February 2013 Version 1.4

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Document Control

Document ID: iamp template v9

Rev No Date Revision Details Author Reviewer Approver

1.1 October 2008 For Community Consultation SD CM PP

1.2 November 2008 For Adoption by the Council SD CM PP

1.3 November 2012 For Community Consultation SD CM PP

1.4 February 2013 For Adoption by the Council SD CM PP

© Copyright 2007 – All rights reserved. This Infrastructure and Asset Management Plan template was prepared for the Local Government Association of South Australia by the Institute of Public Works Engineering Australia, (IPWEA), Jeff Roorda & Associates (JRA) and Skilmar Systems for the use of South Australian councils only under the LGA’s Sustainable Asset Management in SA Program.

TABLE OF CONTENTS

1.1 Background to The Plan ... 16

1.2 Scope of the Plan ... 16

1.3 Key Stakeholders of the Plan ... 17

1.4 Relationship with Other Plans ... 17

1.5 Framework of the Plan ... 17

2 LEVELS OF SERVICE ... 19

2.1 Research and Expectations of Our Citizens and Community ... 19

2.2 Legislative Requirements ... 20

2.3 Strategic and Corporate Goals ... 20

2.4 Current Levels of Service ... 22

3 FUTURE DEMAND ... 25

3.1 Demand Growth Trends ... 25

3.2 Other Influences on Demand ... 25

3.4 Demand Management Strategies ... 27

3.5 New Assets from Growth ... 27

4 ASSET MANAGEMENT PRACTICES ... 28

4.1 Standards and Guidelines ... 28

4.2 Information Flow Requirements and Processes ... 28

4.3 Risk Management... 29

4.4 Accounting / Financial Systems ... 30

4.5 Asset Management System ... 30

5 LIFECYCLE MANAGEMENT PLAN ... 31

5.1 Asset Information... 31

5.2 Operations and Maintenance Plan ... 34

5.3 Renewal Plan... 36

5.4 Enhancement Plan ... 36

5.5 Stormwater Drainage Infrastructure and Asset Disposal Plan ... 37

6 FINANCIAL SUMMARY ... 38

6.1 Financial Statements and Projections ... 38

6.2 Key Assumptions ... 39

6.3 Funding Strategy ... 39

7 PLAN IMPROVEMENT AND MONITORING ... 40

7.1 Improvement Plan ... 40

7.2 Plan Review and Monitoring ... 40

8 REFERENCES ... 41

TABLE INDEX

 Table 1.1 Assets Covered by the Plan ... 16

1.2 Key Stakeholders of the Plan ... 17

 Table 2.1 Community Satisfaction Survey Levels ... 19

2.2 Legislative Requirements... 20

2.3 Current Service Levels ... 22

 Table 3.1 Demand Management Plan Summary ... 27

 Table 5.1 Stormwater Assets Inventory and Replacement Value ... 31

5.2 Summary of Relevant Information Regarding Gross Pollutant ... 33

5.3 Summary of Relevant Information Regarding Creek Line Trash Racks ... 34

5.4 Summary of Relevant Information Regarding Pump Systems... 34

 Table 7.1 Improvement Plan ... 40

FIGURE INDEX

 Figure 5.1 Drainage Infrastructure Current Value Age Distribution ... 32

5.2 20 Year Stormwater Drainage Budget Estimate ... 33

GLOSSARY OF TERMS

Annual Service Cost (ASC)

An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/opportunity and disposal costs, less revenue.

Asset Class

Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37). Asset Condition Assessment

The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset Management

The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Assets

Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month.

Average Annual Asset Consumption (AAAC)*

The amount of a local government’s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the Remaining Life and totalled for each and every asset in an asset category or class.

Brownfield Asset Values**

Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs.

Capital Expansion Expenditure

Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases council’s asset base, but may be associated with additional revenue from the new user group, e.g. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital Expenditure

Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital Funding

Funding to pay for capital expenditure. Capital Grants

Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital Investment Expenditure

See capital expenditure definition Capital New Expenditure

Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

Capital Renewal Expenditure

Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, e.g. resurfacing or re-sheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital Upgrade Expenditure

Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Carrying Amount

The amount at which an asset is recognised after deducting any accumulated depreciation / amortization and accumulated impairment losses thereon.

Class of Assets

See asset class definition Component

An individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

Cost of an Asset

The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

Current Replacement Cost (CRC)

The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current Replacement Cost “As New” (CRC)

The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values.

Cyclic Maintenance**

Replacement of higher value components/subcomponents of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable Amount

The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6) Depreciated Replacement Cost (DRC)

The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset

Depreciation

The systematic allocation of the depreciable amount (service potential) of an asset over its useful life. Economic Life

See useful life definition. Expenditure

The spending of money on goods and services. Expenditure includes recurrent and capital. Fair Value

The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Greenfield Asset Values **

Asset (re)valuation values based on the cost to initially acquire the asset. Heritage Asset

An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss

Infrastructure Assets

Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, e.g. roads, drainage, footpaths and cycle ways. These are typically large, interconnected networks or portfolios of composite assets The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Investment Property

Property held to earn rentals or for capital appreciation or both, rather than for:

(a) use in the production or supply of goods or services or for administrative purposes; or (b) sale in the ordinary course of business (AASB 140.5)

Level of Service

The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost).

Loans / Borrowings

Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in ‘spreading the burden’ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and Renewal Gap

Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (eg five (5), ten (10) and fifteen (15) years).

Maintenance And Renewal Sustainability Index

Ratio of estimated budget to projected expenditure for maintenance and renewal of assets over a defined time (e.g. five (5), ten (10) and fifteen (15) years).

