7 IMPROVEMENT PLAN Improvements to Asset Management Planning Asset Management Review

Transcription

1 Asset Management Plan Part C Managing Our Assets Stormwater

2 CONTENTS PART C: MANAGING OUR ASSETS SUMMARY Activity Description OVERVIEW OF THE ASSETS Managing the Assets Activity Description Contract Management, Scope and Terms of Major Contracts Customer Service Requests and Complaints Asset Condition and Monitoring Maintenance Decision Making Processes Process for identifying the range of options to deliver levels of service including demand management Selection Criteria for Asset Creation or Upgrading Projects Asset Management Systems Asset Management Data The services we provide Operation of the Activity The Pipe Network Manholes Inlets and Outlets Detention Dams Channels Floodgates Other Assets Kaitaia Drainage Districts Northern Drainage Schemes Activity Rationale Key Service Drivers Delivery of Stormwater Services Potential Significant Negative Effects on the Activity Significant Changes for the Activity Strategic Goals Statutory Requirements National Regional District Vision Key Issues Water and Sanitary Service Assessments Completeness of the Assessment LEVELS OF SERVICE Existing Level of Service Changes to Level of Service Level of Service Risks to Delivery of the Levels of Service Ten year plan measures and levels of service ASSET MANAGEMENT PLAN ASSUMPTIONS Assumptions Confidence Levels

3 7 IMPROVEMENT PLAN Improvements to Asset Management Planning Asset Management Review Improvement Plan Status / /2018 Improvement Plan Three Year Improvement Plan GAP Analysis FUTURE DEMAND Planning for Growth Overview of Key Demand Drivers Demand Management Plan Demand Management Strategies SUSTAINABILITY Provision for emergency response Business Continuity Plan RISK MANAGEMENT Risk Management Context Overview Risk Register Risk Action Plan Monitor, Measure, Report, Review Plan and Actions ROUTINE MAINTENANCE PLAN Urban Stormwater Maintenance Planning Future Maintenance Costs RENEWAL/REPLACEMENT PLAN Urban Stormwater Renewal Plan Renewal Standards Future Renewal Costs NEW WORKS PLAN Urban Stormwater New Works DISPOSAL PLAN FINANCIAL PROJECTIONS Financial Statements and Projections Operating Expenditure Renewals Works (Rehabilitation and Replacement) Capital Works (New Works) Valuation Forecasts GLOSSARY APPENDIX A KAITAIA DRAINAGE PLANS AND MAPS APPENDIX B NORTHLAND DISTRICT HEALTH BOARD LETTER APPENDIX C APPENDIX D STORMWATER VALUATION REPORTS

4 Document and Version Control This is a controlled document. Copies are numbered and issued to specified individuals. Distribution List The following person(s) shall receive a copy of this document on release: Name Title Organisation Version Control Version Revision Date Details of Revision Name/Position Authorised Signature

5 Stormwater Activity SUMMARY PART C 3-1 PART C: MANAGING OUR ASSETS 3 SUMMARY 3.1 Activity Description Council manages the removal and disposal of stormwater runoff in defined urban areas. The activity predominantly relates to the built environment and paved areas where sufficient natural soakage does not exist. Council also assists the Northern Regional Council with a number of land drainage schemes in a number of locations predominantly in the Kaitaia rural area. These drainage areas are designed to improve the productive capacity of the land. The activity provides stormwater management systems to control stormwater discharges involves the sustainable management of stormwater run-off within a defined catchment utilising piped networks, open drains, and overland flow paths. The activity gives consideration to current and future development, climate change, system capacity and condition, water quality, financial affordability and the environment. Under the Local Government Act Council is required to provide infrastructure, services, and performance that are (a) efficient; and (b) effective; and (c) appropriate to present and anticipated future circumstances. Table 1: Overview of the Stormwater Activity Asset Unit Quantities GRC ODRC AD Pipes m 122,223 49,336,171 35,597, ,136 Unlined Channels m 36,639 1,978,470 1,976, Lined Channels m 1, , ,710 3,102 Lines Total m 160,613 51,589,586 37,761, ,409 Inlets/Outlets No 1,846 3,951,522 2,209,928 51,594 Manholes No 2,852 8,238,618 6,030,779 79,086 Soak holes No 3 12,750 4, Points Total No 4,701 12,202,890 8,245, ,834 Pump Station No 1 121,624 63,450 4,181 Floodgates No , ,083 10,891 Box Culverts No 9 1,275, ,634 19,599 Boxed Chambers No 5 37,952 25, Ponds No , ,205 0 Plant Total No 90 2,284,506 1,584,812 35,168 Other No TOTAL ,253,782 47,759, ,732 Excluded Assets - Easements, Resource Consents, Software

6 Stormwater Activity OVERVIEW OF THE ASSETS PART C OVERVIEW OF THE ASSETS This section focuses on the physical assets that deliver stormwater services to customers. It describes the assets, how they work, and their condition. Council has taken a critical look at key assumptions and confidence in asset data, as Council requires this knowledge to obtain a good understanding of how the stormwater system behaves and how to best manage the network to meet the required levels of service for customers, in efficient and effective manner 4.1 Managing the Assets Activity Description Throughout the district, Council provides stormwater systems to control stormwater discharges from within urban areas to prevent flooding. Council maintains and manages systems within 22 defined urban areas systems comprise: pipes, culverts, catch pits, manholes, open drains, overland flow paths, retention/detention ponds, inlets, outlets, spillways, headwalls and in some areas, floodgates. Figure 1 identifies the urban stormwater areas. Figure 1: Stormwater Catchment Management Areas Catchments With Stormwater Catchment Management Plans Community Receiving Environment Community Receiving Environment Ahipara Coastal Awanui River Doubtless Bay Coastal Haruru Falls River Houhora/Pukenui Coastal Kaeo River Kaikohe River Kaitaia River Kerikeri Coastal Kawakawa River Moerewa River Kohukohu Coastal

7 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-3 Rawene Coastal Okaito Coastal Russell Coastal Tapeka Point Coastal Opua/Veronica Coastal Omapere/Opononi Coastal Paihia/Te Haumi Coastal Rangiputa Coastal Whatuwhiwhi Coastal W hangaroa Coastal Contract Management, Scope and Terms of Major Contracts The Far North District Council owns and operates the public stormwater systems within the urban areas of the district. The operation and maintenance of this system is currently administered by Councils Infrastructure and Asset Management Team. The main operative contracts are detailed below as at 30 June 2014: Network Maintenance Contracts: Northern Area Road Maintenance Contract (Fulton Hogan Ltd) Eastern Area Road Maintenance contract (Transfield Services Ltd) Western Area Road Maintenance Contract (Downers Ltd) Customer Service Requests and Complaints Council uses a computerised customer service request system called Pathways for its Request for Service and Correspondence processes. The Pathway system is used to log customer Requests for Service. The process for written correspondence is similar- the correspondence is scanned, logged and ed directly to the staff responsible for a response. The primary objective of the system is that of Customer Service responsiveness, timeliness, quality and completeness Versus Research Limited Communitrak Survey The latest available data is from the 2014 Communitrak Survey. The results in Figure 2 shows a decrease in the overall satisfaction result for stormwater. The respondents issues included the following: Flooding water / water pooling (43%) Blocked drains (24%) Inadequate drainage (16%) Inappropriate diversion (7%) As the question asked is generic, it is impossible to determine, in most cases, if the answers received relate specifically to, or is the responsibility of this activity to address. Therefore the overall lower result cannot realistically be substantiated.

8 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-4 Figure 2: Overall Stormwater Satisfaction Results Asset Condition and Monitoring Condition assessments allow Council to better understand the remaining life of its assets or components. Although this information is desirable for optimal asset management, a full analysis is not practical or economically feasible and is unlikely to be undertaken in the foreseeable future. During 2003/2004 field inspections were undertaken across the District, assets were visually inspected and a grading was assigned to each asset. This has resulted in data with a higher confidence level, albeit this data is now over 10 years old. Where a formalised condition assessment has not been undertaken, pipeline condition has been determined based on knowledge of the age of the asset and an assessment of the life expectancy of the asset type. Currently there is no future proposal to undertake further condition assessments as the majority of the activity's assets are relatively young and therefore it is believed that consideration needs to be given to analysis of the existing capacity, the implications of climate change, and the required future capacity of the network. Table 2 reflects the reliability of asset data for the stormwater assets. Table 2: Overall Confidence Asset Data Results Asset Class Highly Reliable 1 Reliable 2 Some Confidence 3 Uncertain 4 Very Uncertain 5 Catchpit Detention Dam Flood Gates Inlet Pipeline Manhole Outlet Soakhole Spillway

9 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-5 Asset Class Stormwater Open Drain Subsoil Drains Timber Flumes Highly Reliable 1 Confidence Assessment & Results Reliable 2 Some Confidence 3 Uncertain 4 Very Uncertain 5 The confidence assessment model in Table 3 is the basis for assessing the confidence in the available information for this activity's assets. Table 3: Asset Data - Confidence Grades Confidence Grade 1 Highly Reliable 2 Reliable 3 Some Confidence 4 Uncertain 5 Very Uncertain General Meaning Data based on sound records, procedure, investigations and analysis, documented properly and recognised as the best method of assessment. Data based on sound records, procedures, investigations and analysis, documented properly but has minor shortcomings, for example the data is old, some documentation is missing, and reliance is placed on unconfirmed reports or some extrapolation. Data based on some sound records, procedures, investigations and analysis which are incomplete or unsupported, or extrapolated from a reasonable number of samples for which grade highly reliable or reliable data are available. Data based on limited sound records, procedures, investigations and analysis which are incomplete or unsupported, or extrapolated from a limited sample for which grade highly reliable or reliable data are available. Data based on unconfirmed verbal reports and/or cursory inspection and analysis. It should be noted that those groups of assets that are very uncertain have relatively small numbers overall and therefore are not considered to pose a significant issue. The one major omission is Pipeline data, which is critical to the overall network. At present, there is no ongoing programme to inspect the pipe network with Closed Circuit Television (CCTV) to grade the condition of the pipelines. These inspections would improve the confidence grade, but are economically unaffordable. The condition assessment model in Table 4 is the basis for assessing the asset condition of this activity's assets. Table 4: Typical Stormwater Structures Condition Rating Model Grade Condition Description of Condition 1 Excellent Sound physical condition. Asset likely to perform adequately without major work for 25 years or more 2 Good Acceptable physical condition; minimal short-term failure risk but potential for deterioration in long-term (10 years plus). Only minor work required (if any). 3 Average Significant deterioration evident; failure likely within the next 5 years but further deterioration & major replacement likely within the next 10 years, Minor components or isolated sections of the asset need replacement/repair now but asset still functions safely at adequate level of service. Work required but asset still serviceable 4 Poor Failure likely in short-term. Likely need to replace most or all of assets within 5 years. No immediate risk to health or safety but works required within 3 years ensuring asset remains safe. Substantial work required in short-term, asset barely serviceable 5 Very Poor Failed or failure imminent. Immediate need to replace most or all of asset. Health and safety hazards exist which present a possible risk to public safety or asset cannot be serviced/operated without risk to personnel. Major work or replacement required urgently

10 Stormwater Activity OVERVIEW OF THE ASSETS PART C Maintenance Decision Making Processes Operations and maintenance strategies and policies assist in determining how the local stormwater network will be operated and be maintained on a day-to-day basis to consistently achieve optimum utilisation. The lifecycle management work categories identified are defined in Table 5: Table 5: Maintenance Categories Routine (General) Maintenance Proactive Reactive Routine maintenance is the regular ongoing day-to-day work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again. This work falls into two broad categories as follows: Proactive inspection and maintenance works planned to prevent asset failure. Reactive action to correct asset malfunctions and failures on an as required basis. A key element of asset management planning is determining the most cost-effective blend of planned and unplanned maintenance as illustrated in Figure 3. Figure 3: Balancing Proactive and Reactive Maintenance Levels of service (LoS) defines the quality of the delivery of the particular activity or service against which service performance can be measured. Asset Management (AM) planning will enable the relationship between levels of service and the cost of the service (the price/quality relationship) to be determined. This relationship can then be evaluated in consultation with the community to determine the required level of services above minimum requirements that they are prepared to pay for Process for identifying the range of options to deliver levels of service including demand management Council provides a level of service determined through consultation with the community that balances desired levels of service with affordability.. Information associated with the service is attained from the community in regard to expectations on quality, delivery and costs. This information is collected via a number of mechanisms, including: Communitrak Survey Submissions on the Annual Plan Analysis of Request for Service database Community consultation

11 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-7 As both desired levels of service and affordability varies between communities, a district wide consistency is applied across the Stormwater Activity Selection Criteria for Asset Creation or Upgrading Projects The selection criteria for the prioritising and programming of asset development projects are currently a function of Council preference, consideration of risk, costs and benefits, affordability and ranking with other projects. Projects are costed and benefits assessed in terms of the following criteria: Efficient, Effective, Appropriate Benefits, Cost and Risk Strategic issues (or other such criteria defined by Council staff). All options are examined when evaluating upgrading options, including: Repair Replacement Augmentation (size increase, duplication) Improved Maintenance Do nothing. It is proposed future projects will be determined through an evaluation of the catchment analysis results and the risks associated with overflows generated from under capacity systems. An evaluation spreadsheet has been developed to assist with this assessment Asset Management Systems Table 6 sets out Council s IT applications used by the Stormwater group. Table 6: Asset Management (AM) Systems Function Systems Used Description Asset Management System AssetFindA AssetFindA is a software programme that supports hierarchical definition of assets, components of assets, asset condition rating and asset valuations. AssetFindA assigns a unique ID number to each asset to enable tracking of assets and linking of data to the GIS system. Financial System Finance One Finance One is used to make payments to contractors for general maintenance and capital work Finance One records valuation data at summary level It is used also for financial forward programming Plans and Records Net Work Drive Electronic plans are stored on the S: Drive and hyperlinked to AssetFindA. Hard copy of as-builts are scanned and kept in Councils system Complaints (Request for Service) Call Centre (Pathway V3.02) Council uses Pathways RFS (request for service) module which records and tracks complaints and service requests Floodplain Maps GIS Floodplain maps developed from modelling data Works Orders Pathways V3.02 Pathways provides full functionality for generating works orders Geographical Information System (GIS) Map Info GIS is the primary asset database for Stormwater Project Management Finance One V11 / Microsoft Finance One has the ability to capture project timelines and manage projects and financial data, this feature is

12 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-8 Function Systems Used Description Project & Excel not widely used for Stormwater Microsoft Project and excel spreadsheets are the most common tool used for project management Condition Survey AssetFindA A 1 to 5 Graded Scale used to rate condition Microsoft Microsoft Suite For all other daily tasks Word, Excel, , Project, Access, PowerPoint Asset Management Data Table 7: Asset Management Data Process Current Practice Condition Data AssetFindA Asset data and information AssetFindA Spatial Data GIS Project Management Finance One is used to record the long term planning of projects Finance One has the ability to capture project timelines and manage projects and financial data, this feature is not widely used for Stormwater Performance / Capacity Determination from modelling results. Asset Age / Lives AssetFindA for Asset Age Finance One for lives via the valuation process Below is a typical GIS snap shot of a stormwater management area 4.2 The services we provide Operation of the Activity The Council manages 22 Urban Stormwater areas. These systems typically consist of pipes, culverts, catchpits, manholes, open drains, overland flow paths, retention/detention ponds, inlets, outlets, spillways, headwalls, and in some areas floodgates.1 1 Refer to FNDC maps on Council s website for more detailed information for the urban areas

13 Stormwater Activity OVERVIEW OF THE ASSETS PART C Management of the Activity Operational Due to the overlap with roading drainage assets, stormwater assets are maintained through the Road Network Management Contract and the Road Maintenance and Management Contracts. Maintenance type activities, specific to the urban network, are undertaken by the contractor through the issuing of instructions (excluding emergency works) with road drainage maintenance, e.g. kerb and channel, and cesspit cleaning being based upon the performance criteria outlined within the road maintenance contracts. Within the main Commercial Business District areas, kerb and channel and cesspit cleaning is undertaken daily as part of a street cleaning contract. Open drains and the piped network that form part of the urban drainage network are cleaned on an 'as required basis' or when problems are identified by either the public, consultants, contractors or council staff. Due to cost implications, it is not anticipated that this regime will alter much in the future.. However the frequency of the cleaning cycles and the performance specifications within existing contracts may change to reflect the maintenance specified in the catchment management plans. New Projects The stormwater catchment management plans highlighted potential projects. Of these all except Ahipara hill side drains were completed by Works to improve the Ahipara hill side drains is currently planned. Future projects will be determined and prioritised based on risk, costs, benefits, affordability and ranking with other projects. Works are costed and benefits assessed in terms of the following criteria: 1. Amenity, Health and Safety, Cultural, Economic, Environmental etc. 2. Strategic issues (or other such criteria defined by Council staff). All options are examined when evaluating upgrading options, including: 1. Repair 2. Replacement 3. Augmentation 4. Improved maintenance 5. Do nothing. Council carries out a prioritisation process of all necessary new works when preparing financial plans. This process is regularly reviewed. The normal approach to project delivery is once projects are approved and budgets allocated, consultants are engaged to undertake the design and supervision of the construction works to ensure the works are carried out in accordance with the specifications. It is proposed that future projects will be determined by undertaking an evaluation of the capacity modelling results. An evaluation spreadsheet has been developed in accordance with the Australian New Zealand Risk Management Standard 4360:2004 to assist with this evaluation. This analysis will involve both a desktop and onsite evaluation exercise taking into consideration various factors including climate change effects as defined in the MFE 2006 Guidelines. From the modelling results Council is able to identify sections of the network that are under capacity. This includes pipe capacity, overland flow paths, floodwater depths, and

