Asset Management Plan

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Asset

Management

Plan

Water

December 2013

Utilities Team Engineering Services Western Bay of Plenty District Council

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Water Asset Management Plan

Adopted by Council on ……….

2013 Edition

Task Title Name Signature

PREPARED Utilities Asset Engineer – Water

Paul van den Berg CHECKED Asset Manager Utilities Iain Satterthwaite APPROVED Utilities Manager Kelvin Hill

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Introduction ... 37

2.1 Background ... 37

2.1.1 Purpose of Asset Management Plan ... 37

2.1.2 Relationship of AMP to Other Council Plans ... 38

2.1.3 District Council Water Supply Assets ... 38

2.2 Asset Development ... 40

2.2.1 Key Stakeholders in the AMP ... 41

2.2.2 Organisational Structure ... 42

2.3 Goals and Objectives of Asset Ownership... 42

2.3.1 History of Ownership ... 43

2.4 Plan Framework ... 45

2.5 Basic and Advanced Asset Management ... 46

3.

Levels of Service ... 49

3.1 Customer Research and Expectations ... 51

Asset Management Plan for Water Contents Version 2013

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3.1.1 Customer Survey Methodology ... 51

3.1.2 Survey Results ... 51

3.1.3 Conclusions ... 54

3.2 Strategic and Corporate LOS... 54

3.2.1 District Vision and Strategic Outcomes ... 54

3.2.2 Relevant Legislation ... 55

3.3 Current Operational and Asset Measures ... 56

3.3.1 Service Standards (for OPMs and APMs) ... 56

3.3.2 Performance Evaluation ... 57

3.3.3 Services Management ... 57

3.3.4 Service Response Times ... 58

3.3.5 Quality of Supply ... 61

3.3.6 Security of Supply ... 63

3.4 Desired Service Standards ... 66

3.4.1 Service Evaluation Conclusions ... 66

3.4.2 Lifecycle Implications ... 66

3.4.3 Service Monitoring Improvements ... 66

3.4.4 Risks Relevant to Levels of Service ... 66

4.

Future Supply and Demand ... 73

4.1 Background ... 73

4.1.1 Supply Development Programme... 73

4.1.2 Demand Forecasting ... 73 4.2 Climatic Influence ... 86 4.3 Water Balance ... 88 4.3.1 Revenue Water ... 89 4.3.2 Non-Revenue Water ... 90 4.4 Demand Management ... 91 4.4.1 Purpose ... 91

4.4.2 Demand Management Components ... 91

4.5 Options ... 92

4.5.1 Introduction to Water Demand Management Methods ... 92

4.5.2 Revenue Water ... 92

4.5.3 Non-Revenue Water ... 96

4.6 Implementation Programme ... 106

4.6.1 Water Metering Initiatives and Projects ... 106

4.7 Water Conservation Strategy ... 108

4.8 Summary ... 108

5.

Lifecycle Management Plan ... 113

5.1 Background Data ... 113

5.1.1 Physical Parameters ... 113

5.1.2 Asset Capacity/Performance/Condition ... 115

5.1.3 Asset Performance and Condition Ratings ... 118

5.1.4 Asset Valuations ... 124

5.1.5 Historical Data ... 125

5.2 Operations & Maintenance... 125

5.2.1 O & M Categories ... 125

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5.2.2 Standards and Specifications ... 128

5.3 Renewal/Replacement Plan ... 129

5.3.1 Renewal Planning Procedure ... 129

5.3.2 Renewals Programme ... 132

5.4 Creation/Acquisition/Augmentation Plan ... 134

5.4.1 Strategic Direction ... 134

5.4.2 Definitions ... 134

5.4.3 Standards... 135

5.4.4 Origins of Creation and Augmentation Proposals ... 135

5.4.5 Current Capital Funding Policy... 135

5.4.6 Capital/Augmentation Programme ... 136

5.5 Disposal Plan ... 136

5.6 Risk Profile ... 137

5.6.1 Critical Assets and Risk Management ... 138

6.

Financial Summary ... 143

6.1 Financial Statements and Projections ... 143

6.1.1 Expenditure Categories... 143

6.1.2 Revenue Sources ... 144

6.2 Financial Projections ... 145

6.2.1 Operations and Maintenance Plan... 145

6.2.2 Capital Expenditure Plan ... 147

6.3 Funding Strategy ... 150 6.4 Valuation Forecasts ... 151 6.4.1 Reinstatement Valuation ... 151 6.4.2 Depreciation ... 151 6.5 Key Assumptions ... 152 6.5.1 Data Accuracy ... 152 6.5.2 Financial Projections ... 152

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Asset Management Practices ... 159

7.1 Accounting and Financial Systems ... 159

7.2 Asset Management Systems ... 159

7.2.1 Systems Outline ... 159

7.2.2 Management Systems Development ... 161

7.3 Information Flow Requirements and Process ... 163

Figure 7.1: Data Management Process ... 164

7.4 Standards and Guidelines ... 165

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Plan Improvement and Monitoring ... 169

8.1 Performance Measures ... 169

8.2 Improvement Programme ... 169

8.2.1 Plan Improvement Process Overview ... 169

8.2.2 Plan Improvement Plan ... 170

8.2.3 Water Conservation Strategy ... 172

8.3 Monitoring and Review Procedures ... 173

9.

References ... 177

9.1 Glossary of Terms ... 178

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9.2 Abbreviations ... 180

List of Appendices ... 185

APPENDIX A: Detailed Water Supply Descriptions ... 188

Western Water Supply ... 188

Scheme Development ... 188

Western Supply Zone – Source and Treatment ... 189

Western Supply Zone – Reticulation and Conveyance ... 190

Central Water Supply ... 192

Central Supply Zone – Source and Treatment ... 192

Central Water Supply – Reticulation and Conveyance ... 193

Eastern Water Supply ... 195

Eastern Water Supply – Source and Treatment ... 196

Eastern Water Supply – Reticulation and Conveyance ... 197

Fire District Maps ... 199

Population Projections ... 203

Water Demand ... 204

Asset Condition Rating ... 217

Water Reticulation Renewals Programme ... 217

Pumps ... 217

Schedule C5 ... 218

Water Supply Reservoir Inspections ... 218

Schedule C6 ... 225

Asset Design Lives Table ... 225

Water Consents ... 229

Performance Monitoring ... 239

Projected Financial Summary – All Supply Zones ... 247

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Appendices

Appendix A Detailed Water Supply Description

Appendix B Population Growth and Water Demand Data Appendix C Asset Condition and Renewal Data

Appendix D Resource Consents and Performance Monitoring

Appendix E Valuation

Appendix F Capital Expenditure

Appendix G Water Conservation Strategy

Appendix H Critical Water Assets Vulnerability Analysis

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Section 1

Executive Summary

Asset Management Plan for Water Section 1 – Executive Summary Version 2013

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1.