Maintenance Expenditure

Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

Materiality

An item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern Equivalent Asset

A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non-Revenue Generating Investments

Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, (e.g. parks and playgrounds, footpaths, roads and bridges, libraries, etc).

Operating Expenditure

Recurrent expenditure, which is continuously required excluding maintenance and depreciation, (eg power, fuel, staff, plant equipment, on-costs and overheads).

Pavement Management System

A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.

Planned Maintenance**

Repair work that is identified and managed through a Maintenance Management System (MMS). The MMS

activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

PMS Score

A measure of condition of a road segment determined from a Pavement Management System. Rate of Annual Asset Consumption*

A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC.

Rate of Annual Asset Renewal*

A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of Annual Asset Upgrade*

A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

Reactive Maintenance

Unplanned repair work that carried out in response to service requests and management/supervisory directions.

Recoverable Amount

The higher of an asset's fair value less costs to sell and its value in use. Recurrent Expenditure

Relatively small (immaterial) expenditure or that which has benefits expected to last less than twelve (12) months. Recurrent expenditure includes operating and maintenance expenditure.

Recurrent Funding

Rehabilitation

See capital renewal expenditure definition above. Remaining Life

The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

Renewal

See capital renewal expenditure definition above. Residual Value

The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Revenue Generating Investments

Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, (e.g. public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc). Risk Management

The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence. Section or Segment

A self-contained part or piece of an infrastructure asset. Service Potential

The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service Potential Remaining*

A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (DRC/DA).

Strategic Management Plan (SA)**

Documents Council objectives for a specified period (three (3) – five (5) yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Council’s objectives and activities.

Sub-Component

Smaller individual parts that make up a component part. Useful Life

Either:

(a) the period over which an asset is expected to be available for use by an entity, or

It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the council. It is the same as the economic life.

Value in Use

The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

Source: DVC 2006, Glossary

Note: Items shown * modified to use DA instead of CRC Additional glossary items shown *

EXECUTIVE SUMMARY

Overview

The Stormwater Drainage Infrastructure and Asset Management Plan (”The Plan”) outlines the management of the City of Norwood Payneham & St Peters’ (“the Council”) Stormwater Drainage Assets and also allows for a drainage program required to be undertaken in the future in order to achieve the required level of flood protection. The Plan specifies the lifecycle requirements for effective management, inspection and replacement of this asset group and outlines the financial implications and standards which need to be adhered to. The Plan is intended to demonstrate how the Council will achieve this outcome by applying principles of responsible Asset Management Planning to ensure the existing levels of service are provided in an efficient and economically rational method as well as ensure the future requirements of the assets are addressed.

The Council proposes to operate and maintain the existing Stormwater Drainage Assets to achieve the following outcomes and objectives, as set out in the Council’s Strategic Management Plan,

CityPlan 2030 Shaping Our Future. Outcome 1: Social Equity

A connected, accessible and pedestrian-friendly community.

Objectives:

2. A people-friendly, integrated and sustainable transport and pedestrian network. Outcome 4: Environmental Sustainability

A leader in environmental sustainability.

Objectives:

1. Sustainable and efficient management of water, energy and other resources. 2. Healthy watercourses.

3. Sustainable quality streetscapes and open spaces.

The contribution of Drainage Assets towards the strategic objectives will be achieved by the following methodology:

 continued stakeholder consultation to establish and refine the service standards expected accordingly;

 continued implementation of a program of inspections and monitoring activities to assess asset condition and performance and refining as required;

 continued review of operational, maintenance, renewal and upgrade requirements for assets and subsequent to this, applying economic analysis to establish the most cost effective method of achieving them;

 ensuring services are delivered economically, to the quality, safety and environmental standards required by the Council: and

 continual review and improvement of Asset Management practices and updating The Plan as a result.

What the Council Provides

The Council provides a stormwater drainage network which allows for an effective method of surface water removal from roadways and provides various levels of flood protection throughout the City. This is achieved by the provision of stormwater drains, inlet pits, junction boxes and road culverts for creek crossings. These measures also improve the quality of the water that ultimately enters the River Torrens from our stormwater drainage systems. This is achieved by way of strategically placed gross pollutant traps and trash racks as well as performing side entry pit cleaning, street sweeping and “Autumn Leaf” pick up services to our road network.

What does it Cost?

The current Stormwater Drainage Infrastructure and Assets Network has a replacement value of $87.8 million and a written down value of $50.3 million (June 2012 valuations). There are varying degrees of remaining life for these assets based on the progressive construction of the Stormwater Drainage Infrastructure and Assets Network over the last eighty (80) years and various construction methods which have been utilised over that time. It is not possible to calculate approximate ages for each of the asset categories for this reason. However, the overall asset condition is considered to be of a good to very good standard.

The total lifecycle cost of the existing Stormwater Drainage Infrastructure and Assets is made up of the cost required to maintain them in accordance with current standards, as well as a cost to renew them at the end of their useful life, expressed as an average annual expenditure. This cost is $0.17 million for maintenance and approximately $1.0 million, per year, for capital upgrades or renewal projects expressed, in 2012 dollars. Actual annual expenditure requirements will differ from year to year as specific assets come up for renewal. The Plan allows for works identified in the Council’s Whole-of-Life” model for Stormwater Drainage Infrastructure and Assets which has been developed on the basis that the level of expenditure on these assets identified each year will maintain them at their existing condition or better, as an average across the City.

Levels of Service

The Plan identifies key elements of service for Stormwater Drainage Infrastructure and Assets as well as future cost operations, maintenance, renewal and upgrade works required in meeting these levels of service. The key target levels of service are presented reporting the Plan. The next step is then to monitor relevant performance measures and undertake consultation with Elected Members and the community to confirm that these service levels are required and relevant.

