Provide a reliable, efficient, affordable and environmentally responsible wastewater system Loading of stormwater into wastewater system is minimised. Residents service outages are less than 24hrs in duration Number of stormwater connections to wastewater assets reduced by 10 pa. CBC report. 4,7 Responsiveness The Council responds to service requests promptly in a respectful and friendly way, issues are addressed promptly. Customers are treated in a fair, consistent and respectful way. No more than 1 complaint per year from residents about not being respected or treated fairly by Council wastewater staff Audit of Service Request reports Customer survey. PAGE 36 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

255 3.0 Levels of Service Community Outcome (LTP) Activity Rationale and Strategic Objective (AMP) Customer Value (AMP) LoS Customer Levels of Service (LoS) in AMP Current measure Proposed measure Performance Measure Procedure Technical Levels of Service in operational plans, contracts, SLAs LoS 1,3,4,7 Community Engagement communities have direct input into planning decisions where appropriate. Communities have input in different ways throughout the process of managing significant new wastewater assets from early policy to funding allocations The Council will engage the Specialist Consultative procedure regarding changes and enhancements to the WW service and will provide up-todate information on the Council Website Communities of interest are involved at early stages of development in policy and formally consulted on funding levels in LTP. Annual Plan Process PAGE 37 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

256 3.0 Levels of Service 3.6 Gaps in Information or LoS Achievement Performance and the LGA Amendments to the Local Government Act 2002 particularly: 261A Purpose of rules specifying performance measures 261B Secretary must make rules specifying performance measures apply to the Wastewater Activity. These amendments signal the requirement to report standard performance measures for purpose of comparison with other local authorities. At the time of writing of this Plan, there is no indication as to what these performance measures will be. However, the Council also acknowledges the need to actively work with the Secretary for Local Government to ensure performance measures are relevant to the District and are connected to the Levels of Service. In 2010 two internal service agreements were put in place i. between the Asset Management team and the Operations Group ii. between the Asset Management Team and the Treatment Team A key outcome of both service agreements is to report monthly to a number of performance indicators. These indicators can be connected to new Levels of Service. There will now be significant data available for analysis in time for the commencement of this Plan. Information Gaps There are several gaps in the underpinning data which influence the Council s ability to deliver the desired levels of service systematic documentation of condition assessment of assets principally pipelines, treatment plants and pumping stations; integration of financial information with asset information; linking of customer request information with specific asset data. However the implementation of the performance reporting requirements of the service level agreements that have been described above will drive the development of processes to provide information and then track levels of service achievement. LoS Achievement Gaps Revised levels of service have been proposed with redefined performance measurements. As described above, the new Service Level Agreement reporting requirements are anticipated to provide impetus to integrating data collection systems that will then provide meaningful insight into performance trends and better capability for end of year analysis. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 38 OF 95

257 4.0 DEMAND MANAGEMENT 4.1 Impacts of Residential Growth 4.0 Demand Management The provision of the Wastewater Activity and its management is an essential element in the planning process. Growth and demand planning allows for the identification and quantification of key areas within the district that are likely to experience significant pressures. The Council Water Matters: Sustainable Water Management Strategy identifies that water is primarily a finite resource and outlines the Council s vision for water management throughout the District for the next 50 years. The need for water and the generation of wastewater are inextricably linked. The long-term issue identified is demand management and encouraging community responsibility for water use that will then impact dry weather wastewater flows. While the Council Water Matters: Sustainable Water Management Strategy does not address wastewater directly the link between water supply and wastewater management via the overarching term water management is clear. Residential Development Residential development is occurring in a number of areas around the district, particularly in the main urban centres. The desire to make better use of existing infrastructure promotes intensification in currently populated areas and any new proposed greenfield subdivisions will need to contribute to the wider community vision. Upgrades to existing infrastructure may also be necessitated by growth within urban areas. Population Projected population figures for the district are presented in Part A. The Council has decided to adopt the medium growth trajectory for the next planning horizon. These projections have been used to project wastewater flows for each of the three catchments, assuming medium growth. The assumptions used for these projections are detailed in subsequent sections. Residential growth is the main driver for future water consumption (and therefore wastewater production). With this growth will come normal additional water demand from growth of the commercial sector that is incorporated within the projected demand per resident. This plan assumes that no significant water using industries will arise within the time frame of this plan. Trade Waste There has been a large increase in businesses operating in Kāpiti in recent years and this has increased the amount of waste being discharged to the wastewater system. Wastewater networks are designed for domestic waste. Trade waste discharges (unless controlled) can put greater pressure on the wastewater network and may cause serious problems to the network, treatment plants, pumping stations and the people working in them. After extensive surveys of businesses throughout Kāpiti, and after a public consultation process, the Council introduced the Trade Waste Bylaw 2007 in January. This bylaw is similar to that of other local authorities throughout New Zealand. The bylaw allows businesses to dispose of trade waste to the wastewater system provided the trade waste complies with the Bylaw and that the premises are registered and inspected. The aim of the bylaw is to protect the community s assets and prevent problems. The bylaw specifies that certain standards of quality are met by each commercial discharger limiting the amount of solids, fats, chemicals, etc that are discharged. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 39 OF 95

258 4.0 Demand Management Tourism Tourism is one of the potential growth industries along the Kāpiti Coast. Due to an influx of tourists and second home owners the demand on wastewater infrastructure increases over the summer period. This adds extra burden to the available storage in schemes and also increases the peak demand dramatically in coastal areas putting further pressure on areas that are currently developing. Commercial Development Commercial development includes business, office block and industrial development. The growth in commercial development is expected to occur in tandem with residential growth and therefore projections for residential growth incorporate additional demands on the wastewater infrastructure from commerce. Historic Wastewater Flows Historic wastewater flows for the three wastewater catchments are presented graphically below. Figure 4.1: Historical daily wastewater flow graphs 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 40 OF 95

259 4.0 Demand Management 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 41 OF 95

260 4.0 Demand Management 4.2 Changing Demand The Council operates two wastewater treatment plants to service approximately 43,000 people, or 92% of the District population. Wastewater from the Waikanae catchment scheme is treated and disposed of at Paraparaumu. The Ōtaki Wastewater Treatment Plant (WWTP) treats wastewater from the serviced area of Ōtaki with an estimated population of 6,000. The plant also treats wastewater from local commercial and industrial facilities. The plant was upgraded in 1997 with a design to serve a medium population growth projection. In 2011 the Ōtaki WWTP was upgraded for sludge processing. Given the actual limited growth over the second half of the last decade, there are no plans to provide additional capacity. The financial forecast details a number of initiatives for upgrade and renewal. These include a review of the wetland discharge area and provision of peak flow buffer storage. The Paraparaumu WWTP services the reticulated urban areas of Raumati, Paraparaumu and Waikanae. The plant is located at Fytefield Place, Paraparaumu. It uses an extended aeration activated sludge process with biological reduction with treatment reinforced by high intensity ultra violet treatment to kill pathogens in the final effluent. The Paraparaumu WWTP is designed to meet consented limits for discharge into the Mazengarb drain at a rate of up to 18,600 m3 per day. The Council expects that some additional augmentation to some of the processes eg the DAF will be required in 2018/19, in order to ensure that the plant continues to meet the discharge consent conditions. The plant currently performs well within consent limits. Wastewater flows (as average dry weather flow) from the catchments in Kāpiti are forecast on the assumption that the prime driver for increased flows is population growth. The basis for this forecast is explained in more detail at the start of Section 4.2. Population projections are provided in Part A. The peak daily wet weather flow has been projected by application of a peaking factor to the dry weather flow. The prime source of peak wet weather flow is infiltration from stormwater. An assumption is therefore made that as population grows the potential for infiltration of stormwater into wastewater network from inside properties or directly into the infrastructure grows proportionally. In summary, the main impacts of population changes, residential and commercial developments on the wastewater activity are: increased pressure on existing infrastructure; increase in wastewater discharges to the environment; requirement for robust asset data and network modelling to assist in decision making; increase in the number of assets vested in the Council; increase in maintenance, operations and depreciation costs; increased need to maximise funding potential; increased trade waste and therefore impact on treatment processes and efficiency. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 42 OF 95

