Asset Management Plan - Transport

Transcription

1 Asset Management Plan - Transport

2 TRANSPORT ASSET MANAGEMENT PLAN Document Control PCC Transport Asset Management Plan 2015 (# **) Porirua City Council PO Box Porirua City NEW ZEALAND Document ID. Date Description Author Reviewed Approved 1 July 2014 First Draft 2014 TM GM EMT 2 3 December 2014 January * June 2016 Second Draft 2014 TM GM PJ & Associates Auditor Philip Jones, Principal Final TM GM *** Formatted for web publishing For LTP DH PREVIOUS PUBLICATIONS edoc ID** Name Date of Publication Approved PCC Transport Asset Management Plan For LTCCP June /9/09 Council #233/ PCC Transport Asset Management Plan 2012 For LTP July /7/12 Council #234/12 *These document ID s refer to Content Server June **These document ID s refer to edocs DM5.3 prior to 13 June ***This AMP was a key base document for Council s decision to increase the amount of capital it spends on renewals of infrastructure assets and move to a more conservative risk approach as determined by the 2015/2025 Long Term Plan, adopted by Council on 30 June ISBN (print) ISBN (online) A person using Porirua City Council documents or data accepts the risk of: 1. Using the documents or data in electronic format without requesting and checking them for accuracy against the original hard copy version; and 2. Using the documents or data for any purpose not agreed to in writing by Porirua City Council.

3 TRANSPORT ASSET MANAGEMENT PLAN TABLE OF CONTENTS 1. Executive Summary Introduction Context Levels of Service Asset Description Asset Capacity Asset Condition Growth and Demand Risk Management Lifecycle Asset Management Creation / Acquisition Strategy Maintenance Strategy Replacement Strategy Financial Information Ten-Year Capital Expenditure Forecast Assumptions and Confidence Levels Improvement Programme APPENDIX A: NZTA Subsidised Works APPENDIX B: Non-Subsidised Transport Activities APPENDIX C: Porirua City Council Roading Maintenance APPENDIX D: Roading Maintenance Contract APPENDIX E: One Network Roading Classification Transitional Plan

4 LIST OF FIGURES Figure 1: Council Planning Activity Figure 2: Transportation Management Structure Figure 3: Porirua City Council Asset Management Team Structure Figure 4: Determining the appropriate level of service Figure 5: Contribution to Community Outcomes and Council Priorities Figure 6: Roading Satisfaction Survey Figure 7: Footpath Satisfaction Survey Figure 8: Estimated Year of Construction Figure 9: Proportion of roads by road hierarchy Figure 10: Surface type distribution Figure 11: Rutting Statistics Figure 12: Shoving Statistics Figure 13: Cracking Statistics Figure 14: Pothole Statistics Figure 15: Flushing Statistics Figure 16: Scabbing Statistics Figure 17: Edge Break Statistics Figure 18: Surfaced Channels Rating Results Figure 19: Broken Surfaced Channels Figure 20: Earth Channels Figure 21: Condition Trend Figure 22: Length of Failed Footpath by Condition Figure 23: 2013 Condition Results Cyclepaths Figure 24: Roughness across the whole sealed Network Figure 25: Roughness across each Hierarchy group Figure 26: Population and Household Projections Figure 27: Council Hierarchy of Roads Figure 28: Overview of the Preferred Route of Transmission Gully Figure 29: New Assets Vested from Subdivision Figure 30: Porirua Development Framework Map Figure 31: Satisfaction with Services and Facilities (I) Figure 32: Satisfaction with Services and Facilities (II) Figure 33: Risk Control Self-Assessment Figure 34: PCC Risk Matrix Figure 35: Managing and Reporting Risks at PCC Figure 36: Ground Shaking Zones and Fault Lines Figure 37: Lifecycle Asset Management Figure 38: Section view of the road pavement Figure 39: Road Sections that Require an Asphalt Pavement Figure 40: Asset Data Confidence Levels - Transport Figure 41: Financial Data Confidence Levels Transport Figure 42: Continuous Improvement Process Figure 43: Gap Analysis Figure 44: Difference between Actual and Desired maturity status

5 LIST OF TABLES Table 1: Roading Resource Consents presently open Table 2: Level of Service Relationships Table 3: Current and Planned Key Performance Indicators Table 4: Performance Measure Results Table 5: Transport and Roading Community Outcomes Table 6: Survey Comparison Pavement and Surface Condition Table 7: Condition Indices by Urban / Rural Table 8: Condition Indices by Area / Hierarchy Table 9: Network Condition Length Table 10: Length of 2013 Rated Footpath Table 11: Summary Results for Table 12: Condition Trend Table 13: Failed Length Trend Table 14: Length of 2013 Rated Cyclepath Table 15: Summary Results for 2013 rated defects Table 16: 2013 Condition Results Cyclepath Table 17: 2013 Average Roughness Values for the Network by Area Table 18: Proportional Results from Streetlight Testing Table 19: Population and Household Projections: Table 20: Aotea Vested Road Lengths Table 21: Banks and Resolution Drive Vested Road Lengths Table 22: Flightys Road Vested Road Lengths Table 23: Total 10-year non-residential floor area growth by category Table 24: Climate Change Projections Porirua (source: Wellington and Wairarapa Region, MfE August 2012) Table 25: Risk Likelihood Ratings Table 26: Measure of Consequence of Failure Table 27: Summary of Roading Risk Matrix Table 28: Roading Risk Matrix Table 29: Formation Table 30: Pavement and Surface Table 31: Drainage Table 32: Surface Water Channel Table 33: Footpath Table 34: Signs Table 35: Traffic Signals Table 36: Bridges Table 37: Large Culverts Table 38: Street Lights Table 39: Railings Table 40: Minor Structures and Retaining Walls Table 41: Car Parks Table 42: Bridge Remaining Life Table 43: Transport System Management Strategy Table 44: Chipseal and Asphalt differences Table 45: Asset Valuation Table 46: Contract and Supply Management Table 47: Financial Summary (Capex & Opex) Medium Risk Subsidised and Non-Subsidised 117 Table 48: Roading Projects Current and Required Table 49: Scale of Measurement Table 50: Asset Management Maturity Index Table 51: Maturity Scale

6 Table 51: Maturity Ratings Table 53: Key Actions Table 54: Transport Internal Self Assessment Gap analysis Table 55:Medium Risk Scenario Projects

7 1. Executive Summary 1.1 Purpose of the Plan The Transport Asset Management Plan (AMP) supports the statutory requirements for the Long Term Plan (LTP) as a key planning tool for the maintenance, renewal, and increased capacity of roading infrastructure. The objective of asset management is to meet the required levels of service, in the most cost effective manner, through the management of assets for present and future customers. Within this context, the AMP is predicated on the concept of lifecycle asset management, which encompasses all practices associated with considering management strategies as part of the asset lifecycle. The objective is to look at lowest long-term cost when making decisions. 1.2 Asset Description Porirua City s roading assets are contained within the road reserve and include; all carriageway, kerb and channel, bridges, retaining wall structures, footpaths, cycle ways, berms, traffic facilities, street-lighting, pedestrian precincts, and road reserve amenities. State highway and private assets are not included within the Council s roading assets. The street network is dominated by State Highway 1, which runs north-south through the middle of the City, and State Highway 58 which runs east-west, connecting the Hutt Valley with State Highway 1. It is anticipated that a proportion of these roading assets will transfer into local authority control on the completion of the Transmission Gully Motorway in To date, all of Council s roads are sealed totalling a cumulative roading asset of just less than 250km of sealed road. Within this roading network, there are a total of 21 bridges; the following components are also included within the roading network: 18.5 km of accessways 304.7km of footpaths adjacent to the road/carriageway 12.2km of footpaths - remote from the road/carriageway 15 off-street car parks, with a total area of 14,597m 2 6 commuter car parks, maintained by the Greater Wellington Regional Council 5,100 streetlights - located both within and outside the road reserve 2 sets of traffic signals - in Titahi Bay Approximately 6,300 traffic signs throughout Porirua city CBD canopy structure (fabric removed) - pending a renewal decision. 1.3 Levels of Service The Council s service delivery is defined by the form and quality of the agreed levels of service. Levels of service are a pivotal point of reference for the Transport Asset Management Plan, as every action is carried out to achieve the levels of service; this includes maintenance, renewals, and capacity upgrades. PCC #

8 The specified levels of service for transportation are detailed within Porirua City s Long Term Plan. These service levels remain current until the draft Long Term Plan becomes operational, and are as follows: Maintain the existing roading network to a level that complies with the NZ engineering standards; Potential road surface upgrades are planned as a result of traffic and safety modelling, in accordance with NZTA prior Prioritisation Criteria (strategic fit, effectiveness, economic efficiency); Road safety programme is completed; and Adequate footpaths, cycle-ways and car parking are provided for. As the service provider, the Council must meet mandatory non-financial performance measures. These measures were recently set by the Department of Internal Affairs under the Local Government Act 2002 and relate to road safety, road condition and maintenance, footpath maintenance and responses to service requests. These mandatory measures have been adopted for the draft Long Term Plan. Road Safety The numerical change from the previous year in the number of fatalities and serious injury crashes on the local network Road Condition The average quality of ride on a sealed local road network, measured by smooth travel exposure Road Maintenance The percentage of the sealed local road network that is resurfaced Footpaths The percentage of footpaths that fall within the Council s agreed level of service Service Request Response The percentage of customer service requests relating to roads and footpaths to which the territorial authority responds within the time frame specified in the Long Term Plan. In addition to mandatory compliance, further levels of service and recommended performance levels are required by NZTA, in order for local authorities to receive government subsidies in relation to roading and cycle-ways. The Council must also balance the community s expectations and willingness to pay, alongside factors such as growth and demand. NZTA levels of service and performance measures are currently under review under the One Network Roading Classification (ONRC). The roading network will be separated into different hierarchies, each with its own level of service. It is expected that Road Controlling Authorities operational transition to ONRC will be completed by The ONRC is to be fully imbedded in the 2018 Transport Asset Management Plan. PCC #

9 Because of the total revision of the levels of service in the next two to three years, no changes to the current levels of service are proposed (at the time of writing of this Asset Management Plan). A transitional plan, detailing a programme of actions to be undertaken to change the ONRC levels of services is appended to this document (Appendix E). 1.4 Future Demand In ensuring present and future returns on invested funds, the effective management of assets involves meeting demand and optimising use. This entails consideration of factors, which are significant in terms of their potential effect on demand for roading infrastructure capacity. These factors include; population and households, city development, technology, climate and customer expectations. It is noted that factors affecting the transportation network have been adequately managed for some years. Yet, the construction of the Transmission Gully section of the new State Highway 1, in 2015, will have a significant effect on some of Porirua city s road traffic patterns, which may require remedial attention. The assessment of traffic demand prior to the opening of Transmission Gully is relatively straightforward, as it is based on existing patterns of road usage adapted to projected increases in population and development of housing in the area. A rigorous assessment of likely traffic demand after the opening of Transmission Gully has been carried out by NZTA, and this assessment has been adopted in this demand forecast. Population growth over the next ten years will be at a rate of approximately 0.3% per annum, and over the next 30 years population growth is expected to be approximately 6%, as forecast by Statistics New Zealand (Medium Series). Household growth over the next ten years will be at a rate of approximately 0.8% per annum and over the next 30 years household growth is expected to be 19%, as forecast by Statistics New Zealand (Medium Series). The impact of traffic growth due to new subdivisions is effectively accounted for at the time of subdivision through planning control. 1.5 Life-Cycle Management Plan Into the future, the Council seeks to effectively apply asset management principles to provide an efficient and reliable roading network service over the long-term. The current high risk scenario is not sustainable into the long term and is less effective than a medium risk scenario. Life-cycle asset management entails strategic consideration of all relevant economic and physical consequences from initial planning decisions through to disposal. Council undertakes lifecycle management through the following principles: Creation/Acquisition Strategy Maintenance Strategy Replacement Strategy New / Replacement Standards Capital Investment Decisions Disposal Strategy PCC #

10 The effective application of Asset Management principles ensures the reliable delivery of services and reduces the long-term cost of ownership, resulting in a reduction of service costs. Lifecycle asset management encompasses all practices associated with considering management strategies as part of the asset lifecycle. The objective is to look at lowest longterm cost (rather than short term savings) when making decisions; this is known as the wholelife cost approach. This Plan seeks to ensure the maximum whole-of-life value from the Council s roading asset. This is achieved through the use of maintenance strategies, understanding the condition of the roading asset, computer modelling of the network and levels of service and risk management. In consideration of this information, determinations are then made as whether to continue to maintain the asset or to renew it. Within this approach, the key is the quality and timing of maintenance works. 1.6 Financial Summary Porirua city s transport network is part of a regional and national transport network. The national benefits are recognised through the significant subsidies that the Council receives from the NZ Transport Agency. The current level of subsidy is 44% for maintenance activities of the transport network and 54% for capital upgrades, minor safety works programmes and activity management plans (asset management plan development/improvements, road safety action plan development). The funding levels are expected to move in yearly increments from 47% in 2014/15 to 52% in year 2019/20. The 54% subsidy for capital upgrades is expected to drop to 52%. Whilst the above subsidy covers some cost, the remainder of the roading budget is taken from rates, as collected by Council. It should be noted that, NZTA only subsidises vehicle transportation network items. An example of non-transport items that do not attract a subsidy is recreational footpaths. The cost of non-vehicle related network items are met in full by Council. The Council recognises that it currently runs deficits from a balanced budget perspective because it does not fully rate fund depreciation. Depreciation is a charge that today s ratepayers should meet, as it provides the funds for the renewal of the asset. Applied like this, it recognises the key issue of Intergenerational Equity and will ensure that future generations are not left with an unsustainable fiscal burden. This is why the Council will steadily increase the amount of depreciation that is rate funded. The effective short, medium and long term management of the roading system will be determined by the Council s ability to invest within the roading network. Currently, the level of investment in the pavement and strengthening renewal activities is insufficient to maintain the network in a stable state. Given that pavements are the most expensive asset to renew; urgent planning is required to avoid the exacerbation of the current situation where the amount of pavement requiring renewal is becoming unaffordable. To address this, a medium risk maintenance strategy has been proposed for funding. The Transport AMP programme expenditure is forecast for 30 years and is used to develop the budgets for the draft LTP and Infrastructure Strategy. Expenditure is split into operational (Opex, excluding depreciation and income) and capital (Capex). Over the 10 years of the LTP, expenditure is summarised as follows, with costs shown $1000s, uninflated as at 2014/15. PCC #

11 TRI NZTA Subsidised Operational Expenditure Programme Category 2015 / / / / / / / / / / 2025 Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) Maintenance Emergency Network & Asset Management Promotion, education and advertising TPAC: Work category 003: Activity management planning TOTAL Capital Expenditure Programme Category 2015 / / / / / / 2021 Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) 2021 / / / / 2025 Renewal of Roads Emergency Associated improvements Preventive maintenance Minor Improvements Road Improvements Transmission Gully M/way Link Roads and Intersections TOTAL Asset Management Practices including Services Delivery Methodology A suite of asset management tools are employed in managing the roading network. These tools assist with the prudent management of the assets in the short to medium term, as well as planning for replacement of assets as they near the end of their life cycle. PCC #

12 One Road Network Road Classification (ONRC) The ONRC involves categorising roads based on the functions they perform as part of a national network. These classifications will assist local government and the Transport Agency to plan, invest in, maintain and operate a road network in a more strategic, consistent and affordable way through the country. It is also expected that ONRC will give road users more consistency and certainty about what standard and services to expect on the national road network. Roading Asset Database RAMM (Road Assessment Maintenance Management) The Council must have a thorough understanding of its asset to effectively manage the roading system. NZTA also requires local authorities to maintain good asset records in order that Councils may make informed decisions on maintenance activities and future improvements. RAMM (Road Assessment Maintenance Management) is the accepted national database software system that Road Controlling Authorities use to achieve this. Pavement Deterioration Modelling The pavement deterioration model dtims CT (Deighton Total Infrastructure Management System Concurrent Transformation) is a predictive modelling system that analyses road maintenance strategies. It s particularly useful in comparing different road surfacing maintenance regimes, such as high maintenance investment, with many on-going emergency repairs. The analysis is based on data extracted from the RAMM database. Asset Valuation Local authorities are required to apply prudent financial management practise including preparation of a long term financial strategy. Asset management plans provide a framework for technical, economic and financial inputs relating to infrastructure assets and their impact on long term financial needs. Asset valuation provides the critical link between these financial forecasts and the asset management process. Asset Condition Rating Porirua City Council performs annual road condition rating and roughness surveys every two years. The last condition rating was completed in 2013, the full road length (100%) of the network was rated, which provided a consistent data set for analysis. Forward Works Programming The comprehensive 10-year forward works programme for road maintenance and renewals is developed using sound decision making methodologies, which incorporate all of the asset management tools to form a robust plan. This programme is further expanded to a 30-year time frame within the Council s Infrastructure Strategy. Road Safety The Council is committed to use all possible means to reduce the number of road casualties through undertaking both minor road safety projects and community road safety projects. These projects are implemented in coordination with community groups and stakeholder organisations. Contract and Supply Management Council delivers its roading asset management via both in-house and contracted mechanisms. The Roading Asset Management Professional Service Contract is for professional services to support the transport infrastructure asset management. PCC #

13 The professional services contract covers the following activities: RAMM Database Management and associated works Pavement testing and condition rating surveys Development of the 30-year Forward Work Programme Road Asset valuation dtims pavement modelling The Roading Maintenance Contract is currently in its last renewal period (expiry 30 June 2015) and includes most works for maintenance and renewal activities. The current contract has been for a period of three years, with the right of renewal for another two periods of one year (3+1+1). The new maintenance contract is for a five year period with allowance for another renewal period of two years depending on performance (5+2). Procurement of Roading Services The Council follows NZTA s Manual of Competitive Pricing Procedures (CPP) for the above physical works and professional services contracts. The Council is committed to fair and sustainable procurement and bases each procurement decision on best value over whole life and the promotion of open an effective competition for the supply of services. 1.8 Asset Management Improvement Programme This AMP and its supporting processes have been evaluated against appropriate practice using NZTA s self-assessment template, aligned with the International Infrastructure Management Manual s maturity index. The desired overall level of asset management maturity for the roading network is in the high intermediate range, while the assessed level is currently coreintermediate. The top-three priority areas for improvement are: Enhancement of asset records to facilitate informed decision making Maintenance strategies and plans Enhancement of information systems and tools Improved information and analysis provides a framework for technical, economic and financial inputs relating to infrastructure assets and their impact on long-term financial needs. Imbedded within this process is asset valuation, which provides the critical link between financial forecast and the asset management process. 1.9 Impact of Funding Reduction Council considered three risk-based funding scenarios (high, medium and low) for programmes within this AMP and have planned for the medium risk scenario. Since 2006, the Council has been operating under a high risk scenario. This approach was appropriate due to Council s determination to invest in three-water infrastructure, prior to the roading network. However, high risk scenario operation has brought with it the less desirable outcome of the roading network exhibiting signs of steady decline, which is evidenced in the asset condition rating. PCC #

14 This has meant that the roads have not been able to be maintained to the minimum level of cost over the whole of their lives, due to the expensive cost of maintenance repairs as the network condition deteriorates. Typically, a road should last on average 100 years. But with the recent past levels of renewal, they are being expected to last 1,050 years, which is well beyond reality. In addressing this, the Plan seeks to move towards a medium risk scenario. Over this time, the focus will be to catch up on deferred maintenance and renewals (from the previous six years), as well as attending to ongoing required maintenance and renewals. It is considered that the medium risk scenario is just sufficient to manage the network to its most economical whole of life cost. By continuing with a high risk scenario, or reverting back to it, the financial outcome would result in a continued less than economical whole of life cost. PCC #

15 2. Introduction 2.1 Purpose of the Plan The systematic and coordinated activities and practices of an organisation to optimally and sustainably deliver on its objectives through the cost-effective lifecycle management of assets. Asset Management defined in The International Infrastructure Management Manual International Edition The tenth Schedule of the Local Government Act 2002, requires Councils to include in Long Term Plans (LTP) the following information in relation to groups of activities and assets or groups of assets Group of Activities: (1) A long-term plan must, in relation to each group of activities of the local authority: (a) identify the activities within the group of activities: (b) identify the rationale for delivery of the group of activities (including the community outcomes to which the group of activities primarily contributes): (c) outline any significant negative effects that any activity within the group of activities may have on the social, economic, environmental, or cultural well-being of the local community: (d) identify the assets or groups of assets required by the group of activities and identify, in relation to those assets or groups of assets: (i) how the local authority will assess and manage the asset management implications of changes to (A) demand for, or consumption of, relevant services; and (ii) (B) service provision levels of standards: what additional asset capacity is estimated to be required in respect of changes to each of the matters described in subparagraph (i): (iii) how the provision of additional asset capacity will be undertaken: (iv) the estimated costs of the provision of additional asset capacity identified under subparagraph (ii), and the division of those costs between each of the matters in respect of which additional capacity is required: (v) how the costs of the provision of additional asset capacity will be met: (vi) how the maintenance, renewal, and replacement of assets will be undertaken: (vii) how the costs of the maintenance, renewal, and replacement of assets will be met: (e) include the information specified in sub clause (2) (i) in detail in relation to each of the first 3 financial years covered by the plan; and (ii) in outline in relation to each of the subsequent financial years covered by the plan. (2) The information referred to in sub clause (1) (e) is - (a) a statement of the intended levels of service provision for the group of activities, including the performance targets and other measures by which actual levels of service provision may meaningfully be assessed: (b) the estimated expenses of achieving and maintaining the identified levels of service provision, including the estimated expenses associated with maintaining the service capacity and integrity of assets: (c) a statement of how the expenses are to be met: (d) a statement of the estimated revenue levels, the other sources of funds, and the rationale for their selection in terms of section 101(3). PCC #

16 Asset management planning is knowing about assets: where and what they are, what condition they are in, how much they are worth, what level of service is expected of them and at what cost. In addition, consideration is given to how well the assets are performing, what extra capacity they have, what future capacity is required, when they need to be replaced or upgraded, what that will cost, what further works are required to meet future demand and what improvements are programmed. The following diagram shows the linkages between the Council s various planning documents including the Long Term Plan (LTP) and Asset Management Plans (AMPs). Porirua Development Porirua Development Framework Framework District Plan District Plan Council Input Documents Council Input Documents Council s strategic plans Council s strategic plans Community outcomes Community outcomes Levels of services Levels of services Regional plans Regional plans Growth projections Growth projections Legislative requirements Legislative requirements ASSET MANAGEMENT PLAN/S ASSET MANAGEMENT PLAN/S Includes a reconciliation of Includes a reconciliation of financial budgets for planned financial budgets for planned activity activity Long Term Plan Long Term Plan Annual Plan Annual Plan 3-yearly review of plan Figure 1: Council Planning Activity Asset Management Plans are the link between the Council s vision (including Policies, Community Plans, and Strategic Plans, etc.) and what happens at a tactical and operational level. [They are] Long-term plans (usually years or more for infrastructure assets) that outline the asset activities and programmes for each service area and resources applied to provide a defined level of service in the most cost effective way. Asset Management Plan defined in The International Infrastructure Management Manual International Edition Document History This Transport Asset Management Plan was first developed in 1997 with Plans for Council s other core infrastructure assets (Wastewater, Stormwater and Water) to meet the requirements of the Local Government Act Since then, the Plan has been regularly updated and has become an essential part of the Council s strategic and operational framework for the delivery of transport services. It is planned to continue to update the Plan triennially to coincide with and inform the review of Council s Long Term Plan. 2.3 Council's Strategic Direction Porirua City Council is managed as a business. The role of elected members is similar to that of a board of directors; they set the strategic direction in consultation with shareholders in this case, the community, and this is set out in the Long Term Plan (LTP) and Annual Plan. The Executive Management Team (EMT) - comprising the Chief Executive, and General Managers - are responsible for efficient and effective implementation of these plans. Each business group works within this wider Council context. PCC #

17 The elected members have set a direction for the Council, in the LTP, to become known for City Leadership - encompassing four strategic priorities: A City of Villages A Healthy and Protected Harbour A Growing City A Great City Experience In addition, the EMT has a Council Organisational Strategy which encompasses three key strategies: Operational excellence Customer service Product leadership The EMT sets the organisation's direction annually by selecting which of the above strategies will best implement Council's plans. The EMT has chosen the Baldrige Business Excellence framework as the management tool with which to enable and measure organisational performance improvement across the LTP and organisational strategies. A Balanced Business Scorecard framework has been selected to support an aligned approach to organisational planning, measurement and results. The Council has endorsed the following vision, mission and values and strategy as the formal statements to be used in planning documents. 2.4 Organisational Vision "Together, we're making Porirua amazing" 2.5 Organisational Mission In support of the Council, our purpose is to be the best for the community: best in services, best in management, best in innovation; towards a vibrant, progressive, caring community. 2.6 Organisational Values Caring We care about and respect people Inclusiveness We are one Council, one team, for one community Innovation We work with creativity and pizzazz Integrity We are professional and accountable Fun We have fun in the workplace Teamwork We achieve results by working together Partnership We partner with Ngati Toa Mana Whenua o Porirua Our Organisation Strategy - refer to the Porirua City Council Strategy Map (next page). PCC #

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19 2.7 Management Structure The management structure for Transport Asset Management, within the Porirua City Council consists of the Roading Team working within the Asset Management and Operations management group. The Transport delivery model rests with the Roads Maintenance and Reseals Contract (Contract 1368), which is currently held by Fulton Hogan Ltd. Contract 1368 started in July 2010 and has provision for extension to June The advantage of engaging the services of a primary contractor for the delivery of roads maintenance and reseals is that a consistency of service across the network is achieved. A regular flow of work is provided to the contractor and in return the costs of service remain within the terms of the contract. The incumbent provider has held the contract for a relatively short period of time (3 years +1). This has marginally increased risks for Council in terms of network knowledge and delivery of strategic community outcomes. Smaller lower value contracts, outside the scope of Contract 1368, are let on a staged basis, in line with Council s procurement guidelines. This has provided for specialised skills and knowledge to be purchased on an as-needed basis. This method supports a competitive market and will be continued to enhance the quality of goods and services procured. The Council also continues to provide professional services in-house e.g. preparation of funding applications and small design projects, to improve the effectiveness of strategic alignment and delivery and outsource specialised professional services. Figure 2 below, shows the management structure of Council, particularly in regard to Transportation. Figure 2: Transportation Management Structure PCC #

20 3. Context Porirua City s roading infrastructure is managed within the context of legislative responsibilities and national and regional policies. The Land Transport Management Act 2003 and the Local Government Act 2002 are given effect by the Government Policy Statement on Land Transport Funding (GPS). The Regional Policy Statement also has a direct bearing on Council s planning activities for an affordable, integrated, safe, responsive and sustainable land transport system. It is prudent for Council to take account of the GPS and the Regional Policy Statement and what they mean in terms of roading activities in the scope of this Asset Management Plan. 3.1 Land Transport Management Act 2003 The purpose of the Land Transport Management Act is to contribute to the aim of achieving an affordable, integrated, safe, responsive, and sustainable land transport system. As such, The New Zealand Transport Agency (NZTA) is provided with a broad land transport focus. NZTA manage the subsidy of Council roading activities, and assess potential Council funding applications against specific criteria. In June 2013, a number of changes were made to the Land Transport Management Act. This included alterations to the land transport planning and funding framework with the goal of making it more straightforward, less prescriptive and to reduce compliance costs and simplify processes. The decision-making criteria for land transport planning and funding now rests on the elements of efficiency, effectiveness and safety. NZTA s National Land Transport Programme (NLTP) contains the land transport activities that NZTA anticipates funding over the next three years. The primary aim of the NLTP is to develop a national network of end-to-end high productivity motor vehicle routes. The programme is targeted to where it is most needed and takes a whole of life view to ensure the best transport system is developed for the long-term. NZTA expect increased collaboration to maintain and build improvements to local roads, state highways and public transport in the safe operation of these components as one network. 3.2 Government Policy Statement on Land Transport Funding The Government Policy Statement on Land Transport Funding (GPS) sets out the government s priorities for the National Land Transport Fund over the next 10 years. The National Land Transport Programme is required to give effect to the GPS, while Regional Land Transport Plans must be consistent with the direction set through the GPS. The Policy Statement details the funding allocation between activities such as road safety policing, state highways, local roads and public transport. The Statement also discusses how NZTA may assess funding applications, in accordance with the updated Strategy. 3.3 Regional Policy Statement The Regional Policy Statement (RPS) sets out the framework and priorities for resource management in the Wellington region. The RMA requires all regional councils to produce a RPS for their region and review it every 10 years. The second generation RPS for the Wellington region was made operative on 24 April PCC #