Asset Base

Existing Assets

The Council has a stormwater drainage network which is substantially developed with new assets being added in accordance with an established drainage program which aims to address identified deficiencies. These deficiencies have been identified over a number of years through various drainage catchment studies and as a result of flooding occurrences in recent years throughout the Council area. This asset addition is scheduled to occur up until 2023-2024 at which point, expenditure will then be based on renewal requirements anticipated from the financial year 2029-2030.

The vast majority of the Council’s Stormwater Drainage Infrastructure and Assets are made up of reinforced concrete pipes of various ages. A number of gross pollutant traps have been constructed within the past eleven (11) years which are owned and managed by the Council. In addition to that, there are five (5) creek line trash racks which are managed by the Council under a joint funding agreement with the Adelaide and Mount Lofty Ranges Natural Resources Management Board and the upstream Councils. The Council has ultimate responsibility for the management of these assets. However, the ownership is split amongst all catchment contributing Councils.

The Stormwater Drainage Infrastructure and Assets are assigned a service life of eighty (80) to one hundred (100) years dependant on the type of the asset. The condition of the existing network is generally sound based on detailed inspections which have occurred of the pipes and pit systems in the last three (3) financial years. Further investigations into the current condition have been allocated within the drainage program to progressively target the entire network and create a more accurate condition database.

Based on a study of the drainage renewal requirements over the next twenty (25) years for the entire City which was undertaken in 2003, it is anticipated, on the basis of age profiling performed over the network, that significant asset renewal will not be required until at least 2020. An allowance for on-going renewal works to the drainage system is available each year within the drainage budget. Demand Projections

Growth

Due to its geographical position as an inner metropolitan Local Government, the City is largely developed with limited large greenfield sites for urban development and contributions from developers. Whilst this is the case growth in stormwater runoff generated from private property with respect to sustained urban infill pressures will continue to occur as permeability of the current ‘green’ surfaces steadily decreases. The impact on this will be reduced service levels for drainage on roadways which will result in large gutter flows and nuisance flooding occurring more frequently. Measures are in place to limit the impact of development runoff from multiple dwelling sites by conditions of development approval to maintain appropriate flows. This is achieved through the use of onsite storage when coupled with mandatory roof water storage and reuse legislation will reduce the effects of urban infill on the existing asset base.

Further analysis of the impacts on the Council is currently being completed as part of an Eastern Region Urban Stormwater Master Plan (“USWMP”) being undertaken in partnership with adjoining Councils. This USWMP will make recommendations for the management of stormwater runoff to Council’s roadways to mitigate the effects of reduced permeability associated with increased infill development.

Additional Demand

At present flood mitigation, in terms of improved protection, is the main driver for future drainage capital works projects. These works have come about as a result of a number of flood events which have occurred in the City over the past five (5) years or more. In addition to that, the development of an USWMP will provide a focus on a regional approach to stormwater management.

Stormwater Harvesting & Reuse

In addition to that, the issue of stormwater harvesting, cleansing and reuse has not been considered by the Plan. The Council has constructed in a small scale bio filtration stormwater harvesting and reuse scheme in Linde Reserve, Stepney. Currently this scheme is capable of harvesting up to thirty (30) Megalitres per annum from Second Creek for reuse in the Council’s adjoining reserves for irrigation purposes only. The Council is also awaiting the outcome of a Federal Government funding application for a $25.8M eastern region wide stormwater harvesting and reuse scheme. This scheme, “Waterproofing the East”, will be capable of generating five hundred (500) Megalitres of non-potable water and distribute this water across the eastern region to the five (5) partner Councils public reserves for irrigation purposes. Should funding be provided from the Federal Government, this project will allow the Council to reduce its potable water usage for irrigation by 60%. This project will not be funded from the Plan but as a special capital project.

Increase in Levels of Service

Consultation with Elected Members and the community on desired levels of service is proposed to be undertaken as part of a future improvement process for the Plan. If consultation indicates that the current levels of service are inadequate, there may be a need to improve operational functions or upgrade the network in order to meet these new requirements. These outcomes will influence how the Council manages the assets in the future.

It is proposed that the USWMP will provide the framework for which consultation with the community can be undertaken. A community engagement process will occur once the draft USWMP has been completed.

Financial Projections

Operation and Maintenance Trends

The Plan does not recommend any immediate changes to the existing level of operational expenditure. It is recommended that the maintenance practices are continually refined to ensure they align with required service levels.

Renewal Expenditure Forecast

The majority of the Council’s drainage asset condition is only estimated at this stage based on its age profile and nominal service lives known for these assets. On this basis, it is not expected that any substantial asset renewal works would be required to occur until at least the year 2020 after which this would be expected to continue into perpetuity replacing and upgrading assets as their useful lives expire.

Ten Year Expenditure Forecast

In order to meet the operational, upgrade and renewal needs of the stormwater drainage portfolio to provide the required levels of service, the total annual expenditure required is estimated as follows:  recurrent operational expenditure is expected to increase by CPI each year from $0.17 million (in

$2012 dollars); and

 upgrade and renewal expenditure is expected to remain at an approximate average of $1.0 million (in $2012 dollars).

Conclusion

The Plan will, through continued refinement, become the overarching strategy which sets out the necessary management and service level provision of the City’s Stormwater Drainage Infrastructure and Assets. The projected expenditure has been developed using all existing information regarding the asset base, its condition and expected service delivery.