261 4.0 Demand Management 4.3 Demand Forecasts Network Modelling Network modelling studies exist for Waikanae, Paraparaumu, and Ōtaki. These have been created using InfoWorks and have been calibrated for use to determine the impacts of any proposed sub division activities. Future growth can create pressures on existing wastewater system capacity. The ongoing use of InfoWorks models combined with catchment flow measurement will allow pumping systems to be optimised to ensure maximum use is made of existing capacity, to assess storage requirements, and to identify areas of overflow risk. 4.4 Demand Management Strategies Demand management strategies provide alternatives to the creation of new assets in order to meet demand and look at ways of modifying customer demands in order that the utilisation of existing assets is maximised and the need for new assets is deferred or reduced. Demand management is practised continuously to maintain the total demand at reasonable and sustainable levels. The key components of demand management when promoted as a package or strategy rather than in isolation can dramatically reduce the demand on the network. The key components with examples are provided below: Table 4.1: Demand Management Strategies Demand Wastewater Examples Component Legislation/ Regulation Compliance with resource consents (outlined in Section 7 - Environmental Stewardship). Education Education on the relationship between water use and wastewater production. Demonstrate the savings in cost and to the environment by minimising what ends up in the wastewater system. Educating communities regarding items that should not enter the system and why. Incentives Use dual flush toilets to save costs on water bills and to reduce space/volume requirements in the wastewater network and treatment facilities. Operation Setting design levels of service and advising the community. Minimising infiltration and illegal connections. Monitoring existing septic tanks maintenance and monitoring water quality to determine potential pollution. Rain water reuse with on-site storage for use in toilets etc. Regularly CCTV mains and inspect property connections for signs of infiltration and remedy. Seal system manholes and other entry points from direct stormwater ingress. Works programmes for renewals, upgrades and new works. Undertake optimisation review of existing plant and reticulation network. Ongoing up-to-date wastewater models. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 43 OF 95

262 4.0 Demand Management In addition to the above, new technologies can be effective in reducing impacts of growth and demand and the associated costs, such as: New materials become available which provide for a longer life of the assets; New construction/rehabilitation methods can make way for savings in reinstatement or renewal costs as well as time savings; New treatment systems can achieve high quality treated wastewater discharged to the environment. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 44 OF 95

263 5.0 Risk management 5.0 RISK MANAGEMENT 5.1 Risk Management An overview of the Council s Risk Management methodology can be found in Part A, Chapter 6. A full risk register for the Wastewater activity has been tabulated and is appended to this AMP (Appendix A). The Risk Register was developed in consultation with key Council officers by the Water & Wastewater Asset Manager. Key Risks The key risks associated with the Wastewater activity have been identified and assessed as follows in Table 9. Risk Action Plan. Table 9 is compiled from the Risk Register and highlights the most significant residual risks faced by the Wastewater activity. The main risks are listed in order of severity as assigned in consultation with key Council officers. Actions that are required to achieve the desired improvements are indicated along with how progress on these actions will be monitored and reported. Where applicable, action tasks will detail timeframes for achievement, and responsibility for these actions. Actions that are required to achieve the desired improvements are indicated in the table along with how progress on these actions will be monitored and reported. Net risk will be reduced by increasing the Council s ability to minimise the chances of the risk event occurring, or minimising the consequences should it occur. The actions need to be reviewed in context of the overall management of the asset, not just the minimisation of risk. Where possible, proposed actions are aligned with other initiatives to: reduce capital investment costs; reduce operating and maintenance costs; reduce business risk exposure (BRE); increase effective asset life / value; increase level of service. Extreme Natural Hazards is one additional risk included that does not become a priority if strictly following the risk scoring approach. This item requires recognition due to the heightened awareness that has arisen from the 2010/2011 Canterbury earthquakes where liquefaction caused severe damage to the infrastructure networks. Most of the Council wastewater infrastructure is located in areas that are mapped as high liquefaction risk. A close watching brief on outcomes and lessons learned from the Christchurch earthquakes (especially with respect to liquefaction) is critical. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 45 OF 95

264 5.0 Risk management Table 5.1: Risk Action Plan Risk Descriptor Risk Type Net Risk Action Responsibility Monitoring / Reporting Timeframes Handover of assets - low quality assets being handed over from developers and/or contractors. Operational Financial Reputation/ Image 16 Audit/ review of monitoring processes in construction of assets Review and improve handover, commissioning and acceptance process (e.g. use of producer statements) Handover, commissioning and acceptance process (draft) Formalised handover process and acceptance criteria Subdivision Dev Team W&WW Assets Team Operations Review policies and processes. Meet with Subdivision Dev Team fortnightly. Ongoing Lack of Internal Resources the ability to attract key staff and or retain skilled staff, and retain staff knowledge. Organisational 9 Develop better co-ordination for WW assets, esp WWPS. There are 8 WWPS in Pprm that should not have been installed or handed over to the Council. Look at review of recruitment policy (current lack of policies) Family/Lifestyle friendly policies Senior Leadership Team Financial Review manuals and documentation. Human Resources Review ability to deliver and manage workload to internal and customer service expectations. Within 12months Office accommodation/layout review Operations Power Failure Resulting in Overflows: Inoperable pump stations causing outage of 3 hours or more to a significant portion of a town Project Management projects inadequately scoped, budgeted, managed and documented, and reviewed, inadequate consultation with owners, resource consent issues etc resulting in time & cost, loss of image and other impacts. Operational; Environmental Public health Monitoring PDP process W&WW Assets Team Review benchmark data with emphasis on specialised roles 9 Backup generators at critical/ high flow stations W&WW Assets Critical supply agreement with power supplier Team Replace 100kVa with 80kVa trailer unit Operations Operational 8 Ensure adequate (quality) training for key staff W&WW Assets Team Financial Project Management Training for key staff / Recruit project management expertise Reputation/ Improvement of specific processes Corporate Services Image Safety Project management policy Access to external specialists Define accountabilities and mapping organisation wide impacts and priorities Review progress at monthly meetings with Operations Team Monitor training participation of staff Staff Managers Monitor correlation between training and project management issues on an annual basis Within 12 months Ongoing PAGE 46 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

265 5.0 Risk management Risk Descriptor Risk Type Net Risk Action Responsibility Monitoring / Reporting Timeframes Moderate Natural Hazards (landslips, storm event, power failure) causing damage to assets and or hindering development Environmental Public Health Organisational Financial 8 Liaise with Regional agencies to identify hazards and Senior Leadership Regular meetings Ongoing ensure emergency response mechanisms are in place in Team the event of a hazard occurring Business continuity planning W&WW Assets Team Emergency Management Team within the Council dedicated resources. New EOC. Emergency management team Inadequate condition/performance assessments lack of reliable data for renewals/replacements and valuations Operational Financial 8 Develop ongoing condition assessment process through CCTV Implement proactive maintenance strategy e.g. for pump stations Human Resources. W&WW Assets Team Monthly meeting with Operations manager Ongoing Develop wastewater mains (gravity and rising) risk assessment. Operations Regular checks against action list by asset manager Processes to ensure that knowledge is transferred, stored and accessible. Define champions and successors. External backup of performance information Review the capturing of SCADA faults and report information over time to identify trends Inadequate Planning for Growth resulting in under-capacity infrastructure Operational Financial Reputation/ Image 8 Growth Strategy and Development Contributions Policy Develop network models and strategise for growth Plan change 75 onsite storage and options for grey water Consideration of latest pop projections W&WW Assets Team SLT Regular checks against action list by asset manager Raise outstanding issues with SLT 12 months Odours from Treatment Plants Environmental/ Reputation/ Image Legislative 8 Continued improvements to WWTP s Monitor trends / SRS / complaints Develop odour monitoring plan, odour modelling Continue to ensure retention of buffer zones Protection of odour control shelter belts WW modelling review W&WW Assets Team Operations Regular checks against action list by asset manager Monthly meeting with Operations manager Ongoing Network Capacity Failure failure of network to cope with capacity from flows (sewage, inflow and infiltration) resulting in overflows, possible contamination of environment and public. Potentially resulting in infection or injury Operational Environmental Public Health Reputation 8 Community Education programmes re use of water, generation of WW, Inflow and Infiltration Strategic review (underway) (Inflow / Infiltration monitoring and prevention) W&WW Assets Team Regular checks against action list by asset manager Ongoing Image PAGE 47 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