21 The RPS identifies the regionally significant issues around the management of the region s natural and physical resources and sets out objectives, policies and methods to be undertaken. Regional and district plans and the Regional Land Transport Strategy are required to consider and give effect to the RPS. Greater Wellington Regional Council performs environmental monitoring of air, land and water quality in the Porirua Harbour sub-region, regularly reporting on their state and trends. 3.4 The Wellington Regional Land Transport Strategy The Wellington Regional Land Transport Strategy (RLTS) is a statutory document, prepared under the Land Transport Management Act 2003, which sets the overall regional direction for the development of the land transport network; including public transport, roads, walking, cycling and freight. The Strategy provides the overall context for investment in the region s transport network. It forms the basis for identification, selection, and prioritisation of projects and activities by the Regional Transport Committee. It also sets targets against which the region s transport networks can be monitored, and guides reviews of more detailed transport implementation and corridor plans. A significant item within the Strategy is the SH1 Wellington Northern Corridor (Levin to Wellington) concept, one of central government s Roads of National Significance. This corridor includes the Basin Reserve Upgrades, Transmission Gully motorway and the State Highway 1 expressway in Kapiti. Note: It is understood that, in 2015, the Greater Wellington Regional Council intend to consolidate their Regional Land Transport Strategy and the Regional Land Transport Programme into one document, titled the Regional Land Transport Plan. 3.5 Porirua Transportation Strategy The Porirua Transportation Strategy (2012) is a twenty-year vision for travel by all modes of transport. The Strategy rests on the construction of the Transmission Gully (TG) project, consistent with the Western Corridor Plan, the Regional Land Transport Strategy and the position of Porirua City Council. All transport infrastructure projects take into account existing and future users. As such, the Strategy was developed with consideration of the District Plan and land-uses. The Strategy also includes a number of measures to encourage a greater share of travel by modes other than the private car. The Council is mindful that adding to the existing network by constructing additional capacity will have the effect in the long-term of adding to the maintenance liability of the Council. Additionally, any infrastructure inherited will further add pressure to the existing stretched maintenance resources. It is expected that sections of State Highway 1 and 58 will be revoked of their state highway status on the completion of the Transmission Gully project. 3.6 Development of the Regional Land Transport Plan The new Regional Land Transport Plan (RLTP) will be developed and consulted on every six years, with a three yearly review stage and a 10-year planning horizon. The RLTP will set out the region s land transport objectives, policies, and measures and targets for at least ten years. The RLTP is also required to include a large amount of detailed information about the programming and PCC #

22 funding of land transport activities in the region. Greater Wellington Regional Council envisages a continuation of the application of a 30-year planning horizon to the policy component of the RLTP. 3.7 Council's Strategic Direction Porirua City Council is managed as a business. The role of elected members is similar to that of a board of directors; they set the strategic direction in consultation with shareholders in this case, the community, and this is set out in the Long Term Plan (LTP) and Annual Plan. The Executive Management Team (EMT) - comprising the Chief Executive, General Managers and Communications & Marketing Manager - are responsible for efficient and effective implementation of these plans. Each business group works within this wider Council context. The elected members have set a direction for the Council, in the LTP, to become known for City Leadership - encompassing four strategic priorities: City of Villages, A Healthy and Protected Harbour, A Growing City and A Great City Experience. 3.8 Compatibility of the Transport Asset Management Plan The Transport Asset Management Plan has been prepared with the legislative requirements and national and regional policies in mind. Decisions in relation to maintenance and investment within the transport infrastructure network are made within the context of eliciting practical performance outcomes within the construct of limited resources. Porirua City Council is committed to the improvement and safe operation of local roads within one network. Implementation of the Plan will sustain the network and actively monitor customers levels of service in relation to mobility, safety, amenity and access. Functional classifications, customer levels of service, and performance measures and targets are elements that translate into specific maintenance and operational and investment decisions Infrastructure Strategy Local government legislation has changed under the Better Local Government programme, which means that local authorities are now required to prepare an Infrastructure Strategy for a period of at least 30 years. The Infrastructure Strategy will be incorporated into Council s Long Term Plan. The purpose of the Infrastructure Strategy will be to identify significant infrastructure issues for Porirua City over a 30-year period and the principal options for managing those issues. A primary strategic capital expenditure is the Transmission Gully Motorway project, commencing in Asset Management Porirua City Council s core infrastructure asset management responsibilities lie within the Asset Management and Operations Group. Other important Council assets such as those for Leisure Services and Property are managed with those activities within the wider organisation. For any asset related activity, the relevant asset manager holds the prime responsibility for developing and updating asset management plans. The asset manager has direct responsibility to the particular General Manager of the asset. PCC #

23 A cross-corporate Asset Management Team has been formed with representatives from Operations, Planning, Recreation, Finance, Property and Engineering. The team structure is illustrated in Figure 3 below. The purpose of the team is to provide a forum for: Knowledge and information sharing between personnel involved in advising, planning, implementing and monitoring asset management related activities Dissemination of new policy, standards and procedures, best practices and guidelines Discussion on existing gaps and identifying potential solutions, setting priorities and influence in implementing solutions. Figure 3: Porirua City Council Asset Management Team Structure 3.11 Ownership Goals and Objectives Purpose of Ownership To meet the required level of service in the most cost effective way (through the creation, operation, maintenance, renewal and disposal of assets) to provide for existing and future customers. The Council s stated purpose of Council assets: Local Authorities exist to supply services which meet the needs of ratepayers and external customers. The services provided are in response to the needs and wants of the community, whilst protecting the sustainability of the resource. Local authorities require assets to provide these services. The outcomes provided by these assets are of importance to Council in meeting the needs of the Community. PCC #

24 3.12 Activity Goals and Objectives Contribution to Council s Strategic Priorities Council's strategic priorities, as outlined in section 2.3 of the LTP are: City of Villages Connected and distinctive villages, able to have their respective spaces and characters shaped by the people who live in them. A Healthy and Protected Harbour At the heart of our city of villages, providing recreational, economic and cultural opportunities, now and in the future. A Growing City Prosperity, growth and better opportunities for all Porirua residents through city centre revitalisation. A Great City Experience Quality, affordable and efficient services at every point enabling residents, businesses and visitors to make the most of their city experience. To reflect these priorities, Council delivers Transport services to ensure the sustainable provision and management of the roading network and maintenance of transport facilities. This contributes to the delivery of an efficient, integrated, multi-modal transport system; enabling Porirua to be well connected and for people and goods to be on the move throughout the city, safely and efficiently Long Term Plan , Asset Management Issues Porirua City Council has assets of over $1 billion and it plans to invest $ million in capital works for its major strategic assets, namely Transport, Water Supply, Wastewater and Stormwater (the 3 waters ) over the next 10 years of the Plan. This capital expenditure is for building or replacing the city s major assets. Each group of assets has an Asset Management Plan (AMP) which is a key planning tool for the maintenance, renewal and increased capacity of these assets. Renewals are the replacement programmes for existing assets and currently for the 3 waters, asset renewals are predominantly funded through loans. Any proposed increased capacity for these assets is also loan funded. Beyond the 10 years of this Plan the renewals of the 3 waters assets will increasingly be funded from depreciation reserves which are a result of a Council decision in 2009 to begin to rate fund for the depreciation of these assets. The Council has now had in place for several years a programme of monitoring and data collection of the condition and performance of its roading network and 3 waters pipelines. Detailed analysis of the Council s strategic asset information has enabled the Council to predict and benefit from an accelerated asset replacement programme. An evaluation of projects was determined against the risk of failure, level of service, statutory obligation, continuity of service and the relative impact on aspects of social, economic, environmental and cultural wellbeing. By investing in a renewals programme, it is expected that the level of risk will reduce over the ten-year period improving the reliability of service to the customer. In evaluating the risk of failure in the network PCC #

25 it is noted that a failure of a component in one part of the network may affect a few houses or a large catchment depending on the criticality of that component in the network. Therefore assessing risk considers the worst case of a large scale impact. The Council s programme of data collection, performance monitoring and reporting is ongoing and able to identify any need to revisit asset upgrades and renewals programmes. In the event of any unforeseen asset renewal requirements the Council has the ability to draw on cash reserves in the first instance before looking to other funding options. The level of the Council s debt (and its ability to borrow) is such that, in the event asset renewal work needs to be brought forward, there is adequate capacity to fund such projects either through the use of reserve funds or through loans or a combination of both. Throughout the ten years of the LTP the ratio between operating revenue and interest expenses does not exceed 6.2%, which is well within the limit set by Council s Liability Management Policy of 15%. The Transport (roading) renewal programme and maintenance funding is not enough to maintain current levels of service over the life of the 10-year LTP. The Transmission Gully Motorway programme will see the Council investing $33.9 million in construction of two Link Roads associated with this development. Capacity increases and maintaining levels of service often involve replacing or renewing an ageing asset. It should be noted that the renewals programmes targets those sections or elements of the network that have been identified as operating at greatest risk. Various risk scenarios have been developed by using industry based risk assessment process that take account of both the likelihood and consequence of failure. For assets operating at a high risk there is a significant chance of failure occurring in the next 3 year period which could lead to a loss of service to customers. By investing in the renewals programme, it is expected that the level of risk will reduce over the thirty-year period improving the reliability of service to the customer. Council will need to manage its risk to loss or failure of a service over the next three year term by having a prioritised and appropriately funded renewals programme together with adequate funding for maintenance. To achieve this council would need to move its investment from the higher then high risk scenario currently being operated to at least a medium risk scenario Rationale for Council Involvement Why is Porirua City Council involved in City Roading and Safety? Statutory requirement Community Choice Economic Rationale Leadership To ensure a safe, sustainable and efficient roading network that connects people across Villages within the city, and across the region, supporting the growth and prosperity of Porirua City. The Council s goal for this activity: We provide a local transport network for Porirua including all public roads (excluding State Highway 1 and 58), road drainage infrastructure and cleaning, walkways and cycle-ways (nonrecreational category), traffic and street lighting, and community road safety education activities. This activity is supported by the New Zealand Transport Agency, by way of subsidies. PCC #

26 Maintaining the transport network is a core role of Council, which is reflected in the Local Government Act 2002: 11A Core services to be considered in performing role In performing its role, a local authority must have particular regard in the contribution that the following core services make to its communities: o (a) network infrastructure: o (b) public transport services: 3.15 The One Network Road Classification (ONRC) The One Network Road Classification (ONRC) involves categorising roads based on the functions they perform as part of a national network. These classifications will assist local government and the Transport Agency to plan, invest in, maintain and operate a road network in a more strategic, consistent and affordable way throughout the country. It is also expected that ONRC will give road users more consistency and certainty about what standard and services to expect on the national road network Roading Asset Database - RAMM (Road Assessment Maintenance Management) In order to manage its roading system, the Council must have a thorough understanding of its asset. NZTA also requires local authorities to maintain good asset records in order that councils may make informed decisions on maintenance activities and future improvements. RAMM - (Road Assessment Maintenance Management) is the accepted national database software system that Road Controlling Authorities use to achieve this. The Road Assessment Maintenance Management (RAMM) system is a comprehensive database, which contains data relating to road names, carriageway widths and lengths, shoulders, surface water channels, drainage, traffic facilities and signs, footpaths, cycle-ways, berms, pavement layers and surfacing. It is a database that is capable of storing all of the information required to supply a comprehensive record of the roading asset and its condition. RAMM also incorporates: Asset valuation Assessment Forward works Plan Traffic Data CARs (Corridor Access Request) Although there are other products available internationally for roading asset information management, all New Zealand local authorities and the New Zealand Transport Agency use RAMM as their asset information maintenance management system. This ensures consistency of approach and standards in asset information systems. The system is web-based, meaning that all information is loaded and retrieved through a 'web portal'. The actual hardware storing the asset information is held at RAMM's central database in Auckland. The use of this system reduces the in-house costs associated with maintaining data. PCC #

27 Despite the widespread use of the RAMM system, the Council does periodically review the use of this system to ascertain whether there are other asset information systems available that would be appropriate to the task and possibly more economical to use. None have, as yet, become apparent Pavement Deterioration Modelling The pavement deterioration model dtims CT (Deighton Total Infrastructure Management System Concurrent Transformation) is a predictive modelling system that analyses road maintenance strategies. It is of particular use in comparing different road surfacing maintenance regimes, such as 'high maintenance investment' and fewer on-going emergency repairs vs. 'low maintenance investment' with many on-going emergency repairs. The analysis is based on data extracted from the RAMM database. This tool informs best financial approach for the management of the maintenance of a roading network and is run periodically, typically at the time of production of the Forward Works Programme for pavement resurfacing and renewals Asset Valuation Local Authorities are required to apply prudent financial management practise including preparation of a long term financial strategy. Asset management plans provide a framework for technical, economic and financial inputs relating to infrastructure assets and their impact on long-term financial needs. Asset valuation provides the critical link between these financial forecasts and the asset management process. Porirua City Council uses the RAMM valuation module. The RAMM valuation tool provides a robust tool in which to complete the valuation for the transport assets without losing data integrity through transfer of data to secondary systems. The process also provides a more integrated management practice for the RAMM data and focus on the required accuracy. All recorded components have been valued in terms of their replacement and depreciated replacement value. The revaluation process has been performed in accordance with NZ IAS16 Property, Plant and Equipment and with NZ local authority asset management practices (International Infrastructure Management Manual and Valuation/Depreciation Guidelines) Asset Condition Rating Porirua City Council performs road condition rating annually and roughness surveys every two years. At the last condition rating, 2013, 100 % (full road length) of the entire network was undertaken, which provided a consistent data set for analysis. Carriageway condition rating includes rutting, shoving, cracking, potholes, flushing, scabbing, edge breaks and rating. Drainage condition rating includes surface channels and earth channels. Footpath condition rating includes length of failed footpath, bumps, cracks, tripping hazards and vegetation issues rated 1 to Road Safety The Council uses all possible means to reduce the number of casualties through: Undertaking the minor safety projects Coordination with the Community Groups and Organisations Undertaking the community safety projects PCC #

28 Coordination with the community and undertaking community safety projects is an on-going task carried out by the Council Transport team. The costs of safety projects are able to be subsidised by NZTA, as part of an approved Road Safety Action Plan, implemented by the Road Safety Co-ordinator. Road safety is one of the key indicators of performance of the Council roading asset, and is given a high priority regarding assessment of condition and in terms of future improvements. It is monitored through the consideration of historic crash statistics and through information from a variety of sources including; by members of the public, safety reviews, the Police, other Council staff members and other sources. The 'condition' of the road system in terms of safety is assessed from these sources of information Data Management System edocs Hummingbird is Council's electronic information storage system. In addition to being the information repository across Council, it is also the system used to store all relevant historic roading data including: - 'As-built' drawings of roading structures; Associated transport strategy documents; Council papers; and Other relevant roading information Other Knowledge Systems In addition to the above knowledge systems, Council use of other roading asset knowledge systems includes: NZTA Crash Analysis System: This system captures information on crashes on the Porirua roading network (as for all New Zealand roads), and is managed by NZTA. It is one information source Council uses to inform potential future improvements. NZTA/ Council maintenance boundaries: This paper document, signed by both the NZTA Wellington Regional Office and Porirua City Council, sets out the boundaries of maintenance responsibility between the two parties Consents The Council's Transportation Group must apply for resource consents like any other operating individual or organisation in Porirua. According to the nature of the consent, these must be applied for from either the Greater Wellington Regional Council or Porirua City Council. Two specific resource consents that are currently open for the Council's Transportation Group are: Table 1: Roading Resource Consents presently open Plant or Area Type of Consent Consent Number Date Issued Expiry Date Issuer Comments Grays Road Land Use /10/ /10/2040 GWRC Gravel Extraction Outer Bridges Land Use /2/ /2/2041 GWRC Gravel Extraction PCC #

29 4. Levels of Service 4.1 Introduction The level of service defines the form and quality of the Council s service delivery. It is the key point of reference for the Asset Management Plan, as every programme and action put forward in the AMP, whether maintenance, renewals, capacity upgrades or otherwise, is carried out to maintain or achieve the level of service. As the service provider, Council must balance the community's expectations and willingness to pay, along with factors such as growth, demand and compliance. In addition, mandatory nonfinancial performance measures have recently been set by the Department of Internal Affairs under the Local Government Act Further levels of service and recommended performance measures are required by NZTA in order for local authorities to receive government subsidies in relation to roading and cycleways. NZTA levels of service and performance measures are currently under review under the One Network Roading Classification (ONRC), which is expected to be implemented early It is expected that New Zealand will be fully operating under the ONRC by New levels of service and performance measures through the ONRC were advised at the end of 2014, and local authorities will now begin implementation of the ONRC requirements. Because of this, no changes to the current levels of service are proposed at the time of writing of this Asset Management Plan. Porirua City Council acknowledges the ONRC and will be working towards implementing the requirements as they become finalised. 4.2 Development and Review Determination of the level of service is the basis for economic management of the transport network and drives the AMP. The Council continually monitors service delivery through performance indicators that measure how well the desired level is being met. These measures, along with various other factors (illustrated in Figure 4) continually influence how Council responds and plans for the level of service over time. Figure 4: Determining the appropriate level of service PCC #

30 4.3 Service Statement The Council's transport activities involve the maintenance of roads and bridges to ensure that the movement of vehicles is safe and efficient. It also includes major drainage control, emergency work, and renewal of footpaths, safety projects and preventative maintenance. The Council is involved in transport asset management as a direct consequence of its role as owner of public land for roading purposes. It has a statutory role and powers as a Road Controlling Authority and has direct accountability to residents for local transport networks. 4.4 Strategic Context The City Roading and Safety activity ensures a safe, sustainable and efficient roading network that connects people across villages within the city and across the region, supporting the growth and prosperity of Porirua City. The Transport Facilities activity supports a growing city, where pedestrians, cyclists and users of public transport can travel safely between villages and that parking is available in the city and suburban areas. 4.5 Links to Community Outcomes and Council Priorities COMMUNITY OUTCOMES Porirua Is COUNCIL S PRIORITIES Active & Healthy Prosperous City of Villages Learning For Life A Valued Natural Environment Healthy Harbour Sustainably Designed & Built Strong Families & People Young & Old A Growing City Well Connected & On The Move A Safe City A Great City Experience Multicultural & Creative Figure 5: Contribution to Community Outcomes and Council Priorities The transport network plays a critical role in the Council s services to the community. A safe and effective transport network is an important element in achieving the goals of the Long Term Plan. The transport activity provides for the maintenance and improvement of roads, bridges, footpaths, access ways, street-lighting, graffiti control, and provision for patrolling of timerestricted parking spaces. Since 1999, annual customer satisfaction surveys consistently show that roads and the maintenance of street footpaths are among the most important of the 27 services/ facilities currently studied. The latest Porirua City Council Communitrak (TM) Survey 2013 report has roads rated fourth highest, with 90% of respondents seeing the service as being very important. The maintenance of street footpaths is next most important, at 88%. However, in 2012/13 only 11% of rates funding was allocated to the transport network. 4.6 Levels of Service Current transportation specified levels of service are as detailed in Porirua City s Long Term Plan PCC #

31 The level of services specified are as follows: Maintain the existing roading network to a level that complies with the NZ engineering standards; Potential road surface upgrades are planned as a result of traffic and safety modelling, in accordance with NZTA prior Prioritisation Criteria (strategic fit, effectiveness, economic efficiency); Road safety programme is completed; and Adequate footpaths, cycle-ways and car parking are provided for. The following diagram shows the links and relationships for the Transport activity goals as they flow through to specific performance measures. Performance measures are discussed further below. Table 2: Level of Service Relationships Activity - Goal/s Community Outcomes (Porirua Is ) Service Parameter Customer Perspective Performance Measure Transport An integrated, multi-modal transport network that enables the safe and efficient movement of people and goods throughout the city Active & Healthy A Valued Natural Environment Sustainably Designed & Built Well Connected & On The Move A Safe City Safety Satisfaction Quality "The roads are safe for all users" "The Council provides a good service" "The roads and footpaths are in good condition" Number of fatalities and injury crashes compared to the previous year Complaints about the roads and footpaths per 1000 households Median response times to service requests relating to roads and footpaths Average ride quality of the sealed roads (Smooth Travel Exposure) Percentage of footpaths meeting required condition service standard Sustainability "The roads are being looked after for the longterm" Percentage of the sealed road networked that is resurfaced 4.7 Performance Measures On the 12 th November 2013, the Secretary for Local Government set the Non-Financial Performance Measure Rules These become mandatory for the five core infrastructure services, including Roading and Footpaths, from 30 July The stated aim of the mandatory measures is to provide consistency of reporting and enable service users to compare performance across the sector. These are detailed further below, along with any additional measures deemed valuable to the effective management of the assets (Activity measures). PCC #

32 Note that performance results reported to date in this plan are against Council s pre-existing performance regime as per the LTP and subsequent Annual Plans. These historical measures are generally similar in intent to the new mandatory ones; understandably, there are some differences in the way they are expressed. Mandatory Performance Measures The following details the mandatory performance measures, as specified by the Department of Internal Affairs under the Local Government Act 2002 as set on 12 November 2013 are: Mandatory performance measure 1 (road safety) The change from the previous financial year in the number of fatalities and serious injury crashes on the local road network, expressed as a number. Commentary: Porirua City Council has measured injury crash statistics through its Annual Plan for a number of years, expressed as absolute numbers rather than changes from previous years. Data is sourced from NZTA s national database and should be readily reported in the required format. Mandatory performance measure 2 (road condition) The average quality of ride on a sealed local road network, measured by smooth travel exposure. Commentary: Smooth Travel Exposure (STE) is a measure of the percentage of vehicles travelling on roads with a roughness of less than 150 NAASRA (National Association of Australian State Road Authorities) counts per km. This measure is consistent with the performance monitoring framework for Porirua City Council roads over recent years. Mandatory performance measure 3 (road maintenance) The percentage of the sealed local road network that is resurfaced. Commentary: Porirua City Council recognises renewals as a key input and response to the condition of the road network (outcome measured above). The data required for this measure is routinely available, although has not been reported on in this context to date. Work may be required to set appropriate targets considering network growth and asset condition. Mandatory performance measure 4 (footpaths) The percentage of footpaths within a territorial authority district that fall within the level of service or service standard for the condition of footpaths that is set out in the territorial authority s relevant document (such as its annual plan, activity management plan, asset management plan, annual works programme or long term plan). Commentary: This measure requires the establishment of a condition assessment standard for footpaths, a survey programme for such and the definition of an acceptable service level which is measurable by that regime. While there are likely cost implications to this, the information will be relevant for determining and supporting programmes for footpath repairs and renewal. PCC #

33 Mandatory performance measure 5 (response to service requests) The percentage of customer service requests relating to roads and footpaths to which the territorial authority responds within the time frame specified in the Long Term Plan. Commentary: Porirua City Council s manages road maintenance service requests through its customer relationship management (CRM) system while the associated works are managed by the maintenance contractor. Some modification may be necessary to reporting systems to ensure work flows and data capture aligns with the requirements of this measure. Response time targets are currently documented in the Council s road maintenance contract. Performance Measures The following performance measures are a combination of current and new mandatory performance measures, as they relate to levels of service. Table 3: Current and Planned Key Performance Indicators What service is Council going to provide? Roads and bridges Roads and bridges are adequate for the movement of all vehicles in a safe and efficient manner. Road Safety program. How will Council measure the service it provides? Measure 1. Percentage of residents satisfied with the road network 2. Number of maintenance requests per 1000 households 3. Percentage of roads passable and open 1 to traffic throughout the year 4. The average quality of ride on a sealed local road network, measured by smooth travel exposure. (Mandatory measure) 5. Response Time to fix reported potholes for routine sites 6. Performance by roading maintenance contractors 7. Number of Community Road Safety Education Projects 3 developed and run 8. Participants in road safety projects are satisfied with the programme Actual Target Source 2012/ / / / 18 79% 80% 80% 80% Key research New measure 80% 80% 80% Council Database 99.9% 99% 99% 99% Maintenance Contractors Reports 91% 90% 90% 90% Consultant Report 5 days 5 days 5 days 5 days New measure 75% 75% 75% % 85% 85% 85% Council Call Centre monthly report Contractors Performance Monitoring Matrix Management Report Project Participant Evaluations PCC #

34 What service is Council going to provide? How will Council measure the service it provides? Measure 9. Number of reported crashes involving an injury across the city per year Pedestrian, cycle and transport facilities Networks of footpaths and cycle ways that enable safe movement of pedestrians and cyclists. 10. Distance of footpath renewals as per the roading maintenance contract and budget 11. Percentage of residents satisfied with footpaths and walkways City centre and suburban shopper car parking Parking available for shoppers in the City Centre. 12. Percentage of restricted City Centre car parks available. 4 Actual Target Source 2012/ / / / NZTA Report New measure 100% 100% 100% Contractors Reports 78% 80% 85% 85% Key Research 25% 15% 15% 15% Annual Carpark Survey Passable and open means at least one lane open, except where an authorised road closure is in place or maintenance activities are required. 2 Smooth Travel Exposure (STE) is a measure of the percentage of vehicles travelling on roads with a roughness of less than 150 NAASRA (National Association of Australian State Road Authorities) counts per km. 3 A Road Safety Education Project is a programme developed to address key road safety issues in response to areas of concern as identified by the Land Transport Safety Authority. 4 Availability is measured as the proportion of spaces that are unoccupied during peak hours on each day, averaged over a six- day period. 4.8 Performance Measure Results Current Performance Against the 2012 Long Term Plan Table 4: Performance Measure Results Performance Measure Reduce the number of maintenance requests per 1000 households relating to the roading network Maintain performance by roading maintenance contractors Ride quality as measured by Smooth Travel Exposure for sealed roads Reduce the number of reported crashes involving an injury in Porirua City per (calendar) year Maintain the distance of footpath renewals as per the roading maintenance contract Actual 2012/13 Actual 2013/14 Target Result Met 78% 77% 75% Met 91% 91% Hold rating (95%) Slippage Met 100% 100% 100% Met Until 2015, the Council has worked within a high risk maintenance scenario, and yet has met performance measures with the exclusion of ride quality. The transport (roading) renewal programme is set to maintain the current level of service over the life of the Long Term Plan. However, it should be noted that, there is insufficient available budget to address all maintenance issues as they become apparent within the roading network. This means that unless a move was made to a medium risk scenario, the Council would be unable to address new issues in good time, due to a lack of available funds. PCC #

35 In addition, resident satisfaction surveys have indicated that the aesthetic of Porirua roads and the travel experience rates very highly. As such, it would be sensible to invest sufficient funds into sealed road maintenance. 4.9 Service Statement The activities of City Roading and Safety and Transport Facilities include the sustainable provision and management of the roading network and maintenance of transport facilities. They contribute to the sustainable development of the city through the provision of an efficient, integrated, multi-modal transport system. These activities enable Porirua to be well connected and for people and goods to be on the move throughout the city, safely and efficiently. We provide a local transport network for Porirua including all public roads (excluding State Highway 1 and 58), road drainage infrastructure and cleaning, walkways and cycle-ways (nonrecreational category), traffic and street lighting, and community road safety education activities. This activity includes the employment of a Road Safety Coordinator and is supported by the New Zealand Transport Agency by way of subsidies. In achieving these strategic priorities, Council commits to major projects and minor safety improvement projects Desired community outcomes and levels of service Transport and Roading functions of Council contribute to the following Community Outcomes: Table 5: Transport and Roading Community Outcomes Outcome Transport Subsidised Roading Multicultural and creative o o Strong families young and old o o Active and healthy Yes o Learning for life o o Prosperous o o A safe city Yes Yes Sustainably designed and built Yes Yes A valued and natural environment Yes Yes Well-connected and on the move Yes Yes These desired outcomes are included in the Annual Plan outputs and key performance indicators as outlined below. All targets are reviewed against industry best practice. The targets set in this Plan are largely the same as those in the most recent past versions of this plan, to allow for consistency of measurement between Plans Emergency Response In case of any emergency event, the Council has to ensure that all of its assets are able to provide safety to their users. It is accepted, however, that some of these assets may function at a reduced level during and after an emergency. PCC #

36 The Council s emergency response for its transport network is contained in the Utilities Major Emergency Response Plan, DRAFT April Customer satisfaction Road Quality The latest National Research Bureau Surveys (NRB), and more recently the KeyResearch survey undertaken in 2013, is seen as a good indicator of the public user perception of the quality of the roading network. The results of these surveys are shown below. With regard to the roads, the survey identified that 81% of residents were either satisfied or fairly satisfied compared to the peer group of 82%. The percentage not very satisfied was 17% compared to the peer group of 8%. Footpaths Figure 6: Roading Satisfaction Survey The NRB surveys, and more recently the KeyResearch survey in 2013, with regard to footpaths, shows 71% of those surveyed were either fairly satisfied or very satisfied. For Porirua, this was an 8% drop in satisfaction over a two year period; the percentage not satisfied was 28% compared to 20% two years ago. In recognition of residents desire for higher standards and the higher targets set by other Councils in the peer group, a higher satisfaction target of 85% has been set for 2013 onwards and the annual footpath renewal target has also been increased. PCC #

37 Figure 7: Footpath Satisfaction Survey 4.13 Additional Customer Expectations Accountability The Council policy is that maintenance personnel who investigate incidents have the authority and skills to resolve the problems that they find. Service personnel are engaged via a roster system for after-hours for incident response. Service request calls are captured and managed by the corporate CRM (Customer Relationship Management) system. Public Information Council has a 24-hour telephone number clearly identified in the phone book. Planned maintenance requiring shutdowns is currently advised by a letterbox drop two days before the scheduled work. AMO staff provide monthly updates of work programmes being under taken by the Council and its contractors (particularly roading, water and sewage) to the Village Planning Programme communications advisor. This information is loaded on the Council at Work in Your Community page, which provides a monthly update for Porirua residents about work being done in their neighbourhood. AMO staff also regularly liaise with the Village Planning Programme team on joint projects so communication can be provided to affected communities about work schedules. PCC #

38 5. Asset Description 5.1 Introduction Porirua City s roading assets includes all carriageway, kerb and channel, bridges, retaining wall structures, footpaths, cycle ways, berms, traffic facilities, street-lighting, pedestrian precincts, road reserve amenities within road reserve. State highway and private assets are not included within the Council s roading assets. 5.2 History of the Network Prior to 1950, few urban areas of the City with the exception of Plimmerton, Pukerua Bay, Paremata and parts of Titahi Bay, were developed. In the 1950s and 1960s a major government housing development took place in Porirua East, Cannons Creek, Waitangirua, Ascot Park, Elsdon and Titahi Bay. In the 1970s, 1980s and 1990s private urban subdivision took place predominantly in Papakowhai, Camborne and Whitby. The result of this development is that over two-thirds of the City s street work has been constructed to modern street standards with lower standards in parts of Plimmerton, Pukerua Bay and Paremata. The ownership of the majority of the City s rural roads was taken over from the Hutt County Council in At that time, the roads were mainly low traffic minor rural roads built to historical standards. The two major rural roads are Grays Road and Paekakariki Hill Road. Other rural roads include Belmont Road, Murphy's Road, Flightys Road, Mulherns Road, Moonshine Road, Bradey Road, Harris Road, Jones Deviation Road, Airlie Road and a few secondary roads. This means that the roading network is considered to be at a developed stage of its life cycle, characterised by an on-going renewals programme. 5.3 Asset Description As at 28 June 2014, Council s roading asset consists of a total length of 247.2km of sealed road and 0 km of unsealed roads. Within this roading network, the City also has a total of 21 bridges. Three major bridges link the eastern and western suburbs with the State Highway 1 and the remaining 18 bridges have a span of less than 22 metres. Of these 18 bridges, 16 are located in rural areas. Porirua s street network is dominated by State Highway 1, which runs north south through the middle of the City, and State Highway 58 which runs east west, connecting the Hutt Valley with State Highway 1. The City s roading network has been developed on a topography that can be described generally as rolling. PCC #