It is anticipated that the Plan will continually be refined and updated. The Plan improvements and actions resulting from this Asset Management Plan include:

 integrating the outcomes of the Plan into the Council’s Long-Term Financial Management Plan;  continued collection of asset condition data through targeted data programs over the entire

catchment and refinement of the twenty-five (25) year “Whole-of-Life” Model;

 engagement of the community to verify the required levels of service for these assets;

 the production of an Urban Stormwater Master Plan for the City which will drive renewal and capital upgrade expenditure with regional focus;

 continued awareness of industry standards and innovations with regards to stormwater drainage assets; and

1 INTRODUCTION

The format of the Plan is based on the Local Government Association of South Australia Infrastructure and Asset Management Plan template which has been made available in 2007. The Plan content is based on the current practices, the Drainage Program and the Stormwater Drainage Asset Twenty-Five (25) Year Works Program which was adopted by the Council in 2003.

1.1 Background to The Plan

The Council’s stormwater drainage network has been a significant investment by the community over a long period of time and provides an essential service. The assets have been donated, acquired and developed over several generations and must be properly maintained, enhanced and renewed to continue to provide adequate service and benefits for generations in the future. The Plan demonstrates the Council’s responsive management of stormwater drainage assets, compliance with regulatory requirements and proposed funding requirements to provide the required levels of service.

The Council’s main objective in managing any infrastructure assets is to meet the required level of service in the most cost effective manner for present and future consumers.

The key elements of the Plan in achieving this are:  taking a lifecycle approach;

 developing long-term cost-effective management strategies;

 providing defined levels of service and monitoring performances in meeting these targets;

 understanding and meeting the demands of growth through demand management and infrastructure investment;

 managing risks associated with asset failures;  sustainable use of physical resources; and

 continuous improvement in asset management practices.

1.2 Scope of the Plan

Table 1.1 provided below, sets out a summary of the infrastructure assets which are contained and discussed within the Plan.

TABLE 1.1 ASSETS COVERED BY THE PLAN

Asset Category Description

Stormwater Drains 101,580m pipe

Stormwater Inlets and Junction Boxes 2,669 units Stormwater Road Culvert Crossings

(bridges)

24 First Creek (6 Local Heritage Listed) 23 Second Creek (2 Local Heritage Listed) 17 Third Creek

Gross Pollutant Traps 7 Units

Trash Racks 5 Installations

Low Point Pump Systems 3 Installations Biofiltration Stormwater Harvesting &

Reuse systems

The data contained in Table 1.1 above has been extracted from the Council’s Geographical Information System (GIS) database which is updated annually to include completed works, developer donations and amendments to the drainage system.

1.3 Key Stakeholders of the Plan

Table 1.2 provided below, sets out a summary of the key stakeholders associated with the development of the Plan and their roles.

TABLE 1.2 KEY STAKEHOLDERS

Key Stakeholder Key Stakeholders’ Role

Asset & Special Projects Manager Responsible for the development the Plan. Manager, City Services Provided assistance with the development

of the Plan.

Manager, City Assets Review and Management approval.

General Manager, Urban Services Executive Management endorsement.

1.4 Relationship with Other Strategy Documents

The Drainage Plan is to be read in association with the following City of Norwood Payneham & St Peters strategic documents:

 CityPlan 2030 – Shaping Our Future;  Annual Business Plan;

 Long-Term Financial Management Plan;  Community Land Management Plans;  Drainage Program;

 Norwood & Kensington (2003), Payneham (1999) and St Peters (1998) respective Catchment Management Studies;

 Draft Urban Stormwater Master Plan Stage 1; and

 Flood studies following September 2009 and December 2010 flood events.

1.5 Framework of the Plan

The Key elements which form the framework of the Plan are:

 levels of service which specify the services and levels of service to be provided by the Council;  the future demand and how this will impact on future service delivery and how this is to be met;

 life cycle management and how the Council will manage its existing and future assets to provide the required services;

 financial summary and what funds are required to provide the required services;  asset management practices;

 monitoring and how the Plan will be continually improved to ensure it is meeting the Council’s objectives; and

A road map for preparing an infrastructure and asset management plan is shown below in Figure 1.5

Road Map for preparing an Asset Management Plan

Source: IIMM Fig 1.5.1, p 1.11

IS THE PLAN AFFORDABLE? CORPORATE PLANNING

Confirm strategic objectives and establish AM policies, strategies & goals.

Define responsibilities & ownership. Decide core or advanced AM Pan. Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATION Existing information sources

Identify & describe assets. Data collection Condition assessments Performance monitoring Valuation Data

ESTABLISH LEVELS OF SERVICE Establish strategic linkages Define & adopt statements Establish measures & targets Consultation

LIFECYCLE MANAGEMENT STRATEGIES Develop lifecycle strategies

Describe service delivery strategy Risk management strategies Demand forecasting and management

Optimised decision making (renewals, new works, disposals)

Optimise maintenance strategies

FINANCIAL FORECASTS Lifecycle analysis Financial forecast summary Valuation Depreciation Funding

IMPROVEMENT PLAN Assess current/desired practices Develop improvement plan

ITERATION

Reconsider service statements Options for funding

Consult with Council Consult with Community

DEFINE SCOPE & STRUCTURE OF PLAN IN F O R M A T IO N M A N A G E M E N T , a n d D A T A I M P R O V E M E N T AM PLAN REVIEW AND AUDIT IMPLEMENT IMPROVEMENT STRATEGY ANNUAL PLAN / BUSINESS PLAN IN F O R M A T IO N M A N A G E M E N T , a n d D A T A I M P R O V E M E N T

2 LEVELS OF SERVICE

This section of the Plan outlines the service levels of performance standards for the Council’s Stormwater Drainage Infrastructure and Assets.