266 5.0 Risk management Risk Descriptor Risk Type Net Risk Action Responsibility Monitoring / Reporting Timeframes Extreme Natural Hazards (Landslips, earthquake, liquefaction) causing damage to assets or hindering development Public Health 8 Liaise with Regional Agencies CDEM Operations Team Regional Lifelines Environmental Ensure Network Flexibility for Security of Services W&WW Assets Team Network monitoring/improvements Organisational Business Continuity Planning Operations Emergency Response Fianancial Reservoir Auto Shut Off Valves Planned installations Ongoing PAGE 48 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

267 6.0 Life cycle management 6.0 LIFE CYCLE MANAGEMENT 6.1 General Overview The Council has three wastewater catchment schemes, Ōtaki, Paraparaumu and Waikanae. These catchments are serviced by two wastewater treatment plants located at Ōtaki and Paraparaumu. The schemes service approximately 43,000 residents. Refer to Appendix C for Catchment Maps. The Council s reticulated wastewater collection, treatment and disposal systems serve the residents and businesses of the urban communities of Ōtaki, Waikanae, Paraparaumu and Raumati. The map below shows the locations of the two treatment plants. Assets associated with the wastewater network include pipes, service connections, manholes, pump stations, and treatment plants. Figure 6.1: Locations of wastewater treatment plants PAGE 49 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

268 6.0 Life cycle management Private or Group Owned Wastewater Treatment Services The following residential communities or operators have private or group owned wastewater treatment facilities. Waikanae Downs, Nikau Valley, Mourie Meadows, Residential apartments north of Fisherman s table (Aoriki Villas). The following commercial or seasonal operations within the district have a privately owned reticulated wastewater disposal service: Forest Lakes Camp, Palm Grove Christian Camp, Ngātiawa Camp, Tuatara Brewery, Riverslea Lodge, 906 Restaurant, Belvedere Motels, Fisherman s Table Restaurant The Council issued building permits and conducted building inspections for these facilities when they were installed. The Council is not responsible for the operation, maintenance or the compliance monitoring of Greater Wellington Regional Council (GWRC) discharge consents for these facilities, this is up to the owners of the facility and the GWRC. Approach to Lifecycle Management This section of the AMP outlines the approaches taken to operate the wastewater assets to the determined levels of service whilst optimising lifecycle costs for the three schemes. Part A, Chapter 8 describes the components of lifecycle management categories. Data Sources Asset data is required for all categories of life cyle management. Currently, asset data that includes asset attribute information as well as maintenance history is retained on the Councils Bize Asset system which has a GIS interface. This system has no direct link to the Council s financial system. Valuation data is not retained on Bize Asset but on a separate asset register. Where data (other than financial) within this system is inadequate, the AM team relies on paper records or institutional knowledge. Historical financial information for operations and maintenance work is currently collected at scheme level not asset level. As built records of new or modified assets are entered on the GIS system. PAGE 50 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

269 6.0 Life cycle management Data Confidence and Reliability Table and 6.2 below reflect the confidence in the asset data for the wastewater activity. Table 6.1: Overall Confidence Data - Completeness Asset Type Pipes Other Service Connections Manholes Pumping Stations Treatment Plants Consents Scada Highly Reliable Reliable Uncertain Very Uncertain Table 6.2: Overall Confidence Data - Accuracy Asset Type Highly Reliable Reliable Pipes Uncertain Other Service Connections Manholes Pumping Stations Treatment Plants Consents SCADA Very Uncertain to the Council will improve the quality and extent of data retained and reported to improve risk-based decision making. Current gaps and proposed measures to close these gaps are described in successive parts of the lifecycle management section. In particular there is a shortage of asset condition data. Asset Management Responsibilities Table 6.3: Wastewater Roles and Responsibilities Party Role Specific Responsibilities Water and Wastewater Asset Team Responsibility for the management of assets and services Financial control Performance monitoring Development of strategies and policies Customer service Planning PAGE 51 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

270 6.0 Life cycle management Asset management planning Network Maintenance (Operations) Capital Works Contractors (Various) Professional Services Providers under management of Asset Team (Panel) Council Customer Services Call Centre Council Building/Resource Consents and Monitoring Completion of the majority of operations and maintenance Responsible for implementation of new asset and renewal projects Professional services provision Call Centre, Customer Contacts Oversee new applications for developments affecting assets As detailed in Service Level Agreement Ongoing Operation and maintenance of the network Physical construction of specified network improvements Professional advice, design, project management, reports Pass on customer queries and record resolution of issues Liaise with Utilities and representatives Operations and Maintenance Operations and maintenance is carried out by two sections of the Council; the Operations Group for the collection and transportation of wastewater and the treatment team for the treatment and disposal. Service Level Agreements In 2010 two internal service level agreements were put in place i. between the Asset Management team and the Operations Group ii. between the Asset Management Team and the Treatment Team The service level agreements define the scope of works, responsibilities and performance expectations in order to deliver levels of service. The agreements outline expectations for asset data collection and also recognise the need to have access to asset data to be able to demonstrate performance. The operations and maintenance costs and projected costs are outlined in Section 7 for each catchment that follow. Projections are based on historic need, as well as knowledge of efficiencies and savings that will be achieved through improvements. A key outcome of both service agreements is to report monthly to a number of performance indicators. These indicators are connected to new Levels of Service and are in the areas of: financial performance including unit repair costs, unplanned maintenance costs and planned maintenance costs; asset deterioration including numbers of failures and progress towards completion of planned maintenance programmes; customer response the numbers of unplanned service interruptions, the achievement of response times and customer complaints and feedback; operational efficiency including the status of operational plans, emergency plans and the amount of rework on assets; health and safety compliance safety and traffic plan status, hazard assessment, incidents and near misses; water quality including compliance with standards, customer complaints, and level of work quality checks for maintenance and construction work; training programmes and work planning programmes. PAGE 52 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

271 6.0 Life cycle management Health and Safety The managers of the Operations Group and the treatment team are responsible for the health and safety of their staff as well as the health and safety of the public that may be affected by their work. Accordingly, they are expected to implement health and safety plans and traffic management plans, regularly assess hazards and to report incidents and near misses. Asset Data Collection A principle objective of the service level agreements is to optimise data management. Data management includes the collection, recording, analysis, reporting and use of asset data for purposes of operations and asset management. The agreement acknowledges that data management will improve progressively provided there is cooperation and support from both parties. Ultimately, the data is to be recorded against specific assets that have unique identifiers. The type of data to be recorded includes: asset description; asset location (via GIS) in plan view and depth; asset condition; planned maintenance schedule times, and frequency, person responsible, nature of work, labour, materials, plant (with costs); unplanned maintenance - times, and frequency, person responsible, nature of work, labour, materials, plant (with costs); as built records for new or replaced assets; link to customer request for work. A review of the advantages and disadvantages of potential improvements to the systems for the collection of detailed information that records details of work completed, costs, time and materials used at asset level will be undertaken within the term of the first agreement. Improvements Better financial data to asset level will assist with all areas of lifecycle management. It will: provide guidance as to where maintenance programmes and maintenance standards need attention: help with decision making to know when replacement of assets are a more efficient option than ongoing repair: help to know when delivery and treatment costs could be offset through provision of increased capacity. Continued use and consolidation of CCTV data will provide confidence in internal condition of wastewater network and identification of high infiltration area. Consents and Consent Renewal A list of the consents applicable for the wastewater activity is included in Appendix E. The resource consents listed have been granted by the Greater Wellington Regional Council and can be grouped into two categories: land use consents; discharge permits (to land, air or water). Land use consents have been obtained where works are required to the wastewater systems. These include works such as excavation of a riverbed, construction of structures, channel realignment and bank protection works. PAGE 53 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