39 Figure 8: Estimated Year of Construction An analysis of the age of the roads is shown in Figure 8. There is very little information available on roads constructed before However, a significant proportion of Porirua City s roads are over 40 years of age, which means that an effective on-going maintenance renewals programme is required in order to avoid premature aging and asset failure of the roading network. The estimated year of construction figure for the time frame of is based on new road construction to 2013 only. 5.4 Length of Route Types Figure 9 shows the distribution of roads into arterial, distributor and local roads and service lanes. This diagram shows that km (48%) of the network consists of local roads. This is considered typical for an urban local authority. Figure 9: Proportion of roads by road hierarchy PCC #

40 5.5 Surface Types The network is mainly urban, with approximately 64% chipseal surfaces. Figure 10 shows the length of the distribution of the surface types for the network. Figure 10: Surface type distribution 5.6 Accessways City Council roading assets include 18.5 km of accessways, approximately 12.2 km of footpaths remote from the road/carriageway and 304.7km of footpath adjacent the road/carriageway. All of these accessways will be maintained to the same level of service as footpaths. 5.7 Off-street Carparks The City Roading networks include 15 off-street car parks with a total area of 14,597m². 5.8 Commuter Car Parks Porirua City has six commuter car parks. The largest is located at the Porirua railway station, two are at Paremata (east and west of State Highway one) one is in Plimmerton and two others are at Mana and Pukerua Bay. These commuter car parks are maintained by the Greater Wellington Regional Council. 5.9 Streetlights The Council owns around 5,100 streetlights, located both within and outside the road reserve. Power supply lines to streetlights are provided by Wellington Electricity, As a general guide, the area of demarcation between power supply assets (owned by the power provider) and the streetlight assets (owned by Council) is the fuse, located in the panel at the base of the streetlights. For older streetlights without fuse panels, installed in the 1960s and 1970s, the demarcation point is the lantern itself. PCC #

41 The varying age of the streetlight assets means that there is a range of types of light bulbs installed across Porirua City. For consistency and ease of maintenance, redundant lanterns are replaced with units more consistent with the remainder of the network when they fail. In light of the global development of streetlight technology, Council is working towards the Light Emitting Diode (LED) streetlights. The LED streetlights are expected to have longer lifespans and less power requirements. Council is currently undertaking a comprehensive audit of all light fittings within Porirua City in order to determine an appropriate strategy and timeframe for moving towards LED streetlights throughout the City Signs There are a large variety of signs throughout the built environment, totalling approximately 6,300. Council owns many of the signs within the City, although only traffic signs are maintained under the transport budget Traffic Signals The Council owns two sets of traffic signals, at the intersection of Titahi Bay Main Road and Lyttelton Avenue and at the intersection of Titahi Bay Road and Wi Neera Drive Footpaths The cumulative total footpath length in Porirua City is approximately 330 km. The City s footpaths are constructed predominantly of concrete (approximately 94%) and the remaining is sealed or paved CBD Canopy Until the removal of the canopy fabric in January 2015, the Porirua CBD featured the iconic canopy structure, linking the CBD to the North City shopping mall and protecting pedestrians from the natural elements. The covered walkway is comprised of 17 concrete columns with a metal superstructure on top, giving horizontal and vertical support to the fabric structure. A full structural inspection and maintenance is completed on the canopy structure every six months. However, as the canopy fabric has reached the end of its service life it was removed in January Currently, the Council is considering initial assessments for options and cost estimates for replacement of the existing Canopy material. PCC #

42 6. Asset Capacity 6.1 Existing Asset Capacity The local roading network in Porirua generally has adequate traffic capacity with the exception of some intersections. Council constantly assesses the performance of traffic flows, particularly at intersections, based on traffic demand information provided by NZTA. This data informs further traffic modelling priorities to be undertaken by Council in assessing traffic demand effects on the roading network. The Transmission Gully Link Roads will provide access between Porirua s suburbs and the Motorway, easing the pressure on the existing State Highway 1. Traffic modelling, undertaken in conjunction with the Transmission Gully Motorway, and more recent studies undertaken of Whitford Brown Avenue, has shown that there will be an immediate need for intersection upgrades together with an on-going programme of intersection upgrades over the next 30 years. 6.2 Capacity Management Techniques used to ensure optimum use of the Council s roading assets may include one or more of the following: Improvements to Under-capacity Assets A broad range of traffic management measures can be used to increase capacity. Measures include; improved intersection control, construction of slip roads or merge lanes at intersections to prevent unnecessary delay to through traffic, construction or creation (through signage) of by-pass routes to spread the load to under-utilised routes, or construction of shorter routes. Such measures may also require improvements to the physical characteristics of assets if they are to accommodate increased use and maintain a satisfactory level of service. Physical improvements may include widening, or straightening to facilitate use by a broader range of vehicles and to reduce travel time through safer or shorter routes. Reducing Capacity of Under-utilised Assets In some instances, it may be economic to reduce the capacity of under-utilised assets. An example of this is narrowing low volume carriageways for the provision of car parking or cycle way / footpaths. Another example would be the reduction in useable lanes of State Highway 1 motorway, when they become local roads. Sections of State Highway 1 and State Highway 58 will transfer to Council ownership on the completion of the Transmission Gully Motorway project. Managing Use by Regulation or Legislation Legislation and regulation can affect the rate of consumption of the road asset, particularly by restricting use and minimising excessive deterioration caused by inappropriate use. Legislative controls may include restriction of vehicle type, weight, dimension, speed, or parking control. Examples of legislative controls currently in place (which are in addition to government imposed traffic and heavy vehicle regulations) are the speed, size and weight restrictions on the Moonshine Road Bridges. Council uses these controls as and where required to optimise the management of the asset. PCC #

43 When public transportation is well patronised the roading network is used more optimally. While public transportation is the responsibility of the GWRC, Porirua City Council (PCC) has a responsibility to provide supporting infrastructure such as roading, parking control, and pedestrian access routes. PCC is fully committed in the promotion of public transportation both within and beyond the city. PCC works closely with its stakeholders to ensure the capacity of the network is enhanced by the good use of public transportation. Public Transportation Both walking and cycling have the potential to become modes of transport in Porirua City that alleviate traffic congestion and improve road safety. However, road cyclists require a good sealed surface to ride on, which means that well maintained surfaces are an essential requirement for the management of the road carriageway. PCC #

44 7. Asset Condition 7.1 Road Asset Condition Rating PCC performed road condition rating and roughness surveys every two years (alternating annually between the two) up until Road condition rating is now completed annually. Porirua City Council carries out 100% condition rating (full road length) for the entire network, which provides a consistent data set for analysis. The road condition rating includes a pavement rating and a condition grading survey of surfaced and earth surface water channels. The 2013 condition rating survey of all local authority administered sealed and unsealed roads was completed in August Pavement / Surface Rating Results The following detailed trend graphs indicate the performance of each condition measure as a ratio of the total surveyed length. Rutting Rutting is a measure of the depressions that form in the wheel tracks. Ruts usually occur when a pavement is nearing the end of its life and its strength is reducing. The condition assessment measures rutting over 30mm. In flat terrain water will pond in a 30mm rut and create an aquaplaning safety risk. Figure 11: Rutting Statistics Since 2001, the amount of rutting in excess of 30mm has increased by 220% and has almost doubled since This is a substantial increase. The increase in rutting indicates that the current maintenance practices are not sufficient to maintain the level of rutting. If the rut depth on a section of road is static then rut filling will address the issue. Where rut depth is accelerating then pavement strengthening is required to remedy the rutting. The rate of increase in rut depth over 30mm tends to suggest that there may be significant lengths of pavement requiring strengthening. Shoving Shoving is where the pavement shears and material displacement results in a mound and hollow within the pavement. Shoving causes isolated roughness and can create safety issues if motorists swerve to avoid it. PCC #

45 Figure 12: Shoving Statistics The shoving statistic graph (Figure 12) shows a steady improvement in shoving across the network since 2000, which is consistent with the focus on roughness to improve smooth travel exposure (STE). This indicates that the current focus on shoving repairs is sufficient to maintain the network. Cracking Three forms of cracking are measured; alligator, longitudinal and transverse and joint cracking. Each indicates a different form of failure mode. Alligator cracking is generally associated with a brittle binder and weak pavement. Longitudinal and transverse (L & T) cracking can be a sign of shallow shear and results in the surface and basecourse pulling apart. This sort of cracking is more likely to occur in high stress areas i.e. sharp curves, braking zones, steep grades or where there is a subsidence close to the road. Joint cracking can be from trench reinstatement or poorly formed joints in asphalt construction. Figure 13: Cracking Statistics Figure 13 shows that there has been a trend of increasing cracking on the network. However, the 2013 results indicate that there has been some improvement in terms of L & T cracking and alligator cracking has remained static. Joint cracking has continued to increase, which is most likely due to the large amount of trench reinstatement work noted during network drive-overs (due to service upgrades and Chorus work). Improvement in the quality of reinstatement by third parties is required. PCC #

46 The level of cracking identified (approximately 13% of the network), combined with the significant increase in rutting, support the forward works programme (FWP) conclusion that more pavement strengthening is required on the network. Potholes Potholes are a defect often commented on by the travelling public. They impact on the road users travelling experience and can be a safety issue when motorists swerve to avoid them. Potholes are caused by an isolated failure of either the surface or the underlying pavement. The closer the road is to the end of its useful life, the more likely potholes are to form. Figure 14 is based on the condition data stored in RAMM. The definition of a pothole in RAMM is a break in the surfacing that exposes the underlying aggregate and has a maximum dimension greater than 70mm. Figure 14 shows a steady increasing trend for both potholes and visible pothole repairs up to This indicates that more reactive repair work is being required to keep the road safe. The trend suggests that areas prone to potholes are likely to be left longer and require more pothole repairs before the cause is addressed. The road assets are being pushed further before they are renewed, replaced or repaired. This means that more investment across the three functions of pavement renewal; resurfacing and reactive maintenance is required. Figure 14: Pothole Statistics Flushing Flushing occurs when bitumen rises to the surface of the road and covers the aggregate (stone surfacing chip); it generally occurs in vehicle wheel paths. Flushing can occur early in a surface life where the bitumen binder content has been applied at too high an application rate or late in a surface life when the aggregate has been pushed into the binder by repeated vehicle interaction. Flushing increases the risk of wet weather crashes due to the resulting smooth surface giving little skid resistance. While the flushing statistics (Figure 15) graph shows cyclic fluctuations the overall trend has been a steady amount of flushing on the network since 2000, which indicates that an appropriate amount of resurfacing was being carried out to address flushing. However, the 2013 results indicate a continued increase from 2009, which will need to be monitored to ensure the flushing does not increase to a level that result in a safety risk. PCC #

47 Figure 15: Flushing Statistics Scabbing Scabbing is the loss of aggregate (stone surfacing chip) from the road surface. It can happen early in a surface life if there is too little binder or late in a surface life if the binder has become brittle. Scabbing, in an urban environment, can also be caused by excessive forces from vehicles and stationary power steering turning movements. Significant areas of scabbing can cause similar issues to flushing in wet weather. Figure 16: Scabbing Statistics The scabbing statistics graph (Figure 16) shows a general reduction in scabbing across the network since This indicates that the resurfacing carried out has been sufficient to improve scabbing on the network. Edge Breaks Edge breaks usually occur on narrow roads or the inside of curves where vehicles travel close to or over the edge of the seal. It is more likely to occur where the pavement is weak and the seal brittle or where the unsealed road shoulder has eroded away and no longer supports the edge of seal. PCC #

48 The condition assessment measures the failure along the edge of the sealed surface where there is no surface water channel present, if the seal width is reduced by 100mm or more from the nominal edge of seal. Edge break patches are rated under the same criteria as edge breaks. Figure 17: Edge Break Statistics Figure 17 shows an increasing trend in the length of untreated edge break, along with an increase in the length of patches since Even though this is a concerning trend, the quantity remains very low (approximately 2% of the network). This will be influenced by the fact that there is a high proportion of kerb and channel on the network which supports and prevents edge break. A review of the level funding of maintenance for this failure item will be required to reverse this trend. 7.3 Network Condition Summary From the condition data, it appears that some condition factors are being targeted, but others are deteriorating. The increase in rutting and cracking is of most concern and indicates more of the underlying pavements are nearing the end of their life. This leads to the conclusion that pavement strengthening and renewal activities are insufficient to maintain the network in a stable state. Pavements are the most expensive asset to renew and require long term planning and investment to avoid the situation we are now in where the amount of pavement requiring urgent renewal is becoming unaffordable. To address this, a medium or low risk maintenance strategy should be adopted and funded. It should be noted, even within an increased investment in renewals deterioration modelling (dtims) shows that the level of reactive maintenance will still increase over the next 20 years. PCC #

49 The comparison results for all surveys completed since 1992 is summarised as below for all pavement and surface condition measures rated. Table 6: Survey Comparison Pavement and Surface Condition Survey year Rating Length (km) Rutting (m/km) Shoving (m/km) Scabbing (m²/km) Flushing (m/km) Alligator Cracks (m/km) L and T Cracks (m/km) Joints (m/km) Potholes (no./km) Pothole Patches (no./km) Edge Break (m/km) Edge Break Patches (m/km) Service Covers (no./km) ** PCC #

50 7.4 Surface Condition Index The Surface Condition Index is a composite index calculated by RAMM to determine the overall condition of the network. It has two components: Surface Condition Index (SCI) = Age Index (AI) + Condition Index (CI). The CI component of this figure can be used to assess the condition of the network based on the rating results only. The AI takes into account the surface age in the overall figure so shouldn t be used when summarising rating results only, but does provide an indication of the risk that older surfaces deteriorate quicker than newer surfaces. As a general rule, a CI of 0 to 2 is considered excellent, 3 to 5 good, 5 to 10 fair, 10 to 15 poor, and 15+ very poor (requires immediate attention). 7.5 Condition Index Table 7 below summarises the Condition Indices for 2013, calculated as a weighted average based on length. Table 7: Condition Indices by Urban / Rural Survey Year Urban CI Rural CI Network CI The CI results indicate the network is in the good condition range. However, the overall result may hide (water down) specific areas requiring attention. To assist with identifying the largest contributing CI and possible problem areas, the CI by area and hierarchy was calculated, as below. Table 8: Condition Indices by Area / Hierarchy AREA HIERARCHY ARTERIAL DISTRIBUTOR LOCAL SERVICE LANE ALL AOTEA ASCOT PARK CAMBORNE CANNONS CREEK CITY CENTRE ELSDON KENEPURU MANA PAPAKOWHAI PAREMATA PAUATAHANUI PLIMMERTON PORIRUA EAST PUKERUA BAY RANUI HEIGHTS TAKAPUWAHIA PCC #

51 AREA HIERARCHY ARTERIAL DISTRIBUTOR LOCAL SERVICE LANE ALL TITAHI BAY WAITANGIRUA WHITBY NETWORK *blank cells indicate no roads within that group The results above indicate that apart from Aotea and Waitangirua, all other areas contribute evenly to the CI, which does not indicate any specific problem area. However, the results do indicate specific hierarchy roads within each area indicate specific problem areas (as shown by >15 CI values in red indicating sections requiring immediate attention). Service lanes are the highest contributor, but these are low volume roads with generally a lower level of service. The area of concern is the Arterial sections (high volume roads) which require immediate attention. Table 9: Network Condition Length Condition Index Description Length % of Network Excellent % Good % Fair % Poor 9.2 4% Very Poor 9.1 4% Overall, the network CI score is within the range of Good. This indicates that, according to the rating results, the surface condition is in a good condition, but the results in Table 9 indicates 8% of the network (approximately 18km) is in a poor to very poor (requires immediate attention) range. 7.6 Surface Water Channel Condition Poor drainage has a significant impact on the performance of the pavement. The condition and adequacy of surface water channels has an impact on how effective they are in gathering and transporting water from the pavement to a catch-pit or away from the carriageway. The RAMM rating identifies the length of broken, blocked and inadequate sealed and earth surface water channels that have an impact on effective pavement drainage. Surfaced Channels Surfaced channels include the following assets: Kerb and channel Concrete dished channel Mountable kerb and channel Concrete nib kerb Sealed channel Asphaltic concrete channel Half pipe channels PCC #

52 The following aspects of the sealed surface water channels (SWC) are rated annually: Broken SWC: The length of ineffective SWC, because it is broken High lip of channel: The length of ineffective SWC, because it has a high channel lip preventing water entering Broken surface at channel lip: The length of ineffective SWC, because there is a break in the carriageway surfacing along the pavement / channel boundary Blocked channel: The length of ineffective SWC, because the channel is blocked Incorrect channel grade: The length of ineffective SWC, because the grade of the channel is uphill to the catch-pit Figure 18: Surfaced Channels Rating Results Figure 18 indicates the length of broken surface and high lip has remained steady. The quantity is low (less than 3km over the entire network). The length of blocked channel has been more variable and includes a large increase in This indicates improved maintenance around clearing of channels is required along with improved vegetation/weed control. Modern environmentally friendly weed sprays are less effective. More frequent spraying in the future will, therefore, be required. An increased investment in this work will have major benefits in terms of maintaining a sound pavement and avoiding disruption to traffic from surface flooding. Figure 19: Broken Surfaced Channels PCC #

53 The length of broken surfaced SWC has remained steady for the last three years at a length of approximately 27km. Even though it has remained steady, it would be advisable to try to reduce the length of broken channel through maintenance. An element of this was also identified on new subdivision roads during the FWP drive-over and may need further review during handover. Earth Channels The following aspects of the sealed surface water channels (SWC) are rated annually: Blocked earth SWC: The length of earth SWC that is blocked by vegetation and/or soil such that water ponds and the SWC is not able to effectively channel water away from the pavement to a cut-out or culvert. Inadequate earth SWC: The length of earth SWC which is below the standard for the local authority or the length where a SWC is required, but does not exist. Ineffective shoulder: The length of shoulder that will not allow the free flow of water from the road surface to the SWC. Figure 20: Earth Channels The rating results indicate nil length of blocked earth SWC and ineffective shoulder since Figure 20 indicates the length of inadequate earth SWC has been steadily increasing since 2007 and currently equates to 26km of required or sub-standard earth SWC. This will have an impact on the pavement performance of the rural network and should be further investigated. More investment will be required to address the length of inadequate surface channel. 7.7 Footpath Rating Porirua City Council carries out 100% footpath condition rating, every two years, for the entire network, which provides a consistent data set for analysis. All surveys completed prior to 2011 included the condition rating of all footpaths and accessways and the criteria for the survey were: Length of failed footpath (m) Condition (1 to 5) PCC #

54 In 2013, the rating of the previous criteria plus the following four additional criteria was undertaken: Cracked length (m) Bumps (number) Tripping Hazard (number) Vegetation (number) - includes overhanging or obstructive vegetation (does not include moss or lichen issues) Due to the criteria change, trend analysis can only be included for condition and failed length. The 2013 condition rating survey of all footpaths and accessways was completed in September 2013 and the rating of shared cycle paths was completed in June PCC #

55 Table 10 summarised the length of footpath rated by material type. Table 10: Length of 2013 Rated Footpath Type Asphalt (black) Concrete Concrete (red) Interlocking Blocks Metal Seal Timber Boardwalk Unknown Total Off-street Carpark Footpath Road Footpath / Accessway Total Table 10 summarises the results for the 2013 rated defects. It indicates that cracking and vegetation are the main defects. As these defects have not been rated previously trend analysis and comment cannot be provided. The rating indicates that 67.2 km of the network (20%) has no rated defect. Table 11: Summary Results for 2013 Defect 2013 Result Bumps (km) 1.17 Cracked (km) Tripping Hazard (no.) Vegetation (no.) Failed Length (km) No defects (km) PCC #

56 Trend Analysis Comparison of the rating data for 2005 to 2013 indicates there has been a minor deterioration in condition since The length of Good condition footpaths has deteriorated to Average by approximately 34 km. The remainder of condition categories have remained fairly constant, as shown in Table 12 and Figure 21. Table 12: Condition Trend Condition Total Length (km) (Excellent) (Good) (Average) (Poor) (Very Poor) Total Figure 21: Condition Trend Table 13 indicates there has been a reduction in the length of failed footpath, with the lowest it has been since Targeting maintenance on footpaths of average to very poor condition may further reduce the failed length and also improve the overall condition rating. Table 13: Failed Length Trend Survey Failed Length (m) PCC #

57 Figure 22: Length of Failed Footpath by Condition The above condition ratings illustrate the presence of approximately 12km of poor to very poor condition footpath. This will increase as average condition footpath deteriorates to a poor condition. Current funding is not adequate to reverse this trend. More investment in footpath maintenance and footpath replacement is required. 7.8 Shared Cyclepath Rating The 2013 condition rating completed in June 2013 included the local authority administered sealed shared cycle paths added to RAMM in The agreed footpath rating criteria was also applied for this rating survey. As the cycle paths were only added to RAMM in 2013 and rated for the first time in June 2013, trend analysis cannot be included for these assets. Table 14 summarises the length of footpath rated by material type. Table 14: Length of 2013 Rated Cyclepath Type Cycle Path Asphalt (black) Concrete Concrete (red) Interlocking blocks Metal Seal Timber Boardwalk Unknown Total Table 15 summarises the results for the 2013 rated defects. It indicates that the cracking is the main defect, but only a minor amount of defects have been identified. Table 15: Summary Results for 2013 rated defects Defect 2013 Result Bumps (m) 0.02 Cracked (m) 0.32 Tripping Hazard (no.) 0.10 Vegetation (no.) 0.00 Failed Length (m) 0.01 No defects (km) PCC #

58 The condition results for the 2013 survey is summarised in Table 16 and Figure 23. The results show that the cycle paths are generally in a very good condition with only very minor defects (i.e. less than 100m of failed length and only 320m of cracking identified over 11.2 km of cycle path). The current maintenance strategy is appropriate in terms of managing the overall condition. The overall network cycle path condition, calculated as the weighted average condition (based on length) is 1.8 for the 2013 survey. This indicates that the overall condition of the cycle paths is Excellent to Good, which is a very good result. Table 16: 2013 Condition Results Cyclepath Condition Total Length (km) 1 (Excellent) (Good) (Average) (Poor) (Very Poor) 0.00 Total Figure 23: 2013 Condition Results Cyclepaths 7.9 Roughness A roughness survey of 50% of local authority administered sealed roads was completed in 2012, as required by Council, with the remaining network scheduled for All previous roughness surveys were completed bi-annually on 100% of the sealed road network. Due to the risk of incomplete data for the Smooth Travel Exposure (STE) calculation and the loss of consistent trend data due to the change in survey sample, a 100% network survey was completed in 2013, instead of the scheduled 50%. PCC #

59 The 2013 roughness survey was completed between 13th and 15th September Due to vehicle operating restrictions (speed and dimension) only roads >150m in length were surveyed. The shorter roads were not surveyed, but default values were added on the basis of urban and rural averages from the surveyed roads, as relevant. The total length of roughness survey completed by CSC was lane km, which comprised of 5075 records. Table 17 contains a summary of the average roughness data (NAASRA) by area. Two values are provided; the average based on all readings and the average based on non-event readings only, i.e. all readings for bridges, rail crossings, speed humps, works and compulsory stop events have been excluded as these may be higher and not representative of the road condition). The analysis indicates that the events do not contribute to a significant increase in network roughness, but does increase the average roughness for a few areas by more than 10 NAASRA points (as shown in red). The overall affect is negligible (i.e. average network reading is 113 versus 107). Table 17: 2013 Average Roughness Values for the Network by Area Average Roughness (NAASRA) Local Area All Readings Excluding Events AOTEA ASCOT PARK CAMBORNE CANNONS CREEK CITY CENTRE ELSDON KENEPURU MANA PAPAKOWHAI PAREMATA PAUATAHANUI PLIMMERTON PORIRUA EAST PUKERUA BAY RANUI HEIGHTS TAKAPUWAHIA TITAHI BAY WAITANGIRUA WHITBY NETWORK Trend Analysis A comparison of results since 2001 for all roads is shown in Figure 24. This does not include the 2012 survey data, as the survey only covered 50% of the network and is not comparable to the previous 100% network surveys. PCC #

60 Figure 24: Roughness across the whole sealed Network The red squares indicate the average roughness. The blue lines indicate the maximum and minimum roughness measured. Figure 24 shows that the average roughness has remained quite static across the network since It appears some effort was put into correcting those roads with the highest roughness as evidenced by the reduction in the blue lines in 2002, 2004 and However, since 2006, there has been a steady increase in the maximum roughness values for a number of roads, with a marked increase in With the current level of funding it is expected that the average roughness will increase. The rate of increase will reduce as the backlog of renewals is addressed, but the average roughness will remain higher than it is currently. Figure 25 shows the roughness data for each of the three main hierarchy groups. This shows that there has been an increase in the maximum and average roughness for each group and the deterioration is not limited to a specific area or road type. However, the higher volume arterial roads have had the smallest increase since PCC #

61 Figure 25: Roughness across each Hierarchy group 7.11 Other Roading Assets Accessways City Council roading assets include 18.5 km of street to street accessways and approximately 8.3 km of high and low-level footpaths that are remote from the carriageway. These accessways will be maintained to the same level of service as footpaths. It should be noted that many accessways do not have street lighting. As a long-term (10 to 20 year) goal, Council intends to provide lighting to these areas. Streetlights The Council owns around 5,100 streetlights, located both within and outside the road reserve. A recent problem has been steel streetlight poles falling over in high winds (to date there has been no injury or other damage resulting from these falling poles). The problem was found to be with the octagonal and hexagonal type galvanised steel poles rusting just below ground level. This problem cannot visually be detected unless an exploratory excavation is undertaken around the PCC #

62 pole base. In the summer of 2013/14, Council had student engineers undertake such exploratory excavations and report their findings. A total of 112 poles were inspected in an area known to have issues with rusting poles, of these, 45% were found to have rust problems. An area (Titahi Bay) not known to have previous issues with rusting issues was also tested, and 35% were found to have varying degrees of rust problems. The investigations show a serious issue with the steel streetlight poles. On-going investigations will need to be made to further determine the rusting streetlight problem. There are approximately 800 of these poles on the roading network and 365 of these are estimated to have rust problems. Of this total, 25 poles are expected to require immediate attention. On-going replacement will be required as minor rust turns into major rust. Table 18: Proportional Results from Streetlight Testing Result Quantity % of Results Number Inspected Major Rust or Damage 3 3 Medium to Minor Rust Unable to Inspect No Rust Aging concrete poles on the network are beginning to exhibit deterioration in both the concrete and steelwork. Overtime, the concrete has weathered and lost its integrity, this leads to concrete spalling and the steel reinforcing being exposed. The steel reinforcing then begins to rust and loose its strength. An on-going programme to finance and replace these poles will be required over their remaining lifetime. Some ornamental type street lighting units in new subdivisions are proving to be inadequate in high winds. The coupling to the streetlight pole fails and there is a high risk of the light unit falling to the ground. These units will need to be replaced as they fail, which will require additional finance for their replacement. Signs Throughout the street network there are a large variety of signs totalling approximately 6,300. Although Council owns many signs within the City, only traffic signs are maintained under the transport budget. There are a significant number of out of date directional signs, some being old faded black and white plywood signs. In addition, there are school signs that are an older style orange instead of the fluorescent yellow. Appropriate funding will be required to instigate a replacement programme for these dated signs. Bus Shelters Bus shelters provide a service to ratepayers, and they are maintained by the Greater Wellington Regional Council. Ownership of suburban bus shelters was transferred to Greater Wellington Regional Council in Off-street Carparks The City Roading networks include 15 off-street car parks with a total area of 20,871 m². Off street car parks are considered as part of the Council roading asset and are maintained to the same standard. PCC #

63 Traffic Signals The Council owns two sets of traffic signals, at the intersection of Titahi Bay Main Road and Lyttelton Avenue and at the intersection of Titahi Bay Road and Wi Neera Drive. The 'technological' items within the lights (electrical items and the lights themselves) have relatively short design lives, and are inspected and replaced accordingly. The remaining hardware (traffic signal poles, traffic islands etc.) are maintained according to normal street furniture requirements. The operation of the traffic signals is subject to ongoing review, to meet the changes in traffic volumes at the intersection. Renewal of many of the components is programmed to ensure the long-term functionality and to minimise the ongoing maintenance costs of the signals. The signals at Titahi Bay and Wi Neera Drive have recently been renewed. The maintenance and operation of the signals, under ONRC, is expected to transfer to a joint regional wide contract in 2015 with the principal being NZTA, Hutt City Council, Upper Hutt City Council, Porirua City Council and Kapiti Coast District Council. Canopies The canopy area consists of brick paving, Concrete paving, concrete columns, metal superstructure, Structurflex fabric and tensioning cables. The condition is as follows: Brick paving aged Concrete paving in a good condition Concrete columns are in good condition. Superstructure Metal superstructure is structurally sound, but the paintwork quality varies with approximately 30% of the total paintable area needing attention. The paintwork needs to be done regularly to prevent rust. Fabric Structurflex fabric is at the end of its life and needs replacement (as per titled report Porirua Council Walkways Condition Report by Structurflex Limited May 2014). Visually, the canopies looked old and dirty with significant crazing and delamination of the top protective surface. As such, the fabric was removed in January Cables The cables have some rust and will outlast the canopy fabric. Replacement cable will be feasible after the installation of the new fabric. Note that: the cables need assessment for metal fatigue as the structure has quite a bit of movement in the wind, this will be further assessed in PCC #