14 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-10 floodplains for various rainfall events. An assessment of risk is then based on the effects of the potential flooding. The following are some of the main factors taken into consideration as part of this analysis: 1. System capacity based upon the Pipe Stress Factor (PSF) 2. Existing Development (ED) versus Maximum Possible Development (MPD) imperviousness 3. Overland flow path availability 4. Risk Hierarchy (Personal Safety, Habitable Buildings and Property damage) 5. The Rate of catchment development. Once the resultant Risk Profiles have been determined the works within the catchment will be able to be ranked. The most suitable management option to mitigate the risk can then be considered. Management options to determine a programme of works will essentially fall into two categories; being engineering works or non engineering solutions, taking into consideration environmental implications and economic affordability. Options may include maintaining the status quo, reducing runoff, increasing system capacity, increasing attenuation, or providing protection. The Council Management Structure for the Stormwater Group is shown in Figure 4 and Figure 5 below. Figure 4: Council Staff Structure Supporting Stormwater GENERAL MANAGER INFRASTRUCTURE & ASSET MANAGEMENT ROADING CONTRACTS MANAGER (Roading related maintenance) New Works & Assets Manager, Renewal and New Works Stormwater Manager (General Stormwater Management) Stormwater Asset Engineer (Future Planning) Information Services Officers (GIS and Modelling)

15 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-11 Figure 5: Staff Structure and Relationships with Consultants, Contractors and the Interfaces with the Community COUNCIL Council Chief Executive Officer (CEO) General Manager Infrastructure and Asset Management Infrastructure and Asset Management Team Service Delivery Network Maintenance Contractor North Fulton Hogan Ltd Network Maintenance Contractor East Transfield Services Ltd Network Maintenance Contractor West Downers Ltd Capital Works Contractors Network New & Renewal Call Centre (RFS) THE COMMUNITY Roles and Responsibilities The stormwater assets are currently managed, monitored and maintained by a number of parties as shown in Table 8. Table 8: Stormwater Network Service Providers Party Role Specific Responsibilities GM Infrastructure and Asset Management Responsibility for overseeing the management of all Assets and Services New Works and Asset Engineer Responsible for planning and Asset Management delivering new and renewal Renewal planning works. Excluding works New works planning associated with roading projects. Delivery of projects Stormwater Engineer Responsibility for the daily Operational Financial control operations of Assets and Services Strategic Performance Monitoring Customer Service Northern Network Maintenance Contractors (Fulton Hogan Limited) Eastern Network Maintenance Contractors (Transfield Services Limited) Western Network Maintenance Contractors (Downers Limited) Responsible for the day to day operational, emergency type works and limited capital and renewal works as directed. As detailed in Contract As detailed in Contract As detailed in Contract Asset Engineer Responsible for planning of Maintaining the asset register capital new and renewal projects. Call Centre Call Centre, Customer Contacts Recording of RFS complaints Customer interactions

16 Stormwater Activity OVERVIEW OF THE ASSETS PART C Area of Benefit The existing Area of Benefit for each defined Stormwater Management Area is typically defined as the applicable ratable area related to the supply of stormwater reticulation services within an urban area. This is continually reviewed and updated as new developments are completed and new assets handed over to Council to maintain. Public Reticulation Network The public reticulation network provides for the collection and conveyance of stormwater from roads and from developed areas. Typically runoff from roads, driveways and properties is collected via kerb and channel, catch pits, open drains and conveyed through a limited piped network or open drains that discharge to streams or coastal margins. Council is responsible for: 1. Maintaining the road drainage system, kerb and channel, cesspits, open drains and culverts (Roading Network Assets), 2. Providing for and maintaining the public stormwater drainage system that receives stormwater from individual properties and the roading network that utilises a reticulated network consisting of pipes, manholes, open drains, inlets/outlets, detention dam/ponds and overland flow paths. State Highways Council s stormwater system interacts with NZTA State Highway assets. For completeness, these assets have been included in Councils GIS system and on plans where the information is available. There is a Memorandum of the Understanding (MoU) between FNDC and NZTA as to the onus of responsibility for stormwater assets located in State Highway within urban areas Private System Private property owners are responsible for: 3. Providing and maintaining an adequate stormwater drainage system that services their property. This includes stormwater drains/pipes (to the point where it connects to the public system), soakage systems, attenuation devices and if applicable stormwater disposal/reuse systems. 4. Maintaining any open/piped private watercourses and secondary flow paths that run through their properties. 5. Accepting and making provision for any natural runoff from properties above The Pipe Network Physical Parameters There is approximately 126 km of known pipelines located within the designated urban areas. These consist predominantly of concrete followed by upvc (unplasticised Polyvinyl Chloride) galvanised iron, stormboss, polyethylene, glazed earthenware etc. The predominant pipe size is 300mm diameter (38%) followed by 450mm diameter (14%). Pipelines are the most significant asset within the reticulated network. The pipe network has an overall value of $49,336,171. The Annual Depreciation for this asset group is $474,136.

17 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-13 Figure 6: Pipeline Material The pie chart below indicates that the most commonly used pipeline material is concrete. This includes rubber ring and butt jointed concrete pipes. Figure 7: Concrete pipelines by Diameter The graph below indicates that the most common concrete pipe is 300mm in diameter.

18 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-14 Figure 8: All pipelines by Diameter The graph below indicates that the most common pipe diameter is 300mm for all material types. Figure 9: Total Pipeline Length for each urban area The graph below shows that the urban areas of Kerikeri and Kaitaia have the largest proportion of the pipe networks Pipe Asset Capacity/Performance The pipe network capacity/performance is based upon the modelling scenario for 1:10 Annual Recurrence Interval (ARI) rainfall event for Maximum Possible Development plus Climate Change (MPD+CC). ARI = the probability of an event occurring within any one year MPD = maximum possible imperviousness levels within a catchment based upon the applicable District Plan zoning designations

19 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-15 CC = the affect of climate change based upon the Ministry for the Environment 2006 Guidelines. The pipe stress factor has been calculated by dividing the total generated flow by the pipe capacity flow for the given scenario. When the pipe stress is greater than 1 (>1) the pipe has insufficient capacity. Two pipe stress factors have been used to depict the performance of the Asset. The first all pipes whose have a pipe stress factor greater than 1. This is to show the extent of less than desired capacity, and pipe stress factors greater than 4 to show where there is a significant amount of under capacity. From the information contained within the following graphs and tables for the given scenario, 1:10 ARI MPD + CC, 300 diameter pipelines are the most common undersized pipe size with the majority existing within the larger urban areas of Kaitaia, Kaikohe and Kerikeri. Figure 10: Pipeline Length vs Pipe Stress Factor > 1 (All areas) The graph below indicates the length of pipelines for the various pipe diameters that have a pipe stress factor greater than one. Figure 11: Pipeline Length vs Pipe Stress Factor > 4 (All areas) The graph below indicates the length of pipelines for the various pipe diameters that have a pipe stress factor greater than four.

20 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-16 Figure 12: Urban Area Pipeline Length vs Pipelines Stress Factor > 1 The graph below indicates the length of pipelines, within each of the modelled urban areas that have a pipe stress factor greater than one. Figure 13: Urban Area Pipeline Length vs Pipeline Stress Factor > 4 The graph below indicates the length of pipelines, within each of the modelled urban areas that have a pipe stress factor greater than four.

21 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-17 Table 9: Pipeline Number vs Urban Area with Stress Factors > 1 The Table below indicates the length of pipelines of various pipe diameters within each of the modelled urban areas that have a pipe stress factor of 1 or greater. Diameter >1200 Ahipara 720 1, Awanui 1, Doubtless Bay 5,373 5,503 1, Haruru Falls 2,170 1, Houhora Pukenui Kaikohe 5,384 5,992 1, Kaitaia 18,299 10,467 3, Kawakawa 1,576 1, Kerikeri 9,599 7,650 2, Kohukohu Moerewa Omapere Opononi 1,322 2, Opua - Point Veronica 1, Paihia and Te Haumi 4,624 2, ,006 Rangiputa 1, Rawene Russell Centre 1, Russell Okiato Russell Tapeka Point Whangaroa Whatuwhiwhi 3,865 1, Table 10: Pipeline Length vs Urban Area with Stress Factors > 4 The Table below indicates the length of pipelines of various pipe diameters within each of the modelled urban areas that have a pipe stress factor of four or greater. Diameter > Ahipara 33 Awanui 29 Kaikohe 1, Kaitaia 1,839 1, Kerikeri 195 Kohukohu 42 Moerewa 11 Omapere Opononi Paihia and Te Haumi Rawene 37 Whatuwhiwhi 182

22 Stormwater Activity OVERVIEW OF THE ASSETS PART C Pipe Asset Condition The condition of the pipe network is largely unknown and is currently based upon a visual inspection of the end of each pipe. It is considered the benefit gained by detailed inspection of every pipe doesn t match the cost to obtain this information. A more cost effective approach is progressively gather pipe condition information through maintenance activities. The approach currently in use is that pipe conditions are assessed by the age of the pipe and this adjusted when better information is obtained through the use of CCTV inspection or other inspections associated with maintenance. The process of collecting asset information will be enhanced when the operational staff are able to record asset information via ipads direct into AssetFindA. Figure 14: Pipeline Number vs Condition for each Urban Areas The graph below indicates the condition of the pipes relative to the different stormwater networks. Figure 15: Pipeline Number vs Condition vs Diameter The graph below indicates that the majority of the network is in a reasonably good condition, bearing in mind the confidence levels in this data.

23 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-19 Table 11: Pipeline Age Profile Average Remaining Useful Life vs Average Age for each Urban Area The table below indicates (on average) that the majority of all pipelines within the various urban areas are less than half way through their expected lives. Community AveAge RUL % of RUL Ahipara % Awanui % East Coast % Hihi % Houhora % Kaeo % Kaikohe % Kaimaumau % Kaitaia % Kawakawa % Kerikeri % Kohukohu % Okaihau % Opononi % Paihia - Waitangi % Rangiputa % Rawene % Rural % Russell % Taupo Bay % Tauranga Bay % Whangaroa % Whatuwhiwhi % Figure 16: Pipeline Average Age vs Remaining Useful Life (RUL) for all material type The graph below indicates that in general the majority of the pipeline materials are less than half way through their life. The exceptions to this are galvanised iron pipelines that have exceeded there expected life and steel and aluminium pipelines that are nearing the end of their expected life.

24 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-20 Table 12: Key Issues & Strategies -Pipelines Asset Type Issue Strategies to Address Key Issues Pipes Incorrect pipe network condition because visual inspection from the end of pipe was inadequate. Initiate when required CCTV assessment to obtain an assessment of condition Manholes CCTV inspections to determine an improved condition assessment of the network is poor value for money Reduced performance through blockages(tree root blockages and silt build-up) Undercapacity pipes causing flooding Effects of development on the reticulated stormwater network New Assets not being appropiate. New works fail to comply with Councils Engineering Standards Physical Parameters When CCTV works are required as part of maintenance investigations, they are added to the system and improve the knowledge database. Routine maintenance inspection programmes and identification can be further enhanced through better recording of faults using AssetFindA.. Monitoring of and the evaluation of remedial work trends and the serving of notice or discussion with offending parties. Modelling has been completed for all significant urban areas. Undercapacity pipes are to be identified and evaluated in conjunction with the development of SWCMP and a prioritised forward programme of works determined. Increasing the area of impervious land will increase storm flows increasing the load on the stormwater network. If any improvements aren t undertaken at the time of initial development, costs associated with improvement works will have to be funded through rates. Ensure that As-Builts are provided in accordance with requirements and added to Councils system (GIS). Administered by Development Engineer. For projects, Consultants and responsible officers to administer and follow-up. Possible consideration of whitholding final payments to service providers until the correct information is supplied. Ensure developers engineers and contractors are aware of Councils Engineering Standards (Practitioners meetings, inclusion within contracts, placement on website). Council employs a Development Engineer to vet RC applications for developments. There are approximately 2,884 manholes located within the designated urban areas. These consist predominantly of Standard type manholes being 1050mm diameter concrete risers with concrete lids, cast iron access covers.. A significant number of manhole depths are unknown. Database checks are to be undertaken as it has been confirmed, that in some instances, this information does exist. Manholes have an overall value of $8,238,618. The Annual Depreciation for this asset group is $78,086.

25 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-21 Figure 17: Manhole Type The pie chart below indicates standard manholes consisting of 1050mm diameter concrete risers with concrete lids, cast access covers are the most common type of manhole. Figure 18: Manhole Diameter vs Number The table below shows that the predominant manhole diameter size is 1050mm. size Number % % Other % unknown 208 7% All 2886 Figure 19: Total number of Manholes in each Urban Area The graph below indicates that the majority of manholes are located within the urban areas of Kaitaia and Kerikeri.

26 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-22 Figure 20: Manhole Depth vs Number The graph below indicates that the depths of a significant number of manholes are unknown. Database checks are to be undertaken to confirm the accuracy of this information. Excluding the unknowns, manhole depths are predominantly shallow and between 1 1.5m Manhole Asset Condition Based upon the visual inspections undertaken across the District in 2003/04 it was identified that the majority of all manholes were in an average condition or better. The age profile indicates that the vast majority of manholes are less than half way through their expected useful lives, a further condition assessment, at this stage, is not considered necessary. Figure 21: Manhole Condition Profile vs Number The graph below indicates that the majority of all manholes are either in a good or excellent condition.

27 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-23 Figure 22: Manhole Number vs Condition Profile for each Urban Area The graph below indicates that in general manholes are in an above average condition for all urban areas. Table 13: Manhole Age Profile Avg Age vs Remaining Useful Life (RUL) for each Urban Area The table below indicates that for the majority of the urban areas the manholes are not yet half way through their expected life. Row Labels Average Age RUL % RUL Ahipara % Awanui % East Coast % Hihi % Houhora % Kaeo % Kaikohe % Kaitaia % Kawakawa % Kerikeri % Kohukohu % Okaihau % Opononi % Paihia - Waitangi % Rangiputa % Rawene % Rural % Russell % Taupo Bay % Tauranga Bay % Whangaroa % Whatuwhiwhi %

28 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-24 Table 14: Key Issues & Strategies -Manholes Asset Type Issue Strategies to Address Key Issues Manholes Maintenance (silt/sand build up, joint seals/ connections). When identified/notified maintenance is instructed and carried out as required. Works prioritised to meet budget allocations. Monitoring of remedial works may indicate trends (problematic areas) of which may assist in developing a maintenance programme. Cracked/broken lids/rings/risers Addressed with urgency to ensure safety is not compromised Inlets and Outlets Physical Parameters Damaged/missing/dislodged or surcharging lids Compliance with Council s Engineering Standards When identified emergency response to rectify. Flag Surcharging manholes in GIS system. Follow LGNZ developments regarding future guidelines. Ensure developers engineers and contractors are aware of Council s Engineering Standards (Practitioners meetings, inclusion within contracts, placement on website). Council employs a Development Engineer to vet RC applications for developments. New Assets Ensure that As-Builts are provided in accordance with requirements and added to Councils system (GIS). Administered by Development Engineer. For projects, Consultants and responsible officers administer and follow-up. Possible consideration of whitholding final payments to service providers until the correct information is supplied. Un located/lost manholes Make sure manholes aren t buried during road works or raod sealing. For those manholes not in the carriageway. ensure manholes remain accessible and vegetation is kept clear. Provide known information to contractors and land owners as and when required/requested. Depth unknown depreciation assumption made Database check of information to confirm depths to be undertaken. There are approximately 1,901 inlets and catchpits located within the designated urban areas. The majority of these are located within the urban area of Kaitaia. In general inlets are in a good condition throughout the District. Inlet and Outlet structures have an overall value of $3,951,522. The Annual Depreciation for this asset group is $51,594.

29 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-25 Figure 23: Inlet Urban Location vs Number The graph below indicates that the majority of inlet and outlet structures are located within Kerikeri Inlet and Outlet Asset Condition Generally inlets and outlets are in a good condition throughout the District. Erosion has been identified around some structures. This will be monitored to ensure these assets are not undermined and the condition severely effected. Figure 24: Inlet Condition Profile vs Number The graph below indicates that the majority of inlets are in an average condition or better.