Executive Summary

1.1

The Purpose of the Plan

Western Bay of Plenty District Council (Council) provides potable water to the majority of residents within the Western Bay of Plenty district. This role arises from its statutory duties enshrined within the Local Government Act (LGA) and facilitated through the Long Term Plan (LTP), and this supporting Asset Management Plan (AMP).

This Asset Management Plan for Water documents the process by which each water supply scheme will deliver LTP expectations and details the business and lifecycle rules supporting on-going delivery of these services. It records the plans and procedures Council has adopted for the growth, maintenance and development of efficient and reliable service to existing and future consumers.

1.2

Asset Description

Council’s water supply networks service the following water supply zones:

Western Supply Zone (WSZ): Waihi Beach, Athenree, Te Kauri/Tanners

Point, Ongare Point, Aongatete and Katikati areas.

Central Supply Zone (CSZ): Te Puna, Minden, Pahoia and Omokoroa areas.

Eastern Supply Zone (ESZ): Te Puke urban and surrounding rural areas and areas east of Te Puke including the Bush, Paengaroa, Maketu, Pukehina and Pongakawa.

The WSZ and CSZ supply networks are physically linked and can ‘share’ water to each zone when demand or operating circumstance requires. The ESZ is a ‘stand alone zone’, however it has two separated bore fields, Muttons and Pongakawa which allows for the sharing of water to either end of the zone to meet demand.

The general arrangement of Council’s water supply network assets is as follows.

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Figure 1.1: Water Supply Network General Arrangement

For the purposes of this plan and related business management and LTP documentation, the assets in each supply zone are categorised in the following fashion.

Table 1.1: Water Supply Asset Categories

Source All components associated with intakes, bores, head-works, raw water pipelines, water treatment plants, process water storage and includes the land, site, system and process management components within each source site

Storage All components associated with storage of treated water including land, site, system and process management components within each storage site

Reticulation All components associated with the reticulation, boost pump stations, controls, and includes land, site, system and process management components associated with the conveyance of treated water

A high level summary of the respective category components in each of the supply zones is presented in Table 1.2. Sources do not include surface water intakes and water treatment plants (WTPs) that have been decommissioned and replaced with groundwater bore sites.

Water Extraction

System Water Treatment Plant (WTP)

Supply Mains Post Treatment Storage

- reservoirs and tanks

Groundwater bores

Raw water

Treated Water Pipeline Distribution Network Trunk mains, valves

Reticulation Network Pipelines, valves, hydrants

Booster pump Arrows indicate the

direction of water flow

Typical Network and Components

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The Bush dams and WTP, Te Puke (ESZ) remain the only surface water sources in operation.

Table 1.2: Water Supply Asset Summary

Asset Type Unit WSZ CSZ ESZ Total

Source:

Stream (surface

water) intakes No. 0 0 1 1

Groundwater bore sites No. 4 2 4 10 Water treatment plants No. 4 2 4 10 Storage: Treated water reservoirs and tank

sites No. 6 6 12 24

Reticulation:

Reticulation mains

and sub-mains Length - km 261 161 238 660

Booster pump sites No. 6 9 9 24

It is important to note that the topography and geography of the Western Bay varies considerably, which has a direct impact on the standard of supply available to each consumer. This is most evident in the differing requirements for fire fighting in the urban areas and the premium capacity provision for the mostly rural extraordinary consumers reliant upon Council supply for water to support economic venture. In rural areas a water supply capacity, over and above normal domestic requirement, should ideally be secured by way of private on site storage tanks and boost pump ensuring buffer capacity for high demand and providing fire fighting capacity.

1.3

Levels of Service

1.3.1

Strategic Input

Council’s “Strategic Plan for the Western Bay of Plenty District 1998-2020” (Strategic Plan) and latterly the Long Term Plan (LTP) 2012-2022 are the initiating documents for the preparation of this AMP for water supply assets. Over the past few years these have been augmented by the pan-organisational SmartGrowth strategy, which establishes an integrated, overarching development strategy for WBOPDC, Tauranga City Council (TCC) and Bay of Plenty Regional Council (Regional Council) plus other commercial and regional interests.

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These high level strategic documents require the preparation of infrastructure development plans and service delivery strategies to document the business and asset decisions, which can meet and satisfy community expectations. The primary descriptors and measures, effectively defining the AMP are the agreed levels of service, which are contained in the LTP and Strategic Plan. Figure 1.2 on the following page sets out the relationship between the relevant strategic planning statements and illustrates how the outcomes are translated into service standards and associated performance measures. The performance measures are used to determine the necessary levels of asset maintenance, renewal and on-going development for future growth in water demand and to deliver better community and regional outcomes consistent with the LTP and Strategic Plan.

1.3.2

Relevant Legislation

The Public Health Act 1956 requires Councils to improve, promote and protect public health. The Local Government Act 2002 provides for Councils to construct and operate water supply networks. Under the Public Health Act, the public health performance of water supplies is subject to the water supply grading requirements administered by the Ministry of Health pursuant to the New Zealand Drinking Water Standards.

The key legislation is as follows:

► Health Act 1956

► Local Government Act (LGA) 2002

► Resource Management Act 1991

► Building Act 1991

► Water Supply Protection Regulations 1961

► WBOPDC Water Supply Bylaw 2000

► Fire Service Act 1975

► Health (Drinking Water) Amendment Act 2007 (refer following page)

► New Zealand Drinking Water Standards 2008

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Figure 1.2: Strategic Statements and Assessment Management Process

Two significant areas of recent change that have legal and/or practical impact upon this Level of Service (LOS) in relation to the requirements for the operation of water supply assets are the Health (Drinking Water) Amendment Act which came into effect on 1 July 2008 and the current draft New Zealand Drinking Water Standards.

One requirement of the new legislation and updated standards is that Public Health Risk Management Plans (PHRMP’s) be prepared by all owners of public water supplies. Council had taken the initiative and embarked upon implementation of the PHRMP process as a matter of best practice in anticipation of this legislation.

PHRMPs were prepared for Council’s ten water sources in 2009 and 2010 using risk assessment procedures and guidelines published by the Ministry of Health (MOH).

DISTRICT VISION STATEMENT =

STRATEGIC OUTCOMES

Balanced Scorecard ‘Healthy safe lifestyle’ ‘Infrastructure and services are efficient and

safe’ SmartGrowth STRATEGIC OUTCOMES % of year reservoirs are minimum 50% full, MoH requirement Number of time Council water supply does not

comply with resource consents Preventable water losses as % of daily av production. Target < 20% in 2012 SERVICE STANDARDS and Measures (APM and OPM) - Service Management - Quality of Supply - Security of Supply - Service Response Asset Management Improvement - Investigations - Consultation Performance Reviews Level of compliance with industry standard (NZ Fire Service Code) monitors water supply and

pressure

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All ten PHRMP’s have been approved by the Drinking Water Assessor. These are received and updated during each LTP period.