64 8. Growth and Demand 8.1 Demand Forecast Overview Demand for services is generally measured by how much consumers use the assets. The effective management of assets must attempt to satisfy demand and promote optimum use, to ensure present and future returns on the funds invested. Demand management and growth forecasting have particular significance for roading assets because the majority of assets are expected to be maintained for a significant period of time. Change in use and the required level of service through increased or decreased demand, technological advancement or funding restriction is inevitable. Demand management involves providing a level of service, standard or capacity appropriate to current and future demand. Although working as a relatively stable transportation network for some years, the construction of the Transmission Gully section of the new State Highway 1 in 2015 will have a significant effect on traffic patterns on Porirua City roads. Population growth over the next ten years will be at a rate of approximately 0.3% per annum, and over the next 30 years population growth is expected to be approximately 6%, as forecast by Statistics New Zealand (Medium Series). Household growth over the next ten years will be at a rate of approximately 0.8% per annum and over the next 30 years, household growth is expected to be 19%, as forecast by Statistics New Zealand (Medium Series). The assessment of traffic demand prior to the opening of Transmission Gully is relatively straightforward, as it is based on existing patterns of road usage adapted to projected increases in population and development of housing areas in the area. A rigorous assessment of likely traffic demand after the opening of Transmission Gully has been carried out by NZTA, and this assessment has been adopted in this demand forecast. 8.2 Population Growth Population growth is a useful indicator of potential traffic growth. Specific changes in population or demographics that need to be monitored, due to their influence on traffic demand, are total growth (for effects on the overall network, particularly arterials), zonal growth (for effects on localised areas), and age distribution. Age distribution is important since an increase in the 5-20 year range could possibly result in increased peak traffic demand in some zones, particularly near educational institutions. A predominately elderly population may reduce traffic demand in an extreme case where a large percentage of people may be unable to drive. Statistics New Zealand (SNZ) prepares a summary of population projections as an output from each five yearly national census (The base year for these projections is 2006). SNZ projections are based on the scenario of medium fertility, medium mortality and medium migration rates. They are not exact forecasts but are a measure of future population change by applying such assumptions over the entire projection period. The last decade has seen little growth in the City's population and the medium projection is for the trend of minimal growth to continue over the next two decades. With relatively modest population growth, the effects of the opening of the Transmission Gully will have a much greater effect on traffic volumes and patterns. PCC #

65 The effect of traffic growth in new subdivisions is effectively accounted for at the time of subdivision through planning control. The Code of Practice relating to the design and construction of subdivisions requires all predictable traffic demand to be accommodated. Although population growth projections are important in traffic demand estimations, changes in social patterns may have a more significant effect. Such change is readily measured through annual traffic counting and public surveys. Figure 26 below shows projected growth in population and households for Porirua based on Statistics New Zealand (SNZ) sub-national projection, medium series to Estimates thereafter are made on the basis of the average annual change to Figure 26: Population and Household Projections The medium series used above is considered appropriate for general planning purposes and is consistent with that used in the draft LTP. Council s Porirua Development Framework (a 30-year planning framework) also uses the high growth scenario to ensure that infrastructure needs are anticipated. Both high and medium projections are summarised in Table 19 below: Table 19: Population and Household Projections: LTP Period 30-year estimate Porirua City Scenario % change Total % change Population Medium 53,500 55, % 56, % High 59, % Households Medium 18,220 19, % 21, % High 21, % PCC #

66 8.3 Factors Factors of Change The following factors are considered significant in terms of their effect on demand for roading infrastructure capacity: Population and households City development Customer expectations Technology Climate Changes in Social Patterns Changes in social patterns can also have a significant effect on traffic demand, sometimes more so than population change. While population change may indicate growth in an area, it may not necessarily reflect a noticeable increase in traffic. Appreciable increases in traffic can occur when social patterns markedly alter; for example, a surge in public transport choices over the private motor vehicle can directly affect actual traffic volumes. Changes in social patterns are measured through surveys, including customer satisfaction surveys, and direct counting of actual traffic volumes. District Plan Effects Zone changes influence the way land is used and similarly affects the use of the road network. Zone changes mainly occur in areas of undeveloped or under-utilised land, predominantly rural land. Initiatives taken to cater for future growth in these areas include the design and implementation of minimum road widths, during the reconstruction or new construction of roading assets. These aspects are captured within the re-zoning application processes, and are considered by Council in relation to the long-term Porirua Development Plan. Comments on zone changes are provided by the Roading department, to ensure the long-term integrity of the network. Residential Growth Subdivisions in Aotea, The Banks, Resolution Drive and Flightys Road, Fernhill will all contribute to the total road network. In Aotea, with the assumption of a contiguous construction programme over the next ten years 5,100 m of road will be vested in the Council; road lengths are +/- 30m. Table 20: Aotea Vested Road Lengths Aotea Stage Length Expected vesting date Stage 11B 550m October 2014 Stage 12A 350m April 2015 Stage m Late 2016 Stage 12B 650m January 2018 Stage m June 2019 Stage m June 2020 Stage m April 2021 Stage m April 2022 Stage m April 2023 PCC #

67 Aotea Stage Length Expected vesting date Stage m April 2024 Total 5,100m At the Banks, Resolution Drive a total of 2,560m of road will be vested in the Council, by April 2015: Table 21: Banks and Resolution Drive Vested Road Lengths Location Length Expected vesting date Banks 480m October 2014 Banks 360m July 2016 Banks 580m July 2016 Banks 800m November 2017 Staithes Drive 220m October 2014 Staithes Drive 120m April 2015 Total 2,560m At Flightys Road, Fernhill, a total of 1,660m will be vested in Council by December 2014 (as shown below): Table 22: Flightys Road Vested Road Lengths Location Length of rural road Expected vesting date Flightys 1320m September 2014 Flightys 360m December 2014 Total 1,660 Other possible future subdivisions may occur in Duck Creek North, Navigation Heights, and future blocks in Silverwood, Whitby and a block near Camborne. However, consents have not yet been applied for in these areas, which mean that development could easily be five years away. Industrial and Commercial Growth Industrial and commercial growth is expected to continue to affect the Porirua roading network in the short to medium term. This is because Porirua is currently experiencing growth, which will continue at a significant rate, prompted by the improved regional access provided by the construction of the Transmission Gully motorway. Prospective industrial or commercial development is of interest, due to the potential effects on the roading network. Initiatives to ensure that the impact of these activities on existing infrastructure is minimised or controlled are: Zoning of land, to ensure that activities are appropriate for servicing and the capacity of existing resources; Control of activities through the Resource Consent process; and PCC #

68 Study of the effects of existing land use and the capacity of the infrastructure to meet its needs. The projected changes in commercial and industrial use in Porirua City have been taken into account in the overall demand calculation for Porirua transport. High Productivity Motor Vehicles The government introduced a new system for allowing 'High Productivity Motor Vehicles' (HPMVs) on the New Zealand Roading network. HPMVs are normally slightly heavier (they may be around 50 tonnes rather than the normal limit of 44 tonnes) or slightly longer than current limits to allow repeated loads to be carried on specific routes. The Council has liaised with NZTA and local hauliers about this system, and has assessed the impact HPMVs will have on roading pavements and structures as minimal. In May 2013, the Council signed a Memorandum of Agreement with NZTA, which authorises NZTA to issue 50MAX permits for vehicles travelling on local roads (excluding any restricted structures) under the control of PCC. PCC #

69 Figure 27: Council Hierarchy of Roads PCC #

70 8.4 Oil Price There is a potential for higher oil prices to lower demand for road use, and increase demand for public transport use. The Council, in association with Greater Wellington Regional Council, will monitor this possible change in demand and form funding and implementation strategies to address this issue. 8.5 Transmission Gully Motorway The transmission Gully project will have a number of significant positive traffic and transport effects (i.e. benefits) to the region, namely: Improved route security through provision of an alternative route into and out of the capital city; Reductions in travel times for both users of the route and parts of the local road network Minimising travel time variability Improved amenity, accessibility and connectivity for communities along the existing SH1 route Improved safety. These benefits are important for the movement of road-based freight and tourist traffic, and for the general public who will experience improved and more reliable journey times. Local coastal communities will benefit as a result of reduced traffic volumes (especially commercial vehicles) travelling on the existing SH1, and the resulting reduction in community severance, along with improved accessibility and safety. There will also be significant reductions in traffic volumes on some local roads, especially around the Pauatahanui Inlet (Grays Road and SH58), the Paekakariki Hill Road and Titahi Bay Road (east of the Kenepuru Drive intersection). NZTA Modelled local road section 2026 Traffic volumes (vehicles/day) are: Grays Road (east of SH1) Main Road Tawa (Raiha Street to Linden Avenue) Raiha Street (Kenepuru Drive to Prosser Street) Kenepuru Drive (Titahi Bay Road to Kenepuru Link Road Kenepuru Drive (Kenepuru Link Road to Raiha Street) Titahi Bay Road (Mungavin Interchange to Hagley Street) Whitford-Brown Avenue (SH 1 to Warspite Avenue) Warspite Avenue (Omapere Street to Waitangirua Link Road) Warspite Avenue (Waitangirua Link Road to Waihora Crescent) James Cook Drive (Navigation Drive to SH 58) Discovery Drive (James Cook Drive to Spinnaker Drive) Navigation Drive (James Cook Drive to Joseph Banks Drive Paekakariki Hill Road (SH 1 to Grays Road) ~60% Reduction ~15% Reduction No change ~5% Reduction ~50% Increase ~10% Reduction No change ~5% Increase ~5% Increase ~40% Reduction ~5% Reduction ~30% Reduction ~70% Reduction PCC #

71 Figure 28 below, shows an overview of the Transmission Gully route and the locations and configurations of intersections and link-roads at Kenepuru and at the James Cook interchange: Figure 28: Overview of the Preferred Route of Transmission Gully PCC #

72 8.6 City Development Development Trends During the surge in development from , over 16km of public roading network was vested in the Council, as shown in Figure 29. The current trend for new subdivisions shows a reduced rate of growth as the effects of a declining housing and property market, financial instability and economic uncertainty are felt. Over the next ten years, it's assumed that growth in roading added to the network will be at the average rate of approximately 2.0km/year. Figure 29: New Assets Vested from Subdivision (Summary by Length) Growth in the roading network is in proportion to the increase in households as detailed above. As previously noted, Porirua city s population is not increasing as quickly, resulting in a decrease of the average number of persons per household. Consequently, the growing requirement for network operations, maintenance and renewals is being borne by proportionally fewer individuals. 8.7 Future Development Areas The Porirua Development Framework (PDF) is a guiding document that has been developed to influence how and where the city will physically develop over time. The map on the next page (Figure 30) shows the general areas that are envisaged to grow, intensify or change over the 30 year horizon of the PDF. PCC #

73 Figure 30: Porirua Development Framework Map One of the most significant potential development areas is the Northern Growth Area between Plimmerton and Pukerua Bay, shown in orange above. This area sits outside the city s current urban zone, and is in the early stages of planning and investigation for potential greenfield development. Residential Development Trends Most dwellings being built in new private subdivisions now are larger than the average 20 years ago. Conversely, new residential lot sizes are smaller than older ones, hence having less outdoor open space. This would suggest that the intensity of transport demands according to growth, and more cars per family, would be more than 20 years ago, for every km of new road. Non-Residential Development Trends Council commissioned DTZ Research in 2012 to estimate annual average non-residential growth in Porirua City based on historical patterns, future expectations and the forecast planning environment. In terms of impact on infrastructure, greenfield growth (i.e.; new areas of development) was focused on. Brownfield growth (redevelopment of existing areas) wasn t included due to the infrastructure already being in place. The medium long term estimate over 10-years is shown in Table 23 below. Table 23: Total 10-year non-residential floor area growth by category Non-Residential Activity Total Floor Area (m 2 ) Retail 5,000 Office 3,000 Industrial 20,000 Total 28,000 Equating the above to demand on the transport network, it is expected to have an increase of traffic growth and heavy commercial vehicles to the infrastructure. PCC #

74 8.8 Customer Expectations A Porirua City Council Resident Satisfaction Survey Report March 2014 was undertaken to assess Porirua City Council s performance across a wide range of activities to determine levels of customer satisfaction. The survey included questions with regard to roads and the maintenance of street footpaths. By examining the principal customer complaints, it is possible to determine customer expectations. Roading complaints Poor condition/lack of/slow maintenance Potholes Poor quality of work/poor material used/too much patching Inconvenience of roadworks/repeated roadworks Interpretation of the complaints suggests that customers expect roads to be: Footpaths In good condition No surface defects Quality work No disruption to travel. Survey results for footpath maintenance satisfaction and importance are as follows: Almost all (98%) of respondents state that street footpaths is an important service Of the 98% of respondents only 70% were satisfied with the service 28% were dissatisfied with the service The meeting of customer expectations is currently entirely dependent on the amount of funding to undertake maintenance and renewal work of roads and footpaths as required. The following summary of Satisfaction with Services and Facilities results show that roading and footpaths are well down the list in terms of the rating score when compared to other council services. To address this, Council will need to at least fund the improvement of assets that are in poor to very poor condition. PCC #

75 Figure 31: Satisfaction with Services and Facilities (I) Figure 32: Satisfaction with Services and Facilities (II) PCC #

76 8.9 Technology Road construction practices Roading construction practices and materials have been well developed overtime. While there are always new ideas being introduced, there are no known significant changes to technology pending. The use of recyclable materials in road construction is still largely untried in Porirua, and this would need to be coupled with cost savings before it became viable to do this. Another area where new road technology within Porirua would be an advantage is road renewal. It is clear that closing of large areas of road for renewal, with disruption to the network, would not meet customer expectations; due to the associated inconvenience to travel journeys. Because of this, it is currently best practice to undertake heavy maintenance work prior to road resurfacing, rather than entirely rebuilding an entire failed length of road, where there is relatively less time involved and shorter periods of inconvenience. The trade-off of undertaking heavy maintenance only is the risk of further failures and a shorter length of life. This means that methods to undertake complete road renewals, with less disruption to the customer, need further investigation. Street lighting technology Street lighting technology is moving ahead at a rapid rate due to the introduction of LED lighting. The advantage to installing LED lighting is the considerable savings (50%) in power cost. Better control systems are being developed to switch the lights on and off, as well as dimming during certain periods to further save power. A further advantage is the longer life and reduced maintenance costs of LED lights. Yet, this benefit has to be balanced against installation cost. Another factor for consideration is when to install these alternative lights; it must be determined when the technologically has advanced enough to ensure that the new fittings are not quickly outdated. Street signs Street signs are constantly being developed with regards to size, visibility, readability and colour. The latest technological advance is the colouring of street signs to do with schooling. Newer, more visible signs have been developed to increase safety. Council will need to investigate renewing old signs to suit the new technology Climate Change The Ministry for the Environment publishes information and guidance on climate change to help the community understand and plan for its likely impact. Climate change impacts relevant to Porirua are summarised as follows below: PCC #

77 Table 24: Climate Change Projections Porirua (source: Wellington and Wairarapa Region, MfE August 2012) Impact Projection Temperature 0.9 C warmer by 2040 and 2.1 C warmer by More days over 25 C and fewer frosts. Rainfall Sea-level rise Storms Wind Drier summers, wetter in autumn, winter and spring. Little change in annual rainfall. More frequent storms. 0.5m by 2090 s with recommendation to consider 0.8m scenario More frequent in summer and less in winter by the end of the century. Intensity of these storms is likely to decrease in both summer and winter. Frequency of extreme winds to increase by 2-5% in almost all regions in winter, and decrease by a similar amount in summer. Climate change could, in the long-term, affect the transport infrastructure as follows: Higher tides and increased flooding would require major upgrades to the roads and the capacity of the roading stormwater systems. Grays Road is already a road that floods during high tides and high rainfall. It currently requires the carriageway level to be raised at certain locations to stop flooding over the carriageway, together with an increase in culvert sizing. Wet winters will result in more water ingress into the road pavement. This will soften the pavement and result in more failures. The carriageway sealing program will need to be well funded to help avoid water ingress. More sub-soiling is currently being proposed to pavements that are already seen to be poor drained and failing due to water ingress from both the sides and underneath. Drier, warmer summers will result in more road shrinkage cracking and also bleeding (sticky wet tar) of the road surface. Cracking during the summer will allow water ingress in the winter. Once again the Council will need to be proactive in its maintenance regime and funding. Wind increase will lead to more trees and deteriorated light poles blowing over. Council will need to be proactive, and fund an on-going programme of removal of trees before they become too large and present a safety problem. Similarly street light poles will need to be renewed as required Demand Management Strategies The Council's Demand Management Strategy promotes the best use of roading assets and reduces the need to physically increase their capacity, strength or performance in the following ways: Education Education of the public can assist with prolonging the economic life of existing assets and reduce the need to provide new assets. Such campaigns may include, discouraging parking on footpaths, encouraging legitimate use of disabled person car parks, and promoting parking in appropriate parking (time) zones. PCC #

78 Promoting Efficient Modes of Transport Encouraging the use of public transport, car sharing and alternative forms of transport such as walking and cycling can reduce demand on congested roads or at congested intersections, thereby reducing or deferring the need to upgrade assets. These activities are outlined in the Porirua Transportation Strategy document. Road Hierarchy/Traffic Management Establishing a road hierarchy system and managing traffic flow allows demand to be managed through a network that provides; efficient routes, confines major negative effects (particularly noise) to specific routes and allows growth on individual streets to occur in a more predictable manner. The use of traffic calming and signage for route identification are other strategies used to control traffic demand. Traffic calming reduces traffic speed appropriately for the surrounding environment, and discourages higher volumes and congestion by through traffic. Calming is used primarily in areas such as the CBD. Signage assists drivers with route identification and also encourages traffic to follow a more appropriate and direct route to its destinations. Installation of roundabouts and traffic signals on primary routes are also methods used to control the flow of traffic and ensure efficiency of the route by minimising delay. PCC #

79 9. Risk Management 9.1 Risk Management Framework Council s Risk Management Framework 2013 (RMF) confirms its commitment to good corporate governance through risk management and defines the broad accountabilities and structures to be maintained in order to manage risk. The intent of the RMF is to ensure that sound risk management practices are incorporated into Council s planning and decision making processes and are aligned with the ISO31000:2009 Risk Management Standard. The RMF is Council s governing framework document on which risk management practices are based throughout the organisation. It outlines policy, strategy, guidelines, process and approach to risk management. Risk affects all levels of the organisation and is inherent to all of Council s activities. Risks are generally categorised depending on their origin and relative impact on Council s objectives. This hierarchical approach also broadly determines risk ownership and responsibilities as they cascade down and escalate up through the organisation. The following paragraphs summarise some of the key process steps in the RMF. 9.2 Risk Management Process The risk management process consists of a series of steps that when undertaken in sequence supports a logical approach to identifying and managing risk. The Council s risk management process is summarised below: Figure 33: Risk Control Self-Assessment PCC #

80 Risk Analysis The likelihood and consequence ratings used to determine initial risk ratings are defined in Tables 25 and table 26 respectively. Table 25: Risk Likelihood Ratings Likelihood Table Likely Moderate Rare Very Rare Unanticipated The event will probably occur in most circumstances or Not quarterly but within 6 months. ~70% chance of occurring in the next 12 months. The event will possibly occur at some time; or Not within 6 months but at least annually. ~50% chance of occurring in the next 12 months. The event could occur at some time; or Not annually but within 3 years ~20-30% chance of occurring in the next 12 months. The event may occur only in exceptional circumstances; or Not every 3 years but at least every 10 years. ~10-20% chance of occurring in the next 12 months. The event is not expected to occur; or Not within 10 years ~2% chance of occurring in the next 12 months. Table 26: Measure of Consequence of Failure Consequence Table Category Financial Regulatory Operations Employees Image & Reputation Minor Moderate Significant Direct loss or increased cost of up to $100K Direct loss or increased cost of ~$100 to $500K Direct loss or increased cost of ~$500K to $1M Small, nonsystematic and/or technical breaches occur. No impact to citizens. Minor breaches occur, first of its kind, one-off issues Minimal loss to citizens. Multiple related minor breaches. Possibility of some fines. Systemic issue. Small financial impact to citizens. Reportable breach. Minimal disruption to operations or service delivery. e.g. <2 hr disruption for any business unit area Minor disruption to operations or service delivery. e.g. 2-4 hr disruption for any business unit Disruption of operations or service delivery. e.g. 1 day disruption for any organisational area (floor)/ 0.5 day for total organisation. Negligible or isolated employee dissatisfaction. General employee morale and attitude problems. Increase in employee turnover. General employee morale or attitude problems in business area. Significant employee turnover in unit area. Reference to community consultation group/forum. Public awareness may exist but no public concern. Adverse news in local media. Concerns of performance raised by stakeholders or the community. Adverse news in the local media (paper / newspaper / TV Social medial / networking) Minor decrease in stakeholder, Council or community support. PCC #

81 Consequence Table Category Financial Regulatory Operations Employees Image & Reputation High Extreme Direct loss or increased cost of ~$1M to $3M Direct loss or increased cost of over $3M Significant breach or systemic minor breaches. Reportable breach and action is possible significant fines, audits / inspections or undertakings. Possible action taken against management. Serious breach or multiple significant breaches resulting in regulatory scrutiny. Undertakings or restrictions on activity or responsibilities of Council. Action taken against management or Councillors. Serious disruption to operations or service delivery. Impact to multiple and diverse areas of the Council. Adversely affects multiple key community groups. e.g. 1-5 day disruption for any business unit (floor)/ 1 day for total Council. Total disruption to all Council operations or service delivery. Significantly affects key community services. e.g. Total Business Disruption for 5+ days or alt sites unavailable. Increasing senior managers or experienced employees leave. Significant turnover of experienced employees. Widespread employee attitude problems. A large number of senior managers or experienced employees leave the Council. Adverse news in regional media. Serious decrease in stakeholder, Council or community support. Damage to reputation at national level, raised in national media. Major loss of stakeholder, political or community support. Council under or potentially under administration of central government. Risk Evaluation The matrix of likelihood and consequence of failure ratings shown in Figure 34 below is used to assess the level of risk, ranking events as low (L), considerable (C), high (H) or extreme (E) risk. Likely C C H E E Likelihood Moderate L C H H E Rare L L C H H Very Rare L L C C C Unanticipated L L L L C Minor Moderate Significant High Extreme Consequence Figure 34: PCC Risk Matrix PCC #

82 This allows all asset and corporate risks to be compared and ranked. The RMF specifies the following broad management strategies for the levels of risk: Rating Monitoring Management of Risk Criteria Ownership Acceptance Extreme At least monthly Extreme risks can exceed risk appetite and tolerance limits. Extreme risks within PCC s control must, where feasible, have effective key controls. Immediate escalation to the Council is required. Immediate action is required. Audit & Risk Subcommittee Council High At least every 2 months High risks usually exceed risk appetite and tolerance limits. All High risks must, where feasible, have effective key controls. Immediate escalation to EMT member. Action begins within 1 day. Executive Management Team Audit & Risk Subcommittee Considerable At least quarterly Considerable risks may exceed risk appetite and tolerance thresholds. Considerable risks must have controls. Escalate within 2 days to General Manager. Action begins within 1 week. General Manager Executive Management Team Low At least annually Low risks are usually within risk appetite and tolerance limits. Low risks should have adequate controls in place. Escalate within 1 week to Relevant Manager Action by standard operating procedures Relevant Manager Relevant General Manager Figure 35: Managing and Reporting Risks at PCC PCC #

83 9.3 Critical Assets Critical assets are defined as those that have a high consequence if failure occurs. Risk factors can be calculated by determining where probability and consequence of failure meet. The matrix above shows the relationship between probability, consequence and risk. Council s critical assets are managed through maintenance and monitoring procedures to ensure that the probability of failure is kept to a minimum. Critical transport assets can be those that are vulnerable to damage, provide access to key infrastructure and those that serve suburbs. In the event of an extreme lack of finance for road maintenance then the transport assets identified as critical would have the first priority for allocation of funds necessary to keep the road open. The following assets are seen as being critical to the effective and safe operation of Porirua city s transport system: Bridges across NIMT railway lines and State Highway 1. These are the two Mungavin overbridges and The Ramp Bridge. Of these bridges, the most critical is the North Mungavin Bridge as this would be the most resilient, and able to be kept open, in a natural disaster Titahi Bay Road, Grays Road, and the coastal portion of SH58 are considered critical assets to maintain as these are vulnerable to coastal erosion and are key links. Paekakariki Hill Road is critical in that it an alternative to SH1 as a route north (SH1 is vulnerable to slips). This would be the case until Transmission Gully is built All routes that provide access to key infrastructure such as water supply plant, sewage system plant, communication and power supply Arterial routes serving suburbs Access to and from emergency services such as fire, ambulance, police and hospitals. SH1, including the Paremata Overbridges, are key transport assets through the city and connecting the regions. These assets are currently managed by NZTA. On the completion of Transmission Gully they may be vested to Porirua City Council. Critical and other transport assets are risk-managed through disaster response plans, preventative maintenance activities, network model analysis and insurance cover. 9.4 Assessment of Risk The most serious risks faced by the transport system are from earthquakes and flooding. High winds and tree fall is another risk, although these events do not pose as high a risk. The Council prepared the Council Utilities Major Emergency Response Plan draft April 2012, which details the steps to be taken following an earthquake that disrupted the transport system. PCC #

84 The continuing shortage of properly trained staff is another risk. There are few adequately trained service persons and technical officers available when recruitment is needed. With the pending commencement of the construction of Transmission Gully a further drain on local staff resources is expected. 9.5 Risk Assessment and Management Risk identification and treatment The Transportation Risk Matrix below was produced from a Risk Workshop, held in May The key risks identified at this forum are as follows: Table 27: Summary of Roading Risk Matrix RISK POSSIBLE IMPACT ACTION TO ADDRESS RISK Future funding for Transmission Gully motorway removed. Change in governmental Levels of Service requirements. Damage to street furniture due to over dimension load movements. External contractors damage Council roads. Death or serious injury contributed to by poor physical road features. Effects to the development of Porirua and on future funding levels. Roading-network wide implications with potential major financial / budgeting impacts. Relatively low-cost but potentially repeated damage to Council property. Physical damage requiring costly repairs, or general accelerated deterioration of the Council roading network. Major effect to community. Advocate with NZTA for continued priority funding and progress on this key project. Liaise with NZTA regarding any potential future changes and work transparently with the community. Liaise with house-moving companies in the area. Implement management systems for this function. Continue work on reducing roading risk, particularly on highrisk roads. PCC #

85 Table 28: Roading Risk Matrix LOS Service Failure Asset Group Caused by Sector consequence Legal Corporate Service Financial - PCC Financial - image delivery community Community health and safety Likelihood Risk Existing Treatment Organisational PCC eng. dept fails to meet city's needs PCC eng. dept fails to meet city's needs PCC eng. dept fails to meet city's needs PCC eng. dept fails to meet city's needs Progs. Not implemented AM plans fail to meet city's needs PCC eng. dept fails to meet city's needs All All All All All All All Loss of corporate knowledge of PCC systems Taking community's advice over professional guidance PCC roading dept does not 'connect up' internally Follow haphazard maintenance regime Lack of professional staff Poor project management Service delivery processes inadequate Insignificant Minor Moderate Minor Insignificant Insignificant C H Succession planning Insignificant Minor Minor Insignificant Insignificant Insignificant C M Insignificant Minor Moderate Minor Insignificant Insignificant C H Current organisational review may address Insignificant Minor Moderate Minor Minor Minor C H External peer review of plans to be undertaken Minor Moderate Moderate Moderate Insignificant Minor C H Moderate Moderate Moderate Moderate Minor Minor D M Moderate Moderate Moderate Moderate Minor Minor E M Annual condition rating data Cont'd focus on improving processes and data PCC #

86 LOS Service Failure Structures / Bridges Bridge Structures failure Bridge failure Bridge failure Asset Group Caused by Sector consequence Structures Structure failure from chloride or carbonation attack Wilful damage to structures Structures Overloading / strike All All All All Future funding for Transmission Gully removed Actions by external agencies changing roading network dynamics Change in governmental reqts for Levels of Service Dispute over legislative requirements Legal Corporate image Service delivery Financial - PCC Financial - community Community health and safety Likelihood Ri sk Existing Treatment Minor Minor Minor Moderate Insignificant Insignificant D M Conduct investigation Minor Minor Moderate Moderate Insignificant Insignificant E M Minor Moderate Moderate Extreme Moderate Insignificant E H Ensure correct signage External agencies Minor Moderate Major Extreme Insignificant Insignificant D C Advocate with NZTA for continued priority funding Minor Moderate Minor Moderate Minor Insignificant E M Liaise with NZTA regarding any potential future changes Minor Minor Major Major Insignificant Insignificant C C Liaise with NZTA over potential changes and with community Minor Moderate Moderate Insignificant Insignificant Insignificant D M PCC #