30 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-26 Figure 25: Inlet and Outlet Condition Profile for each Urban Area vs Number The graph below indicates that in general inlets are in an above average condition for all urban areas. Figure 26: Average Age vs Remaining Useful Life (RUL) for each urban area The table below indicates that the majority of the inlets are over half way through their expected life. Row Labels Average Age RUL % of RUL Ahipara % Awanui % East Coast % Hihi % Houhora % Kaeo % Kaikohe % Kaitaia % Kawakawa % Kerikeri % Kohukohu % Okaihau % Opononi % Paihia - Waitangi % Rangiputa % Rawene % Rural % Russell % Taupo Bay % Tauranga Bay % Whangaroa % Whatuwhiwhi %

31 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-27 Table 15: Key Issues & Strategies -Inlets Asset Type Issue Strategies to Address Key Issues Inlets / Outlets Adequate sizing/orientation Correct orientation to contain the flow of water to prevent over topping and erosion. Possible improvements to direct flow e.g improved haunching will be considered when problem are identified/notified. Appropriate materials Ensure that construction materials are sympathetic to the environment and fit for purpose Absence of inlet structure Inlets/Outlets Confirmation of Asset Ownership Detention Dams Physical Parameters When identified/notified that erosion is occurring the appropriateness of structure to mitigate adverse effects, will be investigated and suitable improvements made as required. Database location check when time permits There are 18 known detention ponds within the district. Excluding one dam, all others are in good condition. All are relatively young with none being half way through their expected life. Detention Dams have an overall value of $370,205. This asset group is non-depreciating. Table 16: Total Asset Parameters Location Length Width Depth Material Installed Condition Above Tokerau Beach Road Unknown Earth, wet dam built on natural gully 2005 Average Alderton Drive, Kerikeri Alderton Drive, Kerikeri Below Doubtless Bay Drive English Bay, Opua Florence Avenue, Russell James Street, Russell Earth, wet pond 2005 Excellent Earth, wet pond 2005 Excellent Unknown Unknown 25 2 Earth, wet dam built on natural gully Earth, natural gully, dry pond 2005 Average Pre 1993 Good Earth, wet pond 1992 Average Earth, dry pond 1998 Good Johnston Road, Kawakawa Unknown 43 4 Earth, natural gully dry dam 1987 Excellent Long Beach Road, Russell Earth, natural gully dry dam 1998 Good Lori Lane, Coopers Beach Lori Lane, Coopers Beach Earth, dry pond 2003 Good mm Earth, wet pond 2003 Average

32 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-28 Location Length Width Depth Material Installed Condition Lori Lane, Coopers Beach Earth, dry pond 2003 Average Midgard Road, Coopers Beach Midgard Road, Coopers Beach Midgard Road, Coopers Beach Riverbank Drive, Kerikeri Earth, dry pond 2005 Good Earth, dry pond 2005 Good Earth, dry pond 2005 Good Varies Earth, dry pond 2009 Excellent School Road, Paihia Extends up gully 45 2 Earth, natural gully dry dam Pre 1993 Good Detention Dams Asset Condition Figure 27: Detention Dams Condition Profile The graph below indicates that the majority of the dams are in good condition. Table 17: Detention Dams Average Age vs Remaining Useful Life (RUL) The table below indicates that all drains, excluding one, are relatively young with only one being over half way through its expected life. Asset Location Number of Ponds Age RUL % of RUL Alderton Drive % Lori Lane % Midgard Road % Long beach Road % James Street % Florence Avenue %

33 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-29 Asset Location Number of Ponds Age RUL % of RUL Johnston Road % School Road % Doubtless Bay Drive % Riverbank Drive % English Bay Road % Table 18: Key Issues & Strategies Detention Dams Asset Type Issue Strategies to Address Key Issues Detention Dams Accessibility Ensure adequate access is available to each site for both light and heavy machinery. Part of development process administred by the Development Engineer. Location Ensure at the planning stage that ponds are located adequately for safety and maintenance purposes. Part of development process administred by the Development Engineer. As - Builts For permanent ponds, design drawings need to be kept in the property file or electronically in GIS. Part of development process administred by the Development Engineer Channels Physical Parameters There is 39,384m of lined and unlined channels within the designated urban areas. Channels have an overall value of $2,253,415. The Annual Depreciation for this asset group is $3,273.

34 Stormwater Activity OVERVIEW OF THE ASSETS PART C Channels Asset Condition Figure 28: Channels Condition Profile The graph below indicates that the majority of the channels are in good condition. Table 19: Channels Average Age vs Remaining Useful Life (RUL) The age of lined and unlined channels is unknown as the majority of the channels are unlined which is non-depreciating Floodgates Physical Parameters There are 50 floodgates located within the designated urban areas. Excluding one floodgate located in Paihia, all others are located in the urban area of Kaitaia. Floodgates have an overall value of $479,050. The Annual Depreciation for this asset group is $10,891. Figure 29: Floodgate Material Type The pie chart below indicates that the majority of the gates are made of steel.

35 Stormwater Activity OVERVIEW OF THE ASSETS PART C Floodgates Asset Condition Figure 30: Floodgates Condition Profile The graph below indicates that in general, excluding the floodgates that are unknown, all floodgates are in a reasonable condition. Table 20: Floodgates Average Age vs Remaining Useful Life (RUL) The table below indicates that a significant number of floodgates are relatively old with several gates older than its expected life. Year Count Age RUL % of RUL % % % % % % % % % % % % % % %

36 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-32 Table 21: Key Issues & Strategies - Floodgates Asset Type Issue Strategies to Address Key Issues Floodgates Storage of As- Builts All design drawings need to be kept in the property file or electronically in GIS Orientation Modification to the floodgates orientation may need to be considered once remodelling works are completed. This will be dependant upon what future works are proposed by the NRC, the expected benefit of the works and costs. Uncertain ownership Determine which floodgates are private and which are Council owned Maintenance When maintenance works are undertaken that improve the situation but cannot be considered an upgrade or renewal e.g. flap replaced. Notes need to be added to the GIS system. System currently being developed Other Assets Physical Parameters This category of assets includes soak holes, box culverts, boxed chambers and pump station. These assets are considered as being minor components to the overall value of the network; however they provide a function that is essential nonetheless to the reliability and functionality of the network. Other Assets have an overall value of $176,800. The Annual Depreciation for this asset group is $3,320. Table 22: Gross Replacement & Depreciated Costs Asset Unit Quantities Optimised Replacement Cost Annual Depreciation Soakholes No 3 $12,750 $155 Pump Station No 1 $121,624 $4,181 Box Culverts No 13 $1,275,675 $19,599 Boxed Chambers No 2 $37,952 $497 TOTAL $1,448,001 $24,432 The boxed culverts and the pump station contribute to the majority of ORC and annual depreciation Asset Condition The assets in Table 22 above indicate that in general all these assets are in an above average condition. Row Labels Excellent Good Average Poor Box Culvert 13 Boxed Chambers 2 Pump Station 1 Standard Soakhole Grand Total

37 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-33 Key Issues and Strategies The key issues for all other stormwater assets are as follows: Table 23: Key Issues & Strategies Asset Type Issue Strategies to Address Key Issues Other Capacity Modelling allows for the measurement over a number of storm frequency scenarios (, Q10, Q100), from which appropriate sized ponds can be designed. Failure Structural/geotechnical assessments Compliance with Legislation Compliance with Engineering Standards Kaitaia Drainage Districts Ensure that developers are aware and compliant with appropriate legislation (sediment control), open lines of communication with Regional Council. Ensure developers, engineers and contractors are aware of Councils Engineering Standards and Guidelines (Practitioner meetings held). There are negotiations between FNDC and NRC to transfer all the Kaitaia Land Drainage Asset and Activities to NRC. Due to this pending change, this section of the AMP ( and ) remains unchanged from the 2012 AMP. Operation of activity / scheme or asset group The Kaitaia Drainage District covers approximately 9,600 hectares of predominantly farmed pasture land. This is a specific collection of arterial drains within a designated drainage area. The Kaitaia Drainage area was constituted under the Swamp Drainage Act 1915 and reclamation commenced in 1916 by the Lands and Survey department. All of the current assets existed at the time the Kaitaia Land Drainage District works committee was formed in 1957, at this stage flood protection assets were also spillways, stopbanks and approximately 120 floodgates. The assets in this area are managed by two separate Councils. Northland Regional Council manage the flood protection assets which provide drainage of soils to ensure economic long term return from low lying land, and the Far North District Council manage the land drainage assets which generally are the major outlets for farm drainage. In 2005 the flood protection assets were vested to the Northland Regional Council who have since then, rated for and managed these assets. The land drainage assets remain under FNDC management. A special rate is collected from the Area of Benefit to cover the annual maintenance requirements of these assets. The drainage rate is separate from flood protection rates and is a simple per hectare rate. A democratically elected land drainage committee has been formed from rate paying landowners in the area of benefit; meeting twice annually including an AGM. Discussions involve maintenance issues and financial position. The drainage schemes are overseen by a Council officer. The maintenance generally revolves around a mix of mechanical cleaning or spraying. There is no current active Management Plan for the Kaitaia Drainage District. The existing Management Plan was drafted in 1999, but has since been made ineffective due to the handover of the flood assets contained within that plan to the NRC. There was a strong bias toward flood protection elements in this plan. A new management plan is required.

38 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-34 Stakeholders are Landowners directly affected by the drainage scheme, the Far North District Council and the Northland Regional Council. The Kaitaia Drainage area is divided into several smaller sub catchments which each rely on a different flood protection asset as the major outfall. These outfalls are maintained by the Northland Regional Council. Kaitaia Land Drainage committee has representation on the Flood Protection Liaison group. The Land Drainage Bylaw was introduced in 2001 and reviewed in The bylaw ensures the safe and efficient operation, maintenance, modification and renewals of the designated assets. All land drainage is subject to the 1908 Land Drainage Act Physical Parameters The assets are primarily open farm drains ranging in size from 1.5 metres to 6 metres in width and from 1 metre to 3.5 metres in depth. The majority of the drains fit the B or C profile, refer to Appendix A. In total, there are 121,961 metres of drains on the asset register for the Kaitaia Drainage District, profiles A, B and C, refer to Appendix A. Refer to Appendix A for detailed maps which are appended to the Land Drainage Bylaw Asset Capacity/Performance All the drainage assets were in existence at the time the Drainage District Committee was formed, and were built with little or no design, apart from local knowledge and the desire to convert wet swamp land into economic farming land. There has been a minimal increase in capacity of most of these assets over time as mechanical cleaning inadvertently tends to enlarge drain sizes. Current drain configuration adequately deals with current conditions under the present maintenance regime. The drains primary purpose is to lower ground water levels to enable economic return to the farmland Asset Condition The nature of the assets is such that condition over the long term shows only minor change. The Kaitaia Drainage area was constituted under the Swamp Drainage Act 1915 and reclamation commenced in 1916 by the Lands and Survey department. All of the current assets existed at the time the Kaitaia Land Drainage District works committee was formed in Over the short term (one year) the condition is reliant upon the maintenance regime so would be in its worse condition in the early autumn when compromised by weed or silt and in its best condition just prior to winter, after maintenance, and in anticipation of the wet winter months. Key Issues and Strategies Kaitaia Drainage Districts Table 24: Key Issues & Strategies Asset Type Issue Strategies to Address Key Issues Kaitaia Drainage Maintenance Routinely maintain the drains so they are at there maximum efficiency during the winter months. Districts Rapid response to Requests for maintenance Communicate and consult with stakeholders Program works within budgeted allocations

39 Stormwater Activity OVERVIEW OF THE ASSETS PART C Northern Drainage Schemes Operation of activity / scheme or asset group There are three smaller drainage districts rolled into one Northern Drainage management plan. These three districts, Motutangi, Waiharara and Kaikino have separate catchments, are rated separately and have separate budgets. The current management plan (September 2003) is still in draft form and has never been ratified by Council. A review and update of this plan is necessary. The drainage schemes are overseen by a Council officer. The maintenance generally revolves around a mix of mechanical cleaning or spraying. The Motutangi area consists of a total 20,073 metres of drain of which approximately 4,500 metres is of Class A profile with the remainder Class B or C. The Waiharara area consists of a total 7,905 metres of drains with approximately 500 metres of Class A and the remainder Class B or C. The Kaikino area consists of a total 7,555 metres of drains with approximately 500 metres of Class A and the remainder Class B or C. Stakeholders are Landowners directly affected by the drainage scheme, the Far North District Council and Northland Regional Council. The Land Drainage Bylaw was introduced in 2001 and reviewed in The bylaw ensures the safe and efficient operation, maintenance, modification and renewal of the designated assets. All land drainage is subject to the 1908 Land Drainage Act Physical Parameters The following tables show the drains within each drainage schemes. Table 25: Motutangi Area Drain Location Length Drain Profile Motutangi Stream 4,225 A Main Outfall 1,147 B Bryan Drain 2,716 C Beazley Drain 2,012 C Aspin Drain 2,200 C Cut to Lands End 1,609 C Selwyn Drain 2,750 C Bacica Drain 2,414 C Seymour Drain 800 C Subritzky Drain 200 C Total Length 20,073 Table 26: Waiharara Area Drain Location Length Drain Profile Okohine 5,200 A B C Cox s Branch 805 C Bilcich Branch 800 C Bilcich Extension 1,000 C Tunnel Traverse 100 C Total Length 7,905

40 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-36 Table 27: Kaikino Area Drain Location Length Drain Profile Kaikino 5,500 C Hobson 1,050 C Hobson Extension 1,005 C Total Length 7,555 Refer to Appendix A for detailed maps which are appended to the Land Drainage Bylaw Asset Capacity/Performance All the drainage assets were in existence at the time the drainage district committees were formed and were built with public works, and later, Council engineers designing and developing the drainage patterns, and the desire of local farmers to convert wet swamp land into economic farming property. There has been only a minimal increase in capacity of most of these assets over time as mechanical cleaning inadvertently tends to enlarge drain sizes. Current drain configuration adequately deals with current conditions under the present maintenance regime. The drains primary purpose is to lower ground water levels to enable economic return to the farmland Asset Condition The Motutangi Drains were partially developed prior to 1900 by gum diggers. In 1928 the Motutangi Swamp was declared a Drainage District with public works, and later, Council engineers designing and developing the drainage patterns. The Selwyn swamp was developed in 1951 and merged into the Motutangi district. The Kaikino Drainage District was formed in The Waiharara Drainage District was declared in Over the short term (one year) the condition is reliant upon the maintenance regime so would be in its worse condition in the early autumn when compromised by weed or silt and, in its best condition just prior to winter, after maintenance, and in anticipation of the wet winter months. Key Issues and Strategies Northern Drainage Scheme Table 28: Key Issues & Strategies Asset Type Issue Strategies to Address Key Issues Northern Drainage Maintenance Routinely maintain the drains so they are at there maximum efficiency during the winter months. Scheme Rapid response to Requests for maintenance Communicate and consult with stakeholders Program works within budgeted allocations 4.3 Activity Rationale Council undertakes this activity to provide Stormwater management systems to control stormwater discharges from urban areas throughout the district. This involves the sustainable management of Stormwater runoff within a defined urban catchment utilising piped networks, open drains and overland flowpaths giving consideration to current and future development, climate change, system capacity and condition, water quality, financial affordability, and the environment. The proposed Council Community Outcome that the Stormwater activity primarily contributes to is: Sustainable, affordable, equitable infrastructure that contributes to the economic progress and social wellbeing of District

41 Cultural Social Economic Environmental Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-37 For further details on Council s Community Outcomes, refer to Part B Corporate Management, Section Community Outcomes. Council may require developers to provide stormwater reticulation as a condition of the resource consents relating to a development. This may also include, overland flow paths and retention/detention structures in subdivisions. Upon satisfactory completion (in accordance with Councils Engineering Standards and Guidelines), the assets are vested to Council and Council assumes responsibility for the future management of these systems. 4.4 Key Service Drivers Stormwater assets are critical assets that contribute toward the health and wellbeing of both the human and natural environments. Management of these assets (to prevent flooding) contributes toward reducing potential threats to public safety, to property and minimises adverse effects to the receiving environment. Levels of Service Council has a duty to provide services that are effective, delivered in a timely manner and are affordable. Responses received from customers indicate whether or not Council are meeting those Levels of Service Delivery of Stormwater Services Levels of Service (LoS) standards define the levels to which Council provides services to the community. Some standards are defined by statutory requirements which are outlined in detail under Section 2.8, others in conjunction with the community, and some with key stakeholders. These standards (or levels of service) provide a basis for determining whether assets need to be constructed, replaced, remanufactured, or maintained. These performance measures have been defined to enable Council s performance to be measured and reported against. These are covered in detail under Levels of Service Section 3.0 of this plan. 4.5 Potential Significant Negative Effects on the Activity The purpose of identifying significant negative effects is to ensure that Council activities are conducted in accordance with the principles of sustainability. The Stormwater activity has the potential to have negative effects on community well being. The possible negative effects are outlined in the table below: Table 29: Significant Negative Effects Significant Negative Effect Mitigation Measure Reporting Procedure Pollution caused by pollutants and undesirable debris being discharged from the stormwater network Inadequacy of existing assets to cope with large rainfall events causing flooding, which could result in social and economic hardship. Provide public education to keep pollutants and debris from being put into the stormwater drains Continually monitor network performance, maintain stormwater models and assess improvement needs Annual report RFS database NRC Abatement Notice Inspections prior to acceptance of new assets Annual report Lack of infrastructure to Monitoring flood events LTCCP submissions

42 Cultural Social Economic Environmental Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-38 Significant Negative Effect Mitigation Measure Reporting Procedure convey stormwater, safely resulting in flood damage and determining appropriate solutions. Where necessary the community will be consulted on specific projects through the Long Term Plan process and in conjunction with Northland Regional Council. Currently no significant projects are being proposed by Far North District Council. Annual report 4.6 Significant Changes for the Activity During the term of this plan the following unknowns are likely to have significant implications on this activity: 6. Implementation of the National Policy Statement for Freshwater management. 7. Adoption of a Climate Change Strategy and its potential impact upon required infrastructure upgrades. 8. Changes in the Management Structure within District Council 9. Changes to the Local Government Act 10. Creation of a Unitary Authority 4.7 Strategic Goals Stormwater Goal To plan, maintain and improve the stormwater network that minimises the effects of flooding on people, dwellings, damage to property and to promote sustainable management of the stormwater network and services in a way that avoids or minimises adverse effects on the environment. Goals to be achieved include: Priority 1: Develop and implement a planned maintenance and inspection register Priority 2: Review and update where necessary the network models and catchment management plans Priority 3: Develop an understanding of the flooding issues in Moerewa to enable future decisions to be undertaken Priority 4: Review and upgrade assessments on the effects of climate change Priority 5: Review Ahipara stormwater requirements and implement needs as required Having a 10 year asset management plan in place that has been independently audited and reviewed at 3 yearly intervals supports the key goals of this policy. The direction of this policy is also reflected in Level of Service measures.