The Public Health Amendment Act places greater responsibility (compared to the Water Supply Regulations 1961) on water suppliers (Council) to ensure appropriate backflow prevention devices are installed to protect the water network from customer contamination. Retrospectively installing backflow prevention on existing service connections is a major capital expense which has been considered by Council as part of the water supply strategy review 2008/09 and is being implemented as part of district wide water metering. The standard for ‘Risk Management for Local Government’ (NZS 9360) provides for local authorities to adopt prudent risk management practice. Council have commenced work in responding to this requirement through the Lifelines Study and the Failure Mode Effects Criticality Analysis (FMECA) of water supply assets. These are considered live documents and are reviewed through operational maintenance and asset condition rating processes.

1.3.3

Performance Measures

The performance measurement environment under which the AMP operates is a hierarchical structure that links Council’s Balanced Score Card (BSC) management structure to the Operational and Asset Performance Measures (OPM’s and AMP’s). The linkage is achieved through the Levels of Service (LOS, as shown in Figure 1.3) measured as Service Performance Indicators (SPI) that are determined by the LTP as delivering the expectations of each community. The primary SPI’s common to each supply zone are summarised in Table 1.3.

Figure 1.3: Performance Measurement Environment BSC

LoS/SPIs

Audit NZ compliance Compliance asset life Pressure loss per 1km APM’s Ect….. Etc….. Reporting Service disruption OPM’s Customer satisfaction

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Table 1.3: Performance Measures

Level of Service / Service Performance Indicators

Services Management

Compliance with reporting requirements to Council on asset maintenance activities and asset performance;

LTP delivery each year

Quality of Supply Compliance with water supply grading criteria – targets “Bb” –

“B” (Satisfactory) for water supply and treatment; and,

“b” (Satisfactory) for the reticulation network.

Security of Supply Compliance with flow and pressure requirements including;

Source capacity - maintenance of minimum storage levels.

1:50 year drought capacity.

Minimum operating pressure (20 metres of head). Fire code flow compliance.

Service Response Times

Compliance with maximum service response times

1.3.4

Asset and Operations Performance Measures

These performance measures, for the asset and operational aspects of the water supply, are drawn from the Levels of Service agreed in the Strategic Plan, the SPIs set by the community in the LTP and the BSC determined by Council as prudent and appropriate controls. Compliance at this level supports the above SPIs and overall BSC and ensures that staff and contractors focus on the key issues for which they are responsible.

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The following table presents selected key APM and OPM measures:

Table 1.4: Key Asset and Operational Performance Measures

Performance

Measure Current Compliance Compliance Strategy

APM’s

Water quality

(to NZ Drinking Water Standards) Minimum MOH Grading ‘Bb’ B=source/ treatment b= reticulation WSZ = achieved CSZ = achieved ESZ = achieved (provisional upon review by Drinking Water Assessor) Maintain compliance through the necessary monitoring requirements of the NZDWS 2005 Managing supply risk Preparation and

maintenance of Public Health Risk Management Plans for all water supplies

All ten PHRMP’s have been submitted and approved by the DWA from MOH

Health Amendment Act required compliance by July 2011, which was achieved Contamination control Backflow

prevention in accordance with the Health Amendment Act. All new connections fitted with appropriate backflow prevention device. 2008/09 Water Supply Strategy Review includes the final compliance strategy Water supply pressure in

reticulation Minimum 20m head under peak demand except in marginal zones. 10m head under fire fighting within fire districts. Upgrades included as part of LTP to achieve compliance. Continue program of head works, storage and reticulation improvements to increase pressures available to customers in marginal areas. Implement Demand Management Strategy. OPM’s

Service Response Times A range of time measures for responding to enquiries and faults

Response times are all within performance targets set in the maintenance contract Continue monitoring service response achievement with new maintenance contract. Review appropriateness of standards with customers.

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Performance

Measure Current Compliance Compliance Strategy

OPM’s (continued)

Water storage - 24 hours average demand storage in each supply zone

Compliance Criteria - i) Storage is at least 50% full 90% of the time. ii) Storage is at least 20% full 99% of the time.

Data has been collated for reservoir level and duration. No non compliance has been recorded since groundwater supplies have been commissioned.

Assessment of future water demands with new groundwater bores being scheduled in the capital works program prior to existing supplies becoming exhausted. Fire protection Urban

areas in constituted fire districts

10m Residual head plus the following flows: 12.5 litres per second for residential areas. 25 litres per second for industrial / commercial areas.

Most areas now comply, based on analysis of telemetry pressure monitoring points, the network hydraulic models and hydrant flow tests conducted in the field.

The reticulation network models are being used to identify areas of marginal

compliance in fire zones. On site hydrant flow tests are used to confirm compliance in marginal areas. The renewals/ upgrades capital works programme can be adjusted based on this. Fire protection Rural areas

outside constituted fire districts

The LOS that can be efficiently and economically justified.

The pipes are charged with water and hydrants and valves are maintained in an effective operational state. Conduct a review every 5 years to check that the existing rural fire fighting systems are adequate.

Water Losses – leakage plus unauthorized consumption Preventable water losses 20% of average daily production. (See Note 1) Current preventable water losses approximately 28% of average daily production Intensive flow investigation and leak detection to be undertaken to reduce losses. Note 1:

It is recommended that this performance measure be removed from the LTP and be maintained for internal monitoring purposes only. This is due the water loss calculation having many parameters some of which (non-metered residential consumption in particular) have a high level of uncertainty, therefore potential inaccuracy (refer to sections 4.1.2.4 and 4.3).

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1.3.5

Current Compliance

Currently there is a high degree of compliance with all performance measures. Further to Note 1 below Table 1.4, the LTP performance measure for avoidable water losses cannot reliably be complied with until universal water metering is implemented so that uncertainty in the water balance calculations is acceptable.

Leading into universal water metering Council initiated a Water Meter Trial study to identify water consumption habits of water users currently unmetered. This is described in detail in Section 4.6 Implementation Programme. Further Council initiatives introduced customer metering into Tanners Point, Ongare Point and Te Puna in 2009/2010, Omokoroa in 2010 - 2012 and Maketu in 2011/12.

1.3.6

Customer Expectations

The Annual Monitoring Survey of customer satisfaction with Council’s services undertaken in 2013 indicated that in general, respondents were satisfied with the quality of their water supply.

The conclusions drawn from this survey were:

► More than two thirds of respondents (76%) get their household drinking water via Council supply, which represents an increase of three percentage points since the 2010 survey (73%).