87 LOS Service Failure Financial / budgeting Asset Group Caused by Fail to maximise roading subsidy Legal Corporate image Service delivery Sector consequence Financial - PCC Financial - community Community health and safety Likelihood Risk Existing Treatment Insignificant Minor Insignificant Minor Insignificant Insignificant C M Liaise with NZTA re: future changes Progs. Not implemented Widespread road deterioration Widespread road deterioration Progs. Not implement'd Serious injury / negative image All Pavements Pavements All Footpaths Inadequate funding allocation Under-funding (political causes) Under funding (lack of asset knowledge) Damage to street furniture due to over dimensional load movements Loss of asset data from RAMM External contractors damage PCC roads Poor surface finish Minor Moderate High High Minor Moderate B H Strong AMPs with clear funding reqts Insignificant Moderate Moderate Major Insignificant Insignificant D H Annual As above condition rating data Insignificant Moderate Moderate Major Insignificant Insignificant E H Annual condition rating data General asset Minor Minor Moderate Moderate Insignificant Insignificant A C Liaise with house-moving companies Minor Insignifica nt Moderate Minor Insignificant Insignificant E M Ensure RAMM data backedup Minor Moderate Moderate Major Insignificant Insignificant A C Implement management systems for this function Moderate Moderate Moderate Insignificant Moderate Moderate D M Inspect Ensure proper maintenance regime in place PCC #

88 LOS Service Failure Serious injury / negative image Progs. Not implemented AM plans fail to meet city's needs Asset Group Streetlight s All All Caused by Lack of street and accessway lighting Unavailability of contractors Due to new developments outstripping increases in budget Legal Corporate image Service delivery Sector consequence Financial - PCC Financial - community Community health and safety Likelihood Risk Existing Treatment Minor Insignificant Minor Insignificant Insignificant Major E H Review LTSA records for previous incidents as a result of lighting Minor Moderate Moderate Moderate Insignificant Minor C H Minor Moderate Moderate High Minor Minor C H Ensure developer contributions contribute to cost of new infrastructure Traffic delays Signage Misdirection Insignificant Insignificant Minor Insignificant Insignificant Insignificant E L Catalogue list of offending signs Traffic delays Roading Inadequate roading capacity Insignificant Moderate Major Insignificant Moderate Insignificant D H Monitor seasonal pattern of delays No parks Parking Lack of parking Insignificant Moderate Moderate Insignificant Minor Insignificant E M Wardens monitor parking use Cause pollution of harbour from roading source Conduct traffic modelling studies Major Minor Minor Minor Moderate Moderate B H Monitor pollution levels PCC #

89 LOS Service Failure Natural hazards Injury / traffic delay Serious injury / negative image Injury / traffic delay Road safety Death/ serious injury Death/ serious injury Death/ serious injury Asset Group Major natural disaster Culverts Roading network Roading network Roading network Caused by Tree falls on road Road subsidence due to storm event Major routes closed down for undetermined period Under design of culvert capacity Structure failure from seismic action Peak in High Risk Rural Road fatalities Unacceptably high rate of death/injury on roads Poor existing physical road features Legal Corporate image Sector consequence Service delivery Financial - PCC Financial - community Community health and safety Likelihood Risk Existing Treatment Minor Minor Minor Minor Insignificant Insignificant B H Monitor vegetation Minor Minor Minor Minor Insignificant Insignificant C M Extreme Moderate Major Extreme Extreme Major E H Ensure preplans created and maintained Insignificant Insignifica nt Insignificant Insignificant Insignificant Minor C M New culverts must meet standards Review of structural capacity and traffic usage Insignificant Major Major Moderate Moderate Insignificant F M Investigate seismic strengthening requirements Moderate Moderate Insignificant Minor Insignificant Insignificant C H Reduce risk on High Risk Roads Minor Moderate Insignificant Minor Insignificant Insignificant E M Continue road safety initiatives Moderate Minor Major Moderate Minor Minor C C Reduce risk on High Risk Roads PCC #

90 9.6 Disaster Preparedness and Response Response Plan Council s Utilities Major Emergency Response Plan April 2012 details specific planning and response measures applicable for each of its utility services in the event of various types of disaster or emergency. This supersedes the 2007 version of the document, and takes into account actions required under Wellington Civil Defence & Emergency Management Group plans relevant to these assets. 9.7 Vulnerabilities In planning for mitigating the adverse effects of a disaster, it is necessary to determine which assets are critical for the functionality of Porirua city. From a road network perspective, the critical assets are bridges: North Mungavin Bridge priority one (strongest bridge) South Mungavin Bridge priority two Ramp Bridge priority three It is also anticipated that Council will inherit the Paremata Bridges, when portions of State Highway 1 and State Highway 58 are passed over to Council, on the completion of the Transmission Gully Project. Being inland from the coast, Transmission Gully should be a more resilient parallel route. Until Transmission Gully is completed, Paekakariki Hill Road serves as an alternative to State Highway 1. This means that this road must be adequately maintained should it be required as the main link road during a disaster. 9.8 Serving Suburbs All arterial roads servicing the suburbs are critical, as it is these roads that will enable emergency services to access residents. Likewise, the access routes to water reservoirs and the Waste Water Treatment Plant are critical to the life of the city. As such, all care should be taken to ensure that these access routes are very well maintained. PCC #

91 Figure 36: Ground Shaking Zones and Fault Lines PCC #

92 10. Lifecycle Asset Management Lifecycle Asset Management focuses on management and strategies considering all relevant economic and physical consequences from initial planning through to disposal, as are depicted here. Asset Planning Create / Acquire Lifecycle Management Operate / Maintain Rehabilitate / Replace Figure 37: Lifecycle Asset Management The following listed sections describe how Council will apply effective lifecycle management through the following: Creation/ Acquisition Strategy Maintenance Strategy Replacement Strategy New / Replacement Standards Capital Investment Decisions Disposal Strategy The effective application of AM principles will ensure the reliable delivery of services and reduces the long-term cost of ownership and in this way reduce service costs Whole-life Cost Approach Providing long-term value for money Lifecycle asset management encompasses all practices associated with considering management strategies as part of the asset lifecycle. The objective is to look at lowest long-term cost (rather than short term savings) when making decisions. This Plan seeks to ensure the maximum whole-of-life value from the Council's roading asset. This is achieved through the use of maintenance strategies, understanding the condition of the roading asset, dtims modelling of the network, levels of service and risk management. Determinations as to whether to continue to maintain or renew are subsequently made. Key to this approach is the quality and timing of maintenance works, as detailed within the following section. PCC #

93 10.2 Lifecycle Delivery Valuation Lifecycles The following are a summary of the lifecycle/base life (Yrs.) used in the RAMM valuation 2013 report. While the length of life predictions stated are industry standard it is acknowledged that some items can have a much longer or shorter lives. For example, in certain situations chipseals on low volume roads can last up to 27 years before replacements. Conversely, a chipseal life can be as low as five years on high volume roads, or when operating in high risk financial scenarios and road renewal are not funded, resulting in the pavement life being extended with a lower cost short term treatment. Other examples are streetlight poles where bases have been found prone to rusting in certain soil types and, therefore, have a shorter life or a concrete footpath that can last longer than 60 years. However, the valuation lifecycles are still considered to be, on average, a reasonable reflection of the overall asset lives. Table 29: Formation Description Flat Rolling Base Life (Yrs.) Infinite Infinite Table 30: Pavement and Surface Description AADT Range Base Life (Yrs.) Subbase All Infinite Basecourse > Chipseal > Asphalt Concrete PCC #

94 Description AADT Range Base Life (Yrs.) > Concrete Block All 20 Unsealed All 5 Table 31: Drainage Description Diameter (mm) Base Life (Yrs.) Culvert >0< Catchpit N/A 50 Sump N/A 50 Table 32: Surface Water Channel Description Base Life (Yrs.) Dished Channel (Concrete) 50 Kerb Only (Concrete) 50 Kerb And Channel (Concrete) 50 Mountable Kerb Only (Concrete) 50 Mountable Kerb And Channel (Concrete) 50 Storm Water Channel Deep (>200 mm below seal edge) Storm Water Channel Deep (<200 mm below seal edge) Other Type Table 33: Footpath Description Base Life (Yrs.) Asphaltic Concrete 30 Concrete 60 Seal 20 Timber Boardwalk 40 Metal 15 Interlocking Blocks 40 Accessways 50 PCC #

95 Table 34: Signs Description Base Life (Yrs.) Permanent Warning 15 Regulatory General 15 Information General 15 Motorist Services 15 Warning Miscellaneous 15 Local Authority 15 Hazard Markings 15 Information Miscellaneous 15 Regulatory Heavy Vehicle 15 Regulatory Parking 15 Guide 15 Information Signs 15 Miscellaneous 15 Table 35: Traffic Signals Description Base Life (Yrs.) Controller 15 Table 36: Bridges Description Base Life (Yrs.) All Bridges 100 Table 37: Large Culverts Description Base Life (Yrs.) Large Culverts 3.5 > 10m 2 80 Table 38: Street Lights Description Outreach Arms Lamp Fittings and Lamp Street Light Poles Base Life (Yrs.) Table 39: Railings Description Base Life (Yrs.) Wood 20 Steel 20 Steel Wire Rope 15 PCC #

96 Table 40: Minor Structures and Retaining Walls Description Type Base Life (Yrs.) Bus Shelter Concrete 80 Concrete Block 80 Timber 40 Aluminum and Glass 45 Concrete, Steel and Polycarbonate sheet Polycarbonate Sheet Durolite and Polycarbonate Sheet 30 Steel and Polycarbonate Sheet 45 Brick 80 Steel and Glass 35 Advertising Standard 80 Retaining Wall Concrete 20 Wood 20 Sheet Pile 20 Single Crib 20 Double Crib 20 Overbridge 100 Weigh Station 20 Table 41: Car Parks Description Type Base Life (Yrs.) Car park Basecourse 80 Car park Surfacing Asphaltic Concrete 25 Chipseal 25 Car park Formation 100 PCC #

97 Structures The City's three major bridges link with State Highway 1 and the remaining 18 bridges having spans of less than 22 metres. Additionally, Council owns and manages four footbridges and seven subways. Structures, their condition, and remaining life (as of June 2014) are shown in Table 42 below. Table 42: Bridge Remaining Life Road Bridges Bridges (Urban) Type Span Condition Remaining Life Mungavin Bridge Post-tension concrete box 185 m good 60 years + (North) girder Mungavin Bridge Pre-cast pre-stressed beams 185 m excellent 90 years + (South) Ocean Parade Single span concrete deck 4 m good 50 years Steyne Avenue Pre-stressed concrete unit 11 m good 40 years deck Te Whakawhitinga Pre-stressed concrete girder 86 m excellent 90 years + Pauatahanui Stream Steel And Timber 16 good 40 years Bridge Bridges (Rural) Airlie Road Precast hollow core. 21 m Excellent 100 years + Belmont Road No. 1 Pre-stressed concrete deck 8 m excellent 90 years + units Belmont Road No. 2 Twin concrete pipe culvert 6 m good 50 years Flightys Road Concrete beam and deck 9 m good 50 years Grays Road No. 1 Concrete box culvert cells 9 m good 40 years Grays Road No. 2 Concrete box culvert cells 7 m good 40 years Grays Road No. 3 Triple concrete pipe culvert 4 m good 40 years Moonshine Road No. 1 Pre-stressed concrete deck 16 m excellent 80 years units Moonshine Road No. 2 Pre-stressed concrete deck 16 m excellent 80 years units Moonshine Road No. 3 Timber deck on 7 m fair 40 years steel/timber beams Moonshine Road No. 4 Pre-stressed concrete deck 9 m excellent 80years units Paekakariki Hill No. 1 Concrete box culvert 5 m good 40 years Paekakariki Hill No. 2 Concrete box culvert 4 m good 40 years Paekakariki Hill No. 3 Concrete box culvert 5 m good 40 years Bradey Road Pre-stressed concrete deck 18 m excellent 90 years + units Foot Bridges Kenepuru Pre-stressed concrete T- good 52 years beam Papakowhai Steel beams and columns good 42 years Paremata Steel trusses good 32 years Pukerua Bay Bailey panels excellent 22 years Subways Walton Leigh Avenue Concrete Good Paremata Road Concrete Excellent Postgate Drive Concrete Good Spinnaker Drive No. 1 Concrete Good Spinnaker Drive No. 2 Concrete Good Discovery Drive Armco galvanised steel Fair James Cook Drive Concrete Good PCC #

98 10.3 Strategy Overview This asset management plan clearly demonstrates that strategies presented here contribute to meeting some or all of the objectives listed above. The strategy of the management of the Transport System can be summarised as follows: Table 43: Transport System Management Strategy Life-cycle Category/ Item Strategy Desired outcome Planning Information Data management Complete and accurate records of assets Systems Analysis and modelling Meaningful, useful knowledge of assets Emergency/ Disaster Response planning, education and training Staff and community respond in a planned and co-ordinated way in a natural disaster or emergency Acquisition/ Creation Vested assets from subdivision and new assets. Meet best practice standards and specifications Quality of assets is appropriate and compatible Transport upgrades to meet current and projected levels of service Traffic flow improvement programme Minor improvements Road renewals Footpaths/Cycleway Reduced travel times Increased Road Safety Smooth travel exposure Flexibility to ensure continuity of service and effective operation Operation Demand Management Monitor Congestion Traffic Studies Free flowing traffic. Minimal Congestion Intersection upgrading as required Traffic Counts Identify roads of high traffic useage. Safety Traffic Signals Implementation of Road Safety action plan. Manage under the One Network regime. Reduced accidents Increased safety for road and footpath users Cost savings Traffic coordination across the Wellington network. Specialist monitoring and technological applications Maintenance Maintenance Contract Programmed maintenance Prevent and minimise occurrence of reactive faults Reactive maintenance Ensure continuity of supply by timely response and repair of faults Performance monitoring Optimise management of system and assess asset lives Renewal Condition Studies dtims deterioration modelling Network inspections Forward work programming Replacement Transport asset programme replacement programmes Confidence in projected timing of costs for replacement and renewal Continue to provide roads and footpaths/cycleways to community through appropriate infrastructure PCC #

99 11. Creation / Acquisition Strategy Works that create new assets, or improve an existing asset to increase the level of service are capital works or acquisitions. New assets are created as follows: From new subdivisions By upgrading existing systems By construction of new systems By acquiring state assets 11.1 New Subdivisions Developers are required to install transportation infrastructure as a condition of any subdivision approval. Following final approval and deposit of the official Land Transfer Plan, these works are vested in Porirua City Council as public infrastructure and added to the asset register. Construction plans and specifications for transportation infrastructure must be submitted for approval by the Council for all work within subdivisions. Specifications are compared with the Council s acceptable standards for construction. All works are required to be designed and built in accordance with the following standards: NZS 4404:2004, Land Development and Subdivision Engineering Porirua City Council Code of Land Development and Subdivision Engineering Porirua City Council District Plan NZTA standards and specifications Council s Code of Land Development and Subdivision Engineering is based on NZS 4404:2004 and includes amendments for local conditions. The Transport Asset Management Plan ensures that new assets are adequately sized and constructed, and that provisions are made for public transport through transport routes and alternative forms of transport such as the construction of cycle ways, footpaths, and pedestrian accessways Upgrading Existing Systems Transport infrastructure is upgraded when it is confirmed that this is the most viable option. This ensures the assets continue to deliver a level of service according to current needs without the need for full renewal. Examples of upgrading existing systems include the following: Streetlight upgrading to LEDs Intersection upgrades Minor safety work including traffic calming measures. Road carriageway widening. Applying skid resistant surfaces Traffic sign upgrades Traffic signal upgrades PCC #

100 Current Network Issues (overview) Congestion on State Highway 1 and safety and route security issues with the present route through Pukerua Bay and along the coastal section of Centennial Highway dominate roading issues in Porirua. Some congestion is also apparent at the Kenepuru Drive / Titahi Bay Road intersection. Solutions to problem areas on strategic routes in eastern and northern Porirua are dependent on the timing of State Highway improvements. When the Transmission Gully Motorway is constructed, traffic flows on Grays Road and Paekakariki Hill Road will be reduced. This will result in a reduction in northbound traffic from the Hutt Valley using local roads. Traffic flows in eastern Porirua and Whitby will also be altered on existing principal routes. Increasing traffic demand from development in the northern part of the central city area continues. This is putting additional demand on some of the central city intersections. The Porirua Development Plan indicates which areas of Porirua are likely to be developed in the future and has implications for road demand. It provides a 'picture' of what the city may eventually look like areas where people may live, work and play. It is also intended to guide change within the city, founded on principles of sustainable development. Roading issues are assessed at the time that areas are opened up for development. However, decisions on existing roading maintenance upgrades take future developments into account and are sized to suit. A study, currently being undertaken by Opus Consultants, on behalf of NZTA, is examining road capacities in the Porirua area, particularly around the SH1/Whitford Brown intersection and around the SH1/Mungavin Road intersection. This study will further clarify the key network 'pinch points', and will aid in programming further network improvements. Of particular interest in this study are the roundabout at Titahi Bay Road/Kenepuru Drive and the Okowai/Papakowhai Road/Whitford Construction of New System The Transmission Gully Motorway Link Roads The construction of the Transmission Gully Motorway will see two new Link Roads created. The value of these Link Roads will be in the order of $34 million and will become a new asset for Porirua City. The Links Roads will provide access from key locations to the Transmission Gully motorway Acquiring State Assets State Highways (as a result of the Transmission Gully Motorway) On the completion of the construction of the Transmission Gully Motorway the existing State Highway 1 (Paekakariki to Linden) and State Highway 58 (Paremata to Pauatahanui interchange) may become local Council roads. These significant sections of road will then become the responsibility of Council to maintain. Station Road, currently owned, by Kiwirail, will be upgraded by GWRC as a vital transport link to the Porirua Railway Station. This asset will then become the property of Porirua City Council to own and maintain. PCC #

101 11.5 Asset Disposal Assets currently planned for disposal are: Bus shelters: All bus shelters were transferred to Greater Wellington Regional Council in June The exceptions are the brick shelter in Lyttleton Avenue (opposite countdown) and the bus shelters near Ferry Place, which have remained with Porirua City Council. Porirua City Council Land at the Porirua Railway Station: Porirua City Council owns a parcel of land within Greater Wellington Regional Council s (GWRC) new car park at the Porirua Railway Station. This situation came into being when GWRC was prohibited by law to own assets. As this legal impediment has now been revoked, it is sensible for this land parcel to be transferred to the controlling authority of GWRC. PCC #

102 12. Maintenance Strategy 12.1 Maintenance or Replacement The roading maintenance system is maintained with either planned or unplanned work. Planned maintenance is regular, such as street cleaning and vegetation control; it is required whatever the condition of the asset. In contrast, unplanned maintenance is reactive. It is restorative work such as pavement and footpath repair, and is undertaken when the asset requires work to preserve its function. The cost of this unplanned maintenance is a key factor when considering replacement timing. Assets are ideally maintained to the whole of life' management to ensure that they have appropriate life-spans, and are adequately managed. Each item has its own maintenance cycle and is maintained accordingly. Exceptions to this are when there is limited funding to undertake renewals/rehabilitation. Assets are then maintained longer than what is economically viable, often at a high cost or reduced level of service. Assets are typically replaced when the long term cost of maintaining them is greater than the long term cost of replacing them. Non-pavement roading assets are renewed according to their condition and need for renewal. Most items have defined design lives and this is used as a guide for renewals programmes Brief Description of the Pavement Structure The road structure normally consists of a road surface (chipseal or asphalt surface), the 'pavement' (crushed stone compacted into hard layers, known as road base and sub-base) and the 'formation' (the underlying parent ground) that the pavement sits on. Within Porirua City, pavements are typically flexible. This means that with every pass of a vehicle, the pavement flexes. As expected, heavy commercial vehicles cause the most pavement flex. Because of this, chipseal is a preferred road surface as it is more tolerant of a flexible pavement than asphalt. Another option for pavement construction is the rigid concrete pavement; however, Porirua does not have any of these within the roading network. Figure 38: Section view of the road pavement Most of the Council's roads were constructed as part of the government housing programme in the 1950s, 1960s and 1970s and are well within their life expectancy. PCC #

103 The maintenance strategy followed by the Council is to repair sections of failed pavement and then reseal the pavement with a new waterproof seal. The standard strategy is to continue with this cycle until the frequency and extent of this treatment is so expensive that it is economically justifiable to rebuild/renew the pavement. However, current budgets allow for only very small amounts of pavement renewals. This means that Council is operating a regime of continuing to undertake road maintenance by repairing failed sections of pavement. As a result of this strategy, the Council is in a period where the rate of pavement failure, and the cost of pavement renewals, is expected to increase. Another economic strategy is to place subsoil drains along the edges of the sealed carriageway. The resulting drainage of the pavement improves its strength. By improving the pavement strength the need to undertake expensive rebuild /renew the pavement can often be avoided, or minimised. Yet, budget constraints also mean that there is currently inadequate funding to put this strategy into effect. It is recommended that the Council no longer continues with the strategy of expensive local 'digouts' and repairs of failed pavement, where they exist in close proximity, and consider area treatments (larger areas of pavement which are rebuilt/renewed) where this is the best whole of life maintenance option. Procurement of Roading Services Porirua City Council has a global procurement policy in place that ensures all goods, services and works will be procured in an open and transparent manner. The procurement procedures recognise the principles of best practice guidelines of the Office of the Auditor General (OAG) and the requirements of the Local Government Act (LGA) Porirua City Council also has a Transportation specific procurement strategy that takes into account NZTA requirements for procurement of subsidized work. The Council follows NZTA s Manual of Competitive Pricing Procedures (CPP) for the physical works and professional services contracts. Roading Maintenance Contract The following maintenance activities are included in the scope of works for the maintenance contract. The contract periods are normally for three years, with the right of renewal for another two periods of one year. The present Porirua City Council Roading Maintenance Contract began in All maintenance is to the standards, performance criteria and response times that are specified in the contract. This contract effectively details and sets the strategies for meeting the Level of Service. These levels of service details should be read in conjunction with this plan. The maintenance contract covers the following activities: Pavement maintenance (strengthening, shape correction, minor patching) Drainage maintenance Major drainage control Routine bridge and nominated structures maintenance Area wide pavement treatment (not a maintenance item) PCC #

104 Corridor maintenance Traffic services Street-lighting Traffic signal maintenance Emergency works and storm clearance Minor improvements (not a maintenance item) Footpath maintenance Maintenance of street furniture and structures 12.2 Pavement Maintenance Strategy Pavement maintenance includes: Repair of potholes Repair of surface defects by hotmix overlay, unbound granular overlay or rip and remake methods including first coat seal Repair of surface defects including crack sealing, second coat sealing and treatment for scabbing, stripping and bleeding Adjusting of surface covers Digout repairs including sealing Edge break repairs Maintenance of unsealed roads Supplementary work and day works The key outcomes for the maintenance of pavements are: Provision of a road surface which is constant and consistent in terms of safety, smoothness and comfort Ensuring that the overall condition of the asset is either maintained or enhanced Ensure pre-seal repairs are undertaken well in advance of reseals Note: best practice for pre-seal repairs is for pavement maintenance to be undertaken a minimum of 12 months before a chip seal reseal. This gives the asphalt patch time to harden/settle thereby avoiding the risk of flushing and bleeding. Current budget constraints do not allow for this and the pre-seal repairs are undertaken shortly before the resealing is done. Repairs are often done with only months/weeks before the reseal. The maintenance strategy is to: Inspect the network and identify the faults Establish the most cost effective repair strategy taking into account whole of life costs Prioritising and programming work, taking into account of levels of service, response times, financial constraints and safety issues. PCC #

105 12.3 Strategy for Placement of Asphalt and Strategy for Placement of Asphalt and Chipseal The following is a summary of key technical and cost differences and between chip seal and asphalt surfaces. Table 44: Chipseal and Asphalt differences Chipseal Life expectancy = years Total cost /m 2 to PCC of placement = $ * Low cost treatment, more suited to our flexible pavements. Good waterproofing qualities. Better skid resistance. Not suited to high stress/highly trafficked areas. Higher road noise. Asphalt Life expectancy = years Total cost /m 2 to PCC of placement = $29-38* High cost treatment. Smoother surface Less skid resistance Quieter Often preferred by the community Asphalt is required in some locations where there is high stress/highly trafficked area, such as CBD and industrial areas. * Figures obtained from dtims/ramm cost rates (derived from local contract and national sources. ++ Current local practice. As a result of the above issues, in June 2010 Council resolved to place chip seal on all locations where it is feasible, as this provides the best balance of level of service requirement with budget requirements. All locations that do not technically require asphalt are to be chipsealed Strategy for the Maintenance of Roading Structures Roading structures include the following: Road bridges Retaining walls Pedestrian underpasses Drainage culverts (over 3.2m 2 in cross-sectional area) Routine bridge and structure maintenance involves inspection, reporting and execution of identified works. Maintenance works include removal of debris, maintenance of decks, maintenance of handrails, guardrails and maintaining waterways within 10 metres upstream and downstream of a bridge or culvert. Maintenance work can consist of both unplanned and planned works. Whilst most Council roading assets have design lives of between 10 and 50 years, roading structures are different in that they are high-value items, and normally have design lives of 100 years. This means that they deserve particular maintenance attention to ensure that they reach their potential life span. All structures are inspected annually to ensure that long-term deterioration aspects are understood for each structure, and that maintenance interventions are taken at appropriate times. In addition, inspections and repairs are carried out, as required, after events such as crashes and earthquakes, which may have affected the structure. PCC #

106 Given the high value and long life-span of structures, it is worthwhile to consider the following additional aspects when managing a roading structure: Inspection for Scour Inspection for scour (river bed action) beneath the structure and effect on foundations is carried out. This aspect is particularly important in view of climate change effects, where more intense rainfall patterns may have significant scour implications. Scour inspections are taken annually on Council roading structures. Scour issues identified as a result are to be carried into maintenance plans or addressed immediately if the issue is severe. Seismic Screening The risk of Council's roading structures being affected by an earthquake within their life-span makes it worth ensuring that structures will perform well in a seismic event. Structures constructed after 1975 have been built to 'modern' seismic codes. Older structures have been designed to previous (and less rigorous) codes. It is considered a priority that Council conduct seismic inspections of old and strategic roading structures. Remaining Life Analysis Some structures can be affected by chemical processes within the concrete of the structure, sometimes termed 'concrete cancer', which is very difficult to treat. Such processes can seriously impact upon the remaining life of a structure. Inspecting the Council roading structures is important to ascertain what each structure's remaining lifespan is Footpaths and Cyclepath Maintenance Footpaths were constructed alongside, and at the same time, as the roading network. Having lower traffic levels, they are generally expected to last longer than road surfaces. However, footpaths do suffer greater deformation and cracking due to being built on softer, underlying insitu ground. The weathering effects on the footpath surface eventually leads to a pitted, less smooth stony type surface. Tree roots can cause footpaths sections to raise and become disjointed, leading to trip hazards. Errant crossing of the footpath by vehicles lead to areas becoming broken. In general terms, concrete footpaths are expected to last nominally up to 100 years, but in reality can be significantly less than this, with a 60-year life span being more realistic. Maintenance of footpaths consists of identifying and programming works from regular inspections. Works are then prioritised according to budget constraints. The maintenance contract includes footpaths, pedestrian accessways, high- level footpaths and off street carparks under this category. Shared Paths/Cyclepaths are maintained by PCC Leisure Assets. The maintenance strategy for these is reported in their Asset Management Plan Drainage Maintenance Drainage maintenance consists of maintaining surface water channels and rural road stormwater structures. It is undertaken in the maintenance contract. Surface water channel maintenance includes periodic haunching and water tabling adjacent to the pavement, either sealed or unsealed. Rural roads stormwater structures maintenance includes all stormwater structures including culverts and manholes associated with stormwater structures, sumps, soakpits, flumes, bridge decks and outlets to all subsoil drains. PCC #

107 12.7 Major Drainage Control Major Drainage Control consists of work on the drainage infrastructure and kerb and channel. Drainage infrastructure works includes drainage work that is not routine in nature (i.e. maintenance of surface water channels, stormwater structure maintenance) but falls within the maintenance category in that by undertaking the work future maintenance costs are reduced. Typically, works such as renewal or installation of culverts greater than 600mm diameter and the installation of new water channels and subsoil drainage would fall within this category. The strategy for determining the work is by way of adopting the most effective whole of life solution. Kerb and channel work includes the renewal or construction of new kerb and channel, dished channel and mountable kerbs. The strategy is firstly to replace any hazardous or dangerous kerb and secondly the renewal of kerbs, that require renewing, in streets programmed for reseal Corridor Maintenance Corridor (all land between the road boundaries) maintenance consists of vegetation control, litter collection (rural roads), mechanical street cleaning (urban) and mechanical sump cleaning. Corridor maintenance is to the standards, performance criteria and response time as detailed in the Porirua City Council Roading Maintenance Contract. Vegetation is controlled by both chemical and mechanical means. Control of vegetation includes roads, watertables, drains, footpaths public accessways, kerb and channel retaining walls, embankments. Litter collection (rural roads) includes removal of roadside litter, debris and illegally dumped waste. Mechanical Street Cleaning (Urban) includes removal of surface detritus, intersection and road sweeping, and removal of surface detritus from drainage channels including kerb and channel. Mechanical sump cleaning includes cleaning of approximately 4,200 sumps between the months of April and May each year and approximately 2,350 of these sumps again between September and October. The cleaning (emptying) of sumps, and sump leads is an on-going cyclic activity. The 2,350 sumps receiving an additional clean have been identified as more prone to blocking. As such, the second clean serves to ensure that they stay functional. In addition, some sumps presenting continual problems are routinely inspected and checked during flooding events. Enviropods (a 'sock' placed in a sump) are often placed in new subdivisions for a period of time until sufficient environmental protection is in place. This prevents sand and silt runoff into the stormwater pipework system. They can also be used in specific higher potential sedimentation areas. Enviropods require significantly more additional management and maintenance to ensure they provide the required protection. Because of this, their use is limited to situations where there is a definite need for them. Council stormwater management are undertaking upgrading of sumps to better function in flooding situations. Certain other areas vulnerable to flooding and the associated drainage system is monitored and inspected on regular basis. PCC #