43 Stormwater Activity OVERVIEW OF THE ASSETS PART C Statutory Requirements Statutory requirements impact on the way in which Far North District Council operates to meet its obligations to its customers. The key legislation relating to the management of Stormwater assets are listed below: National National Policy Statement for Freshwater Management The National Policy Statement for Freshwater Management supports improved freshwater management in New Zealand. It does this by directing regional councils to establish objectives and set limits for fresh water in their regional plans. Recent amendments to the NPS give regional councils specific direction on how this should be done. Assessment of Water and Sanitary Services LGA Part 7 (including Stormwater) The Local Government Act 2002 requires assessments for the provision of water and sanitary services in its district. The LGA Part 7, subpart 1 Specific obligations to make assessments of water and sanitary services, sections 124 to 129, and section 285. Plus Section 23 of the Health Act The section headings are as follows: Health Act 1956 subject to the provisions of this Act, it shall be the duty of every local authority to improve, promote, and protect public health within its district Regional LGA 2002 Section 124 Interpretation Section 125 Section 126 Section 127 Section 128 Section 129 Regional Policy Statement for Northland - The Regional Policy statement contains a range of objectives relating to coastal water quality. These objectives seek to maintain and where possible improve coastal water quality in the Northland Region. Water and Soil Plan for Northland (administered by NRC) this plan highlights the following stormwater concerns: Heavy metal and sediment contaminant runoff; The past lack of controls for SW management Contaminant contribution from point source accidental spills; and Disposal of waste into stormwater systems. Policies within the plan are directed toward: Requirement to assess water and other sanitary services Information required in assessment of water services Information required in assessment of sanitary services Process for making assessments Extent of information in assessments Increasing public awareness of the effects of stormwater discharge and the disposal of waste into the stormwater system; The use of comprehensive stormwater management plans and long term consents as a vehicle to manage urban stormwater; Provision of safeguards against flooding and water quality deterioration; and

44 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-40 Inclusion of water quality controls and the adoption of best management practice for stormwater management and design, including practices to minimise the discharge of contaminants from point source locations. Regional Coastal Management Plan (administered by NRC) this plan is concerned with the effects of both point and diffuse urban runoff that discharge contaminants into the coastal environment. Policy is directed toward the avoidance, mitigation or remediation of such discharges with stormwater quality plans being required for the discharge from subdivisions District The Far North District Plan assists Council to carry out its functions under the Resource Management Act In order to achieve the purpose of the Act is to promote the sustainable management of natural and physical resources. In this context, the Far North District Plan outlines the rules, objectives, policies and requirements for land based activities above Mean High Water Springs (MHWS). This includes earthworks, roadworks, and stormwater works (drainage) associated with development. The District Plan also sets out the standards and controls for lighting, noise, hazardous substances (spill management), and contaminated land. Far North District Council Policies / Strategies / Guidelines Council has developed various policies and strategies to fulfil its role and to align its activities to other agencies and organisations. Policy / Plan Name Status Development Contributions Policy Proposed to cease July 2015 FNDC Engineering Standards and Guidelines Current Bylaws Land Drainage Bylaw Stormwater Bylaw Status Current Draft Strategy Name Northland Regional Council Priority River Project Awanui River Flood Management Plan Status Current Current Vision To provide sustainable management of Stormwater runoff within defined urban catchments Key Issues In addition, a number of key issues were identified in the review process: Table 30: Key Issues identified Key Issues Climate Change Effects The Ministry for the Environment (MfE) Climate Change Guidelines are subject to revision and this is likely to impact on Stormwater Catchment Management Plans. Effects of development on the reticulated stormwater network Implications Stormwater Catchment Management Plans may require further revision. Network Improvements/upgrades may be required which will have cost implications. Increasing the area of impervious land will increase storm flows increasing the load on the stormwater network. If

45 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-41 Key Issues In some areas the existing network passes beneath private properties Potential for future changes in environmental standards Comprehensive Stormwater Discharge Consents The change from external consultants to Council s in-house staff for provision of asset management professional services Flooding created by large catchments adversely effecting urban communities, i.e. Moerewa, Kawakawa, Waipapa and Kaeo. Responding to flood events is a multi-agency activity. This is resulting in the failure of Council to accurately monitor and record all incidents during a flood event. The community survey shows a low level of satisfaction with the stormwater activity Protecting Overland Flow Paths Implications any improvements aren t undertaken at the time of initial development, costs associated with improvement works will have to be funded through rates. It may be necessary to re-evaluate the network layout to ensure that the network is accessible for all property owners and also accessible for Council s maintenance operations. Likely to increase resource consent costs and network improvements/upgrades may be required to better manage or treat the stormwater. Consideration needs to be given to the continued development of Stormwater Catchment Management Plans to obtain stormwater discharge consents for the defined urban areas in the future. Additional, appropriately skilled staff are likely to be required or Council may need to make a greater call on specialist external resources. The need to work closely with the Northland Regional Council to investigate and implement solutions is likely to have cost implications. Failure to capture accurate information can lead to poor decisions being made when planning or programming for improvements. A better understanding of the issues affecting community satisfaction is needed so a program can be developed to improve the level of satisfaction. Stormwater pipes have limited capacity and the stormwater network is dependant on overland flow paths during major storms. Loss of overland flow paths will result in increased flooding. 4.9 Water and Sanitary Service Assessments The Local Government Act 2002 (LGA 2002) requires that the Long Term Plan (LTP) include a summary of the last assessment made under Section 125 for the provision of water and sanitary services in its district. Further to this it requires that an authority from time to time, in accordance with sections 126 and 127 assess the provision within its district Completeness of the Assessment The first Assessment of Stormwater services were undertaken in 2005, effectively following the enactment of the Local Government Act 2002, and in alignment with the development of the Far North Future Plan A significant amount of work has been undertaken since this time, including data capture, GIS mapping and the subsequent development of the Stormwater Catchment Management Plans (SWCMPs). This has lead to a greater understanding of the dynamics involved with each of the urban drainage areas, the issues to be addressed and the management techniques to be deployed, either physically or via legislation, Bylaw development etc. The importance of understanding the current networks and how they operate under extreme rainfall events i.e. 50 or 100 year storm events is critical to the ongoing provision of stormwater services in each urban catchment. Similarly Climate Change is another aspect that requires careful consideration. Affordability is key, given the communities willingness to pay for the service and satisfaction with the service being provided, hence the ongoing need to determine future provision given development and growth pressures (in some

46 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-42 areas) and the balance of renewals and maintenance required for whole of life cycle asset management. SWCMPs are completed for the following areas: Ahipara Awanui East Coast or Doubtless Bay (Taipa Cable Bay / Coopers Beach / Mangonui) Haruru Falls Houhora/Pukenui Kaikohe Kaitaia Karikari Peninsula (Tokerau / Whatuwhiwhi / Rangiputa) Kawakawa/Moerewa Kerikeri (being remodelled) Kohukohu Opononi/Omapere Opua/Veronica Point Paihia Rawene Russell Peninsula (Russell / Okiato Point / Tapeka Point) Whangaroa/Kaeo Excluded are Hihi, Okaihau, Ngawha, Taupo Bay and Tauranga Bay. All small settlements, with a limited reticulated network can be managed as the need arises. Areas not modelled or SWCMP being developed. The re-evaluation of current and future rankings is based on information gathered through the review process, the progress achieved with SWCMPs, and the requirements determined by the legislation, such as consulting Northland Health. For consistency the ranking value remains High to Low to track Councils progress in determining the state of the stormwater systems in the district and achieving the requirements of the LGA An overview of the actions taken against the 2005/06 Assessment findings is provided below followed by the 2008 Stormwater Assessment Ranking Table, covering the appropriate legislative clauses. Table 31: Assessment Findings Review /06 Assessments Findings Actions to Date (2014) The Area of Benefit (AoB) is not clearly defined for all stormwater urban areas. This will be reviewed in conjunction with the Stormwater Management Plans, which will be progressively updated over the next two years; The correlation between the Area of Benefit, the urban catchment and the stormwater catchment is not clearly defined; The existing Stormwater Management Plans adopted a conservative approach due to a lack of precise data. The analysis undertaken highlights the need for further detailed assessments of the capacity of the reticulated networks with regard to future remedial/upgrading costs. These will be progressively updated over the next two years; A detailed analysis of secondary/overland flow paths has not been undertaken. There is a need for more detailed survey data and design impacts; Council has completed Stage I & II of a three Stage programme to identify stormwater assets. Stage III has been completed for East Coast, Kaitaia, Awanui and The Area of Benefit has been defined and largely represents the urban area. The Stormwater Management Plans and information on the GIS now clearly define these areas. More concise data has been obtained since 2005 including LiDAR, which has enabled greater assessment of the sub-catchments. Assessments have concentrated on the public system. Work is continuing with the modelling of Councils Kerikeri reticulated network in conjunction with NRC LiDAR data for the region has significantly enhanced the assessment and modelling of overland flow paths. A detailed analysis has yet to be completed. Data has been captured for all sites to enable the development of Stormwater Management Plans. LiDAR has enabled more accurate

47 Stormwater Activity OVERVIEW OF THE ASSETS PART C /06 Assessments Findings Actions to Date (2014) Ahipara and will be progressively completed over the next definition of overland flowpaths and drainage two years for the remaining urban areas; channels outside of the reticulated network. No further data capture is planned at this stage. Council has commenced development of a Hazard Register and mapping into GIS to identify risks initially for flooding, erosion including coastal, slips, detention ponds and dams; The piped network condition is largely unknown and the confidence in this information is low. Significant improvement prior to the next valuation being undertaken in June 2009 is required. A programme needs to be initiated over a three year period to firstly carry out a sample assessment and where necessary extend the programme to obtain a sound assessment of the condition of the pipes. Funding to implement this programme may be a challenge; It is evident that Council is required to obtain a number of resource consents and the individual assessments have identified this. Council will seek to obtain consent on a Ward basis. Effectively this will enable Council to better manage its assets and responsibilities. The NRC has agreed to this approach in principal; There is inadequate information regarding unserviced communities. Council will continue to improve information and knowledge and work with communities to reach practical solutions where possible; Where practicable a community wide information and education programme could be initiated to raise awareness about stormwater and the potential for contamination regarding everyday use of household items; Council will continue to investigate the effects of on-site effluent systems to better safeguard at risk communities; Current and future impervious areas have not been populated into GIS; Confirmation is required to identify what developmental controls are placed on new developments with particular regard given to sediment and erosion control and stormwater attenuation; Flooding risks are being identified on the GIS Capacity issues rather than condition assessment have been identified as the most critical element of the SWCMP development. Condition assessments do not provide suitable tools for determining the physical works as they ultimately affect the valuation only. Condition issues will be dealt with as they arise taking into consideration the capacity. At this time no comprehensive resource consents have been applied for. Council is in regular communication with NRC regarding the Stormwater Management Plan programme and the modelling that has been undertaken. Focus at present is on the reticulated urban areas. For other areas in the district, should it become apparent that issues are prevalent then these will be dealt with on a case-by-case basis. No education programmes are planned. Further consideration on this item will be given should comprehensive stormwater resource consents be applied for. The initiation of annual inspections and five yearly mandatory pump outs of on site disposal systems have been implemented. In addition design standards are in place for new developments requiring onsite treatment. Impervious areas are considered in conjunction with the development of the SWCMPs Engineering Standards are in place. Floodplain maps have been developed for a number of scenarios and these are currently being added to Councils website to assist with the planning of developments.

48 High Medium Low High Medium Low Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-44 Table 32: 2008 Stormwater Assessment Ranking Update Legislation Assessment Progress (2014) LGA Ref Assessment Requirement Comments Current Needs Future Needs 126 (e) The purpose of an assessment under section 125 is to assess, from a public health perspective, the adequacy of water and other sanitary services available to communities within a territorial authority's district, in light of the actual or potential consequences of stormwater and sewage discharges within the district. SWCMPs have been developed for each of the urban catchments based upon the comprehensive data gathering exercise that was completed in The SWCMPs identify the network components, capacity and linkages Review Structure This review provides an interim discussion as to the ongoing development of the stormwater activity as it relates to legislative requirements of the LGA Specifically this review will: Provide an overview of the legislation Provide an overview of the 2008 Stormwater Assessment Review Growth for the district Summarise the three Wards actions to date and future requirements Legislative Requirements The Local Government Act 2002 requires that an LTCCP include a summary of the last assessment made under Section 125 for the provision of water and sanitary services in its district. Further to this it requires that an authority from time to time, in accordance with sections 126 and 127 assess the provision within its district. Provision is also provided to include the assessment in the LTP, however if this is not the case, then the TA must adopt the assessment using the special consultative procedure. A Summary of the Assessments was included in the Far North Future Plan. Table 33: LGA 2002 Requirements (Stormwater Related) Section Reference Section 126 (e) ) LGA 2002 Requirements The purpose of an assessment under section 125 is to assess, from a public health perspective, the adequacy of water and other sanitary services available to communities within a territorial authority's district, in light of the actual or potential consequences of stormwater and sewage discharges within the district Activity Overview The public system provides for the collection and conveyance of stormwater from roads and from developed areas. Typically runoff from roads, driveways and properties is collected via kerb and channel, catch pits, open drains and conveyed through a limited piped network to discharge to open drains, streams and or coastal margins.

49 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-45 Council owns and operates the public stormwater system within urban areas of the district. It is responsible for: Maintaining the road drainage system which includes kerbing, channelling and culverts Providing for and maintaining the public stormwater drainage system that receives stormwater from individual properties Reticulation (pipes), catch pits, manholes, inlets/outlets, detention dams/ponds Maintaining open drains and overland flow paths Council provides systems to control stormwater discharges from urban areas only to prevent flooding. There are 23 defined urban areas in the district; these are listed in Table 34. Table 34: Stormwater Management Areas Northern Ward Eastern Ward Western Ward Ahipara Haruru Falls Kaikohe Awanui Kawakawa/Moerewa Kohukohu East Coast (Mangonui, Coopers Beach, Taipa) Kerikeri Central/ Riverview / Waipapa Ngawha * Hihi Opua/Veronica Point Okaihau Houhora/Pukenui Paihia/Te Haumi Opononi/Omapere Kaitaia Whatuwhiwhi/Tokerau Beach/Rangiputa * Plans not being developed Russell Central/Matauwhi Bay/Long Beach/ Tapeka Point/Okiato Point Taupo Bay Tauranga Bay Whangaroa/Kaeo Rawene As a condition of Resource Consent, Council may require developers to provide stormwater reticulation, overland flow paths and detention structures (dams or ponds) as part of subdivisions. Once complete, Council may assume ownership and therefore responsibility for the maintenance and upgrade of these systems. Private facilities collect stormwater on-site and feed it to the public stormwater system (where available) or directly to open drains, streams or ground soakage. Private property owners are responsible for providing and maintaining the stormwater drainage system on their property, maintaining any watercourses and flowpaths that run through their properties, and accepting and providing for any natural runoff from properties located above Rural Land Drainage Council helps to maintain productive land in rural parts of the District through the provision of maintenance of drains, streams, stopbanks, spillways and floodgates within designated rural land drainage areas. In some instances Drainage Plans have been developed to assist with the overall management and direction for those areas (i.e. Kaitaia and Awanui) Growth drivers / influences in the Far North District For further details on Growth, refer to Part B Corporate Management Section Stormwater Assessments 2008 Update The following sections provide the updated/reviewed information from the 2005/06 Assessments. For the purposes of this review the Wards are discussed together under the legislative clauses.