272 6.0 Life cycle management As the consent holder, Kāpiti Coast District Council is responsible for ensuring compliance with the conditions of the consent while the Regional Council will monitor whether the conditions of consent are being met. The conditions are generally those required to mitigate the effects of the works. These are only relevant at the time the works are being undertaken and generally do not require ongoing monitoring. Conditions of consent may include sediment control measures, maintaining fish passage during works and reinstatement requirements. Discharge permits are required for discharges to water, air or land. The consents that have been obtained include discharges from treatment plants during maintenance activities. These consents contain a number of conditions relating to monitoring of the discharge. These conditions include: conditions restricting the rate of the discharge; monitoring of the ph and flow of the receiving river at the time of discharge; requirement to keep a record of the rate, volume, duration, date, time of the discharge and the ph and flow of the river; requirement for a Monitoring Manual or Programme to be prepared; requirement for an Annual Report summarising monitoring. Asset Valuation Gross Replacement Cost (GRC) The total GRC for the wastewater infrastructure is $128,932,000; a breakdown for each asset type is shown below. Figure 6.2: GRC for Kāpiti Coast s Wastewater Infrastructure PAGE 54 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

273 6.0 Life cycle management Optimised Depreciated Replacement Cost (ODRC) The total ODRC is $81,614,000; a breakdown by asset type is shown below: Figure 6.3 ODRC for Kāpiti Coast s Wastewater Infrastructure Pipe Assets Pipe assets account for approximately 40% of the value of the water supply assets owned by the Council. The significance of this value has consequential impacts for deriving robust replacement programmes and allocating adequate resource to operational/maintenance needs. Because these assets are buried and therefore out of sight, the Council recognises it needs to place significant effort into capturing pipe asset data and understanding pipe asset condition. A more detailed district wide summary of the pipe assets in all schemes is provided below. Figure 6.5: Length of Wastewater pipe assets all schemes PAGE 55 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

274 6.0 Life cycle management PVC Wastewater Pipe Failures can arise in PVC pipelines through poor installation and damage, especially in older materials, but the material itself does not deteriorate in normal operating conditions. The rubber ring joints in some modern material pipes are another failure mechanism. However, failures of rubber ring joints are confined to installation issues and the life of these joint types matches the pipe material. The Council operations servicemen are aware of rubber ring joints becoming dislodged where installation methods were unsatisfactory. Asbestos Cement (AC) Pipe AC pipes were installed in New Zealand between the 1940s and Older pipes have thicker walls and are more tolerant of deterioration than newer pipes. In the absence of specific information, pipes installed before 1970 are assumed to have a useful life of 70 years while newer pipes are assumed to have a useful life of 60 years. Because larger pipes have thicker walls than smaller pipes this slightly underestimates the life of the larger, more critical pipelines. A high proportion of the Council s AC pipelines were installed over a short period in the late 1970s in Paraparaumu and Waikanae. The standard useful lives indicate that these pipelines will need replacement over a similarly short timescale starting in the late 2030s, shortly after the end of the present planning period. A large scale renewal programme across the two major settlements of Paraparaumu and Waikanae would be disruptive and difficult to manage in a short timescale. Although deterioration cannot be stopped, prioritisation of more critical and more degraded pipelines for replacement can extend the useful life of networks and spread renewals over a more manageable period. PAGE 56 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

275 6.0 Life cycle management Asset Renewals Asset Age Figure 6.6 below shows a comparison between the average age of the assets and the average base life, and shows the majority of the network is between 10 and 25 years old with varying levels of remaining life. This also shows that, on average, the 27 SCADA components are near the end of their life. The Remaining Useful Life ranges from 0 to 5 years indicating there are assets that require renewing or useful lives extending. Figure 6.6: Asset Age vs. Remaining Life 100 Average of Age Average of Remain Life Years Consents SCADA Treatment Wastewater Pipe Wastewater Points Wastewater Pump Station Wastewater Service Wastewater Manhole Component Condition Assessment The most recent asset valuation was conducted with only limited condition ratings. Renewals are reviewed regularly, with any deferred work re-prioritised alongside new renewal projects and a revised programme established where required. A lack of accurate condition data requires the current renewals programme to be based on asset life and engineering judgement. CCTV video footage within the wastewater network provides evidence of current wastewater condition. Improved condition assessment data will be from two sources: 1. field data that is collected by operational staff during maintenance work according to prescribed data fields; 2. limited testing of assets that are sampled and tested by specialists. Renewals Prioritisation Assets are renewed in order to maintain levels of service. It follows that priority for renewal should be based on an assessment to asset level of the risks of failing to deliver the levels of service. The overall objective is to steadily renew assets considering the following: age profile; condition profile; level of on-going maintenance; economic lives of the materials used; PAGE 57 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

276 6.0 Life cycle management criticality of the asset; financial and customer risks. It is anticipated that prior to the next valuation more condition data will be collected that will support decisions on renewals and maintenance programmes. Asset condition affects the probability of failure of an asset. However, other criteria also affect probability such as: operability often influenced by location and access fo maintenance, availability of spares, skills needed to operate; external and often unexpected events - ranging from traffic loading to significant events such as flood and liquefaction risk. Future asset data or links to other information systems will improve our capability to assess operability, condition and vulnerability to external influences. A formal approach to assessment of asset criticality needs to be developed that adequately describes and evaluates the consequence of asset failure. Once criteria to assess probability of failure and criticality are formalised, the criteria can then be applied to specific assets to assess the asset risk. High asset risk may warrant advancing asset replacement that precedes predicted life or occurrence of breakages. The importance of the development of this formal approach will increase with time as the asset age profile in Kāpiti changes. Prioritisation tools that use the concepts outlined above will allow the Council to cut its cloth to fit a replacement budget that is affordable to the community and that mitigates the impact of future expenditure bulges by smoothing expenditure programmes. Asset Development New assets are usually installed because there is a need for additional infrastructure capacity or because there is a need to improve levels of service. A large proportion of wastewater infrastructure assets in the Kāpiti Coast District are fairly new. Historically the Kāpiti Coast has been an area of high growth. Therefore works are usually generated due to lack of capacity within the existing schemes rather than renewal of old existing infrastructure. Continued use of CCTV techniques will identify areas of high infiltration. The use of already developed hydraulic models is intended to identify potential blockage areas, pipes with limited capacity and opportunities to optimise pumping regimes and wet weather storage. Asset Disposal Kāpiti Coast has no plans to dispose of any wastewater assets at this time. PAGE 58 OF /12 WASTEWATER ASSET MANAGEMENT PLAN July2011

277 6.0 Life cycle management 6.2 Ōtaki Catchment Asset Description An overview of the Ōtaki scheme is included in Appendix C. The following asset components make up the Ōtaki wastewater scheme. The table below summarises the assets at component level, indicating the expected life, age, condition and financial information for each item. Table 2.7: Ōtaki Wastewater Scheme Asset Information Quantity Base Life Asset Age GRC ($) ODRC($) Dep. ($) Consents $80,000 $15,810 $3,000 Treatment Plant Components $4,622,648 $2,546,874 $89,026 Wastewater Pipes (m) 56, $8,278,040 $4,849,144 $115,504 Wastewater Manholes (Nodes) $3,761,317 $2,514,643 $41,815 Wastewater Pump Station Components $2,159,176 $930,440 $47,262 Wastewater Laterals (m) 18, $1,909,489 $1,441,761 $21,197 Totals $20,810,672 $12,298,671 $317,804 Figure 6.8: GRC for Ōtaki Assets 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 59 OF 95