A key objective of the Plan is to identify the current level of service provided by the asset group. This level of service has been developed over time as a result of customer and stakeholder feedback and consultation, legislative requirements and defines the level of service currently provided by the City.

The levels of service defined in this section of the Plan will be used:

 to inform customers of the proposed type and level of service they should expect;

 as a focus for the development of asset management strategies to meet these levels of service;

 as a measure of the effectiveness of the Council’s asset management practices and the performance of the Plan;

 to identify the costs and benefits of the services offered; and

 to enable the Council and customers to discuss and assess the suitability, affordability and equality of the existing service level and to determine the impact of increasing or decreasing this level in future.

2.1

Research and Expectations of our Citizens and Community

Stakeholder and community levels of service relate to how the service in terms of safety, quality, quantity, reliability, responsiveness, cost, efficiency and legislative compliance is received in the public realm.

The Council’s knowledge of the expectations of its citizens and its community generally is based on the following:

 Customer satisfaction surveys;

 responsiveness to service requests and complaints;

 consultation on Annual Capital Works projects through the Annual Business Plan; and

 feedback from Elected Members.

The Council has undertaken Community Surveys in 2009 and 2011. A random selection of 400 citizens and 200 business owners and operators across the City, were asked to score the Council on a five (5) point satisfaction scale across a range of key service delivery areas.

The data contained in Table 2.1 below indicates that infrastructure in general achieved above average scores and reveal an overall improvement on the levels of satisfaction from the previous 2009 survey. Scores range from a score of one (1) being Very Dissatisfied to five (5) being Very Satisfied.

TABLE 2.1 COMMUNITY SATISFACTION SURVEY LEVELS

Survey Question

Performance (mean out of 5)* NPSP in 2009 NPSP in 2011 Performance in providing Infrastructure 3.6 4.0

As can be seen in Table 2.1 above the score of 4.0 in 2011 indicates the community is satisfied with the Council’s infrastructure generally. This aligns with the Council’s understanding of the condition of its assets

and the expenditure which is spent on these assets each year to renew them.

2.2

Legislative Requirements

The Council is required to meet many legislative requirements, including Australian standards and State legislation and regulations. These details are outlined in Table 2.2 provided below.

TABLE 2.2 LEGISLATIVE REQUIREMENTS

Legislation Requirement

Local Government Act 1999 Sets out role, purpose, responsibilities and powers of local government including the preparation of a long term financial management plan supported by infrastructure and asset management plans for sustainable service delivery.

Environmental Protection Act 1993

Sets out requirements for any works to comply with, as well as water quality standards.

Building Code of Australia Sets out minimum standards for construction of new assets. Also provides minimum standards for new properties.

The City of Norwood Payneham & St Peters’ Development Plan

Ensures the responsible development of sites in the city and allows for detailed drainage input to be provided on stormwater, detention, retention and flood plain related requirements.

Natural Resource Management Act 2004

Defines responsibilities and powers of Local Government, for the management of natural waterways (i.e. creeks)

2.3

Strategic and Corporate Goals

In 2008, the Council adopted a new Strategic Management plan titled CityPlan 2030 Shaping our Future,

which sets out the Council’s vision forward planning strategies and goals. The Vision which has been adopted by the Council is:

‘

A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit’

To assist the Council in achieving this Vision, a number of outcomes and strategies have been developed. The following strategic outcomes and objectives are of relevance to the Plan:

Outcome 1: Social Equity

A connected, accessible and pedestrian-friendly community. Objective:

2. A people-friendly, integrated and sustainable transport and pedestrian network. Strategies

Promote the use of alternative transport to motor vehicles.

Provide improved and safer movement for cyclists, pedestrians and people using motorised personal vehicles.

Outcome 4: Environmental Sustainability A leader in environmental sustainability.

Objective:

1. Sustainable and efficient management of water, energy and other resources. Strategies

Implement mechanisms to make better use of water resources.

Adopt and promote energy efficiency initiatives in existing and new developments. Identify and implement new waste reduction approaches.

Substantially reduce our City’s ‘Ecological Footprint’. Objective:

2. Healthy watercourses. Strategies

Revegetate and restore natural watercourses. Improve water quality.

Reduce stormwater run off.

In addition to this, the Council is required by legislation to develop a Corporate Management Plan which describes the Council’s role in supporting its vision and sets out the key targets and principles that drive the operation of the Council.

The Council plans to manage the existing Stormwater Drainage Infrastructure and Assets, to meet the above strategic outcomes and objectives via the following methods;

 ensure that the stormwater drainage network provides the required services to the community;

 ensure that through appropriate management as defined in this plan the stormwater drainage network is maintained in a safe and functional manner;

 ensure that the stormwater drainage network is upgraded and renewed as required to meet the levels of service required; and

 integrate these assets with other infrastructure asset renewal works and forward plans, to minimise the impact on the community as well as surrounding assets

2.4

Current Levels of Service

Key Performance Criteria

Performance Measure Performance

Target Performance Measure Process Current Performance

Customer

Satisfaction Performance in providing infrastructure 4.0 Monitor community satisfaction surveys as

performed by the Council. 4.0 (2011 survey) Environment Ensure drainage operations and works

performed in accordance with Environmental Management System (EMS)

Minimise the amount of gross pollutants entering local and regional water ways.

Nil avoidable environmental incidents

Gross Pollutant Traps are cleaned before becoming overloaded

Trash racks are cleaned before becoming overloaded

Adequate documentation and discussion during tendering and contract period to ensure hazards identified and mitigated against. Measures in place to manage any incident. GPT’s inspected and cleaned on a monthly basis, or more frequently if significant rain events and/or flooding occur. Documentation of inspections and tonnages of debris removed is kept. Trash Racks are inspected after each rainfall exceeding 5mm or at the most, monthly. Documentation of inspections and tonnages of debris removed is kept.