50 Stormwater Activity OVERVIEW OF THE ASSETS PART C Northern Ward The Northern Ward includes the following urban areas (having reticulated networks), which are in the process of having defined Stormwater Catchment Management Plans (SWCMPs) developed: Ahipara Awanui Doubtless Bay (Mangonui, Coopers Beach, Taipa) * Hihi Houhora/Pukenui Kaitaia * Plans not being developed Karikari Peninsula (Whatuwhiwhi, Tokerau Beach, Rangiputa) Figure 31: Northern Ward Information on settlements outside of the defined Northern urban areas is generally restricted to RFS data and local knowledge for the Northern Ward. Typically these areas are rural in nature with relatively dispersed residences with little (or no) need for reticulation of either stormwater (or sewage). Runoff from impervious areas (sealed driveways, car ports, paths etc.) or overflows is generally discharged at points on each lot so that the resulting overland flow does not flood the dwelling. The overland flow then feeds to a watercourse, or dish drains or in some instances directly to the coastal environment Eastern Ward The Eastern Ward includes the following urban areas (having reticulated networks), which are in the process of having defined Stormwater Catchment Management Plans (SWCMPs) developed: Haruru Falls Kawakawa/Moerewa Kerikeri Central/Riverview/Waipapa Opua/Veronica Point Whangaroa/Kaeo Paihia/Te Haumi Russell Central/Matauwhi/Long Beach/Tapeka Pt/ Okiato Pt * Taupo Bay * Tauranga Bay * Small settlements with a limited reticulated network that can be managed on an as needed basis. Plans not being developed, modelling not undertaken.

51 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-47 Figure 32: Eastern Ward Growth in the Eastern Ward has seen a significant increase in commercial enterprise, residential and holiday population. The push for coastal property/development has seen a large number of subdivisions occur in areas placing pressure on existing services and exacerbating problems in others. A number of settlements outside the reticulated urban areas were previously identified, based on their potential for growth and as potentially having stormwater issues that may impact on the environment and public health and safety arising from the lack of a reticulation system, decrease in lot size, increased on-site effluent treatment and increased run off. These areas include, Opito and Doves Bay, Matauri Bay, Te Ngaire Bay and Totara North. In the absence of reticulation, dwellings feed the stormwater from roofs into water supply tanks (concrete or plastic). The tank overflows, combined with the runoff from impervious areas (sealed driveways, car ports, paths etc.) are generally discharged at points on each lot so that the resulting overland flow does not flood the dwelling. The overland flow then feeds to a watercourse, or dish drains or in some instances directly to the coastal environment. Due to the development occurring at Waipapa, both commercial and residential the area of benefit has been extended to include this area, with further extensions possible. The bulk of the area outside of the urban areas is comprised of rural land, forestry, Department of Conservation Land or used for horticultural purposes (predominantly outside of Kerikeri Urban area). Subdivision of rural land is occurring in areas such as Waimate North, Puketona, and Rawhiti. However lot sizes are generally over 3000m2, which is adequate for on-site effluent treatment and dissipation of stormwater runoff Western Ward The Western Ward includes the following urban areas (having reticulated networks), which are in the process of having defined Stormwater Catchment Management Plans (SWCMPs) developed: Kaikohe Kohukohu * Ngawha * Okaihau Opononi/Omapere Rawene * Small settlements with a limited reticulated network that can be managed on an as needed basis. Plans not being developed, modelling not undertaken.

52 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-48 Figure 33: Western Ward Growth in the Western Ward has not been as significant as the Eastern or Northern Wards and with regard to the larger residential areas in the Ward, growth has declined. Areas such as Pungaru, Broadwood, Taheke, Kohukohu, and Mangamuka are unlikely to show growth in the future and therefore the need to provide reticulation for both water and sewerage is possibly unwarranted. However, this does not deter from the fact that these locations also contribute to the overall issues of potential environmental and human health problems with particular regard given to poorly performing on-site effluent treatment systems that are either inadequately maintained or located in poor draining soils. In the absence of reticulation, dwellings feed the stormwater from roofs into water supply tanks (concrete or plastic). The tank overflows, combined with the runoff from impervious areas (sealed driveways, car ports, paths etc.) are generally discharged at points on each lot so that the resulting overland flow does not flood the dwelling. The overland flow then feeds to a watercourse, or dish drains or in some instances directly to the coastal environment Stormwater Catchment Management Plans (SWCMPs) The objective of the SWCMPs is to: 1. To provide user friendly information as to flooding and potential flooding areas. 2. Comply with all relevant current National legislative requirements, Regional and Local Authority policy, plans, strategies, bylaws and statements. 3. Contain sufficient information to support an application for Resource Consent from the Regional Council 4. Provide plans within the document that indicate the following: Drainage system Reticulated network layout Pipe size Flow direction Overland flow paths Flood hazards Peak flow estimates (5, 10, 100 AEP and climate change allowance)

53 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-49 Table 35: Stormwater Catchment Management Plans Northern Ward Eastern Ward Western Ward Ahipara Haruru Falls Kaikohe Awanui Kawakawa/Moerewa Kohukohu East Coast (Mangonui, Coopers Beach, Taipa) Kerikeri Central/ Riverview / Waipapa * Ngawha * Hihi Opua/Veronica Point * Okaihau Houhora/Pukenui Paihia/Te Haumi Opononi/Omapere Kaitaia Whatuwhiwhi/Tokerau Beach/Rangiputa * Plans not being developed. Russell Central/Matauwhi Bay/Long Beach/ Tapeka Point/Okiato Point * Taupo Bay * Tauranga Bay Whangaroa/Kaeo Rawene An important addition to the Kaitaia and Awanui Catchments is the model of the Awanui River, as it impacts significantly on the ability of those drainage areas to function appropriately. An important addition to the Waipapa and Kerikeri Catchments is the model of the Waipapa River, as it impacts significantly on the ability of those drainage areas to function appropriately. Figure 34: Catchment Map Example (Doubtless Bay) Determine the Health and Environmental Impacts of Stormwater Discharges arising from Current and Future Demands Potentially the significant issues facing urban and rural areas/settlements in the Northern Ward is considered to be flooding, sedimentation and sewage infiltration. Sedimentation from large-scale development, forestry works and sewage infiltration including from antiquated on-site effluent treatment systems. Council has implemented its Control of On-site Wastewater Disposal Systems Bylaw effective as of 1st July The purpose of this bylaw is to ensure that all On-Site

54 Stormwater Activity OVERVIEW OF THE ASSETS PART C 4-50 Wastewater Disposal Systems that are in operation or proposed to be installed, repaired or extended on properties anywhere in the District are installed, repaired, extended, operated and maintained, in a safe and sanitary manner, with no, or minimum adverse effects on the surrounding natural environment, or are a health nuisance, and in a manner that is culturally sensitive. NRC currently monitors a number of locations for a range of contaminants using indicator parameters to determine the degree of contamination. High counts of faecal coliforms indicate the presence of other more harmful bacteria that could be attributable to on-site effluent treatment and also rural runoff reaching waterways via overland flow, or poorly protected waterways providing direct contact Northland District Health Board A (circa 2012)response from Mr Jonathan Jarman, Medical Officer of Health with the Northland District Health Board to questions about illnesses that are notifiable under the Health Act There were 611 notifications of enteric diseases in the Far North District. While some of these cases were related to drinking water, wastewater or stormwater, this information is not easily retrievable from their files. Refer to Appendix B for a copy of the letter from Northland District Health Board Assess the Risk to Communities Relating to Absence of Stormwater Drainage Service 126 (1) (b) Section 126 (1) (b) of the Act requires an assessment of any risks to the community from the absence in any area of the district of a reticulated stormwater network. The effective disposal of stormwater is important for public safety, the protection of property and the environment and to minimise disruptions to the ability of the community to use public amenities such as transportation systems. Please refer to Risk Management, Section 10 for detailed risk for Stormwater.

55 Stormwater Activity LEVELS OF SERVICE PART C LEVELS OF SERVICE Asset Management (AM) planning enables the relationship between levels of service and the cost of the service (the price/quality relationship) to be determined. This relationship is then evaluated in consultation with the community to determine the levels of service they are prepared to pay for. Defined Levels of Service (LoS) can then be used to: 1. Inform customers of the proposed LoS 2. Develop AM strategies to deliver LoS 3. Measure performance against defined LoS 4. Identify the costs and benefits of services offered 5. Enable customers to assess reliability, simplicity, quality, friendliness, and convenience. In this context LoS define the quality of delivery for a particular activity or service against which service performance can be measured. Establishing Core Values Core Values provide the cornerstone to the development of Levels of Service from both a customer and technical point of view. One simple word can easily define what is expected by the customer and to be delivered by the asset owner. The Developing Levels of Service and Performance Measures Manual describes Core Values for Council activities. It is important for the customers and Council to consider which of these are most important as the priorities flow into the final required levels of service. Through the Versus Communitrak consultation process, and feedback received via Annual Planning submissions, Council has determined that the following Core Values are key to the Stormwater Activity. 1. Accessibility 2. Affordability 3. Health and Safety 4. Efficiency/Responsiveness 5. Sustainability/Whole of community benefits 6. Quality Stormwater assets are not generally visible to the public and confusion exists as to the differing areas of jurisdictional responsibility (road drainage, stormwater drainage, land drainage, river drainage etc.). Therefore, it is not one of the easiest service groups to discuss with customers. An accurate picture is required first by identifying what Core Values are important to the community, determining what outcomes they expect and identifying appropriate service levels that are measurable. National Benchmarking In 2014 the Government set mandatory criteria by which the deliveries of stormwater and land drainage services are to be measured. Most of these criteria are in addition to the measurements currently undertaken. The land drainage schemes do not reach the size threshold for the mandatory reporting requirements.

56 Stormwater Activity LEVELS OF SERVICE PART C Existing Level of Service Our current levels of service do not, generally, adequately reflect measures to demonstrate good stewardship of the assets. For example, the following graph is a measure of response times to requests for service. The KPI measurement didn t advise the community what the required response times were. Figure 35: Percentage of stormwater RFS responded to in set time The following graphs represent the key Stormwater levels of service that have been monitored since 2005/06. The kpi s used for this measure lacked specified response times; therefore only show what was responded to, not how quickly the response occurred. 5.2 Changes to Level of Service A key driver for changing the level of service measurements is to comply with the compulsory criteria set by the Government. This new criteria applies from 1 July A change in LoS will either be reflected as either an increase or decrease in the LoS. Any change will need to be consulted on with key stakeholders and the community. The outcomes then incorporated into the decision making process. The following table outlines the current KPI s in our LTCCP and the proposed changes and / or deletions.

57 Stormwater Activity LEVELS OF SERVICE PART C 5-1 Table 36: Previous KPI s in the LTCCP Key Project(s) / Initiative(s) How the project(s) / initiative(s) will impact on levels of service Performance Measure Measurement method Target Stormwater provision Prompt responses to requests for service (RFS) Percentage of RFS responded to in set time for stormwater Data collected and monitored through the internal RFS system 99% Stormwater improvements Improved provision of urban stormwater Percentage satisfied with urban stormwater collection Annual community feedback survey 64% 5.3 Level of Service Risks to Delivery of the Levels of Service Table 37: Risks to Delivery of the Levels of Service Level of Service Risk Likelihood Consequences Percentage satisfied with urban stormwater Where a reticulated stormwater system exists and for each flooding event, the number of habitable floors affected Compliance with resource consents Percentage of RFS responded to in set time for stormwater 1 3 High, 2 Medium, 1 - Low Current community satisfaction is well below the KPI. Improving community satisfaction may take time to occur, Failure of the network resulting is habitable floors being flooded Failure to comply with resource consents will result in enforcement actions Failure to respond could result in avoidable flooding. Action 3 1 Prioritised upgrade programme development based on capacity studies and evaluation spreadsheet. Improving public engagement and education 1 3 Ensuring adequate planning and maintenance of the stormwater network 1 2 Monitoring compliance with the existing resource consents 3 2 Monitoring response times 1 Priority Yr , 2,

58 Stormwater Activity LEVELS OF SERVICE PART C Ten year plan measures and levels of service Based on the Levels of Services in Table 36 above, the expected performance over the coming ten years will be shown in Table 38. Table 38: Long Term Plan Targets KPI Focus Definition Performance Measure Measurement Method Our water, stormwater, and wastewater infrastructure protect the environment and people and enable sustainable development Our infrastructure protects the environment and people Provision of adequate urban stormwater systems a) The number of flooding events that occur in the Far North District The number of rain events which result in habitable floors in urban areas becoming inundated. Baseline NEW Target 2015/ / / / Our water, stormwater, and wastewater infrastructure protect the environment and people and enable sustainable development Provision of adequate urban stormwater systems b) For each flooding event, the number of habitable floors affected. (Expressed per 1000 properties connected to the Council s stormwater system.) Council RFS system and contractors records NEW Our infrastructure protects the environment and people

59 Stormwater Activity LEVELS OF SERVICE PART C 5-3 KPI Focus Definition Performance Measure Measurement Method Our infrastructure protects the environment and people Maintain compliance with resource consents Compliance with the Regional Council's resource consents for discharge from its stormwater system, measured by the number of: Baseline Target 2015/ / / /25 a) abatement notices; and Correspondence received from Regional Council NEW 1 or less 1 or less 1 or less 1 or less b) infringement notices; and Correspondence received from Regional Council NEW c) enforcement orders; and Correspondence received from Regional Council NEW d) convictions, received by Council in relation those resource consents. Correspondence received from Courts NEW Our infrastructure protects the environment and people Performance measure three (response to stormwater system issues): The median response time to attend a flooding event, measured from the time that the Council receives notification to the time that service personnel reach the site. Data collected and monitored through internal RFS system NEW <48 hours <48 hours <48 hours <48 hours We will make more efficient use of existing infrastructure, including managing demand, to deliver Performance measure four (customer satisfaction): The number of complaints received by Council about the performance of its stormwater system, expressed per 1000 properties connected to the Data collected and monitored through internal RFS sytem New <10 <10 <10 <10

60 Stormwater Activity LEVELS OF SERVICE PART C 5-4 KPI Focus Definition Performance Measure Measurement Method value-for-money services Our water, stormwater and wastewater infrastructure protect the environment and people and enable sustainable development territorial authority s stormwater system Baseline Target 2015/ / / /25 We will make more efficient use of existing infrastructure, including managing demand, to deliver value-for-money services Our water, stormwater and wastewater infrastructure protect the environment and people and enable sustainable development Customer satisfaction with stormwater services Percentage of residents satisfied / very satisfied with urban stormwater services Annual community feedback survey 40% 60% 60% 60% 60%

61 Stormwater Activity ASSET MANAGEMENT PLAN ASSUMPTIONS PART C ASSET MANAGEMENT PLAN ASSUMPTIONS 6.1 Assumptions The following assumptions and confidence levels have been made in preparing this AMP: 1. The asset inventory is recorded as per the information contained with the asset inventory system. This information is continually being updated to reflect better information when identified and any new, renewed or upgraded assets. 2. Condition assessments of pipes are primarily based on the age of the assets and not from physical inspections. Asset lives is based on industry norms. 3. That there will be no significant changes to the current levels of service. 4. That Council will remain in ownership of the assets 5. Existing levels of service are based on currently available information and the knowledge of Council staff. 6. The 10 year projections are based on current levels of maintenance and capex, information provided through the Stormwater Catchment Management Plans and on requests for service. 7. Council funding approval is required for all work programmes identified in this plan, and the timing and scope of the works may differ from that shown in this plan, once the community consultation/engagement cycle(s) has been completed. 8. A continual improvement programme relating to asset information will be undertaken to improve the informative decision making, the knowledge of assets, customer expectations and the accuracy of the financial projections. 6.2 Confidence Levels Confidence in the data presented in this AMP is Medium. This is based on the accuracy and completeness of the data required to achieve a Core AMP as per the requirements of the LGA The completeness of information varies from asset group to asset group and has triggered improvements that Council will implement in order to achieve the Advanced AMP status, over time. The following Stormwater Asset Management assumptions have been made in preparing the 10-year expenditure forecasts: 1. Stormwater assets will remain in Council ownership throughout the planning period. 2. All expenditure is stated in dollar values as at 1st July Operational costs are largely based on historical expenditure. 4. No formal consultation has been undertaken with the public. 5. It is assumed that regulations relating to stormwater will remain essentially the same over the planning period. The following general assumptions have been made in preparing the 10-year forecasts. 1. Maintenance and operations allocations are based on maintaining current service levels. 2. The present management system will remain the same. 3. The depreciation has been calculated on a simple straight-line basis. 4. Confidence in the data used to produce the 10-year forecasts for this AMP has been assessed at 75%.

62 Stormwater Activity IMPROVEMENT PLAN PART C IMPROVEMENT PLAN The purpose of the Improvement Plan is to: 5. Identify and develop implementation of AM planning processes. This includes: The cycle of asset management plan monitoring, review, revision and audit to improve the effectiveness of asset management plan outputs and compliance with audit criteria, legislative requirements and best appropriate practice The asset management plan is used to identify service standard options and costs, and the delivery of the service standards adopted is a key objective of asset management planning Identify and prioritise ways to cost-effectively improve the quality of the AM plan Identify indicative time-scales, and prioritise, the human and financial resources required to achieve AM planning objectives. The development of this AMP is based on existing levels of service, the best available current information and the knowledge of Council staff. It is intended that the development of this plan is part of an ongoing process and that the document will be reviewed and updated regularly. This review process involves using improved knowledge of customer expectations (community consultation) and information from Asset Management Systems and databases, enabling Council to optimise decision-making, review outputs, develop strategies, improve risk management and extend the planning horizon. This section describes: - 6. The improvements undertaken since the 2011/12 AMP 7. The specific improvements proposed over the next three years. 7.1 Improvements to Asset Management Planning In this section are details of an improvement programme to enhance our practices to improve the future level of confidence in the AM plan strategies and financial projections. An improvement plan was included in the 2011/12 Asset Management Plan and identified the possible improvements that could have been made to aspects of the plan. The Improvement Plan was derived from gaps identified utilising GHD s TEAMQF (Total Enterprise Asset Management Quality Framework). This process enabled the gaps to be quantified and prioritised within a programme for implementation. The following list of improvements has been undertaken, or is currently being actioned.