278 6.0 Life cycle management Asset Age Figure 6.9 shows the average age and remaining useful life of Ōtaki s wastewater assets. Most of the assets are well under halfway through their useful lives, with the exception of the resource consents. Figure 6.9: Age of Ōtaki Scheme Assets Average of Age Average of Remain Life Wastewater M anhole Wastewater Service Wastewater Pump Station Wastewater Points Wastewater P ipe Treatment Consents Years Asset Condition Limited data is available that can be used for renewal planning at this stage. Renewal Plan The overall Levels of Service objective is to steadily renew assets considering the following: age profile; condition profile; level of on-going maintenance; economic lives of the materials used; financial and customer risks; Renewals are reviewed regularly, with any deferred work re-prioritised alongside new renewal projects and a revised programme established where required. The renewal is plan is provided in Section /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 60 OF 95

279 6.0 Life cycle management Capital Works Plan Capital works are generally initiated through triggers such as growth, Levels of Service, regulatory, operational efficiency, or vested (gifted) through subdivisions. The capital works programme is provided in section Paraparaumu Catchment Asset Description An overview of the Paraparaumu wastewater scheme is included in Appendix C The table below summarises the assets at component level, indicating the expected life, age, condition and financial information for each item. Table 6.4: Paraparaumu Catchment Scheme Asset Information Quantity Base Life Asset Age Consents $120,000 $35,600 $6,756 Treatment Plant Components*** $29,555,000 $19,599,928 $712,202 Wastewater Pipes (m) 185, $26,836,308 $16,924,554 $351,804 Wastewater Manhole $12,728,209 $8,946,020 $141,445 (Nodes) Wastewater Pump Station $6,616,263 $3,115,017 $153,760 Components Wastewater Laterals (m) 74, $7,102,512 $5,042,813 $78,917 Totals 265,319 $73,375,702 $50,581,069 $1,308,715 GRC ($) ODRC($) Dep. ($) ** Note treatment plant also serves Waikanae catchment 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 61 OF 95

280 6.0 Life cycle management Figure 6.10 below shows the GRC for the wastewater assets associated with the Paraparaumu Scheme, which amounts to $73,375,702. but including the treatment plant ($29,555,000) which also serves the Waikanae catchment. Excluding the treatment plant from the summary, pipes account for 50% of the GRC for the catchment. Figure 6.10: GRC for Paraparaumu Assets 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 62 OF 95

281 6.0 Life cycle management Asset Age Figure 6.11 shows the average age and remaining useful life of Paraparaumu s wastewater assets. Most of the assets are shown to be around 20 years old, with the reticulation assets having longer lives resulting in a shorter lifecycle for pump station and treatment asset types. Figure 6.11: Age of Paraparaumu Scheme Assets Average of Age Average of Remain Life Wastewater Manhole Wastewater Service Wastewater Pump Station Wastewater Points Wastewater Pipe Treatment Consents Years Asset Condition Limited data is available that can be used for renewal planning at this stage. Renewal Plan The overall Levels of Service objective is to steadily renew assets considering the following: age profile; condition profile; level of on-going maintenance; economic lives of the materials used; financial and customer risks. Renewals are reviewed regularly, with any deferred work re-prioritised alongside new renewal projects and a revised programme established where required. The projected 20 years renewal expenditure will be improved as data confidence, accuracy and asset condition assessments are updated. These budgets may be adequate to maintain current Levels of Service, however, the potential number or size of problems that may be identified as confidence in the asset data increases may make these budgets inadequate in the future. The renewals plan is provided in Section /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 63 OF 95

282 6.0 Life cycle management Capital Works Plan Capital works are generally initiated through triggers such as growth, Levels of Service, regulatory, operational efficiency, or vested (gifted) through subdivisions. The capital works plan is provided in Section 7. Disposal Plan The Council has no plans to dispose of any wastewater assets at this time..6.4 Waikanae Catchment Asset Description An overview of the Waikanae wastewater scheme is included in Appendix C. The table below summarises the assets at component level, indicating the expected life, age, condition and financial information for each item. Table 6.5: Waikanae Catchment Scheme Asset Information Quantity Base Life Asset Age GRC ($) ODRC($) Dep. ($) Consents $200,000 $42,857 $9,091 Wastewater Pipes (m) 86, $14,205,867 $8,648,516 $190,213 Wastewater Manholes (Nodes) $5,804,417 $3,930,799 $64,510 Wastewater Pump Station $1,293,972 $656,876 $30,265 Components Wastewater Laterals (m) 38, $3,571,277 $2,361,139 $39,681 Total $25,075,533 $15,640,187 $333,760 Figure 6.12 following shows the GRC for the wastewater assets associated with the Waikanae Scheme, which amounts to $25,075,500. Pipes account for 57% of the GRC, followed by manholes (23%), pump stations (5%) and service connections (14%) as major assets. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 64 OF 95

283 6.0 Life cycle management Figure 6.12: GRC for Waikanae Scheme Assets Asset Age Figure 6.13 shows the average age and remaining useful life of Waikanae s wastewater assets. Most of the assets are less than halfway through their useful lives, with the exception of the pump station and service lines. Figure 6.13: Age of Waikanae Scheme Assets Average of Age Average of Remain Life Wastewater M anhole Wastewater Service Wastewater Pump Station Wastewater Points Wastewater P ipe Co nsents Years Asset Condition Limited data is available that can be used for renewal planning at this stage. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 65 OF 95

284 6.0 Life cycle management Renewal Plan The overall Levels of Service objective is to steadily renew assets considering the following: age profile; condition profile; level of on-going maintenance; economic lives of the materials used; financial and customer risks. Renewals are reviewed regularly, with any deferred work re-prioritised alongside new renewal projects and a revised programme established where required. The projected 20 year renewal expenditure will be improved as data confidence, accuracy and asset condition assessments are updated. These budgets may be adequate to maintain current Levels of Service, however, the potential number or size of problems that may be identified as confidence in the asset data increases may make these budgets inadequate in the future. The renewals plan is provided in Section 7. Capital Works Plan Capital works are generally initiated through triggers such as growth, Levels of Service, regulatory, operational efficiency, or vested (gifted) through subdivisions. Disposal Plan The Council has no plans to dispose of any wastewater assets at this time. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 66 OF 95

285 7.0 FINANCIAL SUMMARIES 7.1 Financial Summaries 7.0 Financial Summaries This section outlines the long-term financial requirements for the operation, maintenance, renewal and development of the wastewater assets based on long-term strategies and tactics outlined earlier in the plan. Funding issues are discussed and key assumptions made in preparing financial forecasts are noted year Financial Forecast The 20 year financial forecast also includes the previous 5 years for comparison can be found in Appendix E. 7.2 Key Assumptions The basis for the financial forecasts is explained in the lifecycle management plans (chapter 6.0). The following general assumptions have been made in preparing the 20-year expenditure forecast: 1. Capital expenditure is programmed where infrastructure is required to allow demand to be managed efficiently there are current deficiencies in levels of service in known areas or to existing customers. 2. Development capital expenditure includes reconfiguration, enlargement or creation of new assets 3. Renewals expenditure covers replacement costs for asset components not included above, including refurbishment. 4. Operations and Maintenance costs are based largely on historical expenditure and current LoS and assume there are no significant changes in contract rates above the rate of inflation. 5. Scheduled maintenance expenditure includes maintenance renewal of asset components which are under the capitalisation threshold of $5,000, and defined as maintenance activities. 6. Wastewater assets will remain in Council ownership throughout the planning period. 7. All expenditure is stated in dollar values as at June 2010 with no allowance made for inflation over the 10-year planning period. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 67 OF 95