► There has been an increase in the proportion of respondents who are

satisfied with the quality of their water supply in the 2013 survey (81%), compared to the 2010 survey (78%).

► Taste (48%) too many chemicals (25%) and too much chlorine (16%) are the principal reasons for dissatisfaction with water supply.

► Too much chlorine (16%) has decreased as a reason for

dissatisfaction since the 2010 survey (28%) while taste (18%) has increased as a reason for dissatisfaction since the 2010 survey (35%). The above results represent a trend that people are more often against too many chemicals being added to the water.

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1.4

Future Demand

1.4.1

Population Growth

Population growth in the Western Bay of Plenty district as projected by SmartGrowth sees the 2013 census population of 43,692 for 2013 growing to approximately 77,000 by 2051.

A summary of the water supply zone population projections for WBOPDC is presented in Table 1.5. Details of total population growth projections are included in Appendix B. Note Table 1.5 does not include the district population outside of the water supply zones e.g. Matakana Island (2013 population 255).

Table 1.5: Water Supply Zone Population Projections

Supply Zone 2006 Census Population 2013 Census Population 2026 Projected Population 2051 Projected Population Western 10,878 12,003 16,010 22,800 Central 14,793 15,384 23,800 29,140 Eastern 16,182 16,305 20,000 24,500 WBOPDC Water Supply Totals 41,853 43,692 59,810 76,440

* (next National Census due 2014 for population figures)

Currently approximately 78% of the population is connected to Council supply. In line with the findings of SmartGrowth (support of the primary and residential sectors with increasing nodal residential and industrial development), this percentage is seen to remain relatively constant over the next 10 years but steadily increase thereafter as a result of the increasing densities and greater commercial/industrial demand in these areas. Forecasts suggest that 80 – 85% of the population across the district will be connected to Council supply by 2030.

1.4.2

Response to Growth

In response to these forecasts Council’s water supply infrastructure has been analysed and modelled to determine when and how additional capacity should be implemented.

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Implicit within the resulting growth profiles are subtle changes arising from better demand management outcomes and consistent service standards relating to quantity and quality over the 50-year period. The investment profiles for each supply zone are significant (refer graphs below) and are developed in such a way that if growth slows or accelerates the implementation of new or augmented capacity can simply be adjusted on the programme.

Figure 1.4: ESZ Projected Source – Treatment and Storage Costs

Figure 1.5: CSZ Projected Source – Treatment and Storage Costs

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050

Year ending 30th June

A n n u a l C o s t $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 C u m u lat ive C o st

Source Reticulation Storage Cumulative Costs

Western Water Supply Zone

Projected Source, Reticulation & Storage Costs (2007 $'s) Wilson Rd, Athenree, Tahawai, Wharawhara Borefields

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050

Year ending 30th June

A n n u a l C o s t $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 C u m u lat ive C o st

Source Reticulation Storage Cumultaive Costs

Central Water Supply Zone

Projected Source, Reticulation & Storage Costs (2007 $'s) Omokoroa and Ohourere Borefields

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Figure 1.6: ESZ Projected Source – Treatment and Storage Costs

One of the initial target areas for improving the efficiency of supply and capacity is Demand Management. One of the key outcomes of this AMP is the monitoring of water use, to identify and reduce the high “unaccounted” water losses from the networks. The current plan notes that reduction of these non-revenue water volumes will avoid premature investment and unnecessary maintenance expenditure. To implement both supply and demand strategies, a ‘Water Conservation Strategy’ was developed in 2010 (see Appendices). The full Demand Management programme is presented below.

Table 1.6: Demand Management Implementation Programme

Demand Management Initiative Expected Savings Category Programme

Connection capacity High 2008 - 2011 Peak Flow Management High on-going Tariff review Medium 2011 / 12 Pipeline Renewals and Assets Management Medium On-going Pressure Management Medium On-going Speed and quality of repairs Low On-going Active leakage control, to locate unreported

leaks

Medium 2010 - 11 - on-going

Policy Review and Development Medium 2011/12

Zone and Bulk Metering Medium 2011/12 - review

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045 2047 2049 2051

Year ending 30th June

A n n u a l C o s t $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 C u m u lat ive C o st

Source Reticulation Storage Cumulative Cost

Eastern Water Supply Zone

Projected Source, Reticulation & Storage Costs (2007 $'s) Muttons & Pongakawa Borefields, No Industrial Park

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Demand Management Initiative Expected Savings Category Programme

Customer Auditing Low As required Meter & Pipeline surveys Medium On-going Network Modelling and night-time low flow

analysis

Low 2010 - On-going

Education programmes Medium On-going Retrofitting Low On-going Training and Quality Control (Contractors to

minimise use during flushing or works activities)

Medium Annual - on-going

Managing public space use (public gardens and fountains)

Low 2009 - on-going

Managing fire fighting training Low 2009 - on-going

1.5

Lifecycle Management Plan

Lifecycle management is the asset management process that continuously seeks to develop and enhance assets to satisfy service standards throughout the lifetime of the asset at optimal cost.

The components of lifecycle management include:

► Operation and maintenance

► Renewal

► The creation, acquisition and augmentation of assets

► Asset disposal

1.5.1

Operations and Maintenance

The current commitment to maintenance of the water supply asset is apportioned to reactive impacts (supply problems and service requests) and proactive actions (flushing etc.). Forecasts of future commitment remain consistent with current inputs, the only potential influences being new levels of service (either statutory or Council adopted). The intention for the next generation of O&M contracts is to more clearly link O&M expenditure to capacity and provide better service by moving reactive expenditure into proactive management.

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1.5.2

Renewal

Asset renewal is the replacement and/or refurbishment of assets to maintain the desired service standard and capacity. To facilitate this on-going continual investment, all assets are recorded on an asset register containing data on asset age, condition and a general assessment of performance capacity.

The condition and performance grading’s are on a scale of 1 to 5 where ‘1’ indicates excellent condition and performance and ‘5’ represents an asset that is in an unserviceable condition or has failed. All condition ‘5’ pipes have been renewed. Analysis of the networks identified the following assets with high priority for renewal or replacement:

► Galvanised iron pipes / service connections are replaced as mains are renewed, or during maintenance repairs

► Grade 4 condition pipelines nearing hydraulic capacity

► Other grade 4 pipes (or with excessive repeat maintenance or repairs) Improved data capture has allowed better analysis of pipe break incidents which are plotted on GIS plans for visualization of problem areas. The database of incident details including repair costs has been used to refine the original renewals program.

1.5.3

Asset Development

Asset development includes improvements to the service standard and capacity of existing assets, asset augmentation and the creation or acquisition of new assets.