Ongoing internal assessment EMS third party accreditation achieved

Achieved and Ongoing

Achieved and Ongoing

Safety Absence of significant Occupational,

Health and Safety hazards All significant hazards identified and removed or mitigated where possible. Hazards are acted upon in line with priority assigned

Adequate documentation to ensure hazards identified and mitigated against. Measures in place to manage any incident. Monitor staff response to hazards identified and time to rectify

Achieved and Ongoing

Capacity Design standard for road stormwater system drainage capacity in :

 Minor/Major Roadways  Trapped low points

 Roadway reserve flood capacity 1 in 5 year standard 1 in 20 year standard 1 in 20 year standard

Various catchment studies performed over the entire network have identified deficiencies which are being addressed in the Council Drainage Program. Aim to remove excessive gutter flows and localised flooding for nominated event periods. Use of controlled overland flow paths in trapped low points will provide for increased flood protection locally.

Use of secondary flood protection methods for dwellings with finished floor levels below kerb lines included in Development Plan Ongoing – Majority achieved through performance of Drainage Program Will be reviewed as part of the Urban Stormwater Master Plan currently being developed.

Incorporated as part of Development

Assessment process by way of referral to Senior Projects Engineer for advice.

 Creeks Various (ideally 1 in

100 year standard) Various levels of protection are provided due to the nature of creeks being in public and private ownership through the City.

Generally a minimum 1 in 20 year standard is achieved throughout the City.

Design

Standards New assets designed and constructed in accordance with Development Act, Building Code, Local Government Act and related Council policies and Australian Standards.

All new stormwater

drainage assets. Audit of contract documentation by internal and external parties for financial, environmental and safety compliance of projects. Design Consultancy to be provided with minimum Council policy

requirements and to meet required standards.

Achieved and Ongoing

Condition Assets inspected periodically to assess condition and performance.

Gross pollutant traps are maintained so as to ensure the integrity of each installation.

Creek line trash racks are maintained so as to ensure the integrity of each installation.

All assets inspected over 5 year period.

Repairs to defects or blockages carried out within 30 days.

Repairs to broken nets or frames carried out within 30 days of

identification.

CCTV inspection of underground pipe network and junction boxes to determine condition. Cleaning inspections include observation for defects in the asset. Defects are reported and repairs arranged. Inspections include observation for defects in the asset. Defects are reported and repairs arranged.

Ongoing – 5 year plan incorporated into Drainage Program. Achieved and ongoing.

Condition Assets renewed at the end of their

useful life. All assets targeted for renewal as part of Whole-of-Life approach.

Whole- of-Life allowance performed in 2003 for stormwater drainage renewal allocated in Long Term Financial

Management Plan (LTFMP). Condition based inspections of system to form backbone of the continued refinement of the Whole-of-Life Model.

Current renewal allowance to be included in LTFMP.

Ongoing

Serviceability Side Entry Pits (SEP’s) cleaned annually for stormwater drainage systems on Council roads. (Department of Transport, Energy & Infrastructure responsible for arterial road SEP’s).

Defects identified in condition inspections are repaired based on priority assigned.

100% of Council side entry pits cleaned annually.

100% of defects identified repaired in timeframes assigned to priority.

SEP’s cleaned following the autumn leaf fall season each year.

SEP cleaning contract is audited to ensure all pits cleared.

Defects repaired to restore service level. Achieved - Scheduled cleaning program in place. Appropriate inspection/audit program.

Achieved and on-going. Responsiveness Availability of call out services for

response to blockages, failures or flooding. Provision of 24 hour, 7 day service for emergency repairs or procedures.

100% of emergency calls attended within 1 hour.

Ensure availability of customer

service/operations staff.

Achieved and Ongoing.

Responsiveness Speed of response to works requests and system failures:

 emergency;  100% within 1

 minor vandalism, damage resulting in high risk of loss of integrity of the drainage system or a public/environmental hazard; and.  Written complaint.  95% within 24 hours; and  Risk Assessed.

matter is attended to. This is compared with call-out records to monitor response time.

Response time monitored on Works Request Register.

Non-urgent matters are risk assessed, with response times

determined by the level of risk associated with the matter.

Responsiveness Response to public enquiries. 100% All written correspondence required to be

acknowledged or substantially resolved. Works requests received calls to be addressed as part of Works Request System prioritisation

Achieved and Ongoing

Achieved and Ongoing

Drainage Design Standards

The Council is currently in a period of drainage enhancement rather than renewal due to the age and requirements of this asset class. Effectively significant expenditure is being allocated each year, in

accordance with the Drainage Program, to improve stormwater management in the City. In order to ensure consistency of the standard of drainage across the city the following levels of service have been applied, they are;

 Local/ Arterial Roadway – 1 in 5 year Average Recurrence Interval Standard.

This level of service ensures that roadways do not have excessive gutter flows in rainfall events that are expected to happen once in every five (5) years. Areas of excessive gutter flow were identified in the three (3) catchment studies that have performed over our City, which form the majority of the Drainage Program.

 Trapped Low point in roadway – 1 in 20 year Average Recurrence Interval Standard.

The flooding of private properties located adjacent a trapped low point in a roadway has become an significant issue in recent years. The intensity of thunderstorm rainfall in late spring/early summer has resulted in significant flooding to these low lying areas. Generally the capacity of the Council’s drainage network is exceeded and water builds up to the point overland flow occurs through adjoining private property. Numerous locations across the City have been exposed as flood prone and have been included in Drainage Program for enhancement.