108 12.9 Traffic Services Maintenance Traffic Services consists of edge marker posts, guardrails and barriers, traffic signs, markers, chevrons, sight rails, street name plates and amenity signage and road marking. Maintenance of edge marker post includes cleaning, reinstatement or replacement of edge marker posts and culvert marker posts. Guardrails and barriers include maintenance and repair associated with accident damage. Road safety barriers provide protection for both the road user and non-road users. In Porirua they essentially consist of roadside barriers and bridge barriers. All road safety barriers are maintained in accordance with the manufacturer s instructions, NZTA specifications and any specific design. They are maintained at a level necessary to preserve their crash worthiness. Traffic signs, markers, chevrons and sight rail maintenance include repair and replacement as required. The strategy is to provide a consistent uniform standard of regulatory, advisory information and amenity signage. Street name plates and amenity signage includes repair and maintenance as required. Road marking includes surface cleaning, preparation and annual repaint of pavement markings including but not limited to, the marking of roads, carparks, limit lines, pedestrian crossings, bus stops and taxi stands as well as maintenance/replacement of raised pavement markers. Maintenance of most road markings consists of an annual repaint. Other markings are repainted on an as needed basis. It is intended, upon retendering the maintenance contract, to include all pavement marking in the annual pavement recycle. This will ensure all road markings are kept to a high standard and at competitively priced rates. Raised pavement markings are replaced on as is needed basis. Reflectorised raised pavement markings are replaced when they deteriorate to a point when their reflectivity is no longer effective. This can be determined either visually by night-time inspection or by mobile machine measurement. Porirua s pavement markings are of standard road marking paint. In the future, it will be necessary to investigate the use of longer lasting road markings Street Lighting Maintenance Street lighting maintenance includes responding to outages, replacement of lamps (as required) the cleaning of lamp holders (when lamps are changed) and maintenance of pedestrian crossing beacon lamps. Due to the relatively short life-span of streetlight light bulbs, inspections and maintenance of the system are conducted regularly, and appropriate budget levels allowed for the replacement of parts. The varying age of the streetlight assets means that there is a range of types of light bulbs installed across Porirua City. If a light bulb fails it is replaced with the same type of bulb. However, if the entire light fittings/unit reaches the end of its life it is replaced with new low energy LED units (LED bulbs can only be fitted to light units designed for LED s). Rusted streetlight pole bases have recently been identified as an issue for addressing. The current strategy is to replace the pole bases as they are found to have excessive rust. The poles identified are prioritised in order of severity of rust and only the most severe are replaced. The rusting problem is expected to become more prevalent over time and more funding will be required to address this issue. Currently, there are safety concerns in that a pole could fall over in high winds. New subdivisions have been fitted with ornate types of lanterns. While being aesthetically nice for the neighbourhood, some lantern models are proving to be of low quality and failing at a very early stage in the life of the light/subdivision. Currently, these failing ornate lights are not being PCC #

109 replaced and there is some difficulty in finding an alternative light to retrofit to the pole. An option currently being explored is to find a suitable LED light that could be retrofitted. There is an expense no matter which option for replacement is used and currently there is no budget to undertake any replacement. Power supply lines to streetlights are provided by Wellington Electricity (WE*). In general, the demarcation point between power supply assets (owned by the power provider) and streetlight assets (owned by Council) is the fuse located in the panel at the base of streetlights. It should be noted that, some older models (generally installed in the 1960s and 1970s) of streetlight poles do not have fuse panels, so the demarcation point for such streetlights is at the lantern itself Traffic Signals Traffic signals within Porirua City consists of one set of lights at the intersection of Titahi Bay Road and Lyttleton Avenue and another set of lights at the intersection of Titahi Bay Road, Te Hiko Street and Wineera Drive in Porirua City. Work on the traffic signals consists of the maintenance and repairs as required. The 'technological' items within the lights (electrical items and the lights themselves) have relatively short design lives, and are inspected and replaced accordingly. The remaining hardware (traffic signal poles, traffic islands etc.) are maintained according to normal street furniture requirements. The operation of the traffic signals is subject to on-going review, to meet the changes in traffic volumes at the intersection. Renewal of many of the components is programmed to ensure the long-term functionality and to minimise the on-going maintenance costs of the signals. It is likely under the One Network Roading Classification the maintenance and operation of the traffic signals is undertaken by another body, outside of Porirua City Council as part of a regional initiative Street Furniture and Structures Street furniture and structures consists of outdoor seats, planters, cycle stands, litter bins, retaining walls, bridges (pedestrian), handrails and platforms. The maintenance strategy is to inspect, programme and undertake identified maintenance work on a monthly basis Emergency Works and Storm Clearance Emergency work consists of pre-emptive wet weather work and work arising from storm damage, floods, earthquakes, slips, accidents and spillages or the like on roads Bus Shelter Maintenance Bus shelter maintenance is now undertaken by the Greater Wellington Regional Council at their cost Canopy Maintenance The canopies are inspected every six months and the inspection reports are used to direct the maintenance work. PCC #

110 Mechanical maintenance is undertaken every six months, with a scope of work to clean and lubricate all cables supporting the Canopies, and repaint areas of rust and peeled paint on canopy structure. The work includes all of the cables including the fixings, plates and holding down bolts. The extent of the cleaning work is dependent on the monies available: a. Gutters are cleaned once a year to prevent flooding to the shops b. The pavement surface is cleaned once a month and further once a year with a private contractor with specialised equipment c. The rubbish and litter is cleared daily d. The underside of the canopy fabric is cleaned once a year (not currently required) e. The top of the canopy fabric is cleaned every two years Deferred Maintenance Deferred maintenance is defined as maintenance not completed due to funding restraints. Although a useful budgeting tool, deferred maintenance does pose some risks including; pavement deterioration leading to more expensive renewals, reductions in safety, and an increase in community complaints in relation to the declining aesthetic of the city. A further risk to Council is the potential loss of subsidy for NZTA funded works if the transport network is not funded and maintained to their specific requirements. Due to low levels of investment in the network associated with the extreme high risk scenario, the following maintenance items have been deferred. Pre-reseal repairs This is repair work to the sealed pavement that is undertaken prior to resealing. This work is funded and subsidised by NZTA under sealed pavement maintenance. However, in practice, other reactive sealed pavement maintenance exhausts the allocated pre-seal repair funds. This means that funds are transferred from the sealed road resurfacing and sealed road pavement rehabilitation allocations to undertake the pre-seal repairs, but this then leaves a shortfall in these activities. The end result is that there are not enough remnant funds to complete all of the required pavement maintenance. Reactive maintenance This work is funded under sealed pavement maintenance. The level of failed sealed pavement on the network requires more funds for repair work than the available funds to do the work. Sealed road resurfacing The identified streets requiring resealing are not all able to be completed due to insufficient funds. The problem is further exacerbated due to funds being transferred to the sealed pavement maintenance budget. Sealed road pavement rehabilitation The identified sites requiring rehabilitation cannot all be undertaken within the existing budget allocations, resulting in deferral. PCC #

111 Carriageway roughness With an absence of funds to undertake carriageway smoothing, the network is slowly becoming rougher. This is evidenced in the smooth travel exposure (STE) results. Kerb and channel There are limited funds with which to undertake kerb and channel work, resulting in deferral. Streetlight poles There are rusting steel streetlight poles that need repairing. Also old concrete poles have deteriorated to a point where they require replacement. Historically, there was a programme for replacing streetlight poles, but more recently there are insufficient funds to undertake the required work. Streetlights in new subdivisions A particular brand of decorative streetlight has proven to be faulty in that they fall down in high winds. Maintenance on these lights has been deferred as there is no funding to replace them with a suitable alternative. Footpath maintenance There are limited funds to undertake footpath maintenance, which has led to there being 12km of poor to very poor condition footpath within the network. Footbridge over bridges Although having been recently repainted, there remains significant outstanding maintenance to be completed on footbridge over bridges. When this work can be completed will be determined by budget availability. Weed growth in kerb and channel and footpath The high-risk maintenance scenario only provides funding for two weed sprays a year. This means that maintenance is deferred when new weed growth starts and weeds are allowed to grow. The build-up of trapped and dead vegetation soil around the weeds creates a perfect growing medium for more weed growth. PCC #

112 13. Replacement Strategy The replacement strategy encompasses: Regulatory and statutory requirements Levels of service Asset capacity Asset condition Growth and demand Risk Management Lifecycle Asset Management Pavement deterioration modelling (dtims) Creation and acquisition Finance and funding levels Customer service Benefit cost is a key item in determining maintenance. Ideally, an asset is replaced when the maintenance costs, in the long term, are going to be more than replacing the asset. An example of this would be where a road pavement needs to be continually repaired due to failures. In this situation it may be more economical to build a newer, stronger pavement. NZTA current requirements for subsidised funding are a benefit cost of 4 or more. For non-subsidised work a benefit cost of 1 is sufficient. Assets may simply need replacement because they have reached the end of their useful life. An example of this is found in both concrete and steel streetlight poles. A concrete pole can decay and spall through the rusting of the steel reinforcing and steel streetlight poles can rust at the base. New technology often requires decisions to be made as to whether and when, or not, to upgrade - the LED street lighting technology is one such example. Whilst there is an obvious power saving, there are still uncertainties about the life of the product. Another consideration is if the technology is significantly advanced enough to come on board at this time. The cost per unit would also be expected to drop as mass production becomes greater Road Surface and Pavement Renewal Within the transportation network the items requiring the greatest expenditure routine annual expenditure, and requiring high level degree of asset management are carriageway resurfacing and pavement rehabilitation. Road Surface Renewal Several factors play a part in the decision as to when to replace/renew the road surface as follows: Cracking Brittleness through old age Scabbing PCC #

113 Potholes Flushing Skid resistance and Traffic accident history Available funding Maintenance history Ultimately, the decision when to intervene with resurfacing needs to be made carefully and by skilled roading engineers. To reseal too soon would mean that the full whole of life has not been achieved from the previous seal. To delay resealing will run an extreme risk of surface failure and subsequent expensive maintenance repairs. If there is insufficient funding for pavement rehabilitation, or preseal repairs, the only options left are to let the pavement deteriorate or to continually reseal (generally with a short lifespan) until funding is available to undertake the necessary pavement replacement. As stated elsewhere in this document, Porirua City Council s strategy for chipseal versus asphalt is to only use asphalt where it is technically required. This is typically in high stress areas. The road sections that technically require an asphalt pavement are shown in Figure 39 next page: PCC #

114 Figure 39: Road Sections that Require an Asphalt Pavement PCC #

115 Pavement Replacement After a number of years of ageing and repetitive/increasing traffic loadings the pavement begins to fail. Conversely, if the pavement layer becomes saturated with water, it can become soft leading to failures in the road surface. It is important to ensure that the pavement is waterproofed sealed and adequately subsoil drained, to prevent water ingress. This waterproof seal comes from the chipseal or asphalt surface. A pavement is typically designed to last 25 years. However, if constructed to the 25 year design, and well maintained, it will often last 50 to 100 years. At the rate Porirua currently renews its pavements the current expected life is 1,050 years. Depending on various factors such as traffic loading and pavement structure the life of a chipseal will be in the order of 5-25 years and similarly an asphalt surface is expected to last years. This means that the overlying surface may be renewed a number of times before the underlying pavement requires renewal. Changing drainage patterns and traffic loading over time will affect the underlying formation and pavement layers. In such cases the road base may become weak and soft causing the overlying road surfaces to flex and fail. When this happens potholes are created and road surfaces crack, waterproof qualities are lost, which leads to high maintenance costs. Similarly, budget constraints limit the amount of resurfacing and pavement rebuilding that can be undertaken. This leads to false economies as high costs are eventually incurred due to the requirement to rebuild extensive lengths of pavement, together with the failures and maintenance repairs costs. As the required reactive maintenance repairs increase in number and size, due to underfunding in pavement renewals, the remaining capital works funding for renewals needs to be redirected into maintenance. Additionally, the pavement layer of a road can fail locally (in small areas). Local failure can be due to a number of reasons including; poor original compaction, local under-strength materials in the pavement, or irregularities in the pavement caused by trenching in the area. The changed traffic loadings as a result of the opening of Transmission Gully will alter the rates at which the various Council roads will deteriorate. These factors have been taken into account in calculating the Council maintenance and renewals costs for forthcoming years. Typically, within Porirua City Council the transportation network has operated at a level beyond a high risk scenario (towards extreme) in that the level of finance and funding is insufficient in the long term to address the above mentioned factors that the replacement strategy encompasses. The financial Information section of this document details the funding required to meet the obligations of Council, given the risk level that is to be adopted. The replacement strategy for Council s assets will be determined by the funding allowed. Continuing with a high risk funding scenario will ultimately mean that the replacements of assets are deferred. The implications of this are that: 1) Levels of service will decrease 2) Asset condition will deteriorate 3) Risk to Council will be high 4) Life cycle asset management will cease 5) Maintenance costs will increase. PCC #

116 13.2 Canopies Replacement Strategy The Porirua CBD Canopy fabric has reached the end of its service life. A decision is pending to replace the canopy fabric or to remove the canopy structure in its entirety. This decision will be made in consultation with the Porirua community as part of the Long Term Plan Street lighting LED Replacement Strategy In the future, when light fittings reach the end of their life, the Council plans to systematically replace them with new low energy LED lights. These lights are favoured because they typically use 50% less energy than conventional street lamp bulbs. However this approach is yet to be instigated. The Council has also requested that all future stages of the Aotea subdivision install LED lights. In addition, the Council will be testing a new LED light which can be retrofitted to existing modern lanterns. If this proves satisfactory, as funding becomes available, LED retrofit units will be installed throughout Porirua City Standards for Replacement Works All works are required to be designed and built in accordance with the following standards: NZS 4404:2004, Land Development and Subdivision Engineering Porirua City Council Code of Land Development and Subdivision Engineering NZTA standards and specifications Austroad standards 13.5 Capital Investment Decisions In determining priorities for investment in the transport infrastructure, the Council assesses each project on the basis as to whether such expenditure will: influence the level of service provided by the asset contribute to the asset retaining its value extend the life of the asset or be necessary to meet a statutory requirement In many cases, the decision is set by the asset reaching the end of its economic or serviceable life. This life may have been affected by the environment in which it had been installed or the particular conditions it was required to operate within. Another factor that needs to be taken into account is the Council's ability to afford the investment and the consequences of delaying such a decision. Any project that is delayed is considered again the following year. PCC #

117 14. Financial Information 14.1 Cost-Effective and Efficient Infrastructure The Council delivers Transport services towards ensuring the sustainable provision and management of the roading network and maintenance of transport facilities. This contributes to the delivery of an efficient, integrated, multi-modal transportation system. In attaining this, the Council's transport activities involve the maintenance of roads and bridges to ensure that the movement of vehicles is safe and efficient. It also includes major drainage control, emergency work, and renewal of footpaths, safety projects and preventative maintenance. The Council is involved in transport asset management as a direct consequence of its role as owner of public land for roading purposes. It has a statutory role and powers as a Road Controlling Authority and has direct accountability to residents for local transport networks. The Porirua City road hierarchy system has been designed to manage traffic flow demand to be managed through a network that provides; efficient routes, confines major negative effects (particularly noise) to specific routes and allows growth on individual streets to occur in a more predictable manner. The objective of asset management is to meet the required levels of service, in the most cost effective manner, through the management of assets for present and future customers. Within this context, the AMP is predicated on the concept of lifecycle asset management, which encompasses all practices associated with management strategies as part of the asset lifecycle. The objective is to look at lowest long-term cost (rather than short term savings) when making decisions. Within this whole-life cost approach to asset management, the Council seeks to meet the required level of service in the most cost effective way (through the creation, operation, maintenance, renewal and disposal of assets) to provide for existing and future customers. The AMP identifies that in order to manage the Porirua city roading system, the Council must have a thorough understanding of its asset. In achieving this, the Council is committed towards continued enhancement of asset records, to facilitate informed decision making on maintenance activities and future improvements. This information provides a framework for technical, economic and financial inputs relating to infrastructure assets and their impact on long-term financial needs. As such, asset valuation provides the critical link between these financial forecasts and the asset management process. The effective short, medium and long term management of the roading system will be determined by the Council s ability to invest within the roading network. Leading up to this AMP, the level of investment in the pavement and strengthening renewal activities has been insufficient to maintain the network in a stable state. Given that pavements are the most expensive asset to renew; urgent planning has been undertaken to avoid the exacerbation of the current situation where the amount of pavement requiring renewal is becoming unaffordable. To address this, a medium risk maintenance strategy has been proposed for funding. PCC #

118 14.2 Funding Strategy All transport infrastructure projects take into account existing and future users. As such, the Porirua Transportation Strategy (2012) was developed as the twenty-year vision for travel by all modes of transport. The primary construction project within this Strategy is Transmission Gully (TG), which is consistent with the Western Corridor Plan, the Regional Land Transport Strategy and the position of Porirua City Council. Renewal and upgrade projects are funded from the Council's capital expenditure programme. This programme is funded from rates, loans and levies in accordance with the Council's Liability Management Policy, as set out in the Long Term Plan Asset Valuation Valuations are completed every two years by independent agencies. Porirua City Council engaged MWH Ltd. to carry out an asset valuation of transport infrastructure assets owned by Council as at 30 June The valuation of asset components is a fundamental part of the asset management cycle. It provides the critical link between asset management and financial management. The valuation report describes the methodology used and results of the valuation process. Key outputs are: Asset component schedules for each type of asset Optimum replacement cost Optimum depreciated replacement cost Annual depreciation The objective of the transport asset valuation is to provide appropriate information for financial reporting. The values derived affect the costs assigned to depreciation of the roading asset, and are of primary importance in calculating what budgets are required for the long-term maintenance of the asset. Council's policy is to apply depreciation to assets which have a limited lifespan. For example, a road bridge is assumed to have a 100 year life, and the cost of construction of the bridge is assigned across that period to allow an even spread of costs. In this way, Council is able to smooth roading costs across many years. Looking across all roading assets, the remaining economic life for roading assets and their corresponding depreciated replacement costs have been determined after considering the remaining life and deterioration, and from taking into account guidance from the NAMS manual and Council engineering staff. All assets were depreciated using the straight-line depreciation method as required in the September 2002 amendment to the NZ Infrastructural Asset Valuation and Depreciation Guidelines. PCC #

119 The totals are summarised in the table 45 below: Table 45: Asset Valuation Asset Group Optimised Replacement Cost ($) Optimised Depreciated Replacement Cost ($) Annual Depreciation ($) Bridges & Large Culverts $16,521,894 $13,654,329 $165,305 Drainage $6,176,333 $3,088,147 $107,349 Footpath & Accessways $31,291,001 $15,673,987 $497,199 Minor Structures $1,935,854 $959,082 $33,409 Retaining Walls $8,982,838 $4,491,419 $449,142 Railings $412,815 $136,651 $22,821 Surface Water Channel $27,581,308 $13,790,654 $551,627 Signs $1,552,143 $776,075 $103,474 Street Lighting $9,160,429 $4,583,509 $305,319 Traffic Signals (Controller) $129,434 $64,717 $8,629 Formation $58,101,157 $58,101,157 $0 Basecourse Rural $4,073,038 $2,036,519 $46,623 Basecourse Urban $23,084,458 $11,542,229 $274,881 Sub-base $27,228,103 $27,228,103 $0 Surface Structure $20,489,083 $6,395,776 $1,153,840 Unsealed Basecourse $10,198 $4,079 $2,040 Carparks $1,333,985 $926,333 $33,940 TOTAL $238,064,071 $163,452,766 $3,755, Funding Streams and Mechanism The City s transport network is part of a national and regional transport network. The national benefits are recognized through the significant subsidies that the Council receives from the NZ Transport Agency. The current level of subsidy is 44% for maintenance activities of the transport network and 54% for capital upgrades, minor safety works programmes and activity management plans (asset management plan development /improvements, road safety action plan development). The funding levels are expected to move in yearly increments from 47% in 2014/15 to 52% in year 2019/20. The 54% subsidy for capital upgrades is expected to drop to 52%. Whilst the above subsidy covers some cost, the remainder of the roading budget is taken from rates, as collected by Council. It should be noted that NZTA only subsidises transportation network items. Non-transport items that do not attract a subsidy include, for example, recreational footpaths. A full breakdown of what exactly attracts NZTA subsidy is included in the NZTA website "Planning and Investment Knowledge Base. NZTA funds within three-year cycles, the last of which was for 2012/13 to 2014/15. Once the total sum for road maintenance and renewals has been negotiated and adopted by NZTA and Council, the overall budget of activities can be moved within this three-year cycle, as required. In general, it is considered optimal to have smoothed budgets across years. However, there is the ability to move budget within these three-year cycles. PCC #

120 In addition to the above funding sources, where new subdivision or development work requires upgrading to the roading network, the subdivider or developer may be required to contribute a proportion of the upgrading cost in accordance with the degree of benefit they receive. The method of applying this is currently being developed by Council Network improvements Network improvements are generally classified as either minor safety works or large capital works. Minor safety works are single items which are valued at up to $250,000 and large capital works are valued at over $250,000. The construction of the Transmission Gully link roads will see the Council investing $33.9 million in the construction of two link roads associated with the development. This investment will ensure that Porirua City is appropriately connected to the Transmission Gully Motorway. Work on the link roads is scheduled to commence in 2015 with the Transmission Gully Motorway project completed in Contract and Supply Management Council delivers its roading asset management through both in-house and contracted mechanisms: Table 46: Contract and Supply Management Asset Management Activity Specialist technical and asset management advice Community safety Structures inspections and management Associated road strategy and maintenance issues Physical works contract management Operational aspects of managing Porirua roads (overweight permits, corridor access requests CARS temporary traffic management plans etc.) Maintenance physical works Physical renewals and improvements Delivery mechanism In House/Contracted Contracted In House Contracted In House In House In House Contracted Contracted Based on the workload and requirement for a long-term understanding of many aspects of the roading asset, it is considered prudent to keep much of the asset management functions in-house, as shown above. This allows Council officers to better manage the assets to Council s requirements and in setting long-term roading strategies and is particularly important when operating within a high-risk scenario. Aspects of work on the roading network that are more generic and require large budgets, such as physical works, are contracted out in order to achieve best value for money. PCC #

121 14.7 Roading Maintenance Contract The following maintenance activities are included in the scope of works for maintenance contracts. The contract periods are normally for three years, with the right of renewal for another two periods of one year. The present maintenance contract started in 2010 and covers the following activities: Pavement maintenance (repair of potholes, surface defects, dig out and repairs, adjusting of service covers, edge breaks, maintenance of paper roads and supplementary works) Resealing works Maintenance of roading structures Footpath and cycle maintenance Drainage maintenance Major Drainage Control Corridor Maintenance (vegetation control, weed spraying, litter collection rural roads, urban mechanical street sweeping and mechanical sump cleaning) Traffic Services maintenance (edge marker posts, guardrails and barriers, traffic signs, markers, chevrons, sight rails, street name plates, amenity signage and road marking). Street lighting maintenance Street furniture and structures (outdoor seats, planters, cycle stands, litter bins, retaining walls, pedestrian bridges, handrails and platforms) Traffic signals Minor safety works by negotiation Renewals by negotiation 14.8 Roading Asset Management Professional Service Contract The Roading Asset Management Professional Service Contract is for professional services to support the transport infrastructure asset management. The contract period is for three years, with the right of renewal for another two periods of one year each. The present contract started in November 2011 and covers the following activities: RAMM Database Management and associated works Pavement testing and condition rating surveys Development of the 30-year Forward Work Programme Road Asset valuation dtims pavement modelling 14.9 Procurement of Roading Services The Council follows NZTA s Manual of Competitive Pricing Procedures (CPP) for the above physical works and professional services contracts. The Council is committed to fair and sustainable procurement and bases each procurement decision on best value over whole life and the promotion of open and effective competition for the supply of services. PCC #

122 Under the road maintenance high-risk funding scenario, there is a backlog of road surfaces and footpaths that require upgrading. This backlog will continue to grow under current funding levels, which means that the level of service (measured in roughness, or smooth travel exposure) is expected to decline. It is important to note that the One Network Road Classification (ONRC) involves categorising roads based on the functions they perform as a national network. These classifications will assist local government and the Transport Agency to plan, invest in, and maintain and operate a road network in a more strategic, consistent and affordable way throughout the country. Within the context of ONRC, it is possible that assets such as traffic signals could be managed by one agency such as NZTA. The Transmission Gully (TG) Highway programme involves Council investing in two Link Roads (in Waitangirua and Whitby) associated with the development. Construction of the TG Highway will begin in 2015/16. The Council Link Roads are being procured using a separate, standard, Design and Construct contract procured via the TG Public Private Partnership (PPP). Under this procurement process, the Council will directly contract with the principal construction subcontractor as part of the PPP Consortium. PCC #

123 15. Ten-Year Capital Expenditure Forecast 15.1 Financial Summary (Capex & Opex) Medium Risk The following tables demonstrate a comparative view of the main groups of medium risk capital and operational cost items over the next ten years. Table 47: Financial Summary (Capex & Opex) Medium Risk Subsidised and Non-Subsidised TRI - NZTA Subsidised Operational Expenditure Programme Category 2015/ / / / / / / / / /25 Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) Maintenance Emergency Network & Asset Management Promotion, education and advertising TPAC: Work category 003: Activity management planning TOTAL Capital Expenditure Programme Category 2015/ / / / / / / / / /25 Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) Renewal of Roads Emergency Associated improvements Preventive maintenance Minor Improvements PCC #

124 Road Improvements Transmission Gully M/way Link Roads and Intersections TOTAL TR2 - Non - Subsidised Operational Expenditure Programme Category 2015/ / / / / / / / / /25 Non-Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) Maintenance CBD Canopies & Walkway Maintenance Onepoto Walkway & Cycleway Maintenance Transportation & Planning Capital Expenditure Programme Non-Subsidised Transport Ten Year Financial Forecast (Uninflated $ x 1000) 2015/ / / / / / / / / /25 Renewals CBD Canopies Renewal Onepoto Walkway & Cycleway Renewal TOTAL PCC #

125 15.2 Changes made to the Draft AMP renewals programmes As a result of the procurement process for the Roading Contract, a net reduction in rates funding of $500,000 was achieved whilst still achieving the Transport Asset Management Plan outcomes. The revised level of funding is adequate for the implementation of the Asset Management Plan strategy to move, over the next six years, towards a sustainable medium-risk scenario for the roading infrastructure performance. In April 2015, the Roading Maintenance Contract was let to Downer New Zealand Ltd. The contract is for a five-year period with a right of renewal for a further two years (5+2), commencing on 1 July The letting of this contract marked the completion of a 6-month period, to select the supplier of road maintenance and renewal work for the roading network. The selection and appointment of the Roading Contractor significantly reduced the cost uncertainty in the Long Term Plan budgets, which resulted in the subsidised transport budget being reduced significantly. Transport Original Draft LTP TR1 Subsidised Transport Asset Management Plan Rates Portion NZTA Co-funding Portion $6,403,659 $3,329,903 $3,073,756 Transport Revised LTP with New Contract Rates TR1 Subsidised Transport Asset Management Plan Rates Portion NZTA Co-funding Portion $5,063,997 $2,633,278 $2,430,718 Further to the above, the New Zealand Transport Agency (NZTA) informed Council of its draft decision on the level of co-funding it will provide for road maintenance and renewal. The maximum level of co-funding to be provided to Council is $2,231, The reduced cost of the road maintenance work means that the gap between the draft level of co-funding and the amount that Council could expect from NZTA is $200,000. Based on the draft approval from NZTA, this means the subsidy will be less than 48%. What this means is that in the meantime Council has determined to meet the funding shortfall with rate funding. Net Funding of TRI Subsidised Transport Programme TR1 Subsidised Transport Asset Management Plan Rates Portion NZTA Co-funding Portion $5,063,997 $2,832,157 $2,231,840 The net funding of TR1 Subsidised Transport Programme represents a net rates portion reduction from the draft Long Term Plan provision of $0.5M annually 1. 1 Refer Appendix D Te Komiti Report 21 st May 2015 Roading Maintenance Contract New Zealand Transport Agency Funding and Extract from Minutes 285/15 PCC #

126 15.3 Long Term Plan , Asset Management Issues At the time of writing this document, application of the savings for years 2-10 were yet to be determined. It is anticipated that the budgets for the next nine years will be reflective of the AMP and the applied savings. Note that, Council s full Roading Maintenance Report, prepared by Technical Advisor Ken Gilberd is appended to this document. The report contextualises the reasons around lower levels of investment in the roading network and the subsequent reduction in the renewal programme over previous years. Moving from a high-risk scenario to a medium-risk scenario for the roading infrastructure will address the following management issues: ensure an acceptable pavement renewal programme ensure no further deterioration of pavements enable funding to be allocated to renewals rather than day-to-day maintenance operations. It must be noted that negotiations between NZTA and Council remain ongoing with regard to the optimal sustainable funding subsidies into the long term. PCC #

127 16. Assumptions and Confidence Levels 16.1 General Assumptions This AMP has been developed on the basis that: General Council will continue to manage the Porirua City transportation roading network within the context of legislative responsibilities and national and regional policies. The roading network is at a developed stage of its life cycle, characterised by an on-going renewals programme. Growth and Demand Population growth over the next ten years will be at a rate of approx 0.3% per annum as forecast by Statistics New Zealand (Medium series) Household growth over the next ten years will be at a rate of approx 0.8% per annum as forecast by Statistics New Zealand (Medium series) Financial Porirua City Council's financial assumptions are outlined in the current Long Term Plan under the section: Financial Forecasting Planning Assumptions Renewals and upgrades will proceed according to the projections, risk scenarios and schedules in this AMP Asset renewals will increase from present levels over the long-term in order to meet on-going service requirements Costs represented in this AMP are exclusive of inflation. Items will be inflation adjusted as per the pipelines index in the BERL Forecasts of Price Level Change Adjustors as part of the financials preparation for the LTP Assumptions and Data Confidence The following assumptions have been made in preparing the expenditure forecasts: All expenditure is stated in dollar values as at 1 July 2015, which reflects current contract rates over the 10 year planning period. Development works are based on anticipated sub-divisional development and traffic growth. Renewal programmes have been based on available condition and performance information and treatment selection programmes. The renewal programme aims to maintain the current level of service and condition of assets. This is gradually increasing to allow for new assets accrued annually and any ageing assets. Assumptions have been made as to the average useful lives and average remaining lives of the treatment materials. The future estimates are developed to project level in the first three years and are outlined for at least the next twenty seven years. PCC #