Council’s asset base increases in the following ways:

(i) Asset acquisition - the vesting with Council of assets associated with new subdivisions

(ii) Asset creation - extensions to the areas covered by existing networks to meet future demand (future cost)

(iii) Asset augmentation - increases in the capacity of existing assets as a result of growth, (future cost), and improvements in service standard (current cost)

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Monitoring and analysis of the networks has lead to the identification of the following work in the LTP:

(i) Replacement of the existing stream (surface water) intakes with bore water supplies

(ii) Additional storage for pressure compliance and security of supply (iii) Pipeline upgrades to provide for future demand

1.5.4

Asset Disposal

The disposal of Council’s assets within the period from 2006/07 to 2015/16 is related to the creation of bore water supplies which replaced surface water intakes.

The following assets have been disposed of or decommissioned in recent years:

► Wharawhara - Uretara Stream Intake and redundant parts of the WTP (decommissioned and removed)

► Omokoroa Intake and WTP (decommissioned)

► Ohourere Intake (decommissioned)

► Waiari Stream Intake (decommissioned)

► Raymond Dam and raw water supply bench pipeline

(decommissioned)

1.6

Financial Summary

The LTP contains the approved Council expenditure and projected revenue. As part of the review of budgets for the Annual Plan process, any revisions arising from changed priorities or new information are advised to Council in the form of submissions related to either operations and maintenance expenditure or the capital works programme.

The water supply assets in each supply zone are administered independently and therefore the income/expenditure projections are presented separately for each supply zone.

Council’s budgets are presented in two 10-year forward plans, Operations and Maintenance (OPEX) Plan and Capital Expenditure (CAPEX) Plan.

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1.6.1

Operations and Maintenance Profile (OPEX)

As demonstrated above the OPEX profile required to deliver the services required under the LTP includes field costs as well as financial, corporate and depreciation. The implementation of new bores, changes to the market driven inputs (e.g. electricity), increases in market rates (for construction) and changes to valuation and condition must all be factored into forecast for future OPEX commitments.

The estimated average annual increases in water demand (and therefore chemicals and electricity) are 2.34%, 1.59% and 1.57% for the WSZ, CSZ and ESZ respectively. The current OPEX forecasts updated for the 2012-2022 LTP based upon an average 1.0% inflation adjustment per annum are given below.

Table 1.7: 2012-2022 LTP Opex Plan

Supply Zone

Projected Annual Expenditure ($,000)

2011/ 12 2012/ 13 2013/ 14 2014/ 15 2015/ 16 2016/ 17 2017/ 18 2018/ 19 2019/ 20 2020/ 21 2021/ 22 WSZ 1,210 1,192 1,204 1,218 1,231 1,244 1,259 1,273 1,288 1,305 1,322 CSZ 867 799 805 823 832 840 849 859 854 862 871 ESZ 1,500 1,433 1,448 1,462 1,476 1,491 1,505 1,520 1,535 1,550 1,565 TOTAL 3,577 3,424 3,457 3,503 3,539 3,575 3,613 3,652 3,677 3,717 3,758

The above expenditure does not include indirect costs being interest, depreciation and Council overheads. Refer to Appendix F for the 20-year OPEX forecast.

1.6.2

Capital Expenditure

The capital expenditure budget includes renewal and new works programmes and provides for debt repayment. Expenditure categories in the CAPEX Plan are:

Source: Increased source capacity

Storage: Additional storage to improve supply reliability

Reticulation: Includes reticulation pipe renewals and upgrades, fire code compliance, reticulation controls and bulk flow meter development

The following tables summarise the currently forecast 10-year Capex expenditure profile.

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Appendix F contains the detailed 10-year Capex programme proposed for the 2012-2022 LTP, and the forecast 40-year programme.

Table 1.8: WSZ 10-year Capex Expenditure

Year Reticulation Source Storage

Structure Plan ALOS TOTAL 2012/2013 130,000 - - 366,500 496,500 2013/2014 195,000 - 10,000 20,000 225,000 2014/2015 170,000 - - 75,000 245,000 2015/2016 463,025 - - 61,000 524,025 2016/2017 348,236 - - 144,000 25,000 517,236 2017/2018 816,989 - - - 819,989 2018/2019 200,196 300,000 200,000 - 700,196 2019/2020 190,000 650,000 850,000 1,240,000 - 2,930,000 2020/2021 907,950 - - 680,000 - 1,587,950 2021/2022 195,000 - 70,000 - 265,000

Table 1.9: CSZ 10-year Capex Expenditure

Structure Plan ALOS TOTAL 2012/2013 160,000 - 22,500 187,000 75,000 444,500 2013/2014 642,179 - 28,000 637,000 1,307,179 2014/2015 914,626 - 25,000 662,000 1,601,626 2015/2016 1,309,700 800,000 - 692,000 2,801,700 2016/2017 709,074 - - 25,000 734,074 2017/2018 704,858 - - - 704,858 2018/2019 654,989 - - - 654,989 2019/2020 505,000 - - - 505,000 2020/2021 190,000 - - - 190,000 2021/2022 190,000 - - - 190,000

Table 1.10: ESZ 10-year Capex Expenditure

Structure Plan ALOS TOTAL 2012/2013 1,209,353 - - 155,900 20,000 1,385,253 2013/2014 306,675 - - 105,600 20,000 432,275 2014/2015 498,000 28,000 - 20,000 546,000 2015/2016 621,910 - - 142,380 50,000 814,290 2016/2017 678,352 - - 1,099,000 1,777,352 2017/2018 413,187 - - 10,000 1,099,000 1,522,187 2018/2019 215,000 - - 25,000 240,000 2019/2020 445,000 - 1,800,000 44,520 - 2,289,520 2020/2021 555,000 1,000,000 - - 1,555,000 2021/2022 268,492 - - - 268,492

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Note:

The above Capex summaries include proposed structure plan works for Waihi Beach, Katikati, Omokoroa Stage 2 and Te Puke Stages 3 and 4. It does not include the Te Puke industrial expansion or the proposed Rangiuru industrial park as timing of these developments is not confirmed.

The following summary lists the major projects and activities that have been identified in the LTP for the water supply through to 2022.