286 7.3 Confidence Levels 7.0 Financial Summaries The grading system for describing confidence in data is described in Part A, Chapter 8. Confidence grades for wastewater data have been assessed as: Demand forecasts C - Uncertain Service gap interpretation B - Reliable Quantities U- Uncertain Condition grades C - Uncertain Unit rates B - Reliable Base lives B - Reliable Remaining lives C - Uncertain Valuation and depreciation C - Uncertain Financial forecasts o short-term 1-3 years C Uncertain o mid-term 4-10 years D Very Uncertain o long-term years D Very uncertain Forecasts will be improved with more sophisticated analysis and improved knowledge of the assets as discussed in Chapter 9 and in Part A, Chapter /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 68 OF 95

287 7.4 Valuation Summary 7.0 Financial Summaries A valuation summary of the main asset groups for the three wastewater catchments is tabulated below: Table 7.1: Valuation summary main asset groups Scheme Asset Group RC ODRC Ann Depn Pipes 8,278,040 4,849, ,504 Manholes (Nodes) 3,761,317 2,514,643 41,815 Services 1,909,489 1,441,761 21,197 Pump Stations 2,159, ,440 47,262 Treatment Plant 4,622,648 2,546,874 89,026 Consents 320,000 15,810 3,000 Ōtaki 20,810,672 12,298, ,804 Pipes 14,205,867 8,648, ,213 Manholes (Nodes) 5,804,417 3,930,799 64,510 Services 3,571,277 2,361,139 39,681 Pump Stations 1,293, ,876 30,265 Treatment Plant (Accounted for in Paraparaumu) Consents 200,000 42,857 9,091 Waikanae 25,075,533 15,640, ,760 Pipes 26,836,308 16,924, ,804 Manholes (Nodes) 12,728,209 8,946, ,445 Services 7,102,512 5,042,813 78,917 Pump Stations 6,616,263 3,115, ,760 Treatment Plant 29,555,000 19,599, ,202 Consents 120,000 35,600 6,756 Paraparaumu 82,958,293 53,663,931 1,444,884 District-wide SCADA $87,980 $10,849 $5,876 TOTAL - WASTE WATER $128,932,477 $81,613,638 $2,102, Development Contributions The Development contributions policy is explained in Kāpiti Coast s Choosing Futures Community Plan 2009, in Part Two, page 66 and in Part A, Chapter /12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 69 OF 95

288 7.6 Revenue and Financing Policy 7.0 Financial Summaries The Local Government Act 2002 requires the adoption of policies that outline how operating and capital expenditure for each activity will be funded. This is detailed in the Revenue and Financing Policy, which is included in the Kāpiti Coast s Choosing Futures Community Plan 2009, Part Two, page 21. This policy primarily considers and identifies: the Community Outcomes to which the activity primarily contributes (see front cover); the distribution of benefits between the community as a complete unit, any identifiable part of the community and individuals; the period in, or over which, those benefits are expected to occur; the extent to which the actions, or inactions, of particular individuals, or a group, contribute to the need to undertake the activity; the cost and benefits, including consequences for transparency and accountability, of funding the activity distinctly from other activities. The policy then considers and identifies the overall impact of any allocation of liability for revenue needs on the current and future social, economic, environmental and cultural wellbeing of the community. The overall impact of the wastewater activity provides for: protection of community health and safety; protection of the local environment. The benefits of wastewater activity apply to the whole community including households and commercial businesses. These benefits are derived for the entire period that the assets are maintained and renewed. The beneficiaries can be specifically identified where properties are connected to the wastewater system. There are wider public benefits from management of wastewater to reasonable levels through minimising impacts on the environment and deferred need for infrastructure investment. Funding Source Allocation: Operating Costs Present charging system flat charges; o fixed charge for each separately used or inhabited part of a rating unit; o half fixed charge for non-connected properties where services available; o some direct charges through Trade Waste bylaw proposed to shift to Districtwide funding over five years (currently rates vary between schemes) Capital Costs Development contributions pay for capacity required for private development. Other capital expenditure is paid through loans and the component of the fixed charges Capital costs are funded by fixed charges per connection. : 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 70 OF 95

289 8.0 Asset Management Practices 8.0 ASSET MANAGEMENT PRACTICES 8.1 Asset Management Data Asset Management Data The accuracy and completeness of the data currently held (and the processes for collecting and maintaining the data) is summarised in Table 8.1. Table 8.1: Asset management data quality assessment Data or Current Practice Desired Practice Process Asset Hierarchy Developed according to desired practice Consistent and logical asset ID system provides a framework for an asset identification system through hierarchical relationships that in turn determines the extent and level of detail collected for assets at different levels (eg from area and facility to component and sub component) Location Data Developed according to desired practice Assets are located geospatially within a single system that can be accessed through GIS to determine asset location, type and other asset data Physical attributes Maintenance records Maintenance and operating costs Improvements for data capture have been described within service level agreements that are now in place Works order processes are locally managed by supervisors and recorded through the job costing system. Records are not retained at asset level Customer complaints can be directly linked to job Costs are recorded through the job costing system but not to the level of detail that records costs against assets within schemes Physical attribute fields for all asset types are well defined Develop and formalise processes to ensure that the asset data is captured and updated on an ongoing basis including data capture by Operations group and treatment team, as well as new development Ensure as built drawings and records of plant installed plant and pipes are retained and accessible via GIS Develop and implement a process that: Generates works orders for planned maintenance and monitoring programmes Captures materials installed and resources used for planned and unplanned maintenance work and links to asset ID Links customer requests to maintenance records and specific asset identification For all unplanned and planned maintenance tasks, costs of materials, plant, services and labour are captured and linked to asset ID or asset category 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 71 OF 95

290 8.0 Asset Management Practices Data or Process Condition assessment Performance Monitoring Risk management data Asset lives Current Practice Visual inspection of pipes is undertaken by field staff and recorded on job sheets but only retained in paper form AC pipe sampling programme for testing is in place Plant and equipment inspection programme is formalised by Treatment team but details not recorded against assets Reporting functions are limited to those available through GIS Only pipe deterioration model is mapped geospatially Otherwise significant knowledge about risks and vulnerability is retained by experienced operators Only base lives used with no adjustments made for condition Desired Practice as deemed applicable in treatment plants, pumping stations and networks Condition assessment programmes for below and above ground assets are developed and implemented, including: Field capture of asset condition by staff according to predetermined criteria and rating systems Sampling programmes for pipe condition assessment by materials developed and implemented with results accessible via asset ID and GIS Integration of condition assessment data with CCTV footage Condition assessment programmes using specialist techniques for mechanical and electrical plant is formalised as part of planned maintenance programmes Develop a process of asset performance monitoring that establishes capability or limitations of assets to achieve levels of service. Records of asset performance or limitations are accessible via GIS interface and through report generation Critical assets are formally identified using predetermined criteria for criticality scoring Vulnerability of assets to external influences is formally assessed according to predetermined criteria and weightings Operability of assets as it affects capability to deliver levels of service is assessed according to predetermined criteria such as availability of spares, skills needed to operate, accessibility Risk of assets is formally assessed and reported through GIS as a combination of consequence (criticality) and probability (asset condition, operability and vulnerability) Asset register is populated with actual ages and estimated lives according to best available data. 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 72 OF 95

291 8.0 Asset Management Practices Data or Process Current Practice Valuation data Valuations are updated every 6 months Compliance data Improvements are needed to optimise values from knowledge of condition All compliance data requirements and reporting are outlined in service level agreements Desired Practice Predicted lives are reviewed as condition assessment data is improved Valuations are completed using optimised depreciated replacement cost according to accepted accounting practice and repeated at three yearly intervals Compliance data for wastewater standards, resource consents, health and safety, building compliance, storage of hazardous chemicals is formally reported according to formalised procedures that include actions taken and responsibilities when a non compliance or transgression occurs. 8.2 Asset Management Processes The sophistication, quality of documentation and application of Kāpiti Coast District Council s asset management business processes are assessed in the table below. Table 8.2: Asset management processes assessment Data or process Current Practice Desired Practice Strategic Planning Wastewater flows Inflow & Infiltration Failure prediction Hydraulic modelling of all Catchments carried out on a regular basis and verified by onsite investigations, scada data and flow gauging. CCTV condition assessments, Hydraulic modelling and flow gauging, scada data analysis and verification. Deterioration model predicts mains most at risk of failure but does not account for actual failure history On a catchment basis, historical flow records are retained to be able to analyse dry weather flows, and the impact of different levels of storms events on peak flows. Hydraulic models are used to analyse the impact of different levels of storm events, residential and commercial development on existing infrastructure to determine optimal solutions for the future where under capacity will create problems. Analysis of system capacity should include networks, storage, pump stations and treatment plant processes. Focus on strategy within existing Opex Budgets and Renewal Programme Strategies. Condition assessment information is utilised to pre-empt failure of critical assets or to decide which assets are run to failure and how often failure could occur for non- critical assets before replacement is initiated 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 73 OF 95