 Creeks – 1 in 100 year Average Recurrence Interval Standard.

The City has four (4) creeks which run through its extent and provide an on-going significant risk to private properties from flooding. There are varying degrees of capacity in the creek systems throughout the Council due to the nature of these systems being both privately and public owned. The Council generally has a minimum of a 1 in 20 year standard for its publicly owned infrastructure but there are areas of lesser capacity in privately owned areas.

When any renewal of creek infrastructure occurs whether undertaken on private or public land, the target design standard required by the Council is a 1 in 100 year Average Recurrence Interval.

3 FUTURE DEMAND

This section of the Plan analyses the potential factors effecting demand including population growth, social and technology changes. The impact of these trends is examined and demand management strategies recommended as required to modify demand without compromising customer satisfaction.

3.1 Demand Growth Trends

The last decade has seen a small but steady increase in the City’s population. A 3% increase in population is predicted for the City by 2026. The City also has a diverse mix of households, with young families with children forming the largest proportion. Our age profile is changing. However, our population will continue to be older than the Adelaide region. Significant increases in the percentage of people in the age groups of forty-five (45) and over are predicted.

A snapshot of the City’s profile is outlined below:

 area covered by the City 15.1 square km

 population 36,500 (approximately)

 number of households 16,500 (approximately)

 number of businesses 9,000 (approximately)

(Including an estimated 6,000 home-based businesses)

 approximate length of roads 171 km

The result of future development predictions within the City on the Stormwater Drainage Infrastructure and Assets will be the provision of additional stormwater runoff into the existing drainage network. At present the drainage catchment studies undertaken by the Council have been based on the existing development state (at the time of the study) as well as some growth within undeveloped allotments. This does not account for increased number of developments which create largely impervious allotments (ie minimal gardens or grassed areas) and generate an increased runoff than that of the previous allotments. The Council does however have development controls in place through its Development Plan to minimise the impact of this increase in impervious area throughout the City. These are implemented at the time that Development Approval is provided for new building on allotments. Generally, the result is detention storage being achieved on site, which coupled with State Government policy of rainwater tank provision, will assist to offset this increase in runoff. Further analysis of the impact of continued in fill development in the City will occur in the preparation of the Council’s Urban Stormwater Master Plan which aims to further align drainage infrastructure needs of the City with the future developed state of properties within its limits and upstream catchment surrounds. This will include an analysis of the effects of climate change on rainfall patterns also. Development on the remaining undeveloped large ‘greenfield’ sites in the Council is carefully considered with respect to the effect on downstream infrastructure with impacts to the one (1) in one hundred (100) year event required to be catered for given the substantial increase in flows received by the system. Commonly large underground storage vessels are incorporated into the drainage design.

3.2

Other Influences on Demand

Technology advances applicable to the lifecycle management of Stormwater Drainage Infrastructure and Assets are being made available in the following areas:

 water Sensitive Urban Design (WSUD) – This area has emerged significantly since the last Plan was developed to become a major component of all capital projects. The implementation of WSUD measures continues to develop as investment in sustainable design continues.

 water quality treatment systems – new technology in the removal of pollutants from stormwater are being constantly developed, refined and becoming more affordable;

 aquifer storage and recovery – technology, skills and systems to treat, pump and retrieve stormwater within underground aquifers are now accessible more readily. With the increasing value of water as a commodity this area of the Plan will continue to develop.

 reuse within new and existing Buildings. Increased use of stormwater reuse within buildings/dwellings driven by public awareness of environmental benefits, water restrictions to irrigation and State government policy on reuse storage required for each new site; and

 pipe relining technology is advancing with the real possibility that this technology could be used to extend the useful life of a drainage pipe substantially. At present these works are cost prohibitive unless they occur in areas of high capital reinstatement cost where they become feasible.

The Council will monitor and investigate advances in technology and introduce them for Stormwater Drainage Infrastructure and Assets as they become incorporated into the Council’s Long-Term Financial Management Plan.

3.2.2 Legislative Changes

Legislative change has the potential to significantly affect the Council’s ability to meet minimum levels of service and may require improvements to infrastructure assets.

Changes in Environmental Quality standards in particular may influence stormwater disposal options and recent amendments to the Local Government Act 1999, now requires all Councils to develop Infrastructure and Asset Management Plans, for all Council owned assets.

3.2.3 Changes in Customer Expectations

The Council will continue to monitor customer expectation with regards to Stormwater Drainage Infrastructure and Assets. Expectations that the Council will act as a leader in terms of stormwater management and reuse of this commodity will continue to drive further emphasis on sustainable practices being adopted by the Council with careful consideration of the financial impact associated. The increased use of Water Sensitive Urban Design (WSUD) in the Council’s operations, as well as in the general community, will indirectly improve the impacts of increased runoff into the Council’s stormwater drainage system.

Focus on water quality improvements for outfall locations into the River Torrens will continue to ensure that Gross Pollutant Trap’s scheduled in the Council’s Drainage Program are placed at all outfalls to reduce both organic and inorganic matter entering this river system.

3.2.4 Climate Change and Environment

With respect to climate change, it has been predicted that overall rainfall will decrease, however, this decrease in rainfall will be offset by a more intense storm over a short period of time as has been the case with recent rainfall events that have occurred. The effect of this type of flooding to date, has resulted in the existing stormwater systems being unable to cope, and therefore renewed and bigger systems have had to be reconstructed to avoid flood damage to private property, particularly in low lying areas.

These may include the following measures:

 the increase in reusing water and storage requirements for new developments; and  implement WSUD in the Council’s projects.