63 Stormwater Activity IMPROVEMENT PLAN PART C 7-2 Table 39: Improvements Actioned Since 2011/12 Improvement Project/Tasks Action Taken Completed 2012/13 Develop and implement long-term optimised decision making strategy (renewal and capital works) and programme; Develop in conjunction with the development of the SWCMP s utilising the evaluation spreadsheet Investigation and Options identified by SWCMP; Commence investigation and options to address network deficiencies identified by SWCMP capacity studies Stormwater Improvements; Implement stormwater improvements by designing and installing identified solutions Define maintenance planning, scheduling, monitoring, recording. Overall strategy/policy for asset maintenance; Identify trends (areas of reoccurring maintenance) from RFS s, instructed works and map in GIS Complete SWCMP s for Kerikeri Central, Kerikeri Riverview, Haruru Falls and Paihia; Resource Consent to be completed by March/April Business Rationalisation; Develop a process to link the capital and operational expenditure programmes with the business goals Business Risk and Asset Data; Build a risk evaluation, analysis and reduction process for the analysis of capital and operational expenditure, monitoring and reporting processes, linkages to corporate risk profiles. Ensure process is in place to record, monitor and manage risks. 2013/14 Investigation and Options identified by SWCMP; Continue investigations and options to address network deficiencies identified by SWCMP capacity studies Stormwater Improvements; Implement stormwater improvements by designing and installing identified solutions Complete SWCMP s for Kaikohe, Russell Central, Russell Matauwhi; Resource Consent to be completed by April Asset Disposal; Prepare an asset disposal policy Asset Management Supporting Systems; Introduction of new systems to integrate all aspects of the asset workflow from operational, new works, development, asset records and financial management Define maintenance planning, scheduling, monitoring, recording. Overall strategy/policy for asset maintenance; Identify trends (areas of reoccurring maintenance) from RFS s, instructed works and map in GIS Personnel Matters; Ensure adequate budget and training is available and that a skills matrix is developed and maintained for all staff involved in Asset Management activities Not known Options investigated, Significant works included in LTP 2012/13 Minor works only based on a as needs approach. Not undertaken SWCP s completed 2012/13 Not known Not known Not known Work focusing on Ahipara catchments Not undertaken Not undertaken IPads option evaluated. No new systems implemented Not undertaken Not undertaken

64 Stormwater Activity IMPROVEMENT PLAN PART C 7-3 Improvement Project/Tasks Action Taken Completed 2014/15 Investigation and Options identified by SWCMP; Commence investigation and options to address network deficiencies identified by SWCMP capacity studies Stormwater Improvements Implement stormwater improvements by designing and installing identified solutions; No outstanding works identified. Minor works only based on a as needs approach. Stormwater Valuation; Undertake a evaluation of stormwater assets Completed 2014/15 Review of Unit Rates; Carry out a review of unit rates for the year and look at benchmark against similar organisations Define maintenance planning, scheduling, monitoring, recording. Overall strategy/policy for asset maintenance; Identify trends (areas of reoccurring maintenance) from RFS s, instructed works and map in GIS Strategic Planning Failure Mode Prediction; Build processes for the prediction of failure modes based on asset condition, performance and historical records Asset Data Life Cycle Costing; Develop processes for the recording of unit rates from contractors, capturing, analysing and assessing asset lifecycle costs and assessing whole of life costs in capital works AM Information and Support Systems; Investigate the possibility of linking CCTV inspections to GIS system Not undertaken Not undertaken Not undertaken Not undertaken Options considered. Unable to link CCTV with AssetFindA 2014/15

65 Stormwater Activity IMPROVEMENT PLAN PART C Asset Management Review Improving the management of the stormwater activity and associated infrastructure assets is a continual and ongoing process. This programme reflects the overall objectives of improving asset management practices, and to deliver the community outcomes at lowest long-term cost to the community. The highest priority improvement tasks all focus on meeting: 1. The strategic objectives and community outcomes 2. Developing levels of service options and costs through consulting with the community 3. Monitoring and reducing activity risk 4. Incorporating growth scenarios for each stormwater management area to meet community expectations 5. Ongoing improvements of processes and practices that support the activity. The three-year asset management improvement programme has been developed based on an assessment of asset management practice and the status of the previous programme. Council staff have assessed Council s stormwater business practices, assessed current practice and set a 3 year target for improvement relative to Council Improvement Plan Status The Stormwater Asset Management Plan is being continually updated, with major updates associated with the Long Term Plan process. The current plan is considered to reflect a basic level of information / /2018 Improvement Plan Review of current practices, processes, data and system has identified the following key projects that need to be implemented over the next three years. Some of the improvements are already underway and will be progressed during 2014/15.

66 Stormwater Activity IMPROVEMENT PLAN PART C Three Year Improvement Plan Table 40: Improvement Plan 2015 / 2018 Understanding the network Understanding the network Item Priority Programme Develop systems to better predict lives of buried assets Develop the rules defining critical assets then undertake a critical asset analysis of above and below ground assets Complete condition assessment of assets in accordance with NZWWA guidelines Improvements to the planned maintenance procedures, review and document plans, schedules and reporting requirements Plan stormwater improvements based on the SWCMP s and flooding records Develop a robust system to logging and recording stormwater related queries Undertake a review of the causes and potential solutions to flooding in Kawakawa Table 41: Improvement Plan 2015 / 2018 Safety Improvements System Improvements Item Priority Programme UPDATE and IMPROVE AssetFindA DATA: Have ipads linked to AssetFindA to enable field capture of data Link RFS request to response times to measure KPI s specified Have Asset Lives inserted into AssetFindA Have Asset Values inserted into AssetFindA Introduction of new systems to integrate all aspects of the asset workflow from operational, new works, development, asset records and financial management, Build processes for the prediction of failure modes based on asset condition, performance and historical maintenance records Develop processes for the recording of unit rates from contractors, capturing, analysing and assessing asset lifecycle costs and assessing whole of life costs in capital works Create a process that reviews current maintenance activities to ensure an efficient service is being provided and that there is an optimum balance between planned and unplanned maintenance costs Prepare an asset disposal policy

67 Stormwater Activity IMPROVEMENT PLAN PART C 7-6 Table 42: Improvement Plan 2015 / 2018 Management Practices Management Practices INFORMATION SYSTEM: Update the following section of the AMP Figure 4: Council Staff Structure Supporting Stormwater GAP Analysis, Section 10 Risk Management (Partially updated) Item Priority Programme Build a risk evaluation, analysis and reduction process for the anlysis of capital and operational expenditure, monitoring and reporting processes, linkages to corporate risk profiles. Ensure process are in place to record, monitor and manage risks. Review and refine risk scoring process, capital needs statements, risk escalation & communication, project mandates. Ensure adequate budget and training is available and that a skills matrix is developed and maintained for all staff involved in Asset Management activities IMPROVEMENT PLAN REVIEW Council has completed a number of projects and improvements since the previous AMP, and it is important that this level of activity is maintained. It is important to review the Improvement Plan and Council s progress against it on an annual basis. Items may need to move from one year to another or their priority may change.

68 Current 3-Year Target 10-Year Target Stormwater Activity IMPROVEMENT PLAN PART C GAP Analysis Not updates from previous plan. To be updated as part of the improvement plan A GAP analysis has been undertaken for the stormwater activity and is shown in Figure 36. The analysis would indicate that our current AMP falls in the core area for asset management, but it is our intention for progress in our maturity so that in ten years we achieve a moderate level. It is felt that for us to progress beyond this level of maturity would be prohibitively expensive for an activity of this size. Figure 36: Stormwater GAP Analysis Minimum Core Moderate Advanced STORMWATER Gap Analysis Key Element AVERAGE Demand Analysis Knowledge of Assets Asset Accounting and Costing Strategic Planning CAPEX Evaluation Business Risk Creation / Acquisition Rationalisation / Disposal Asset Operations Asset Maintenance Continuous Improvement AM Information and Support Systems Data Governance & Management Issues Personnell Issues AMP Production Capability Issues

69 Stormwater Activity FUTURE DEMAND PART C FUTURE DEMAND The Local Government Act 2002 requires that growth and demand be considered as part of asset management planning to ensure that future requirements are identified and planned for. This will ensure that the needs of individuals, the community and the District can be maintained over the long term. This section outlines management options and strategies that Council utilises with regards to growth and demand for stormwater infrastructure. The key demand drivers that influence growth and demand are assessed in detail. The individually identified components that contribute to the overall wastewater network are investigated. In addition, the impacts and management are assessed with a view to forward planning, ensuring that the needs of individuals, communities, the District and the wider Region contribution can be sustained. 8.1 Planning for Growth Far North Council has determined that for the first 3 years of this strategy and the Long Term Plan, growth will continue to decline at a rate of approximately 0.02% per annum. Change in the usually resident population will continue to be uneven across the District. While some Eastern coastal communities will see growth of between 0.05% and 2% per annum, most townships will continue to experience a decline in Usually Resident Population (at a rate of between -ve0.02 to -ve2% p.a.). Further details on growth assumptions are contained in Part B section Future Demand Overview of Key Demand Drivers The key demand drivers influencing the growth and the demand on the FNDC s stormwater assets are below: Population Considerations Residential & Commercial Development Primary Industries 8.2 Demand Management Plan Demand management is a broad term, which encompasses the following: The objective of demand management planning is to actively seek to modify customer demands for services, in order to maximise utilisation of existing assets or to reduce or defer the need for new assets. Examples include: 6. Environmental controls 7. Environmentally sensitive design 8. Reuse of stormwater for irrigation or recycling 9. Research of alternatives to hard engineering options 10. Use of GIS to maintain up-to-date details of the stormwater network Demand Management Strategies Demand management strategies provide alternatives to the creation of new assets in order to meet demand and looks 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.

70 Stormwater Activity FUTURE DEMAND PART C 8-2 Demand management is practiced continuously to maintain the total demand at reasonable and sustainable levels. The components of demand management are shown below: Demand Component Regulation Education Incentives Operation Demand Substitution Description o Development and maintenance of Stormwater Management Plans o Compliance with resource consent conditions o Reduce disposal of contaminants into the drainage system o Consider incentives for the use of source controls o Identification of Flood Protection areas and delineation of flood hazard zones o Works programmes for renewals, upgrades and new works o Promote stormwater use for gardens, use of rain gardens, swales to mitigate and treat runoff

71 Stormwater Activity SUSTAINABILITY PART C SUSTAINABILITY Sustainable Development (maintaining ecological balance) In relation to the Stormwater AMP the following has been taken into consideration: Generic overview of Sustainability refer to Part B Corporate Management Clause The effects of climate change on the Stormwater Activity refer to Stormwater Catchment Management Plans Section 3 Catchment Analysis Sustainable Service Provision refers to Stormwater Catchment Management Plans Section 4 Management. Procurement (refer to Councils Procurement Policy 2104#) In addition to the procurement policy for Goods and Services and as stormwater drainage overlaps with road drainage, of which has differing procurement processes to meet The New Zealand Transport Agency ( NZTA) requirements, related stormwater works, both operational and capital up to a certain value, are incorporated into existing Road Maintenance and Management Contracts but are funded separately. This may change in the future. Far North District Council Engineering Standards and Guidelines These standards are based upon the New Zealand Standard NZS for Land Development and Subdivision Infrastructure with variations/modifications to suit the Far North conditions. This document is currently under review to update and bring into line with the 2010 Standard. The objectives of these standards and guidelines are to: Ensure that services are designed and installed in accordance with recognised standards Provide guidelines for designers, some acceptable solutions and some local information Set out processes for inspections, maintenance reporting, certification of services and the qualifications of personnel required for this and; Define the requirements for services which Council will assume the management and maintenance responsibilities after completion of a development. Stormwater Catchment Management Plans The objectives of these plans are to: 11. Ensure the sustainable management of stormwater within a defined catchment utilising pipe networks and overland flowpaths, giving consideration to the current and future development, climate change, system capacity and condition, water quality, financial affordability and the environment 12. These plans will provide a better understanding of how the network behaves with the information assisting developers, planners, building consent staff enabling, and management of flood risk, AMP processes, and the future impacts of climate change. 9.1 Provision for emergency response. Stormwater maintenance works are managed in conjunction with Transport as part of the Road Maintenance Contracts; Stormwaters Emergency Management Plan which outlines the responsibilities of staff and contractors is located within those Road Maintenance Contracts.

72 Stormwater Activity SUSTAINABILITY PART C Business Continuity Plan For further details on the Business Continuity Plan, refer to Part B - Corporate Management, Section Business Interruption Insurance For further details on Business Interruption Insurance, refer to Part B - Corporate Management, Section Information Technology (IT) For further details on Information Technology, refer to Part B - Corporate Management, Section Intranet/Internet For further details on the Intranet/Internet, refer to Part B - Corporate Management, Section Civil Defence Emergency Management For further details on Civil Defence Emergency Management, refer to Part B - Corporate Management, Section Lifelines For further details on Lifelines, refer to Part B - Corporate Management, Section

73 Stormwater Activity RISK MANAGEMENT PART C RISK MANAGEMENT The Risk Management Section has been only partially updated from the 2011/13 AMP 10.1 Risk Management Context Overview Council adopted a new approach to risk management in October This included a corporate risk framework. The ongoing development of this approach will transition these currently-identified risks to align with the overall Council risk profile. This is the fourth stormwater-asset specific risk management planning exercise carried out at the Far North District Council. A review of the asset register has been undertaken and in some instances risks have either been removed from the register or the net risk rating has been changed due to current management options being exercised. The objective of risk management is to identify the specific business risks, together with any possible risks to the health and safety of employees, other contractors and the travelling and general public associated with the ownership and management of the stormwater assets. This can be used to determine the direct and indirect costs associated with these risks can be determined and form a priority-based action plan. Putting the Risks into Perspective Council' policy and operation cannot influence all the factors contributing to any events. Far North District Council has a responsibility to assess the risks in order to best manage the Stormwater Activity with the resources available to avoid and mitigate the effects of any event. Level of Risk The purpose of a risk plan is to identify the risks associated with the stormwater activity and assets. This requires approaching the risks from many perspectives including financial, operational, organisational, and public health and safety. These risks are pertinent to both a higher corporate level and to a more detailed asset specific level, but do not substitute for more specific risk analysis at those levels (see diagram). The next step is to develop more detailed risk plans where the criticality of specific assets is assessed and an action plan developed as appropriate. Corporate Risk Highest Level Policy Activity Risk Asset Management Level considers risks from all perspectives affecting the management of the activity and its assets Asset Specific Risks Specific critical asset risk (eg main line/ pump station) Corporate Risk For further details of Corporate Risk Plan, refer to Part B Corporate Management, Section

74 Stormwater Activity RISK MANAGEMENT PART C 10-2 Identify All Possible Risks A review of the asset register has been undertaken by the Stormwater Engineer and in some instances risks have either been removed from the register or the net risk rating has been changed due to current management options being exercised.