Table 1.11: Major Water Projects 2014-2023

Project Name 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Western Reticulation Improvements $1,188,289 $498,000 $621,920 $678,352 $413,187 $215,000 $445,000 $505,000 $268,492 to b e d et erm in ed du rin g 2014 L TP p ro ce ss

Western Source Projects $28,000 $1,000,000 Western Storage Projects $1,800,000

Western Water Metering $1,044,000 $1,044,000 Central Supply Expansion

Upgrade $300,000 $1,890,000 $680,000 Central Reticulation

Improvements $195,000 $170,000 $463,025 $348,236 $816,989 $200,196 $190,000 $127,950 $195,000 Central Storage Projects $10,000 $200,000 $850,000 $780,000 $70,000 Central Water Metering

Eastern Reticulation

Improvements $642,179 $914,626 $1,309,700 $709,074 $704,858 $654,989 $505,000 $190,000 $190,000 Eastern Source Projects

Eastern Storage Projects $28,000 $25,000 $800,000

Eastern Water Metering $617,000 $617,000 $617,000

Total $2,680,468 $2,252,626 $3,811,645 $2,779,662 $2,979,034 $1,270,185 $4,090,000 $4,492,950 $1,403,492

1.6.3

Funding

Both the OPEX and CAPEX Plans are funded under the Council policy of a 100% private and 0% public funding framework. This means that 100% of the expenditure proposed under the AMP must come from those who generate the expenditure. The mechanisms for gathering this revenue are:

► Uniform Annual Charge (UAC) – metered and unmetered connections

► Availability Charge (AC) – water connection available to a property but not used

► Usage Fees and Charges (UF) - metered water consumption

► Financial Contributions (FINCO) – charges for land subdivision and other development

► Loan Funding (L)

► General Rate (GR)

► Depreciation Reserves (DR)

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The public good component is recovered from the General Rate (GR) and the private good is recovered from user charges or private funding. Expenditure identified in the AMP assumes the funding methods as set out in the following table.

Table 1.12: Expenditure Funding Methods

Expenditure Category Revenue Source

Operational: rates, insurance, systems cost, monitoring and management (including Council

overheads). UAC, UF, AC

Maintenance: planned maintenance, unplanned maintenance, supervision and management of

maintenance contracts. UAC, UF, AC

Renewals: planned rehabilitation, renovation and replacement works including investigation and

contract administration costs. DR

Asset Creation: upgrading and creation of new assets including development and contract

administration. DIF, L

Asset Disposal: early replacement of an asset, which still has an asset value; normally linked to

renewal or development. L

One of the key business risks associated with supply of water is delivering quality and reliability at a price the community will pay. Establishment of UACs, FINCOs and UF needs careful consideration of the willingness to pay and/or alternative supply strategies. The AMP Demand Management initiatives include detailed tariff reviews and service sensitivity analysis to better quantify this task and establish a reliable platform for future supply.

1.7

Asset Management Practices

1.7.1

Asset Management Practices

Council’s Utilities management, design, engineering and supervision functions were brought back in-house in July 2010. This includes the management of its capital works and renewals programme. Council previously employed a Professional Services Provider (PSP) to carry out these functions and would provide regular reports to Council on the performance of the assets including monthly reports on capital projects and operational activities. Council employs contractors for the repair and maintenance of the assets and to provide a 24/7 response to incidents and emergency work. After consultation with the community Council, through its LTP, has established levels of service for all Council facilities and it is primarily an in-house responsibility to ensure these levels are maintained.

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Service requests received by Council from water supply customers are passed to the maintenance contractor for action. To measure service response performance, the maximum response times for an action plan to be determined and implemented following a service request are set in the specification for Council’s Utilities Maintenance Contract and tabulated below.

Table 1.13: Service Response Times

No. Performance Measure Category

Performance

Target Compliance Current

Proposed Compliance

Strategy

Maximum Resolution Time

1 Burst pipes or major leakages likely to affect the delivery of supply or cause damage to roading assets or property

6 hours The performance targets were established as part of a new maintenance contract effective from 1 July 2008. Monitoring indicates that response times meet performance targets. Continued monitoring of service response performance measures and reporting of compliance. 2 Minor leaks to fittings, connections etc.

12 hours As above As above

3 Disconnections 3 hours As above As above 4 Reconnections 6 hours As above As above 5 Installation of

valves, hydrants etc.

7 working days As above As above

6 Mains flushing 7 working days As above As above 7 Flow restrictions 2 working days As above As above 8 Meter replacement 6 hours As above As above 9 Leaks on valves

and hydrants 3 working days As above As above

The current maintenance contract (Section 9, Reference 33) began on 1 July 2008. The above response times were reviewed as part of the specification for this contract. The times for installing flow restrictors and attending to leaks on hydrants and valves have been reduced to 1 working day to reflect improved demand management and reduced water losses (non revenue water). All other categories remain the same, as they have proven to be effective resolution times, with high customer satisfaction responses measured through unsolicited customer feedback and customer surveys.

1.8

Plan Monitoring and Improvement

1.8.1

Plan Monitoring

The effectiveness of the AMP is judged through performance measures specified in the plan which ensure the water supply assets and management systems are achieving the strategic directions set by Council and are

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providing a satisfactory service for consumers. These measures are level of service targets discussed previously and relate to the following service categories:

► Service Management

Budget and contract performance

Capital works programme implementation Service delivery

Special projects e.g. Public Health Risk Management Plan

► Quality of Supply

Drinking water compliance (treatment & supply) with NZDWS in all supply zones

► Security of Supply

Source capacity and reservoir storage Backflow protection

Minimum operating pressures Fire protection

► Service Response Times

Pipe repairs, service connections, supply complaints etc.

Performances in these categories are assessed monthly and included in reports to Council’s Operational Services Committee. End of year audits verify the achievement of performance measures.

1.8.2

Plan Improvement

The key to improvement in the AMP is improved data capture and analysis. Assisting in this regard are Operational Performance Measures (OPMs), monthly progress reports, annual reviews of the operational and financial components of the AMP and a thorough 3-yearly review of the direction of the AMP. This review takes into account asset performance during the previous 3-years and incorporates new trends added during this interval to Council’s strategic planning process.

The AMP Plan Improvement Programme (PIP) items below are on-going to increase the accuracy and confidence of data capture and therefore understanding of the water assets. Progress is reviewed annually and in particular prior to the 3-yearly AMP review.

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Item

No. Improvement Action Description Action By Delivery Date

1 Gap analysis of asset information stored in the GIS database and asset validation (e.g. potholing) to confirm unknown data or data believed to be inaccurate.

WAE/ ISO Annual review

1a Review Capex renewals plan for 30 years. Include asset condition rating programme and GIS data analysis. Reconstruct the renewal plans.

July 2014

2 Further improvements to maintenance data capture, entry and application to move towards ODM.

MCM/ ISO Annual review

3 Monitor contract as-built procedures and standard of as-built data provided to ensure all new asset data is collected and accurate

WAE/ ISO Bi-Annual reviews

4 Review the FMECA analysis for all water pump stations and reservoirs, include outcomes into AMP Capex plans.

WAE July 2014 then Bi-Annual review

5 Include FMECA for Bridge Crossings. Then review for implementation / programme, include outcomes into AMP Capex plans.

WAE July 2014

6 Use the model as the basis for undertaking a supply zone wide pressure management study for the District.

WAE/ME Ongoing review

7 Review consumption trends and adjust demand forecasts including specific allowances for industrial demand (* dependent on confirmation of industry size, type and timing of development).