128 The forecasts have been based on current funding thresholds and subsidy levels. Significant potential changes to the forecast may result from: Changes in contract rates due to variations in costs and supply / demand issues, contracting policy and service delivery agreements and in NZTA s minimum intervention criteria and subsidy levels. Anticipated traffic growth and development being exceeded Better information on condition and performance trends Changes in Council or Government policy (i.e. accounting policy, NZTA level of funding). Data Confidence The Asset Data Confidence Levels and the Financial Data Confidence Levels tables (next page) demonstrate Council's assessment of data confidence and financial data confidence levels used in the preparation of this Asset Management Plan. Specific plans are in place to improve asset information and asset deterioration rates/asset performance. The improvement of these two aspects will significantly improve confidence on other aspects of the management of the asset. Confidence over financial data is harder to secure. This is due to the re-tendering of roading maintenance contractor every three to five years, and the uncertainty produced by fluctuating interest rates within the banking system. The confidence levels shown in Figure 41 reflect this. Asset Data Confidence Levels - Transport Asset P erformance Deterioration R ates Q uantity A ttribute L ocation Asset Type Date of Installation Asset Size C ondition / R emaining life Unit cost for replacement Percentage score (%) Figure 40: Asset Data Confidence Levels - Transport PCC #

129 F inancial Data C onfidence L evels - T ransport A ttribute Overall (non-weighted average) Asset Development Asset R enewals Depreciation Interest C osts Network Maintenance P umping S tations Asset Management Management C osts P orirua C ity S upport C os ts User charges Percentage score (%) Figure 41: Financial Data Confidence Levels Transport PCC #

130 17. Improvement Programme 17.1 Transport Improvements Prioritisation process Large Projects Regarding the prioritisation of potential larger roading upgrades/improvements (above $250k in value), the Council will, in principle, adopt the upcoming NZTA system of ranking through the 'strategic fit (including community issues)', 'effectiveness' and 'economic efficiency' criteria. Such projects also need to be set against the context of other Council priorities (non-transport), and prioritized in the LTP process. Assessment of the prioritisation of projects against the above criteria will be carried out by a Council internal 'Roading Project Prioritisation Committee'. The Committee comprises of the Technical Services Manager, the Manager Strategic Assets and Buildings, the Infrastructure Operations Manager and the Senior Asset Manager Roading. Minor Works For 'Minor Safety Works' (projects below $250k total value), the Minor-Works Selection Committee works with the Minor Road Safety Projects Procedures (ratified by Council in 2009) in order to identify the prioritised list of Minor Road Safety Projects for the year. Each potential project is assessed and future minor works on Porirua roads prioritised. The Minor Works Selection Committee comprises: the Roading Manager Roading, the Road Safety Coordinator and the Special Project Engineer Roading Projects Current and Required The following list of works identifies likely requirements to address transport issues over the next 30 years. Table 48: Roading Projects Current and Required ITEM Estimated Cost Funding Source Intersection Upgrades Whitford Brown (W.B). /Papakowhai 2,000,000 Work category 324: Road Improvements W.B. / Okowai 1,100,000 Work category 324: Road Improvements Kenepuru / Raiha 800,000 Work category 324: Road Improvements W.B./Eskdale 900,000 Work category 324: Road Improvements W.B. / Fjord 160,000 Work category 324: Road Improvements W.B. /Routeburn improvements 260,000 Work category 324: Road Improvements Spinnaker Dr/Discovery Drive 300,000 Work category 324: Road Improvements Main Road/Dimock Street 800,000 Work category 324: Road Improvements Te Pene Street/Titahi Bay Road 800,000 Work category 324: Road Improvements Te Hiko Street/Titahi Bay Road Work category 324: Road Improvements Norrie Street/Parumoana Street 800,000 Work category 324: Road Improvements Parumoana Street/Lyttelton Street 800,000 Work category 324: Road Improvements Lyttelton Avenue/Norrie Street 800,000 Work category 324: Road Improvements Lyttelton Avenue/Titahi Bay Road 800,000 Work category 324: Road Improvements Prosser Street/Titahi Bay Road 800,000 Work category 324: Road Improvements Champion Street/Mungavin Avenue 800,000 Work category 324: Road Improvements PCC #

131 ITEM Estimated Cost Funding Source Warspite Avenue/Conclusion Street 800,000 Work category 324: Road Improvements Titahi Bay / Onepoto / Kahutea 800,000 Work category 324: Road Improvements Mungavin/SH1/Kenepuru/Titahi Bay 2,000,000 Work category 324: Road Improvements Rd Titahi Bay Rd/Semple &TB/Lyttelton 2,000,000 Work category 324: Road Improvements New Road Connections TG - Waitangirua 23,000,000 Work category 324: Road Improvements TG - James Cook 20,000,000 Work category 324: Road Improvements Eskdale Road Extension 700,000 Work category 324: Road Improvements Omapere - Discovery 7,500,000 Work category 324: Road Improvements Routeburn - Niagara 7,500,000 Work category 324: Road Improvements Jellicoe Realignment 800,000 Work category 324: Road Improvements Cycle Lanes adjacent to Arterial Roads Station Road-Kenepuru 400,000 Leisure assets Steyne 800,000 Leisure assets Papakowhai 50,000 Leisure assets Onepoto - Wineera 300,000 Leisure assets Cannons Creek 200,000 Leisure assets Waitangirua 120,000 Leisure assets Pukerua Bay 120,000 Leisure assets Minor Safety Works Warspite Ave, Fantame to Whitford No Estimate Work category 341: Minor Improvements Brown Mungavin Ave - Awatea to Warspite No Estimate Work category 341: Minor Improvements Postgate Drive, Whitby 30,000 Work category 341: Minor Improvements Bedford Street, Cannons Creek 30,000 Work category 341: Minor Improvements Titahi Bay Road Jillett to Kura 30,000 Work category 341: Minor Improvements James Cook Drive No Estimate Work category 341: Minor Improvements Awarua Street, Elsdon No Estimate Work category 341: Minor Improvements Pedestrian Facilities near schools etc Work category 341: Minor Improvements Kokiri Crescent Waitangirua 8,000 Work category 341: Minor Improvements Papakowhai Road Opposite 48/50 2,000 Work category 341: Minor Improvements Tweed Road/Spey Place 8,000 Work category 341: Minor Improvements Total Preliminary Estimate 108,000 Work category 341: Minor Improvements Minor Safety Works Reserve Projects to be investigated Astrolabe/Aberfeldy, Cannons Creek No Estimate Work category 341: Minor Improvements Rangituhi Cr/Mahinawa, No Estimate Work category 341: Minor Improvements Takapuwahia Sievers Grove, Cannons Creek No Estimate Work category 341: Minor Improvements Arawhata Street, Ranui No Estimate Work category 341: Minor Improvements PCC #

132 ITEM Estimated Cost Funding Source Te Puke Street, Titahi bay No Estimate Work category 341: Minor Improvements Awatea St, Ranui No Estimate Work category 341: Minor Improvements Castor Crescent, Cannons Creek No Estimate Work category 341: Minor Improvements Corinna Street, Cannons Creek No Estimate Work category 341: Minor Improvements Fantame Street, Ranui No Estimate Work category 341: Minor Improvements Beach Rd/School Rd, Plimmerton No Estimate Work category 341: Minor Improvements Airlie Road No Estimate Work category 341: Minor Improvements Flightys Rd, Judgeford No Estimate Work category 341: Minor Improvements John Seddon/Heriot Drive No Estimate Work category 341: Minor Improvements Intersection Titahi Bay Rd/Lyttleton Ave No Estimate Work category 341: Minor Improvements Intersection Paremata Rd opposite kindergarten No Estimate Work category 341: Minor Improvements Gloucester St, Cannons Creek No Estimate Work category 341: Minor Improvements Conclusion opposite Ascot Park No Estimate Work category 341: Minor Improvements Aotea Drive - Kahurangi to Aspiring No Estimate Work category 341: Minor Improvements Okowai Road, Aotea No Estimate Work category 341: Minor Improvements Westmeath, Waitangirua No Estimate Work category 341: Minor Improvements Cleat Street, Whitby No Estimate Work category 341: Minor Improvements Flightys Rd, Judgeford No Estimate Work category 341: Minor Improvements Other Projects Canopy Replacement 4,500,000 TPAC: Work category 000: CBD Canopies & Cobble Stone Walkway De tuning SH1 &58 450,000 Work category 324: Road Improvements SH58 Seawalls 120,000 Work category 114: Structures maintenance Titahi Bay Seawalls 300,000 Work category 114: Structures maintenance Plimmerton Seawalls 1,600,000 Urgent project with high risk consequences if not done. Work category 114: Structures maintenance Foot bridge Maintenance 600,000 Work category 114: Structures maintenance Seismic upgrades (road bridges) 150,000 Possible future project Station Road Rehabilitation 70,000 Work category 324: Road Improvements Rural Road Upgrades 500,000 Work category 324: Road Improvements Street Light Poles 150,000 Urgent project with high risk consequences if not done. Work category 122: Traffic services maintenance Footpath Accessway Lighting 50,000 Work category 324: Road Improvements LED Streetlights 5,000, : Traffic services renewals Dangerous Tree Removal 600,000 Urgent project with high risk consequences if not done. 121: Environmental maintenance Pedestrian, Cycling and Accessibility Improvements 500,000 Leisure assets PCC #

133 17.3 Intersection Upgrading Intersection upgrades should be undertaken as existing intersections near their current capacity. Whitford Brown Avenue to Papakowhai is likely to be the first intersection upgrade, as there is already a congestion issue in this location during the morning peak traffic period. Whitford Brown Avenue intersection is in close proximity to the Okowai Road intersection. This means that traffic volumes at this intersection are also growing rapidly due to on-going development of the Aotea Block; it would be expedient to upgrade these two intersections together. In the recent past, intersection upgrades have been undertaken approximately every three years. If this level of investment is sustained, 10 of the 20 listed intersections will be upgraded in the 30 years covered by this Plan. This level of intersection upgrade is considered to be a medium risk scenario. A high risk scenario would be the equivalent of one intersection upgrade every four years. Low risk would be one intersection upgrade every two years. Intersection upgrades should occur every second year, starting from 2015/16 with a yearly budget allocation of $700,000. The deficiency analysis of the arterial road network completed in November 2011 identified 37 intersections within the primary road network that may require upgrading within a period of time up to 2026 to meet on-going traffic growth. Out of 37 intersections, only Kenepuru Drive / Raiha Street intersections is definitely requiring upgrading prior to 2026, due to current capacity deficiencies during peak periods. The 11 identified intersections requiring further investigation for capacity upgrades are: Spinnaker Drive/Discovery Drive intersection Main Road/Dimock Street intersection Te Pene Street/Titahi Bay Road intersection Te Hiko Street/Titahi Bay Road intersection Norrie Street/Parumoana Street intersection Parumoana Street/Lyttelton Avenue intersection Lyttelton Avenue/Norrie Street intersection Lyttelton Avenue/Titahi Bay Road intersection Prosser Street/Titahi Bay Road intersection Champion Street/Mungavin Avenue intersection Warspite Avenue/Conclusion Street intersection Note: The Te Pene Street / Titahi Bay Road intersection carries high through and side road flows and should have high priority for upgrading. The study of Whitford Brown Avenue and its six intersections was completed in February 2014, including following intersections: with State Highway 1, Papakowhai Road, Okowai Road, The Fjord, Routeburn Avenue and Eskdale Road. PCC #

134 Solutions were assessed on the basis of BCR, affordability of options and ease of construction, and following priorities were assigned: 1. Papakowhai Road 2. Okowai Road 3. Eskdale Paper Road 4. Mid-Block Pedestrian Crossing [between Okowai and Papakowhai Road] 5. Routeburn Avenue 6. The Fjord Further investigation is proposed for Whitford Brown Avenue and its intersections to revise proposed solutions and their priorities New Road Connections The Transmission Gully Link Roads will be operational before This means that other connections are unlikely in the next 30 years unless needed for development (e.g. Eskdale Road Extension triggered by supermarket development). The Transmission Gully Link Roads will serve to ensure that the Porirua City roading network adequately feeds into the new State Highway. This is essential, in order for Porirua City to continue to serve as a commercial hub, linking Hutt City and Kapiti Coast Cycle Lanes adjacent to Arterial Roads Cycle Lanes are reported on separately in the Leisure Assets and Infrastructure Asset Management Plan Minor Safety Minor safety works are prioritised on an annual basis and are undertaken in accordance with available funding. Priority is based on a duel ranking system combining NZTA crash statistics and Council prioritisation, which is informed by community requests. Council places higher priority on needs near schools and day care centres. An example of a high priority minor safety project is the installation of a pedestrian facility near a primary school Other Projects Canopy Replacement At the time of writing of this Asset Management Plan replacement of the walkway canopies in the CBD shopping area were under investigation. Various options for dealing with the failing fabric were to be presented to Council and decisions made on the future of the canopies. De tuning SH1 and SH58 When Transmission Gully is built it is likely that the redundant sections of State highway within Porirua will become a Council roading asset. With the reduced traffic flows on these roads the need for a two lane road in either direction may not be required. Therefore these sections of road may be reduced (detuned) in size and capacity to avoid unnecessary maintenance and renewal costs. Alternatively other strategies may be developed for the use of these roads (e.g. secondary lifeline route in the event of a major disaster). PCC #

135 SH 58 Seawalls On-going deterioration will mean regular maintenance and renewal is required on the seawalls Titahi Bay and Plimmerton Seawalls These walls have deteriorated to the point where replacement is required. Footbridge Maintenance PCC footbridges, exposed to salt air, require repair repainting at certain intervals to maintain the integrity of the steel structures. This project is for the repainting of two footbridges across SH1 to the Paremata Railway station; and the footbridge over SH1 at Pukerua Bay. Seismic upgrades (road bridges) This project is for possible seismic upgrades that are required to bridges to maintain their integrity in the event of natural disaster situations (e.g. earthquake). It is subject to a seismic survey of the bridges being undertaken to identify the requirements. Rural Road Upgrades PCC rural roads require upgrading as a natural improvement process. Most of PCC rural roads were inherited in the condition they are currently in. They require road realignment and widening to suit current demands and standards. The funding is expected to come from financial contributions received from development of the land served by the road. Streetlight poles Steel streetlight poles have been found to be rusting at their bases just below ground level. They consequently fall over in high winds. Concrete poles are deteriorating, spalling and reinforcing steel becoming exposed and rusting. This project allows for the repair or replacement over time. Footpath Accessway Lighting There are many accessways between streets that are not lit. Some of these are angled in horizontal and vertical alignment. Therefore residual light from the adjacent street does not shine long their length. This creates obvious dark spots and safety concerns at night time. In line with Council s walking policies these therefore need to be lit. This project is for the lighting of these accessways LED Streetlights This project is for the upgrading to LED streetlights. The advantages of this is the large cost savings in power supply together with reduced maintenance due to longer life bulbs. Dangerous Tree Removal This project is for both the removal of trees that have become so large that they become a problem and also for the removal of seedling/sapling trees that will one day grow to a size to become a problem. They are typically pine trees and other non-native type trees. The problem with the trees is that are prone to falling in storm conditions, presenting both a safety problem and large expense in cleaning up. Pedestrian, Cycling and Accessibility Improvements These improvements relate to upgrading surfacing, linemarking, barrier installation, widening of footpaths and cycleways and associated work such as retaining walls. Station Road Rehabilitation This project is for reconstructing the Station Road pavement. The pavement has extensively failed due to the high traffic loadings from the buses that utilise this road for servicing the commuters to and from Paremata Station. This work will be funded by GWRC. PCC #

136 17.8 Asset Management Plan Improvement Programme Asset management improvement planning underpins the success of the overall asset management process. Based on formal analysis, a review of AM performance captures a snapshot of the state of processes and practices. Where shortfalls between current and desired performance are found, actions can be planned and implemented to address these. Over time, through the improvement process, Council will be able to more effectively deliver its desired asset management outcomes. Figure 42: Continuous Improvement Process This process is illustrated to the left. This AMP also recognises that good data is fundamental to asset management, and is one of the key enablers in the improvement process. By ensuring that the data is sound, subsequent analysis and decisions can be made with greater confidence and better results achieved Assessment Framework Council s core infrastructure services (Transport, Water Supply, Wastewater and Stormwater) undergo periodic review for the purpose of improvement planning. The most recent of these was in 2013, where a common methodology was used to achieve greater consistency across the organisation. These followed the NZTA self-assessment template, aligned with the International Infrastructure Management Manual (IIMM) asset management improvement maturity index. The scale of measurement is as follows: Table 49: Scale of Measurement Maturity Score Process and Practices Aware 0-10 Awareness but not implemented Minimum Basic level in place Core Well defined and clearly linked Intermediate Well defined, clearly linked and well understood throughout organisation Advanced Integrated and use advanced techniques. Continually being improved to deliver optimum performance. Reviews are managed by the Asset Management & Operations Group comprising appropriate staff representatives, and are sponsored at the executive management level. Key outputs and actions are captured in the relevant group business plans AMPs to ensure they are systematically resourced and progress monitored. PCC #

137 17.10 Assessment of Current AM Status Asset management status assessment relates to six broad AMP inputs/ outputs (listed below). Life Cycle: The processes, analysis and evaluation techniques needed to understand modes of failure and support effective lifecycle asset management. Risk: The risks that the organisation faces, the quality of systems and data, and the way these are managed. Levels of Service: How well levels of service are understood, aligned and support the business process and priorities. Growth: Identifying and understanding future growth patterns in terms of impact on the asset base, operations and finance. Demand: Monitoring, predicting and responding to changes in demand. General/Overall: Processes to ensure the AMP remains relevant and is improved over time Appropriate Asset Management Practice In identifying appropriate practice for the Council's asset management, it is recognised that regional, national or international "best practice" may not be always appropriate. Council s Draft Asset Management Policy September 2013 sets out the following goals for the overall maturity level of its AM Planning. Table 50: Asset Management Maturity Index AM Plan Transport Water Supply Wastewater Stormwater Spicer Landfill Leisure Assets Buildings AM Maturity Index Intermediate Intermediate Intermediate Intermediate Core/Intermediate Core Core Desired maturity scores for input/output categories listed in above are determined based on the overall index for the AMP with individual consideration of appropriate, achievable improvements Gap Analysis The gap analysis is the central step of the asset management improvement planning process. An asset management plan assessment was undertaken jointly with NZTA in The results of the gap analysis are summarised below and shown in Figure 43. The assessed status is currently around the core-intermediate level, while the desired score sits at the high intermediate level. The assessed scores are most short of the desired score in the Life Cycle, Risk and General/Overall. PCC #

138 Figure 43: Gap Analysis Maturity Table 51: Maturity Scale Aware 0-10 Minimum Core Intermediate Advanced The organisation is starting to learn about the importance of Asset Management The organisation is aware of the importance of Asset Management and is starting to apply this knowledge The organisation is developing its Asset Management activities and establishing them as Business As Usual The organisation's Asset Management activities are fully effective and are being integrated throughout the business The organisation's Asset Management activities are fully integrated and are being continuously improved to deliver optimal whole life value Figure 44: Difference between Actual and Desired maturity status PCC #

139 Table 52: Maturity Ratings Key Areas Actual Desired Difference Actual Maturity Desired Maturity Life cycle Core Intermediate Risk Intermediate Intermediate Level of Service Intermediate Intermediate Growth Core Intermediate Demand Core Intermediate General/Overall Intermediate Intermediate Improvement Projects and Programme Gap analysis Improvements There are some specific actions which are necessary in order to take the Council s asset management practice from the current to the desired levels. These actions are detailed below, and include timeframes and resources, where appropriate. Table 53: Key Actions Actions Categories When Who Renewals program is less than depreciation. Analyse valuation of each asset class and model remaining life to look at gap with depreciation. Life Cycle 2014 then annually AM Engineer Critical assets to be identified and entered into RAMM database. Prepare an up to date plan to address the risk of all natural hazard events for every part of the transport network. PCC identified as having a high level risk plan. Action is to extract top risks and identify remediation strategies. This is considered critical given council has underfunded the high risk scenario level of funding. Budgets to include whole of life impacts of new infrastructure i.e. maintenance operations and depreciation costs. Review level of service to meet current investment level. Link up risk scenario and consequences of investment level. Life Cycle 2014/15 AM Engineer Risk 2015/16 AM Engineer Risk 2015/16 AM Engineer Growth 2015/16 AM Engineer Life Cycle 2015/16/17 AM Engineer PCC #

140 General Improvements RAMM database improvements. Significant improvements have been made to the database in 2012, 2013 and Further improvements to the data are always required to refine the data. Particular areas for improvement are: 1) The street light database to identify rusted streetlights, decorative lights detailed and power costs charges separated from NZTA subsidised power. An ICP number assigned to each light and an audit check of the electricity s suppliers charges. Light owner to be identified 2) Road hierarchies, according to ONRC, identified together with maintenance strategies 3) Identify critical assets in RAMM database 4) Develop RAMM contractor 5) Research and identify age of structures 6) Traffic count data to be improved and populated in RAMM Report on the effect on life cycles when treatments are deferred Develop/refine 30-year forward work program and populate RAMM Review asset lives in support of 30 year forward work programme Lifelines and Emergency response plan create a plan to construct/keep routes and critical assets open. Includes structures seismic assessment, plan for high risk rural roads (Grays Road, Paekakariki Road) Develop plan for high risk rural roads Undertake seismic assessment of bridges/structure according to age Structures remaining life strategy Develop plan for conversion to LED lighting Develop traffic counting sites to traffic model network Refine and traffic model network in detail; this information will be useful across all asset management fields Undertake traffic modelling studies regarding the theoretical capacity of the roading network, particularly at intersections, including Council's present work to assess more accurately capacities of the network, and work to address areas where demand will exceed capacity in the future Develop list of roading/intersection improvements according to traffic modelling Incorporate ONRC into the Asset Management Plan Develop maintenance strategy and asset management around ONRC Develop business case approach for funding the roading assets Develop plan for State Highways to become PCC roads post Transmission Gully Develop footpath maintenance strategy. Incorporate cycling and walking strategies and LOS. Undertake further financial analysis of continued high risk scenario of underfunding asset maintenance and renewals. Develop long-term plan for CBD canopies. PCC #

141 17.14 Self Assessment Gap Analysis Following is an internal self assessment gap analysis undertaken in addition to the NZTA Gap analysis. Table 54: Transport Internal Self Assessment Gap analysis Link to AMP development cycle Gaps Analysis Assessment Score Asset Plan Policy Levels of Service and Measurement Forecasting Future Demand Knowledge of Assets Asset condition Advanced Intermediate Core Minimum Non-compliant 5 Medium Term 3 years Current Score Appropriate score Gap Weighting Weighted Gap Priority for Improvement Short tern 1 year Current Score Appropriate score Gap Weighting Weighted Gap Priority for Improvement Critial Assest & Business Risks Decision making techniques (optimised) Operational strategies and plans Maintenance strategies and plans Capital investment strategies and plans Financial and funding strategies Asset management teams Asset management plans Information systems and tools Service delivery models Quality management Continuous improvement Key Target 1 July 2018 Target 1 July 2016 Current as at Nov 2014 PCC #

142 18. APPENDIX A: NZTA Subsidised Works 18.1 Transport Planning Activity Management Planning (NZTA subsidised) This work category provides for the preparation and improvement of Activity Management Plans for land transport activities, including supporting studies and models Examples of qualifying activities include, but may not be limited to enhancement and improvement of: Activity Management Plans Road Safety Action Plans (RSAP) procurement strategies community consultation related to the development of Activity Management Plans, including RPTPs associated demand forecasting development of levels of service targets and implementation plans asset performance and service gap analysis optimisation process development financial forecasts 003 Activity Management Plan 2010/ / / / /15 Active plan ($k value per year) year plan 2015/ / / / / / / / / /25 Total No Risk ($k value per year) PCC #

143 18.2 Road Safety Promotion Road Safety Promotion (NZTA subsidised) Road safety promotion consists of promotion, education and advertising activities to promote the safe use of the land transport network through education, advertising, raising awareness and by public information to users of the transport network. The Council is working with NZTA to formulate a programme that meets current delivery needs. Previous road safety programmes have been very successful, which has resulted in road safety issues in Porirua City being considerably smaller than those experienced in the surrounding Wellington region. In years 2013/14 and 2014/15 Council is working with NZTA in the creation of a new Road Safety Promotion Programme for implementation commencing in 2016/17. The funding request allows for delivering the road safety plan and incorporating 5 safety projects to be undertaken each year 432 Promotion, education and advertising 2010/ / / / /15 Active plan ($k value per year) year plan 2015/ / / / / / / / / /25 Total No Risk ($k value per year) Emergency Works (subsidised) This work category provides for unforeseen significant expenditure that arises from a defined, major, short-duration natural event. It provides for the costs associated with the immediate response, reopening and/or restoration (to a standard no better than that which existed before any damage occurred). NZTA policy funding has recently been reviewed, which means that there will be less funding for emergency works in the future. This is because budgeting for maintenance capital projects will also incorporate possible emergency works. It is expected that as events occur that the Council will be prepared to manage likely eventualities. Note: 1) The budget does not form part of the finance request. A budget must separately be made available when required after an event is declared by NZTA 2) NZTA's direction is to incorporate emergency works into Maintenance and Capital PCC #

144 In the current system, NZTA makes finance available for emergency works when an event has been declared. 141 Emergency Works 2010/ / / / /15 Active plan ($k value per year) year plan 2015/ / / / / / / / / /25 Total No Risk ($k value per year) Maintenance and Operation of Roads Sealed Pavement Maintenance (NZTA subsidised) This work category provides for the routine care of sealed pavements to maintain their structural integrity and serviceability. Examples of qualifying activities include, but may not be limited to: pavement dig-outs, patching and pothole repairs pre-reseal repairs unsealed shoulder maintenance on sealed road pavement maintenance at railway level crossings Condition rating has identified that collectively 18km of road within Porirua is in poor to very poor condition. The plan of the medium risk budget is to recover from this state and reduce the network to at least fair condition. This will involve adequate maintenance works to prevent further slippage from fair to poor. The medium risk scenario allows for a higher level of maintenance over 3 years to assist in treating the 20km of poor to very poor condition road. This work will be done on conjunction with the medium risk scenarios for sealed road resurfacing and sealed road pavement rehabilitation. It should be noted that dtims pavement modelling has identified that if the high risk option is adopted collectively in this activity, sealed road resurfacing and sealed pavement rehabilitation then the resulting increases in this budget, by 20 years time, has the potential to be in the order of a 125% increase. Depending on what options are chosen will mean adjusting the following budget to reflect the level of investment in these activities. Note: pre-reseal repairs, according to NZTA regulations are allowed for in this category. However, Council, in its own internal process, and independent of NZTA procedures, will allow for the value of pre-seal repairs in Sealed Road Resurfacing when accessing the value of its capital works. PCC #

145 111 Sealed Pavement Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Unsealed Pavement Maintenance (Paper roads) (NZTA subsidised) This work category provides for the routine care of unsealed pavements to maintain their structural integrity and serviceability. Examples of qualifying activities include, but may not be limited to: Grading Flanking Spot metalling and pothole repair Restoration of the correct camber Maintenance of the running course Currently, Porirua City does not have any unsealed roads. However, there are paper roads that require maintenance. For example, a paper road in Paekakariki known as Jones Deviation is being maintained and will require sealing in the future. Common maintenance items for paper roads are the removal of trees that are susceptible to blowing over in high winds. The medium risk scenario allows for the sealing of Jones Deviation over a 2 year period. This is the last section of unsealed pavement on the network that is currently required to be maintained under this budget. The funding requirement will then reduce to zero. 112 Unsealed Pavement Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk PCC #

146 Routine Drainage Maintenance (NZTA subsidised) This work category provides for the routine care of drainage facilities to maintain their function. Council intend to address city drainage issues by working with Capacity Infrastructure Services in the installation of new sumps and addressing run-off reticulation. Examples of qualifying activities include, but may not be limited to: cleaning of kerbed water channels, sumps and cesspits in urban areas routine maintenance, repair and reinstatement of surface water channels and routine maintenance and repair of sub-soil drains stream clearing and debris removal to maintain water courses through culverts (cross-sectional area less than 3.4 square metres) removal of berms impeding drainage. Note: The high risk scenario allows for 1 sump cleaning a year and 2 road sweepings. The risks of this scenario are flooding, detritus/grass build up in channels and minimal harbour protection. Rural roads are also vulnerable if stormwater is drainage is inadequately funded. The medium risk allows for 4 sump cleanings and 4 road sweepings a year. It is preferable to move to a medium-risk sump cleaning frequency of 2-4 cleans per year plus 4 road sweepings a year. 113 Routine Drainage Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Structures Maintenance (NZTA subsidised) This work category provides for the routine work necessary to maintain the function, structural integrity and appearance of the following: road bridges, retaining structures, guardrails, tunnels, footpaths on road structures, pedestrian over-bridges/underpasses and bridge waterways when the bridge itself is directly affected. PCC #