292 8.0 Asset Management Practices Data or process Current Practice Desired Practice Risk management Achieving desired practice Processes are in place to regularly review the risk register as well as specific asset risks as a basis for initiating capital expenditure, operational improvements or renewal of Optimised decision making Service level reviews Long term financial planning Emergency planning Multi- criteria analysis is used for deciding preferred options on major projects Service level agreements are now in place and will achieve desired practice Renewals planning is based on outcomes of deterioration model and operator feedback Opex expenditure is heavily dependent on historic performance but will come under more scrutiny through service level agreement reporting Capex expenditure has principally been driven by growth Emergency plans and business continuity plans are in place assets Multi-criteria analysis is formalised as a decision making tool when alternatives are available for asset renewals and capital expenditure All levels of service are measured and reported on a monthly basis Results of monthly reviews are used to determine need to change levels of service at three yearly intervals Service performance is translated into key indicators that are benchmarked with other utilities Long term financial plans for capital expenditure, renewals and OPEX have clear linkages to the processes described to capture asset data, report service level performance and identify areas to address growth and to mitigate risk. The planning utilises techniques to prioritise financial expenditure for capex, renewals and opex Emergency management and business continuity plans are in place and tested AMP asset data/description Improvements are needed through development of an AMS to allow this to happen. Currently derived from numerous sources Asset data summaries are reported directly from asset data system for incorporation into AMP 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 74 OF 95

293 8.0 Asset Management Practices Data or process Current Practice Desired Practice AMP lifecycle strategies Legislative changes are addressed with high priority Growth strategy is in place for WPR scheme only Some improvement needed to formalise asset renewal optimization Strategies are reviewed to address key issues, changes from legislation or policy and priorities for asset renewal, and asset augmentation as well as demand management. Service level agreement reviews Service level agreements are in place for treatment and network operations/maintenance A formal review of service level agreements is undertaken annually that identifies improvement to performance or changes to be made to the agreements OPEX analysis and review Improvements are needed that will be derived from a review of the service level agreement reporting requirements Operational expenditure is reviewed annually against budget, service agreement reviews, performance reporting, compliance reporting, maintenance records and customer complaints Capital Processes Project identification and prioritisation See below A formalised process is developed and implemented to identify and prioritise projects for operational improvements, service level improvement, growth and asset renewals CAPEX evaluation Contract monitoring and control Asset rationalisation Project benefits are assessed as are the risks of a No go decision Cost evaluation is based on NPV Contracts are awarded according to formalised criteria Major projects (> $250,000) are reported to Council committee Projects >$100,000 are reported regularly to Senior leadership Team Done for significant plant CAPEX programmes are developed based on risk assessment, options assessment, and NPV analysis. Evaluations should always address the implications of do nothing or deferral A formal contract awarding, monitoring and reporting process is developed and reported at different intervals for projects of different values and community significance Assets are reviewed regularly against needs and contribution to level of service delivery with a view to deciding if assets can be rationalised, put to alternative use or disposed 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 75 OF 95

294 8.0 Asset Management Practices Data or process Current Practice Desired Practice Operations and Maintenance Processes O&M policy O&M manuals O&M standards are determined through the two service level agreements O&M manuals for treatment plants are currently under review. Manuals for pump stations are being produced. Formal O&M strategy is in place for networks, treatment plants and pump stations O&M manuals are in place for all significant asset categories or components (e.g. treatment plants, or pumping stations) that adopt a consistent format and can be easily used by new staff 8.3 Asset Management Information Systems The current capability, and desirable enhancements, of information management systems used to support AM. Table 8.3: Asset management information systems assessment System Current Practice Desired Practice Asset Register The current asset register has some limitations Assets held within the asset management system form the basis for creation of an asset register that links assets, asset location, expected lives Plans and records Financial System Maintenance System Desirable practice is in place Improvements are needed to establish links between the financial management and asset management systems for job costing Improvements are needed to establish links between job costing information, maintenance activities and asset data and valuation All plans and records are retained electronically and updated as changes occur. Access to plans and records is via ArcGIS Job Costing information is linked to financial management system for reporting but also linked to asset history via AMS to be able to generate enquiries about planned and unplanned maintenance history Planned maintenance and inspection programmes are generated via AMS with history of work done linked directly to assets affected by maintenance GIS In place GIS system is changed to ArcGIS for compatibility with other Wellington region utilities Customer requests Customer requests cannot be linked to assets. Jobs generated from customer requests can be tracked Improvements needed to ensure Customers get feedback on status of work generated by their requests Customer requests are linked directly to assets via AMS Sufficient data for each customer request is held to track job progress and closure Feedback to customer about job status is prompted and trackable System integration Significant improvements needed at corporate level to achieve integration of Financial, maintenance, IT, GIS, plans and records, customer service, and 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 76 OF 95

295 8.0 Asset Management Practices System Current Practice Desired Practice systems across activities asset management systems are compatible across Council services 8.4 Organisational / Commercial Strategies The way in which the Council's structure, roles and responsibilities support the life cycle asset management functions. Table 8.4: Organisational and commercial strategies Process Current Practice Desired Practice Asset management review and Improvement Review done as part of LTP process Contract Management and Internal Service delivery Corporate Commitment AM Responsibilities Corporate Objectives Desired practice achieved Senior Leadership Team is fully committed to AM. This is shown in the development of clear expectation and targets set for development of AMPs across the organisation. Roles and overall responsibilities defined, including review and updating of AM processes, practices and documentation. Plans prepared with staff input from a number of different levels of AM processes. Practice implemented through service level agreements Training and Skills Training to lift skills in financial management for asset management and operations staff needed Competencies in the use of asset management tools, systems and risk management are adequate Some improvements in understanding of asset management processes, decision making and prioritisation is desirable Customer service and communication skills are adequate There are opportunities to advance the understanding of optimising maintenance planning and optimising operational costs Improvements identified in asset management plan review are incorporated into forwarded budgets and implemented over time frame stated All contracts, procurement and service level agreements are scoped awarded, monitored and reported according to Council policies AM training needs for Council staff identified. Training programme implemented to ensure that an appropriate level of AM knowledge is available within the organisation. Clear lines of responsibilities and delegations within management and staff are developed and documented. Outcomes, objectives and levels of service are aligned Work programme is reviewed annually and LOS performance is tracked monthly Adequate training is provided to staff in: Financial and business management Asset management tools, systems and risk management Asset management processes -and lifecycle management including multi criteria analysis and prioritisation of works Customer service Communication, establishing relationships and team leadership Maintenance planning, cost analysis and optimisation Legislative compliance 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 77 OF 95

296 8.0 Asset Management Practices Process Current Practice Desired Practice Legislative compliance skills are adequate Undertake a review of the resources needed to advance asset management for water supply and wastewater Legislative compliance Legislative compliance is proactively managed Funding A review of the development contribution is needed Current charges are scheme based and are aligned to costs. Improvements are needed to use criticality and condition data to smooth replacement programmes Balance is achieved for community affordability through the annual plan review process Legislative compliance is proactively managed and early warning systems are in place for staff to pre-empt potential compliance failures wherever possible Development contribution policy is fully developed and funding for new development is sourced as per policy Operations and maintenance expenditure and depreciation can be aligned to ratepayer charges Projected funding requirements include smoothed replacement programme that accounts for asset lives and criticality Funding for capital expenditure requirements is planned with confidence so that wastewater improvements are balanced against other Council needs and are affordable to the community 2011/12 WASTEWATER ASSET MANAGEMENT PLAN July2011 PAGE 78 OF 95