WAE Ongoing

9 Review all water bore sites to identify any improvements or upgrades to maintain bore head security. Include in PHRMPs & AMP.

WAE/OTL October Annually

WAE – Water Asset Engineer ISO – Information Systems Officer MCM – Maintenance Contract Manager ME – Modelling Engineer

OTL – Operations Team Leader

Implementation of the above actions is aimed at improving this AMP as a tool to allow ODM for management of Council’s water supply assets.

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1.9

Water Conservation Strategy

The past decade has seen the establishment of quality, storage, source and distribution network improvements throughout the district to ensure Council can supply sufficient water to meet growing demands. Council has developed a Water Conservation Strategy (Appendix G) for the use and management of drinking water.

The initiatives in the Water Conservation Strategy are a combination of what Council is currently doing and what else should be done to contribute to the overall conservation of water and the sustainable use of water sources in the district. This plan provides the foundation for further improvements and future directions for water conservation actions by introducing new initiatives for supply and demand management.

This plan considers Councils current water management in two parts being

supply conservation activities and demand conservation activities, which impact on the efficient use of water and make distinct contributions to the conservation of water, summarised in the following table:

Activities Initiatives

Water Supply Activities • Water source management • Storage

• Flow monitoring and Scada • Leak detection

• Pipeline and asset management • Pressure management

• Speed and quality of repairs Water Demand Activities • Regulations

• Water restrictions • Water metering

• Education and promotion

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Section 2

Introduction

Asset Management Plan for Water Section 2 – Introduction Version 2013

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2.

Introduction

2.1

Background

WBOPDC is responsible for the management of the water supply infrastructure for approximately 34,000 customers from a total population of approximately 43,700 in 2013.

WBOPDC’s continued ownership and improvement of water supply infrastructure assets are a strategic part of Council’s ‘Vision and Strategic Outcomes’ for the next 50-years in support of the economic and social well being of the population in the Western Bay of Plenty district. This plan analyses and presents current and future asset management requirements to deliver these goals and expectations.

2.1.1

Purpose of Asset Management Plan

WBOPDC is the public “Water Supply Services Provider” (WSSP) for water supply and accepts full responsibility for funding and carrying out this service to customers in the district. As WSSP and owner of public water supply assets, Council is responsible for the provision of funding for operations and maintenance, the development of assets for growth in demand and ultimately the disposal of assets at the end of their service lives.

This AMP for water supply and similar plans for Council’s other major infrastructure asset groups are major components of Council’s Strategic Plan and LTP.

This AMP defines various service standards and measures and links these targets to the expenditure required over time to achieve and maintain the adopted LOS in a district where there is an increasing demand for water supply services. The capital and asset maintenance financial plans presented in this AMP are derived from capacity and operational requirements, Council’s adopted LOS and predicted growth which determines the water supply service demands over the period of the plan to 2025/26 (and the needs of the 2050 horizon as required by SmartGrowth). Detailed capital, maintenance and ‘additional Levels of Service’ (ALOS) expenditure proposals are presented for the period 2012/13 to 2021/22.

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Water Extraction

System Water Treatment Plant (WTP)

Supply Mains Post Treatment Storage

- reservoirs and tanks Groundwater bores

Raw water

Treated Water Pipeline

Distribution Network Trunk mains, valves

Reticulation Network Pipelines, valves, hydrants

Booster pump Arrows indicate the

direction of water flow

Typical Network and Components

2.1.2

Relationship of AMP to Other Council Plans

The AMP supports Council’s Strategic Plan and LTP and provides detail for Council’s Annual Plans. The relationship between AMP and other documents is illustrated in Figure 2.1.

Figure 2.1: AMP Relationship to Other Council Plans

2.1.3

District Council Water Supply Assets

The primary components of Council’s water supply networks are illustrated in Figure 2.2 below.

Figure 2.2: Principal Water Supply Network Assets LTP Strategic Plan

Asset Management

Plan Water

Annual Plan &

Budget District Plan

Service standards Other component plans – operations, risk management Lifecycle Management Plan

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All water sources are from secure groundwater bores with the exception of the Bush Scheme, Te Puke (ESZ). The raw water pipeline connects the source to the water treatment plant where the water is filtered (Bush plant only), chlorinated and dosed with caustic/ lime for pH correction (if required) prior to storage in a reservoir or tank. Water mains connect the storage reservoir to the reticulation that provides water to the consumers under pressure achieved by either gravity feed or boost pump.

Table 2.1: Summary of the Principal Assets in the Supply Zones

Asset Type Unit WSZ CSZ ESZ Total

Source:

Stream (surface

water) intakes (1) No. 0 0 1 1

Groundwater bore sites No. 4 2 4 10 Water treatment plants No. 4 2 4 10 Storage: Treated water reservoirs and tank sites No. 6 6 12 23 Reticulation: Reticulation mains and sub-mains Length - km 261 161 238 660

Booster pump sites No. 6 9 9 24

(1)_{- does not include decommissioned surface water treatment plants.}

Table 2.2: 2012/13 Water Supply Demands and Supply Capacities

Water Supply

Demands/Capacities Unit WSZ CSZ ESZ Total

Connected Population No. Conn.

6,386 3,127 5,146 14,659 Average Daily Demand m3_/day _6,430 _3,683 _6,151 _16,264

Peak Daily Demand m3_/day _11,850 _7,021 _8,138 _27,010

Plant Production (peak reliable capacity)

m3_/day _18,500 _9,500 _14,000 _42,000

Water Storage m3 _9,826 _8,740 _11,094 _29,660

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2.2

Asset Development

Through the LTP, Council has committed to achieving minimum Bb source/treatment and reticulation grades (NZ Drinking Water Standards NZDWS)) and security of supply in a 1:50-year drought. In achieving these goals Council has opted to move away from surface water supplies and obtain all its reticulated water from secure underground aquifers. Groundwater is not prone to drought or potential contamination of catchments. In addition, surface water supplies are more costly to upgrade to meet NZDWS source/treatment B grade requirements. The exception to this is the Bush Scheme where the installation of UV disinfection was a simple and cost effective way to meet NZDWS protozoa compliance criteria and hence achieve a B source/ treatment grade.

The underground water source development programme was completed in November 2006 with the commissioning of the Pongakawa bore and WTP. The Bush Scheme UV system was commissioned in April 2008.

In the Western Supply Zone (WSZ) production bores at Wharawhara Road and Tahawai were commissioned in 2005. These add to the existing bore supplies at Athenree and Wilson Road (Waihi Beach). The old surface water supply obtained from the Wharawhara Stream has been decommissioned, so has a zero value in the asset database.

In the Central Supply Zone (CSZ), the surface water plant at Omokoroa has been decommissioned and replaced with a new WTP and water from Youngson Road bores. A groundwater bore at Ohourere was connected to the (modified) Ohourere WTP in 2007.