75 Consequence Likelihood Factor Description Effectiveness Consequence Likelihood Factor Stormwater Activity RISK MANAGEMENT PART C Risk Register The risk registers provided in the following tables for the current and future stormwater activity of Far North District Council have been developed in consultation with key staff. Table 43: Risk Register General 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) Current Practice/Strategy (Avoidance and mitigation measures) Net Risk (Considering measures in place) Management Options Business Continuity the ability to attract and/or retain skilled core staff, and ability to maintain services in the event of a major disaster e.g. storm event, pandemic Knowledge management the ability to retain knowledge and have sufficient systems (technology) in place to maintain the institutional knowledge Project Management ensuring projects are adequately scoped, budgeted, managed and documented Organisational There is a shortage of skilled personnel within the industry and this can impact on areas outside of the major centres. Council s promoting the district as an attractive place to live and work. Pandemic planning to be in place to deal with staff shortages, should it occur. Organisational Enhance the in-house knowledge and asset recording systems. Planned review of resourcing needs in progress Operational Training for key staff, use of trained external resources when required. Fair Review the recruitment policy, to include scholarships / cadetships (NZCE/BE/Diploma) for graduates and engineering technicians, succession planning; investigate flexibility within individual contracts. Provide suitable office accommodation and improve working environment. Fair Expand systems and databases to ensure that knowledge is transferred, stored and accessible. Define champions and successors; ensure knowledge is transferred from outside service providers. Develop a coherent succession plan. Written procedures and policies. Enhance the in-house knowledge and asset recording systems. Planned review of resourcing needs in progress Contract in place to manage SW works Ensure adequate (quality) training for key staff and maintain a register of training that identifies timeliness for upgrades of skills. Being brought back in-house. External Planning planning issues causing impacts. Changes in legislation (e.g. RMA)/community expectations Legislative District and Regional Plans, LGA. Reasonable and improving Partnerships with key external bodies. Plans always being reviewed. Improving planning processes. Resource Consents time and budget constraints impacting on project delivery (internal and external) Legislative Planning involvement at initial stage. Monitoring of Consent requirements. Good Identify upfront what resource consents are required and develop a framework to ensure all legislative requirements are met Public Health and Safety accidents and contamination causing death, injury, sickness and or damage to Far North residents/visitors/or property resulting in claims and or negative publicity Local Natural Hazards (slips/flooding/coastal erosion/wind) causing damage (roads, property, assets) and/or hindering development Climate change & Local Natural Hazards (slips/flooding/coastal erosion/wind) causing damage (roads, property, assets) and/or hindering development. Maintenance Contracts substandard performance causing liability, loss of revenue and or deliverable not achieved to an acceptable standard. Condition/performance assessment helps determine renewals, replacements and valuations Public Health Programmes in place to identify areas, issues, risks that may impact. Public and Environmental Health Operational, Environmental / Public Health Good Council s liability and H & S policy under continual review, ongoing monitoring and improvement Emergency response, Civil Defence. Good Liaise with Northland Regional Council to identify hazards and ensure emergency response mechanisms are in place in the event of a hazard occurring, e.g. Lifelines, CDEM. Ongoing improvements being undertaken Liaise with Northland Regional Council to identify hazards and ensure emergency response mechanisms are in place in the event of a hazard occurring, e.g. Lifelines, Civil Defence and Emergency Management. Fair improving as several events have been experienced Analyse design of current systems, and incorporate where able for Climate Change plan for and implement improvement plan. Continual improvements of Emergency Response & Civil Defence. Operational Reactionary to needs. Good Continue to monitor to determine any evident trends. Contract improvements. Operational Historic, data capture, minimal CCTV. Good Continue to be reactionary. Evaluate modelling information that will help to determine a renewals/upgrade programme. Far North District Council 9 December 2015

76 Consequence Likelihood Factor Description Effectiveness Consequence Likelihood Factor Stormwater Activity RISK MANAGEMENT PART C 10-4 Table 44: Risk Register Drainage Facilities 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) Current Practice/Strategy (Avoidance and mitigation measures) Net Risk (Considering measures in place) Management Options Blocked or undersized vehicle crossings or culverts causing scour and or surface flooding Pollution caused by the tipping of contaminants down drainage facilities Operational Design in accordance with Councils Engineering Standards and Guidelines. Network Maintenance Contract (Road) Vehicle Crossing Bylaw introduced 2010 Operational, Environmental / Public Health Good Design in accordance with Councils Engineering Standards and Guidelines. Network Maintenance Contract (Road) Vehicle Crossing Bylaw introduced Complaints, RFS, road maintenance contracts Fair Review Council s liability position with NRC. Improve public education Lost assets caused by new sealing works covering the assets. Operational Inspections and maintenance by internal staff and external providers. Good Continue to store all data for new and existing assets. Make available GIS records for contractors to identify and protect manhole assets during works. Capacity issues in the pipe network causing flooding Operational / Public Health Silt/sediment and debris blocking catchpits and manholes, inlets/outlets causing flooding Operational / Public Health Complaints, RFS, road maintenance contracts, modelling undertaken in most catchments Good Evaluate modelling information of the network to identify capacity issues. Programming improvements, renewals, upgrades, new works and identifying funding sources (contributions, rates, or borrowing) Undertake routine inspections and maintenance Fair Complaints and RFS s. Review and audit of road maintenance contracts, prioritisation of problem areas and programme suitable remedial works as and when required. Breaks in the pipe network caused by tree roots, pipe decay, geological failure or poor construction Operational Complaints, RFS, road maintenance contracts Fair Review complaints, RFS s, maintenance contracts, identify problem areas (trends), programme remedial works or eliminate problem. Utilising legal resources. Damaged/missing/dislodged or surcharging manhole lids Contamination caused by lack of maintenance of treatment structures. Operational / Public Health Operational, Environmental Complaints, RFS, road maintenance contract Good Address when notified as emergency works through RFS system and road maintenance contract. When identified flag in GIS system. Follow developments of LGNZ with regard to the establishment of a national body of guidelines and recommendations for adoption by all TLA s Complaints, RFS, road maintenance contracts. Resource consent compliance and monitoring Good Retrospective pickup of old developments. Utilisation of legal process to address the problem. Complaints, RFS, Resource consent compliance and monitoring. Sedimentation caused by ineffective or a lack of developmental or works controls Regional /Operational / Environmental Complaints, RFS, road maintenance contracts. Regional and District Plans. Good Complaints, RFS, Regional and District Plans. Monitoring compliance of resource consents. Organise regular inspections (dependant on resources) Erosion and scour at outfalls Environmental Complaints, RFS, road maintenance contracts Good Review maintenance contracts, identify priority areas and programme suitable response such as installing a suitable outfall structure. Complaints and RFS s. Vested assets handed to Council undersized, poorly located Inadequate stormwater provisions provided with new developments Operational Compliance with Councils Engineering Standards and Guidelines. Monitoring Operational Improved management to ensure the provision for stormwater disposal is included when approving new developments Good Continue to enforce compliance with Councils Engineering Standards. Only accept assets once compliance is achieved. Initiate peer review if required. Fair Improved management to ensure the provision for stormwater disposal is included when approving new developments Far North District Council 9 December 2015

77 Consequence Likelihood Factor Description Effectiveness Consequence Likelihood Factor Stormwater Activity RISK MANAGEMENT PART C 10-5 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) Current Practice/Strategy (Avoidance and mitigation measures) Net Risk (Considering measures in place) Management Options Gross pollutants at outfall locations, beaches, streams and rivers Operational / Environmental Complaints and RFS Good Categorise sensitive receiving environments that are monitored (dependant on resources). Complaints and RFS s. Far North District Council 9 December 2015

78 StormwaterActivity RISK MANAGEMENT PART C Risk Action Plan Table 45 is compiled from the Risk Register and highlights the most significant Net Risks faced by the Stormwater activity. The main risks are listed in order of severity (Net Risk) as assigned in consultation with key Council staff. Actions required to achieve the desired improvements are indicated along with how these actions will be monitored and reported. Where applicable, action tasks will detail timeframes for achievement, and the responsibility for these actions Monitor, Measure, Report, Review Plan and Actions Management options listed in the risk tables have been refined into actions for each risk listed, in order to cost-effectively reduce the net risk by increasing FNDC s ability to minimise the chances of the risk event occurring, or minimising the consequences should it occur. Actions should reflect the overall management of the asset, not just the minimisation of risk. If possible, proposed actions should align 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. The resulting action plan for risk treatment needs to be practical and achievable; such that the necessary resources and time frames are realistically met. The actions need to be monitored and measured. The monitoring/reporting column of the Risk Action Table (Table 45) specifies: Responsibility: Nominated person responsible for ensuring the risks are managed and that improvements are carried out in accordance with the programme; Method and Frequency of Monitoring: The entire Action Table to be monitored by the Operations and Assets Team, but there will be certain actions that are being monitored and reported in other forums. These forums need to specify the actions and the frequency they will be reviewed.

79 Stormwater Activity RISK MANAGEMENT PART C 10-7 Table 45: Asset Management Risk Action Plan Stormwater No. Risk Descriptor Risk Type Net Risk 1 Silt/sediment and debris blocking catchpits and manholes, inlets/outlets causing flooding Operational / Public Health 16 Undertake routine inspections and maintenance Action Responsibility Monitoring / Reporting 2 Knowledge management the ability to retain knowledge and have sufficient systems (technology) in place to maintain the institutional knowledge 3 Inadequate stormwater provisions provided with new developments 4 Climate change & Local Natural Hazards (slips/flooding/coastal erosion/wind) causing damage (roads, property, assets) and/or hindering development. Organisational 16 Enhance the in-house knowledge and asset recording systems. Planned review of resourcing needs in progress Operational 15 Improved management to ensure the provision for stormwater disposal is included when approving new developments Operational, Environmental / Public Health 20 Liaise with Northland Regional Council to identify hazards and ensure emergency response mechanisms are in place in the event of a hazard occurring, e.g. Lifelines, Civil Defence and Emergency Management.

80 Stormwater Activity ROUTINE MAINTENANCE PLAN PART C ROUTINE MAINTENANCE PLAN 11.1 Urban Stormwater Maintenance Planning Routine maintenance is the regular ongoing day-to-day work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again. Currently due to the overlap with roading drainage assets, drainage assets are maintained through the Road Network Management Contract and the Road Maintenance and Management Contracts (Northern and Southern). Maintenance type activities, specific to the urban network, are undertaken by the contractor through the issuing of instructions (excluding emergency works) with road drainage maintenance e.g. kerb and channel and cesspit cleaning being based upon the performance criteria outlined within the road maintenance contracts. Within the main Commercial Business District areas kerb and channel and cesspit cleaning is undertaken daily as part of a street cleaning contract. Open drains, that form part of the urban drainage network are cleaned on an as required basis with the piped network being cleaned only when problems are identified, either by the public, consultants, contractor or council. It is not anticipated that this regime will alter much in the near future. It is proposed to develop a plan of scheduled maintenance for the entire stormwater network. Once developed, the cost implications of scheduled maintenance will be assessed Historical Maintenance Expenditure Table 46 below summarises the maintenance expenditure for stormwater since 2006/07. Table 46: Historical Maintenance Expenditure for Stormwater Year Budget Actual 2006/07 $ 1,967,316 $ 2,475, /08 $ 2,145,434 $ 2,410, /09 $ 2,342,719 $ 2,111, /10 $ 2,278,438 $ 2,224, /11 $ 2,345,946 $ 1,927, /12 $ 2,488,394 $ 2,168, /13 $ 2,222,226 $ 2,090, /14 $ 2,267,244 $ 1,717,685

81 Stormwater Activity ROUTINE MAINTENANCE PLAN PART C Customer Service Requests and Complaints RFS Results Figure 37 show the total number of complaints received for urban drainage including cesspits. Figure 37: Total Number of Complaints Received Urban Drainage including cesspits Urban Stormwater RFS RFS Results Figure 38 show the total number of complaints received for drainage floodgates. The types of complaints received are for blocked drains that require cleaning, maintenance of drains, floodgate repairs. Figure 38: Total Number of Complaints Received Drainage Floodgates Floodgates RFS Maintenance Issues and Strategies The key operational maintenance issues for stormwater are: No ongoing monitoring and standardised maintenance programme in place of the reticulated network Key operational maintenance strategy for stormwater is: From the available historic information (instructions issued) efforts are being made to identify and create an operational maintenance program applicable to each individual urban area that is to be included within the SWCMP. From current available information it would appear due to the limited time information has been recorded and monitored current practice will need to continue to enable a comprehensive maintenance programme to be developed.

82 Stormwater Activity ROUTINE MAINTENANCE PLAN PART C Standards and Specifications The routine maintenance includes the cleaning of culverts, vehicle access culverts, sumps and manholes, subsoil drains, and minor hand cleaning of blockages of water channels, shoulder cut outs, and routine drain cleaning on the unsealed road network. Inspections will be carried out by culvert inspector while the drain cleaning will be carried out by the Routine Maintenance Crews and by hand or small excavator, with cut-offs generally by grader if accessible. Street cleaning of kerb and channels will be carried out by the subcontractor on a predetermined programme. The following technical standards 3 are applicable for stormwater maintenance: Stormwater Structures (TS 6) The other Stormwater specification used is primarily the Council s Engineering Standards and Guidelines which is backed by the NZS Risk Section 10 of this AMP outlines Risk Management relating to the Stormwater Network Future Maintenance Costs Table 47 sets out the projected maintenance expenditure for the stormwater assets for the next 10 years. Table 47: Projected Maintenance Expenditure for Stormwater Category 2015/ / / / / / / / / /25 Stormwater Operational 536, , , , , , , , , ,007 TOTAL 536, , , , , , , , , ,007 3 Refer to the Maintenance Contracts 7/06/100 & 7/06/101 under Part A Conditions of Tendering for further detail

83 Stormwater Activity RENEWAL/REPLACEMENT PLAN PART C RENEWAL/REPLACEMENT PLAN Renewal expenditure is major work which does not increase the asset s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity. Work over and above restoring an asset to original capacity is new works expenditure. Renewal Strategy Renewal expenditure is work that restores an existing asset to its original level of service, i.e. capacity or the required condition. Renewal Standards Through the routine inspection programmes there will be items identified that are outside the routine works definitions. Where appropriate these will be compiled into a programme for consideration by the Network Manager as Ordered Works. Ordered works are the identified faults that are not generally able to be classified as routine items yet essential to maintain the integrity of the network, and conform to the Council s and the Network Manager s longer term strategies. These faults are all gathered through inspection processes, through public or call centre requests and/or from the Network Manager. The Reporting Programme and Quality manager marks the fault on the road, measures, prices prioritises the fault repairs in programmes for implementation. The programmes are submitted to the Network Manager for approval to proceed. Asset Performance Assets are renewed where it fails to meet the required level of service. The monitoring of asset reliability, capacity and efficiency during planned maintenance inspections and operational activity identifies non-performing assets. Indicators of non-performing assets include: Table 48: Renewal Asset Indicators Structural failure Ineffective and/or uneconomic operation Repeated asset failure Unsafe conditions for public 12.1 Urban Stormwater Renewal Plan Asset renewal is undertaken, when a structure or significant components of a structure has reached the end of their economic life. The required level of renewal (including replacement or rehabilitation) will depend on: The age profile The condition profile The level of on-going maintenance The economic lives of the materials used Renewal Standards Stormwater specifications are Council s Engineering Standards and Guidelines backed by NZS 4404.

84 Stormwater Activity RENEWAL/REPLACEMENT PLAN PART C Future Renewal Costs Table 49 sets out the projected renewals expenditure for the stormwater assets for the next 10 years. Table 49: Projected Renewals Expenditure for Stormwater Year 2015/ / / / / / / / / /25 Stormwater Renewal 7, ,891 36, ,906 18,289 59,185 84, TOTAL 7, ,891 36, ,906 18,289 59,185 84,

85 Stormwater Activity NEW WORKS PLAN PART C NEW WORKS PLAN New works create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. This may result from growth, social or environmental needs. Assets may be acquired at no direct cost to the organisation (i.e. subdivision development). Table 52 lists a summary of new works projects planned over the next 10 years, together with proposed budget forecasts and funding sources. The table identifies risk levels and expected completion dates. Project Cost Estimation and Accuracy Levels To understand the variability and uncertainty of new works and projects costs throughout the different phases please refer to Part B Corporate Management, Section Table 51 also list a column detailing the accuracy of the estimates Urban Stormwater New Works Currently, the selection criteria for the prioritising and programming of asset development projects are a function of Council preference, consideration of risk, costs and benefits, affordability and ranking with other projects. Works are costed and benefits assessed in terms of the following criteria: 1. Amenity, Health and Safety, Cultural, Economic, Environmental, etc. 2. Strategic issues (or other such criteria defined by Council staff). All options are examined when evaluating upgrading options, including: 1. Repair 2. Replacement 3. Augmentation 4. Do nothing. Council carries out a prioritisation process of all necessary improvement works. A priority list is used to assign funds when preparing financial plans. This process is regularly reviewed. Once projects are approved and budgets allocated, where necessary consultants are engaged to undertake the design and supervision of the construction works to ensure the works are carried out in accordance the specifications. Future projects will be determined by undertaking an in depth evaluation of the capacity modelling results. An evaluation spreadsheet has been developed, in accordance with the NZ Standard AS/NZ 4360:2004 Risk Management, to assist with the evaluation. The analysis will involve both a desktop and onsite evaluation exercise, taking into consideration various factors including climate change effects as defined in the MFE 2006 Guidelines. From catchment analysis and customer complaints, Council will identify pipes within the network that are under capacity, overland flow paths, floodwater depths and floodplains for various modelled scenarios. An assessment of risk is then based on the effects of these overflows. The following are some of the main factors taken into consideration as part of this analysis: 5. System capacity based upon the Pipe Stress Factor (PSF)

86 Stormwater Activity NEW WORKS PLAN PART C Existing Development (ED) versus Maximum Possible Development (MPD) imperviousness 7. Overland Flowpaths availability 8. Risk Hierarchy (Personal Safety, Habitable Buildings and Property damage) 9. The Rate of catchment development. Once the resultant Risk Profiles have been determined, the work within the catchment will be ranked. The most suitable management option to mitigate risk can then be considered. Management options to determine a programme of works will essentially fall into two categories. 10. Engineering works 11. Non engineering solutions Both take into consideration environmental implications and economic affordability. Options may include maintaining the status quo, reducing runoff, increasing system capacity, increasing attenuation or providing protection Summary of Future Costs Table 50 shows a list of new capital projects for stormwater over the 10-year period. Table 50: Projected Projects Expenditure Project Name Stormwater outlets, Paihia Beach Stormwater disposal improvements works Estimate Accuracy Bay of Islands -Whangaroa District Stormwater outlets improvements Stormwater reactive projects Kaikohe Hokianga Stormwater line, Heke St Stormwater line, Hillcrest Rd. Stormwater line, Omapere Old Warf Rd Te Hiku Stormwater line, Lake Road - Major. Stormwater line, Edgewater Gully Total E E E E E E E E E ,401 55, , , ,003 27,785 28,618 29, , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,540

87 Stormwater Activity DISPOSAL PLAN PART C DISPOSAL PLAN Disposal is the retirement, demolition or sale of assets whether surplus or superseded by new or improved assets. Assets may become surplus to requirements for any of the following reasons: 12. Under utilisation 13. Obsolescence 14. Provision exceeds required level of service 15. Assets replaced before its predicted economic life 16. Uneconomic to upgrade or operate 17. Policy changes 18. Service provided by other means (e.g. private sector involvement) 19. Potential risk of ownership (financial, environmental, legal, social, vandalism). Council has no plans to dispose of any of its stormwater assets in the foreseeable future.