Impacts to reduce the Council’s environmental carbon and energy footprint are well advanced with our Environmental Management System (EMS) setting key targets for this is required.

3.4 Demand Management Strategies

Demand for new services will be managed through a combination of managing and upgrading of existing assets and providing new assets to meet demand. Demand management practices include non-asset solutions, insuring against risks and managing failures.

Opportunities identified to date for demand management are shown in Table 3.1 provided below. Further opportunities will be developed in future revisions of the Plan.

TABLE 3.1 DEMAND MANAGEMENT PLAN SUMMARY

Service Activity Demand Management Plan

Roadway Drainage The Council’s Stormwater Runoff Catchment Management Plan’s & various flood studies provide for deficient areas of the drainage network to be addressed as part of the Drainage Program. The refinement of the Drainage Program through the Urban Stormwater Master Plan in

subsequent years will redefine the works required to be in line with future years.

Flood Protection The Council’s Development Plan allows for the flood plain protection to the magnitude of 300mm above the one (1) in one hundred (100) year flood level to be obtained for any new development. Secondary flooding protection is required also for waters that may enter from a Council road which particularly effects low lying allotments. In these cases a minimum 100mm above top of kerb for the full frontage is required to provide a physical barrier to road waters.

The Council aims to ensure that floodwaters are contained to the roadway or drainage network for all events up to the one (1) in twenty (20) year (excluding creeks which have varying capacities throughout)

Sustainable Site Stormwater Re-Use

Minimise the effect of stormwater runoff by requiring the detention of flows from new developments.

Promote Water Sensitive Urban Design to minimise runoff and harvest stormwater for site use.

3.5 New Assets from Growth

To this end, the demand for new drainage assets will be limited to that created by enhancements required to improve the level of service, as detailed in this Plan.

4 ASSET MANAGEMENT PRACTICES

This section of the Plan identifies the strategies, practices and guidelines which support the Council’s Asset Management. These activities have no direct impact on the condition or performance of the asset

themselves, but provide the tools and functions required to support the maintenance, renewal and enhancement plans.

These functions include: 

 system planning and monitoring;

 system record management; and

 asset management planning and policy.

4.1 Standards and Guidelines

Asset management practices and processes are driven by a number of legislative requirements and assisted by developed guidelines.

These practices and processors include:

 The Local Government Act 1999, which sets out the responsibilities for councils to develop and adopt Asset Management and Infrastructure Plans.

 The Australian Accounting Standard 27, Financial Reporting by Local Governments 1996, sets out the asset accounting requirements.

 The International Infrastructure Management Manual, (NAMS), provides guidance and direction on asset management policy and plan development.

 The Local Government Association of South Australia’s Asset Management Template Document provides Councils with a standard template to adopt for the development of Asset Management and Infrastructure Plans.

 Australian Rainfall and Runoff provides a Code of Practice for stormwater drainage design.

4.2 Information Flow Requirements and Processes

The key information flows into the Plan is:  the asset register data;

 the unit rates for categories of work/material;  service levels;

 projections of various factors affecting future demand for services;  correlations between maintenance and renewal; and

 data on new assets acquired by the Council. The key information flows from the Plan are:  Works Program;

 budget, valuation and depreciation projections; and  useful life analysis.

These will impact one the Long-Term Financial Management Plan and the Council’s annual budgets.

Financial projections in the Plan are developed in consultation with the Corporate Services Department and are provided to them for incorporation into the Long-Term Financial Management Plan. Both capital and renewal projects identified by this Plan will assist in forming the foundation of the annual budget from year to year.

New assets are added to the asset management system by the City Assets Unit. The GIS records are updated to reflect any changes made to the asset inventory as they occur. The GIS database forms the basis of the annual stormwater inventory valuation.

4.3 Risk Management

The Council has a responsibility to manage its asset risks in a responsible manner to enable Stormwater Drainage infrastructure and Assets to operate in a safe and serviceable condition.

It is the Council’s objective that risk management processes for Stormwater Drainage Infrastructure and Assets are in place to ensure that:

 significant operational and organisational risks are understood and identified;  the high risk processes are addressed in the short to medium-term; and  strategies and treatments to reduce risk are identified and applied.

The Council’s existing operational processes, proactive condition audits and catchment master planning will ensure that all possible identifiable risks are highlighted and forward plans made to address them in a prioritised manner.

4.3.2 Operational Maintenance

Each year, to minimise the likelihood of drain blockages and to ensure that they function as required during rainfall periods, the Council’s side entry pits are cleaned out of sediment and debris. Whilst this will not remove the risk of blockage entirely, it will reduce the risk of flooding.

The Council’s street sweeping and “Autumn Leaf” pickup programs provide opportunities to not only reduce organic load into the River Torrens, but also reduce the likelihood of blockage in the localised drainage system.

4.3.3 Capital Works

Since the amalgamation of the Council in 1997, an active program of removing drainage systems reliant on grated inlet pits have been upgraded to side entry pits. The reasons for this relate to continued failure of the grated inlet pits at their time of greatest need due to debris build up, particularly leaves. No further grated inlet pits will be installed where risk associated with flooding results in water entering private property. All capital works with respect to Stormwater Drainage Infrastructure and Assets have been based on the Council’s adopted Drainage Program which has identified areas of greatest need with respect to localised high gutter flows and possibility of flooding of local properties in the vicinity. These works are prioritised to ensure the areas of highest risks are performed earlier.

4.4

Accounting / Financial Systems

The Council utilises the Authority Assets Module system for the management of financial information. This system is managed by the Corporate Services Department. The Conquest Asset Management System is used as a database for the storage of releva