147 Examples of qualifying activities include, but may not be limited to: repairs to handrails associated with structures; repairs to guardrails, including wire rope barriers; minor repairs to other components; all cleaning and painting; stream clearing and debris removal to maintain water courses under bridges; repairs to protective works; and hire charges for bailey bridges (excluding temporary bridges that are part of emergency works). The Council currently spends less than 1% of the value of structures in maintenance per annum. This approach means that many assets within Porirua City require additional maintenance in order that the life of these structures is lengthened. Note: the maintenance of footbridges has recently been moved to the subsidised budget. Additional funding is required (via a medium-risk scenario) to complete comprehensive required maintenance. 114 Structural Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Environmental Maintenance (NZTA subsidised) This work category provides for the routine care and attention of the road corridor to maintain safety, aesthetic and environmental standards. Examples of qualifying activities include, but may not be limited to: snow clearing and ice control vegetation control litter collection on rural roads removal of, and protection against, graffiti on road structures any special treatment of run-off from the road to maintain water quality sweeping loose chip and detritus from road intersections removal of rocks and minor slip material from the road or catch fences maintenance of rest areas PCC #

148 maintenance of protection planting, including maintenance pruning non-recoverable costs arising from clearing the carriageway of damaged vehicles, crash debris and spillages that are not the responsibility of emergency services, and non-recoverable costs associated with removal of abandoned vehicles from road reserves. Note: The current high risk scenario allows for only 2 weed sprays per year and the problem, dangerous trees, or future dangerous trees, (susceptible to blowing over in storm condition) to be removed over a 6 year period. The consequences of this scenario are significant weed growths from the kerb and channel and footpath. Trees falling over in the wind and rain and sapling trees able to grow larger to become a future nuisance. The medium risk scenario allows for 4 weed sprays a year. Problem trees to be removed over 3 years. The low risk scenario allows for 6 weed sprays a year and to remove all problem trees in 1 year. Comment: Apart from looking unsightly, weed growth in the kerb and channel poses a damage risk to the road pavement. The weed growth in the channels causes a restriction in drainage, which leads to water building up and soaking into the road, creating a softening effect and then failure. Premature pavement failure is not desirable and neither is Porirua City appearing poorly maintained and unsightly. 121 Environmental maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Traffic Services Maintenance (NZTA subsidised) This work category provides for the routine care and attention of: road furniture, markings, and carriageway and pedestrian crossing lighting. There are a number of issues facing lighting assets in Porirua City. Firstly, a sum of steel light poles have been found to have rusted at ground level and require replacement as do some old concrete light poles, which have reached the end of their asset life. In addition, there is a trend and an expectation that Porirua City will move towards LED lighting fittings, as they are approximately 50% more cost effective to run than standard light fittings. Examples of qualifying activities include, but may not be limited to maintenance of: traffic signs as accepted by the NZTA s policy; road delineation marker posts; pavement markings (including bus priority lane and cycleway markings on all non-separated road surfaces); PCC #

149 signs and pavement markings required for stock crossings; sight rails; and operation, maintenance and power costs of: carriageway lighting, belisha beacons and lighting at pedestrian crossings. Note: The high risk scenario allows for maintaining assets only The medium risk scenario allows for maintaining assets as well as replacing rusting parts of steel streetlight poles 122 Traffic services Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk There is an opportunity for Council to pursue the replacement of Porirua City s lighting fixtures with LED lighting. Such a project would require the following investment: Operational Traffic Management (NZTA subsidised) This work category provides for the operation, maintenance and power costs of traffic signals and other traffic management equipment and facilities. Examples of qualifying activities include, but may not be limited to: operation, maintenance and power costs of: traffic signals, Variable Message Signs (VMS), Local Area Traffic Management Schemes (LATMS), including speed control devices and threshold treatments, traffic monitoring equipment, such as closed-circuit television systems, Joint Transport Operations Centres (JTOC) labour costs Incident response and management. The medium risk scenario allows for ongoing general maintenance and in the future the Link Roads and a further 4 intersections being added to the network. 123 Operational Traffic Management 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk PCC #

150 Porirua City Council, in conjunction with all other Wellington region local authorities, has entered into a contractual relationship with Wellington Traffic Signals Maintenance for the maintenance of the City s traffic signals. The 100k budget in 2013/14 relates to the new traffic lights installed on Titahi Bay Road. Cycle Path Maintenance (NZTA subsidised) This work category provides for the operation, maintenance and renewal of the pavement and facilities associated with cycle paths, including the operation of associated lighting. Examples of qualifying activities include, but may not be limited to: Cycle facilities provided that these facilities are consistent with a relevant cycling or walking and cycling strategy or plan 124 Cycle Path Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk PCC #

151 Level Crossing Warning Devices (NZTA subsidised) This work category provides for the Approved Organisation to share the costs associated with maintenance, renewal, upgrading and installation of level crossing warning devices carried out by the relevant rail track authority 131 Level Crossing 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /2 5 Total No Risk Renewal of Roads General Of the routine roading operational functions resealing (chipseal and asphalt work) and rehabilitation (road carriageway renewal) are of the highest expenditure items and of the greatest risk to Council if it is underfunded. These functions are critical in maintaining the integrity and life of the road pavement. The time to intervene with treatment, before imminent pavement failure occurs is determined by both physical engineering inspections and dtims pavement performance modelling. A 30 year forward works program is produced from both the engineering inspections and pavement modelling. Current funding levels are not sufficient for the required work that has been identified in the forward works programme. The current funding is at an extreme risk scenario. Evidence of the deterioration of the roading network is proven by both the condition rating results and the pavement modelling failing to bring the network back to a suitable level even after 30 years of a very high level of investment in the network. It is recognised that Council does not have unlimited funds to undertake the work as would otherwise be undertaken according to good engineering practice. Three different budget scenarios have been presented for Council to consider being: 1) normal (current) level, 2) medium level 3) very high level. It should be noted that a decrease in funding of these levels automatically correspondingly increases the routine pavement maintenance budget required to repair road faults through pavement deterioration. In regards to the future maintenance costs, dtims has calculated the very high budget scenario (low risk) will increase the annual routine maintenance cost by around 70% after 20 years. The increase of routine maintenance from the normal budget of $1m (high risk) is 125% after 20 years. PCC #

152 Unsealed Road Metalling (NZTA subsidised) This work category provides for the planned periodic renewal of pavement layers, including top surface metal, on unsealed roads. Planned periodic renewal of pavement layers, including top surface metal, on unsealed roads for the purpose of either: o replacing wearing course aggregate; or o restoring pavement strength. Note: the paper road Jones Deviation in Paekakariki will require sealing in the future. 211 Unsealed Road Metaling 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Low Risk year + plan ($k value per 5 year) 2025/ / / /45 Total Future Low Risk Sealed Road Resurfacing (NZTA subsidised) This work category provides for the planned periodic resurfacing of sealed roads. Examples of qualifying activities include, but may not be limited to: conventional maintenance chip reseals; second coat seals, except on sub-division roads; asphaltic surfacing not exceeding 40 mm average depth; void-filling seal coats; texturing seals; emulsified bitumen seals commonly known as slurry seals ; milling old surface and resurfacing not exceeding 40 mm average depth; other approved special-purpose chip seals; and raising service covers and reinstatement of pavement markings and raised pavement markers as a result of resurfacing. Sealed road resurfacing consists mainly of both chipsealing and asphalting. The current surface condition is not considered to be at a good level. The surface condition index shows that 8% (18km) of the roading network is in poor to very poor condition. PCC #

153 To address this, additional funding has been allowed over the next six years to renew the 18km of poor roading surface. Reseal repairs come under the maintenance budget of Sealed Pavement Maintenance. A preliminary study conducted by MWH in July 2011 noted that the quantity of pavement and surfacing maintenance carried out in the years had not been sufficient to maintain the pavements to an acceptable level, meaning that an increased quantity of work will be required in the coming years to 'catchup' on the backlog of work. Although the deterioration of the road surface is becoming more apparent from the latest (2013) roughness and condition survey, the intended catch up in the back log of work has not occurred due to funding constraints. The funding request seeks to address the backlog and program for future works. Resealing works cost more if maintenance works are deferred, whereas appropriate water proofing of the seal can extend the life of chip sealed road to years. It is expected that the additional roads of former State Highway 58 and State Highway 1 will not require any maintenance works within the first five years of coming under Council control. Note: Pre-reseal repairs are identified and allowed for under sealed pavement maintenance; The high risk scenario collectively allows $1.0m for both sealed road resurfacing and sealed pavement rehabilitation combined; The medium risk scenario collectively allows $1.5m for both sealed road resurfacing and sealed pavement rehabilitation combined; It is reiterated that if the high risk scenario is adopted, and in order to maintain levels of service, reactive maintenance work under sealed pavement maintenance is expected to steadily increase by 125% in 20 years time. 212 Sealed Road Resurfacing 2010/ / / / /15 Total Active plan ($k value per year) , year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Drainage renewals (NZTA subsidised) This work category provides for the renewal of drainage facilities that is not routine in nature, but that will reduce future maintenance costs. Examples of qualifying activities include, but may not be limited to: renewal of culverts having a cross-sectional area less than 3.4 square metres; and repair and replacement of kerb and channel, provided that the deterioration is likely to adversely affect the performance of the pavement. PCC #

154 Note: The medium risk budget scenario allows for installing subsoil drains and culvert replacement. The installation of subsoil drains has been identified as a means to helping strengthen failing pavements. This is seen as a low cost investment and by strengthening the pavement have the potential for significant savings on pavement maintenance, sealed road resurfacing and sealed pavement rehabilitation. 213 Drainage Renewals 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Sealed Road Pavement Rehabilitation (NZTA subsidised) This work category provides for the replacement of, or restoration of strength to, sealed pavements where other forms of maintenance and renewal are no longer economic. Examples of qualifying activities include, but may not be limited to: granular overlays rip and relay pavement stabilisation asphaltic overlays or grader-laid asphaltic material pavement replacement (including the use of recycled materials) structural asphaltic concrete rehabilitation Porirua currently renews its roads at about a frequency of once every 1050 years (0.25km/year). Typically roads in New Zealand are renewed/rebuilt at a frequency of once every 100years. Porirua has a relatively young roading network and has not reached the 100 year mark yet. The current recommended renewal rate should be at approximately 250 years (1.00km/year) (medium risk scenario). Since 1996 condition rating shows the amount of rutting, cracking and potholes, on the network at any one time, have all increased. These are indicators that the network is deteriorating at a greater rate than it is being maintained. However, not all pavements need to be fully rebuilt when they deteriorate. Some pavements are more suited to heavy maintenance/preseal repairs followed by a reseal. PCC #

155 Note: The high risk scenario collectively allows $1.0m for both sealed road resurfacing and sealed pavement rehabilitation combined The medium risk scenario collectively allows $1.5m for both sealed road resurfacing and sealed pavement rehabilitation combined It is reiterated that if the high risk scenario is adopted, and in order to maintain levels of service, reactive maintenance work under sealed pavement maintenance is expected to steadily increase by 125% in 20 years time. 214 Sealed Road Pavement Rehab 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Structures Component Replacement (NZTA subsidised) This work category provides for the renewal of components of: road bridges, retaining structures, guardrails, tunnels, footpaths on road structures, and pedestrian over-bridges /underpasses Examples of qualifying activities include, but may not be limited to: replacement of deteriorated structural members replacement of damaged components replacement of bridge decks replacement or modification of gabion baskets replacement of handrails on structures replacement of guardrail components replacement of crib blocks in retaining structures supporting road Note: The current high risk scenario does not allow for any sea wall refurbishment that is currently required The medium risk scenario allows for the required seawall repairs to be undertaken over a three year period, as opposed to no substantive maintenance PCC #

156 215 Structures Component Replace 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Environmental Renewals (NZTA subsidised) This work category provides for the renewal of existing environmental control facilities related to roads. Examples of qualifying activities include, but may not be limited to: renewal of catch fences provided for protection of the carriageway from slip material renewal of any special treatment of run-off from the road to maintain water quality. 221 Environmental Renewals 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total No Risk Traffic Services Renewals (NZTA subsidised) This work category provides for the renewal of existing road furniture, lighting, signs and markings, and traffic management equipment and facilities. Examples of qualifying activities include, but may not be limited to: traffic signs, traffic signals and area-wide traffic control systems road delineation marker posts pavement markings, including bus priority lane and cycleway markings on all non-separated road surfaces and markings for stock crossings sight rails carriageway lighting, including poles and replacement of lanterns at the end of their economic life with more efficient types PCC #

157 belisha beacons and lighting at pedestrian crossings Advanced Traffic Management Systems (ATMS) variable message signs (VMS) Local Area Traffic Management Schemes (LATMS), including speed control devices and threshold treatments Note: The medium risk funding scenario has been requested for the replacing of concrete poles, replacing signs and additional new road markings. 222 Traffic Service Renewals 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk Associated Improvements (NZTA subsidised) This work category provides for minor drainage and seal width improvements carried out in conjunction with road renewals, widening of existing seal, where this is the least-cost maintenance treatment and installation of new minor traffic management equipment and facilities. Examples of qualifying activities include, but may not be limited to: Installation of culverts (having a cross-sectional area less than 3.4 square metres), water channels, subsoil drainage, or kerb and channel, where this is shown to be necessary: - to protect adjacent property from run-off from the road surface - to protect the pavement Extensions to approved organisations drainage systems in built-up areas, where such improved drainage is necessary for the protection of the road costs should generally be apportioned according to the respective volumes of runoff from contributing areas of roadway and other land. Increases to seal width to overcome maintenance problems, up to the seal width accepted by the NZ Transport Agency for the traffic mix and volume on that section of road. Installation of new signs and traffic management equipment and facilities, or upgrading these to the current standard, up to a limit of $10,000. The cost of drainage and seal width improvements carried out in conjunction with renewal work must not exceed 20 percent of the cost of the basic road renewal work. PCC #

158 231 Associated Improvements 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total No Risk Preventive Maintenance (NZTA subsidised) This work category provides for non-routine work required to protect the serviceability of the following from damage, and to minimise the threat of road closure arising from natural phenomena, It includes roads, road structures and eligible cycle facilities. Examples of qualifying activities include, but may not be limited to: new works that protect existing roads from sea or river damage new drainage to drain incipient slips toe-weighting of unstable slopes protection planting designed to arrest the slumping or displacement of a road platform, and work to overcome changes in a river s course or bed level that threaten roads, bridges or other road-related structures, but which is not attributable to one climatic event Note: This scenario allows for the removal of trees on road reserve that are expected to being vulnerable to falling in high wind a rain. Preventative Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / /25 Total No Risk PCC #

159 Minor Improvements (NZTA subsidised) This work category provides for the construction/implementation of low-cost/low-risk improvements to the transport system to a maximum total cost for approval per project of $250,000. Examples of qualifying activities include, but may not be limited to: small, isolated geometric and intersection improvements. traffic calming measures lighting improvements for safety installation of new traffic signs and pavement markings, or upgrading these to the current standard, costing in excess of $10,000 provision of guard-railing sight benching to improve visibility 341 Minor Improvements 2010/ / / / /15 Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total Future Medium Risk ,450 Road Improvements (NZTA subsidised) This work category provides for improvements to or upgrading of existing roads within the existing or widened road reserve, and deviations onto a new road reserve, where the original road is closed, including any associated new structures. Examples of qualifying activities include, but may not be limited to: road realignment, re-grading or widening, including seal widening improvements to intersections, passing lanes and black-spots approaches to bridge replacements costing in excess of $50,000 retaining structures, culverts and replacement cattle stop. all traffic signs, pavement markings, traffic signals, lighting (including under-grounding), etc, necessary to bring the improved facility into service. reinstatement of footpaths and vehicular crossings that are part of the improvement project (reinstatement to be to the original standards only no additional improvements are eligible for funding assistance) PCC #

160 discharge of street water by means of pipes or open drains into the water courses, where no artificial drainage systems (sumps, mains or open drains), on, adjacent to or across from the road for local road projects property purchase costs less than $50,000 The medium risk scenario allows for the following projects to be undertaken. Table 55:Medium Risk Scenario Projects Medium Risk Transportation Strategy 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 New Road Connections TG Link Road Construction $30,242,300 2,142 2,000 18,900 7, TG - Administration Cost $1,150, TG - Land 1, Intersection Upgrades W.B. /Papakowhai $2,000,000 2,210 W.B. / Okowai $1,100,000 1,100 W.B./Eskdale $900, W.B. / Fjord $160, W.B. /Routeburn $260,000 improvements 260 Spinnaker Dr/Discovery Dr $300, Te Pene Avenue/Titahi Bay $800,000 Road Seawalls Sea wall -Plimmerton $300, Sea wall - Titahi Bay Road $1,600, Total $38,812,300 $3,792 $2,300 $19,150 $9,485 $2,325 $370 $410 $480 $320 $450 $465 $415 PCC #

161 19. APPENDIX B: Non-Subsidised Transport Activities Footpath Renewal This work activity provides for the complete renewal of footpaths when their condition is such that they require replacement. The current condition rating of the footpaths shows approximately 12km to be rated in poor to very poor condition. Considering Porirua City Council actively promotes walking and cycling this is seen as being unacceptable. The strategy for improving the footpath condition is to fund renewal of the poor to very poor footpath over a 3 year period. Similarly as average footpath condition deteriorates to poor condition an ongoing level of funding for footpath renewal has been allowed beyond this period. Footpath Renewal 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / /25 Total Future Medium Risk Footpath Maintenance This work activity provides for the repair of defects such as bumps, cracking, trip hazards, and vegetation (tree root) related problems. This activity will also help to partly address those portions of footpath that are in poor to very poor condition but of not long enough continuous length to warrant complete renewal. The medium risk scenario allows for more maintenance work to be undertaken as required. The high risk scenario would spread this maintenance over 7 years while some defects would remain unattended to. Footpath Maintenance 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / /25 Total Future Medium Risk PCC #

162 Footpath handrail This work category provides for: New footpath handrails Renewal of footpath handrails Examples of qualifying activities include, but may not be limited to: New footpath handrails Replacing of rusted and damaged handrails This scenario allows for 20k per annum spend over 5 years to bring handrail up to standard. Footpath Handrails 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total No Risk Footpath growth (vegetation) This work category provides for non-routine work required to protect the serviceability of the following from damage, and to minimise the threat of road closure arising from natural phenomena: Controlling of vegetation Cutting of Trees Footpath Vegetation 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / / /25 Total Future Medium Risk PCC #

163 Footpath RAMM This work is maintaining of the RAMM requirements and includes such things that are not subsidised by NZTA including condition rating and valuations. Footpath RAMM 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total No Risk Accessways This work includes: Maintenance Resealing Pedestrian lights Accessways 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / / /25 Total Future Medium Risk Off Street Carparks This work includes: Maintenance Resealing Pedestrian lights PCC #

164 Off Street Car Parks 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / / /25 Total Future Medium Risk Canopies & Walkway Maintenance This work category provides for the maintenance of the canopies and cobblestone walkway. Examples of activities include: Routine inspections Cleaning and lubricating cables Maintenance of steel structure Clean top of canopy every 2 years Clean underside of canopy once a year Cleaning of rubbish Camera maintenance Lighting Security patrols Sound system maintenance Pavement cleaning Ancillary cleaning of gutters and glass The medium risk scenario allows for the following projects to be undertaken CBD Canopies & Walkway 2010/ / / / /15 Total CBD Canopies & Walkway Maintenance year plan 2015/ / / / / / / / / /25 Total CBD Canopies & Walkway Maintenance ,254 PCC #

165 Canopy Replacement This work category allows for the replacement/renewal of the canopies. CBD Canopies & Walkway Total 10 year plan 2015/ / / / / / / / / /25 Total CBD Canopies Renewal 1,700 2, , Traffic Services Maintenance (LED) This work category provides for the replacement of street lights with LED: 1. Roading 2. Accesways 3. Car parks and pedestrian crossing lighting This work has not been included in the total finance costs as the project is still in the investigation stage. 122 Traffic services Maintenance (LED) 2010/ / / / /15 Total Active plan ($k value per year) year plan ($k value per year) 2015/ / / / / / / / / /25 Total 20 year Plan year Plan year Plan year + plan ($k value per 5 year) 2025/ / / /45 Total 20 year Plan year Plan year Plan PCC #

166 20. APPENDIX C: Porirua City Council Roading Maintenance By Ken Gilberd technical advisor to PCC Introduction Problem: The current and earlier annual funding levels for roading maintenance on the Porirua City roading network is and has been insufficient to achieve a well-balanced maintenance programme that will maintain a minimum acceptable level of service at an economical and efficient investment level. Reason for Problem: In recent years, Porirua City Council (PCC) has not increased their funding to a level deemed necessary by NZTA for reasons of local asset investment priorities such as underground services etc. PCC considered that, based on the assessed state of the roading at that time, they could manage the roading asset at a lower investment cost level in the short term without extreme deterioration of their roading asset and without high cost pavement recovery. This was accepted by NZTA on a suck it and see basis due to the reasonably low risk, so long as PCC maintained a close watch on the rate of deterioration. Current Situation: Due to the above, there has been a lower level of investment than would normally have been accepted and funded by NZTA. Roading maintenance has generally been confined to day-to-day maintenance operations, which because of the low budget required a reduction in the renewal programme, as renewals are the high capital cost items. With recent positive changes in the roading staff at Council, PCC have initiated an investigation and analysis of their roading asset. It has become apparent from this analysis that there needs to be a planned increase in the total maintenance annual investment. The emphasis needs to be on improving the programme balance between day-to-day maintenance and the level of pavement and surfacing renewals. To maintain a barely acceptable pavement level of service condition, the current and earlier total annual programme allocations only allowed for day-to-day maintenance with little allocation remaining for an acceptable pavement renewal programme. This situation has now led to a roading asset where the deterioration rate is increasing beyond acceptable and giving rise to a worsening low level of service. Information from network analysis shows that many areas/types of pavement faulting are showing an increase with the outcome being a continuing deteriorating network. (See fault trends in 7 below). The worsening fault trend of cracking, rutting and potholes indicate that a lack of surfacing renewals over recent years is now leading to more of the maintenance allocation being invested in day-to-day operations, leaving less and less for renewals. The increase in rutting is concerning as this specific fault leads to wheel track cracking then potholes followed by saturation of the base course and then to a need for high-cost full PCC #

167 pavement replacement. The current increase in fire fighting operational maintenance is now exacerbating the imbalance between operational maintenance and renewals and this will only worsen unless changes are made. This fire fighting operational maintenance is forcing a decrease in renewals, which will lead to an increase in the deterioration of the asset and further reduce the level of service. Of note is the attached graph of remaining surface life which is currently showing a large percentage of the network surfacing well beyond acceptable design lives. This has been confirmed by onsite inspections and shows a need for a planned increase in annual resurfacing for at least six years until the backlog has been overcome. Where to from here? PCC do understand that this problem cannot, for financial reasons (local and NZTA) be overcome by a high cost total maintenance increase over the very short term and, as such, will be proposing a longer term (6 year+) smaller annual programme increase which will in due course remedy the balance between day to day maintenance work and renewal lengths. This will result in a balanced programme, which will ensure the most cost efficient maintenance investment. There will be a requirement to maintain a higher level of operational maintenance to ensure no further deterioration of the pavements such as initiating the likes of an accelerated crack sealing programme and increase the annual length of surfacing renewals over the next six years. From the end of this period, there will be a decreasing trend in the operational maintenance costs as the effect of the resurfacing renewals reduces the current need for high cost day-to-day repairs. This programme should be initiated as soon as possible, which is why an initial request for an increase in both operational maintenance and renewals in 2014/15 should be considered and continued through the 2015/18 and into the 2018/21 road maintenance programmes. Surfacing: (all in 14/15 dollars not inflation adjusted) Current information shows, with a sealed network of 248km, that over the last 10 years resurfacing (chip seals + A/C) is currently at a 28-year cycle. This is unrealistic and unsustainable and is leading to increasing, unaffordable and inefficient day-to-day operational maintenance. This conclusion is confirmed by the level of over age surfacing in the RAM report on remaining surfacing life (refer 7(i) below) and the need for an increasing high level of operational day-to-day maintenance. Taking a realistic resurfacing cycle of 16 years for this urban low traffic volume network, then over the last 10 years there is a theoretical backlog of some 12km per year. Increasing the annual resurfacing to 22km per year (chip seals and A/C) at an annual cost of $1,100,000 for the next 6 years 14/15 19/20 (incl.) then reducing the programme to a basic ongoing average 16km per year (16 year cycle) at an annual cost in the order of $800,000 from 20/21 onwards would be realistic. At about year 2017/18 the operational maintenance costs should begin to trend down to achieve a reduction in the order of 20% from present levels by 2019/20. Council will ensure that they will put in place both a long term specific surfacing programme and continue their annual on site pavement inspection and analysis to ensure a prioritised resurfacing programme is initiated annually. This resurfacing programme in conjunction with a targeted operational road maintenance pavement repair, crack sealing and pre-reseal repair programme should ensure the most cost efficient investment. PCC #

168 It is accepted that A/C surfacing is the logical surfacing in specific areas. There is a necessity that pavement testing MUST be carried out prior to the use of A/C. Specifically, deflection testing is required as any deflection over 1mm must cast doubt on the use of A/C, as this will affect the life of the A/C surfacing material. The above suggested programme of resurfacing allows for some A/C use but this should be kept to an absolute minimum and only used where technically needed and justified and not just for nice to have situations. Pavement Replacement: (all in 14/15 dollars not inflation adjusted) There appears to be a need for programming some of this type of work. A good pavement analysis is required where sites are showing extensive chicken wire cracking to ascertain whether the problem is only in the surfacing or is a deep-seated pavement problem. Rutting without shoving only infers a weak sub-grade, whereas shallow shear faulting reflects an under strength weak structural pavement layer. In many cases of chicken wire cracking in A/C and/or where there is an A/C layer underlying the chip seal is that the A/C layer is/has been laid too thin on a highly deflecting pavement. The repair option may be to remove the A/C layers only and replace with a material more suitable for the pavement conditions. There appears to be only minimal situations of shallow shear faulting indicating that generally the pavement strength problem is not extensive so the amount of this type of work is likely to be low. The majority of the faulting types indicate either weak subgrade and/or surfacing problems. There is a need to ensure the maintenance programme places a high priority on rutting in the wheel tracks and cracking generally as it is water penetrating the base-course and sub-grade layers that will eventually lead to a need for full pavement replacement at a very high cost. Indications are that an annual allocation of $500,000 should be sufficient to overcome those areas that show a need for full pavement replacement but this need must be confirmed by both onsite inspections and specific site pavement analysis. General comments: Although the above may indicate a large increase in the total maintenance programme it is misleading. In reality, this maintenance programme is only reinstating the value of the delayed investment of what should have been in place over the last 10 years. This proposal therefore, is not requesting an increase but requesting the reinstatement of a programme that was deferred due to local share unavailability due to other priorities. It should be noted that the agreed deferral of an earlier higher cost programme was done on a Council considered risk basis with NZTA acceptance. Thus to reiterate, the increase is not for a higher cost work type programme but only an increase to reinstate the value of the deferred work. 1. Summary: (dollar values used are not inflation adjusted) Increase resurfacing to 22km/year for 6 years from 2014/15 at an annual cost of $1.1m. Resurfacing programme reverts to 16km/year beginning 2020/21 at an annual cost of $0.8m The operational maintenance programme should be targeting crack sealing as a priority. PCC #

169 Maintain the operational maintenance at the current 2012/14 level up to 2017/18. From 2018/19 this allocation should reduce over the following 5 years by a total in the order of 20% Endeavour to keep the use to A/C to a minimum and only where technically justified. Ensure a technically sound analysis of cracked pavements to ensure sound design requirements for pavement renewal sites. Initiate a programme of pavement rehabilitation in the order of $500,000/year. Note: The above summary based on the current pavement analysis generally aligns with a recent consultant report, which included the following: To improve the effectiveness of maintaining the network the following recommendations are made: Revisit renewal budgets with an aim to have $1.8M per annum for pavement and resurfacing renewals over the next three years and then reduce to $1.6M per annum from year four onwards (these values are not inflation adjusted). Maintain a regular FWD programme for asphalt and slurry sites to ensure the pavement is suitable for these treatments. Revisit the asphalt strategy to allow for the continued use of chip seal until pavement strengthening can be carried out on sites where the pavement cannot support asphalt. More rigour is placed around pavement repair designs and their waterproofing. Change the practice of pavement and trench reinstatement so that surfacing must match the existing surface. Increase the crack sealing programme to address those asphalt sites that cannot be renewed within the next three years due to budget constraints. Implement a lichen spraying programme to improve safety. All new subdivisions to be surfaced in accordance with Porirua City Council s surfacing policy. Carry out design reviews and construction checks on new subdivisions to reduce the risk of Council taking over high maintenance assets. [Note: Ken Gilberd s report is located in Hummingbird under # ] PCC #

170 Pavement information from various reports: (Remaining Surfacing life) Rutting Rutting is a measure of the depressions that form in the wheel tracks. The condition assessment measures rutting over 30mm. In flat terrain water will pond in a 30mm rut and create an aquaplaning safety risk. Since 2001 the amount of rutting in excess of 30mm has increased by 220% and has almost doubled since This is a substantial increase. The increase in rutting indicates that the current maintenance practices are not sufficient to maintain the level of rutting. If the rut depth on a section of road is static then rut filling will address the issue. Where rut depth is accelerating then pavement strengthening is required to remedy the rutting. The rate of increase in rut depth over 30mm tends to suggest that there may be significant lengths of pavement requiring strengthening. PCC #

171 Shoving Shoving is where the pavement shears and material displacement results in a mound and hollow within the pavement. Shoving causes isolated roughness and can create safety issues if motorists swerve to avoid it. Cracking Three forms of cracking are measured; alligator, longitudinal and transverse and joint cracking. Each indicates a different form of failure mode. Alligator cracking is generally associated with a brittle binder and weak pavement. Alligator cracking can develop when either of the other two forms of cracking is not repaired and water enters the pavement weakening it. Longitudinal and transverse (L & T) cracking can be a sign of shallow shear and results in the surface and basecourse pulling apart. This sort of cracking is more likely to occur in high stress areas i.e. sharp curves, braking zones, steep grades or where there is a subsidence close to the road. Joint cracking can be from trench reinstatement or poorly formed joints in asphalt construction. PCC #