297 9.0 IMPROVEMENT PLAN 9.1 Improvement Plan 9.0 Improvement Plan The following improvements have been identified to allow the Council to lift the level of asset management plan from its current basic level. High priority items imply that action is needed within the next 12 months. Medium priority items imply that action will be needed before the next revision of this Plan. In many cases they are dependent on completion of high priority items but are also deemed necessary to advance the sophistication of the planning processes. Low priority items can occur after the next Plan review if resources are a limiting factor. Table 9.1: Improvement plan AM category Initiative Priority Due date Cost (ROC) Levels of service Revised levels of service are reviewed High July 2013 $2000 for measurability after 12 months Performance Reporting Low Beyond July 2015 $5000 Inflow & Infiltration Performance measures are identified for benchmarking with other utilities Performance measures identified in service level agreements are reviewed and tracked to identify potential improvements or potential opportunities to lower performance targets Ensure any national performance measures introduced by the Secretary for Local Government under the LGA 2002 amendments are relevant and applicable for the Council Focus on reduction of Inflow and Infiltration by proactively renewing poor condition assets and enforcing the Council standards with developers. High Low July 2013 Beyond July 2015 Medium July 2015 and beyond. Ongoing with renewals program and existing Opex Budgets.. Policy development Implement trade waste policy High July 2013 $20000 Water and Sanitary Revise the Water and Sanitary Services Medium July 2015 $10000 Services Assessment Assessment Risk Assessment and Mitigation Review findings arising from Christchurch earthquakes with particular emphasis on design standards and the options available to protect infrastructure from the impact of liquefaction Risk of assets is formally assessed and reported through GIS as a combination High July 2013 $10000 Medium July 2015 $ /12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 79 of 95

298 9.0 Improvement Plan AM category Initiative Priority Due date of consequence (criticality) and probability (asset condition, operability and vulnerability) Cost (ROC) Maintenance Planning O&M manuals are in place for all significant asset categories or components (e.g. treatment plants, or pumping stations) that adopt a consistent format and can be easily used by new staff Develop and implement a process that: Generates works orders for planned maintenance and monitoring programmes Captures materials installed and resources used for planned and unplanned maintenance work and links to asset ID Links customer requests to maintenance records and specific asset identification For all unplanned and planned maintenance tasks, costs of materials, plant, services and labour are captured and linked to asset ID or asset category as deemed applicable in treatment plants, pumping stations, reservoirs and networks Medium July 2015 $50000 $100,000 Medium July 2015 Medium July 2015 $20,000 Asset Data and attributes Physical attribute fields for all asset types are well defined Review processes to ensure that the asset data is captured and updated on an ongoing basis including data capture by Operations group and treatment team, as well as new development as outlined in new service level agreements High High July 2013 July 2013 $ Information systems Asset Condition and Asset Life Job Costing information is linked to financial management system for reporting but also linked to asset history via AMS to be able to generate enquiries about planned and unplanned maintenance history Review the effectiveness of auditing of subdivisional development construction standards Medium July 2015 $150,000 (Info Services) High July 2013 $ /12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 80 of 95

299 9.0 Improvement Plan AM category Initiative Priority Due date Cost (ROC) Condition assessment programmes for below and above ground assets are developed and implemented, including: Field capture of asset condition by staff according to predetermined criteria and rating systems CCTV data is accessible through GIS Sampling programmes for pipe condition assessment by materials developed and implemented with results accessible via asset ID and GIS High High High July 2013 July 2013 July 2013 $20,000 Condition assessment programmes using specialist techniques for mechanical and electrical plant is formalised as part of planned maintenance programmes Medium July 2015 Condition assessment information is utilised to pre-empt failure of critical assets or to decide which assets are run to failure and how often failure could occur for non- critical assets before replacement is initiated Medium July 2015 $10,000 Impacts of Growth and Changes to Flows On a catchment basis, historical flow records are retained to be able to analyse dry weather flows, and the impact of different levels of storms events on peak flows Hydraulic models are used to analyse the impact of different levels of storm events, residential and commercial development on existing infrastructure to determine optimal solutions for the future where under capacity will create problems. Analysis of system capacity should include networks, storage, pump stations and treatment plant processes Demand management Demand analysis includes robust analysis of production records, metered water usage and non revenue water within DMAs Demand analysis and prediction takes account of climatic influences Demand projections factor in implications of demand management initiatives High July 2013 $50,000 High Low Medium July 2013 Beyond July 2015 July 2015 $10,000 $10,000 $10, /12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 81 of 95

300 9.0 Improvement Plan AM category Initiative Priority Due date Demand projections and future Low Beyond infrastructure needs also July 2015 incorporate options to improve or lower levels of service Cost (ROC) $10,000 Customer service Customer requests are linked directly to assets via AMS Medium July 2015 See Info Serv Renewals Programme Criticality criteria for assets are formalised and scores are assigned to assets Use formlised criteria to assess probability of failure and criticality that are applied to specific assets to assess the asset risk. High asset risk may warrant advancing asset replacement that precedes predicted life or occurrence of breakages. Includes the use of CCTV data Develop a pumpstation renewals plan High July 2013 Medium July 2015 $15,000 $20,000 Valuation Asset register is populated with actual ages and estimated lives according to best available data. Predicted lives are reviewed as condition assessment data is improved Valuations are completed using optimised depreciated replacement cost according to accepted accounting practice Medium July 2015 Medium July 2015 $30,000 Financial Planning A formalised process is developed and implemented to identify and prioritise projects for operational improvements, service level improvement, growth and asset renewals Medium July 2015 $10,000 Skills and Training Training to lift skills in financial management for asset management and operations management needed Some improvements in understanding of asset management processes, decision making and prioritisation, optimising maintenance planning and optimising operational costs High Medium July 2013 In existing budget 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 82 of 95

301 9.0 Improvement Plan AM category Initiative Priority Due date Cost (ROC) Undertake a review of the level of resources needed to advance asset management for water supply and wastewater High July 2013 $10, Improvement Programme Monitoring The Asset Management Plan (AMP) is a living document and is relevant and integral to daily management of the WW activity. To ensure the plan remains useful and relevant, the following on-going processes of AMP monitoring and reviews will be undertaken: formal adoption of the plan by the Council; review and formally adopt levels of service; revise AMP annually to incorporate and document changes to works programmes, outcome of service level reviews and new knowledge resulting from the AM improvement programme; quality assurance audits of AM information to ensure the integrity and cost effectiveness of data collected; annual internal audits will be undertaken to assess the effectiveness with which this plan meets corporate objectives. Periodic internal audits will be undertaken to assess the adequacy of AM processes, systems and data and external audits will be undertaken to measure AM performance against desired practice. The items denoted as high priority in the improvement plan will be specifically reviewed and their status reported after 6 months by the Wastewater Asset Manager. Similarly items denoted as of medium priority will be specifically reviewed and their status reported annually. Items with low priority will be reviewed at the time of reviewing this document. 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 83 of 95

302 Appendices Appendices Appendix A Appendix B Appendix C Appendix D Appendix E Risk Register Asset Valuation Register (to be inserted when available) Wastewater Catchment Maps Resource Consents Financial Forecast (A3 Sheets) 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 84 of 95

303 Appendix A Appendix A: Risk Register 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 85 of 95

304 Appendix B Appendix B: Asset Valuation Register 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 86 of 95

305 Appendix C: Wastewater Catchment Maps Appendix C 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 87 of 95

306 Appendix C 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 88 of 95

307 Appendix C 2011/12 DRAFT WASTEWATER ASSET MANAGEMENT PLAN July 2011 PAGE 89 of 95