88 Stormwater Activity FINANCIAL PROJECTIONS PART C FINANCIAL PROJECTIONS This section contains the financial requirements resulting from the information presented in previous sections. The information provided will support the group activity level of the LTP. Urban Drainage Strategy and Financials Current Situation Various urban catchments have been modelled to determine pipeline capacities, overland flow paths and flood prone areas for various rainfall, climatic and development scenarios. This information has been added to Council's Website to assist in enabling informed decisions to be made in relation to future planning, development and to effectively manage the reticulated network. Stormwater Catchment Management Plans have been developed and forms the foundation information required to obtain and renew existing Resource Consents (RC) for the discharge of stormwater within the urban catchments. As part of this work, an evaluation spreadsheet has been developed, in accordance with the NZ standard for risk assessment, to assist in ranking the potential risk of system deficiencies. Currently, work has determined a prioritised programme of upgrading/renewal works (see Table 58). This will involve both a desktop and onsite evaluation exercise to identify the worst case scenarios for each urban area. The evaluation takes into consideration various factors including condition, capacity, imperviousness, growth, climate change, etc. The identified works will then be ranked district wide to provide a prioritised works programme for inclusion in both the Asset Management Plan and the Long Term Plan. Background to the LTP Financial Forecast The current drainage projects and those that have been undertaken over the last few years have dealt with all the known concerns that have been brought to Council's attention and are specific to the urban drainage networks. This is confirmed by the minimal number of RFS s and calls received relating to the urban network, when compared to the storm events that have been experienced throughout the District in recent times. This information can be extracted from the system as required. In addition, all complaints received during the storm events of 2007 were vetted manually to identify the exact problem. Those that related to the network were minimal and have since, where able, been rectified. Since this time, numerous rainfall events have occurred but the complaints received have been insignificant and have generally been related to maintenance issues. The majority of complaints received tend to be related to either roading drainage, e.g. cesspit capture/blockage or river related flooding. Submissions to recent Annual Plans have also been minimal in regard to requests for major drainage improvement projects specific to the urban reticulated network. Based on the customer satisfaction survey, there seems to be a perception that there exists a major problem with the urban network. These concerns are unfounded and may be due in part to the confusion that exists between the jurisdictional responsibilities for road drainage and urban drainage. Therefore, the funding request proposed for the LTP has been reduced for the overall capital component and maintained at the status quo for the renewal component. This has been done not only to reflect the activities current status but also takes into consideration the current economic climate. Upgrade projects will be prioritised based upon the results from the evaluation exercise (currently underway), and will require both renewal and capital funding. It is anticipated that maintenance and minor capital works issues will be identified

89 Stormwater Activity FINANCIAL PROJECTIONS PART C 15-2 as part of this process, e.g. inadequate manhole haunching or inadequately sized manholes both of which reduce the efficiency of the system. Although the evaluation exercise has commenced, it will not be possible, at this stage, to provide a district wide list of specific projects, due to the need to first focus on those areas that require renewal of the RCs, and for the two largest urban areas of Kaitaia/Awanui and Kerikeri/Waipapa experiencing delays on the completion of upgraded modelling works. This work is being undertaken in conjunction with NRC and involves modelling both the urban and river networks which will better define overland flow paths critical in assisting to determine future projects Financial Statements and Projections Table contain the stormwater statement of Financial Performance, which incorporates the projected income and funding sources to fund operational, renewal and capital expenditure Operating Expenditure Operations and maintenance expenditure covers reactive and proactive maintenance corporate management, debt serving, depreciation and interest payable. Operations expenditure has average $2.14 million over the last 8 years and is estimated at approximately $2.3 million in 2015/16 (including corporate overheads, debt serving and depreciation). These projections increase over the 10 year period to $3.0 million Renewals Works (Rehabilitation and Replacement) Renewal works includes rehabilitation and replacement of assets to restore an asset to its original level of service, i.e. the required condition. Renewals expenditure forecasts shown in the source and application of funds table in the LTP cover the cost of asset renewal through its whole lifecycle through to disposal of the asset. A total of $490 thousand is budgeted for renewals over the 10-year period Capital Works (New Works) Capital works (new works) involves the creation of new assets, or works, which upgrade or improve an existing asset beyond its current performance in response to changes in usage or customer expectations. New works expenditure forecasts shown in the source and application of funds table in the LTP show a total of $4.4 million is budgeted for new works over the 10-year period.

90 Stormwater Activity FINANCIAL PROJECTIONS PART C Stormwater Income and Expenditure Forecast Table 51: Stormwater Income and Expenditure Forecast Stormwater Drainage Operating Statement Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Income General Rates 2,096,538 2,140,207 2,185,738 2,255,153 2,314,199 2,417,093 2,492,030 2,593,320 2,646,982 2,749,626 Service Rates 107, , , , , , , , , ,517 Rates Penalties 62,904 62,904 62,904 62,904 62,904 62,904 62,904 62,904 62,904 62,904 Stormwater Rates 544, , , , , , , , , ,945 Total Operating Income 2,811,988 2,858,347 2,906,751 2,979,221 3,041,636 3,148,113 3,226,870 3,332,345 3,390,462 3,497,991 Direct Costs Drainage and Stormwater Administration 645, , , , , , , , , ,745 Drainage Schemes 120, , , , , , , , , ,885 Urban Stormwater 416, , , , , , , , , ,122 Interest 210, , , , , , , , , ,731 Depreciation 682, , , , , , , , , ,681 Total Direct Operating Expenditure 2,074,330 2,118,131 2,163,605 2,230,782 2,289,160 2,389,316 2,462,856 2,561,743 2,614,147 2,715,164 Indirect Costs 205, , , , , , , , , ,250 Total Indirect Costs 205, , , , , , , , , ,250 Total Operating Expenditure 2,279,578 2,326,250 2,374,988 2,447,815 2,510,621 2,617,515 2,696,718 2,802,681 2,861,317 2,969,414 Net Operating Surplus/(Deficit) 532, , , , , , , , , ,577 Funding Net Profit/(Loss) 532, , , , , , , , , ,577 General Separate Fund Contributions (544,945) (544,945) (544,945) (544,945) (544,945) (544,945) (544,945) (544,945) (544,945) (544,945) General Separate Fund Withdrawals 12, Depreciation Renewal Fund Withdrawals 7, ,891 39, , ,142 59,185 84,273 12, ,238 Depn Debt Funding Withdrawal 330, , , , , , , , , ,801 Notional Loans Raised 250, , , , , , , , , ,303

91 Stormwater Activity FINANCIAL PROJECTIONS PART C 15-4 Stormwater Drainage Total Capital Expenditure 588, , , ,824 1,018,378 1,173, , , ,771 1,135,973 Capital Expenditure Capital Projects New 250, , , , , , , , , ,303 Capital Projects Renewal 7, ,891 39, , ,142 59,185 84,273 12, ,238 Debt Repayment 330, , , , , , , , , ,801 Total Capital Expenditure 588, , ,037 1,000,363 1,032,309 1,188, , , ,570 1,152,342 NET SURPLUS / (DEFICIT) -0-12,848-13,182-13,539-13,931-14,349-14,793-15,280-15,799-16,369 Table 51 last updated: 17/08/2015

92 Stormwater Activity FINANCIAL PROJECTIONS PART C 15-5 Figure 39: Operating Expense Figure 39 shows the total Operating Expense for the next 10 years including depreciation and Interest. The Activity Cost is estimated at $2.3 million in 2015/16 and increases to $3.0 million in 2024/25. This equates to an increase of approximately $700 thousand over the 10 year period. Interest values show the marginal cost of interest expense on the proposed programme. Capital projects increase depreciation payable which when adjusted for inflation will impact on available funding and the depreciation included in this plan. Depreciation is estimated at $682 thousand in 2015/16 and increases to $937 thousand in 2024/25, equating to an increase of approximately $255 thousand over the 10 year period.

93 Stormwater Activity FINANCIAL PROJECTIONS PART C Future Infrastructural Asset & Land Values Table 52: Future Infrastructural Asset (Optimised Replacement Value) & Land Values Commissioned Assets Incl Work In Progress Asset Type Drainage & Stormwater Administration 0 71,779 71,779 71,779 71,779 71,779 71,779 71,779 71,779 71,779 71,779 71,779 Drainage Schemes Urban Stormwater 66,334,569 66,334,569 66,584,569 66,840,819 67,103,744 67,695,100 68,034,077 68,732,345 69,174,920 69,479,695 69,820,030 70,440,333 Total 66,334,569 66,406,348 66,656,348 66,912,598 67,175,523 67,766,879 68,105,856 68,804,124 69,246,699 69,551,474 69,891,809 70,512,112 Figure 40: Estimated Infrastructure Asset Value (Optimised Replacement Value) Table 52 last updated: 17/08/2015 Figure 40 shows an upward trend for Optimised Replacement Value from the current year with a value of approximately $66.7 million in 2015/16 to $71.0 million in 2024/25, equating to an increase in replacement cost of approximately $4.3 million over the next 10 year period.

94 Stormwater Activity FINANCIAL PROJECTIONS PART C Infrastructural Asset Depreciation (Current & Future Values) Table 53: Infrastructural Asset Depreciation (Current Values) Asset Type Commissioned Assets Incl. Work In Progress Drainage and Stormwater Administration Urban Stormwater 647, , , , , , , , , , , ,266 Total Depreciation 647, , , , , , , , , , , ,268 Table 53 last updated: 17/08/2015 Table 54: Infrastructural Asset Depreciation (Future Values) Asset Type Commissioned Assets Incl. Work In Progress Drainage and Stormwater Administration Urban Stormwater 647, , , , , , , , , , , ,678 Total Depreciation 647, , , , , , , , , , , ,681 Table 54 last updated: 17/08/2015

95 Stormwater Activity FINANCIAL PROJECTIONS PART C 15-8 Figure 41: Depreciation Requirements Figure 41 shows a decrease in depreciation for the proposed 10 year new works programme from $782.0 thousand in 2015/16 to $717.2 thousand in 2024/25, a decrease of approximately $64.8 thousand. The Forecast Depreciation (Inflation Adjusted) line shows the impact of inflation on the base assets and proposed new works.

96 Stormwater Activity FINANCIAL PROJECTIONS PART C Future Infrastructural Asset & Land Values Table 55: Future Infrastructural Asset (Optimised Depreciated Replacement Value) & Land Values Commissioned Assets Incl Work In Progress Asset Type Drainage & Stormwater Administration ,777 71,775 71,773 71,770 71,768 71,766 71,764 71,761 71,759 71,756 Drainage Schemes Urban Stormwater 47,655,192 47,655,192 48,389,730 48,607,297 48,827,610 49,372,204 49,656,132 50,293,504 50,665,132 50,891,374 51,147,006 51,675,639 Total 47,655,192 47,655,192 48,461,507 48,679,072 48,899,383 49,443,974 49,727,900 50,365,270 50,736,896 50,963,135 51,218,765 51,747,395 Figure 42: Estimated Infrastructural Asset Value (Optimised Depreciated Replacement Value) Table 55 last updated: 17/08/2015 Figure shows an upward trend for Optimised Depreciated Replacement Value from approximately $48.5 million in 2015/16 to $51.7 million in 2024/25, equating to a decrease in the depreciated replacement cost of approximately $3.2 million over the next 10 year period.

97 Stormwater Activity FINANCIAL PROJECTIONS PART C Capital Works funding sources Table 56 shows the capital costs analysed under the headings: new (loans) and renewal works. Table 56: Budgeted New Works Priorities and Drivers Asset Project Name Loan Renewal Rates Project Cost Health & Safety Stormwater Reactive Works -250, ,000 Total , , Health & Safety Stormwater Reactive Works -256, ,250 Total , , Health & Safety Stormwater Reactive Works -262, ,925 Total , , Health & Safety Stormwater Reactive Works -270, ,025 Improvements Stormwater Outlets Improvements -27, ,003 Improvements Moerewa Stormwater Disposal Improvements -270, ,025 Stormwater Line Kaikohe Hillcrest Road Stormwater Line -21, ,602 Stormwater Outlets Paihia Beach Stormwater Outlets -2, ,401 Total ,356-2, , Health & Safety Stormwater Reactive Works -277, ,850 Improvements Stormwater Outlets Improvements -27, ,785 Stormwater Line Kaikohe Heke Street Stormwater Line -5, ,114 Stormwater Outlets Paihia Beach Stormwater Outlets -27, ,570 Total ,977-33, , Health & Safety Stormwater Reactive Works -286, ,175 Improvements Stormwater Outlets Improvements -28, ,618

98 Stormwater Activity FINANCIAL PROJECTIONS PART C Improvements Moerewa Stormwater Disposal Improvements -286, ,175 Stormwater Line Kaikohe Heke Street Stormwater Line -85, ,705 Stormwater Line Omapere Old Wharf Road Stormwater Line -11, ,447 Total ,268-85, , Health & Safety Stormwater Reactive Works -295, ,050 Improvements Stormwater Outlets Improvements -29, ,505 Stormwater Line Omapere Old Wharf Road Stormwater Line -118, ,020 Total , , Health & Safety Stormwater Reactive Works -304, ,775 Total , , Health & Safety Stormwater Reactive Works -315, ,125 Stormwater Line Kaitaia Lake Road Stormwater Line -12, ,210 Stormwater Line Whatuwhiwhi Edgewater Gully Stormwater Line -12, ,605 Total ,335-12, , Health & Safety Stormwater Reactive Works -326, ,475 Stormwater Line Kaitaia Lake Road Stormwater Line -163, ,475 Stormwater Line Whatuwhiwhi Edgewater Gully Stormwater Line -130, ,590 Total , , ,540 TOTAL -4,105, , ,403,500 Table 56 last updated: 17/08/2015

99 Stormwater Activity FINANCIAL PROJECTIONS PART C Budgeted Capital Works Table 57 outlines the New Works Forecast Expenditure by project. Over the next 10-years Council has budgeted to spend $4.4 million on new assets. Table 57: Budgeted Capital Works Forecast Expenditure by Project Project Name Urban Stormwater Bay of Islands - Whangaroa Moerewa Stormwater Disposal Improvements , , Paihia Beach Stormwater Outlets ,401 55, District Stormwater Outlets Improvements ,003 27,785 28,618 29, Stormwater Reactive Works 250, , , , , , , , , ,475 Kaikohe - Hokianga Kaikohe Heke Street Stormwater Line , , Kaikohe Hillcrest Road Stormwater Line , Omapere Old Wharf Road Stormwater Line , , Te Hiku Kaitaia Lake Road Stormwater Line , ,475 Whatuwhiwhi Edgewater Gully Stormwater Line , ,590 TOTAL 250, , , , , , , , , ,540 Table 57 last updated: 17/08/2015

100 Stormwater Activity FINANCIAL PROJECTIONS PART C Figure 43: Budgeted New Capital Requirements Figure 43 shows the capital works programmed for stormwater. The spikes in 2018/19 and 2020/21 is due to Moerewa Stormwater Disposal improvements and District wide stormwater outlet improvements.

101 Stormwater Activity FINANCIAL PROJECTIONS PART C Budgeted Renewal Works Table 60 outlines the Budgeted Renewals Expenditure by Project. A total of $490 thousand is budgeted for renewals over the 10-year period. Table 58: Budgeted Renewals Expenditure by Project Project Name Urban Stormwater District Urban Stormwater Renewals 7, ,891 15,337 2,056 18,289 59,185 84, Te Hiku Kaitaia Commerce Street Stormwater Line , , TOTAL 7, ,891 36, ,906 18,289 59,185 84, Table 58 last updated: 17/08/2015 Figure 44: Budgeted Renewals Capital Requirements Figure 44 shows the budgeted renewals for the 10 year period, the spike in 2019/20 is for the stormwater line replacement in Kaitaia.

102 Stormwater Activity FINANCIAL PROJECTIONS PART C Relationship between Renewals and Depreciation Figure 45 compares the proposed 10 year renewal expenditure with the Forecast Depreciation. Depreciation rated is the amount funded by rates based on asset values and expected lives. The Renewal Expenditure is the programmed renewals expenditure. The Depreciation funded is the portion of the programmed expenditure that can be funded from the depreciation collected. The difference between the cost of renewals and depreciation funding is funded as new capital. This difference can be created by different means including the cost of renewal being greater than the expected replacement cost, or depreciation started part way through the assets life, or increasing the level of service. The resultant increase in depreciation from $682 thousand in 2015/16 to $937 thousand in 2024/25 is approximately $255 thousand. Funded Depreciation is the depreciation funded from rates. Figure 45: Depreciation Provision V Renewals Expenditure