The Eastern Supply Zone (ESZ) water quality has been enhanced by Borefield Developments at Muttons Farm and Bayliss Road (Te Puke) and Pongakawa. The Muttons bores were commissioned in November 2005. In November 2008 the surface water supply from the Raparapahoe Stream (Raymond Dam) was decommissioned, at which time the Bayliss bore was connected to the adjacent WTP and Te Puke reticulation.

The source profile based on bore pumps running 24 hours per day and Bush Dams maximum capacity is as follows:

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Table 2.3: Bore Water Sources and Capacity

Water Supply District Source/Treatment Plant Source Capacity

(m3_/day)

Western Supply Zone Wilson Road (Waihi Beach) 1,900

Athenree Quarry 4,600

Tahawai bore 2,100

Wharawhara bores 9,900

WSZ Total 18,500

Central Supply Zone Youngson Road bores 8,200

Ohourere bore 1,300

CSZ Total 9,500

Eastern Supply Zone Mutton bores 8,500

Bayliss bore 650

Pongakawa bore 4,300

Bush (3 unnamed streams) 550

ESZ Total 14,000

District total 42,000

A more detailed description of each water supply is included in Appendix A. The water supply components and extent of each water supply zone are illustrated on the following pages in Figures 2.3 and 2.4, “WBOPDC Water Supply Assets - November 2010”.

Council’s water supply assets serve both urban and rural areas. In general the urban networks supply water “on demand” with fire fighting capacity. The rural supplies are largely “on demand” without fire fighting capacity (outside fire districts). The extent of the Urban Fire Districts is shown in Appendix A.

2.2.1

Key Stakeholders in the AMP

The AMP recognises the following key stakeholders:

External The community, including citizens, ratepayers and Iwi

Residential, commercial and industrial water consumers Environment Bay of Plenty (EBOP)

Government Agencies (e.g. Dept. of Health, Ministry for the Environment, Audit NZ, Department of Conservation)

New Zealand Fire Service

Internal Councillors

Council staff Community Boards Internal Auditor

Professional Service Provider

Council’s Consultants and Contractors

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WBOPDC

Council

Professional Service Provider

Technical and Engineering staff

CUSTOMERS

WBOPDC Engineering Department

Utilities Manager/Asset

Plant and Works Maintenance

Contractors

Capital Works

Contractors

BSC

APM’s & OPM’s LOS Performance Environment

Arrows Communication between consumers, Council and _{its agents.}

Internal communication for asset management WBOPDC

Services Committee

2.2.2

Organisational Structure

The following provides a summary of the accountability structure that delivers the AMP. As is shown, Council’s Utilities Manager, supported by the Asset Management team are the primary resources accountable for ensuring delivery of AMP performance through compliance with Levels of Service (LOS), Service Performance Indicators (SPIs) and Asset and Operational Performance Measures (APM’s and (OPMs) respectively.

Figure 2.5: Water Supply Asset Management Organisation

2.3

Goals and Objectives of Asset Ownership

Council aims to maintain ownership and management of its assets to ensure it meets its statutory obligations. It does not see merit or advantage in changing this regime and will continue to strive for service and asset enhancement through improving both understanding and risk management.

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Supporting this goal is the following hierarchy of objectives:

LTP

BCWA1 Potable water of an appropriate standard and quality to meet the needs of consumers within the three supply zones is provided. BCWA2 Consumers use of water across the three supply zones enables

sustainable financial management of Council’s water supply infrastructure and sustainable environmental management of the water resource.

Council’s District Vision, Operational Mission and the Western Bay Way

2.3.1

History of Ownership

Council’s water supply assets were primarily developed for the preservation of public health in both urban and rural areas. As well as serving public health objectives Council’s assets have been utilised to provide water supplies for:

► Light industry

► Livestock in rural areas

► Fire fighting in urban areas

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A brief history of the development of the three supply zones follows.

Western Water Supply

This supply evolved from a number of small schemes constructed over the years. The first scheme supplied Katikati township in 1953 and was extended intermittently over the next 20 years, as far east as Apata to Tanners Point. In 1970 the present treatment plant and reservoir were built in Wharawhara Road. This surface water source was replaced by bore supplies at Wharawhara Road in May 2005.

Waihi Beach was served from an impounding dam and concrete reservoir built in the 1960’s at the north end of the beach. Island View, Athenree and Pios Beach were supplied from a bore and low-level reservoir in Koutunui Road, Athenree.

In 1988 two bores were commissioned at Athenree Quarry on the intersection of SH2 and Athenree Road. Subsequently trunk mains were constructed from these bores to Tanners Point Road and Athenree to serve the whole area from Kauri Point to Waihi Beach. The Koutunui Road bore was then withdrawn from service.

In 1993 a bore was commissioned at Wilson Road, Waihi Beach to meet short-term peak demand, superseding the Waihi Beach dam.

Two additional reservoirs providing 4500m3_{storage were constructed at}

Athenree Quarry in 1998.

The Tahawai bore south of Athenree and three bores at Wharawhara Road were commissioned in 2005. The Tahawai bore supplements supply during peak demand times.

Central Water Supply

The first stage of this supply was constructed in 1966 with a treatment plant in Plummer Road drawing water from the Waipapa Stream to serve the Omokoroa township and rural land fronting Youngson Road and Omokoroa Road. A second water treatment plant drawing water from the Ohourere Stream was built in Crawford Road in 1980 and upgraded in 1986. This plant expanded the supply the rural areas of Tebutt Road, Te Puna and Minden. These surface water supplies have been superseded by water supplied from three bores in Youngson Road having a combined capacity up to 8,200m3_{/day. A further 1,300m}3_{/d from the Ohourere bore was added in}

2006/07.

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Eastern Water Supply

The Eastern Water Supply is the result of amalgamating seven smaller supplies established over the years by the Te Puke Borough and Tauranga County.

The largest component was the old Te Puke Borough supply, which sourced its water from an impoundment dam (Raymond Dam) on the Raparapahoe Stream and was constructed in the early 1960’s. Water from the dam was treated at the Bayliss Road WTP.

The old County supplies included Papamoa/Te Puke Rural, Rangiuru and the Te Matai Irrigation Scheme, all sourced from the Waiari Stream. The Paengaroa supply had stream and bore sources, the Maketu/Pukehina supply was sourced from the Pongakawa River and the small upland Bush Scheme sourced from three small creeks in No. 2 Road.

A new trunk main was built in 1994 linking all the different schemes and a new treatment plant and reservoir were built near the Waiari stream at Muttons Farm.

The Eastern Water Supply now has three bore sources at Muttons Farm, Bayliss Road and Pongakawa. A new WTP was constructed at Maniatutu Road to treat