Asset Management Plan

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Stormwater

Infrastructure

Asset Management Plan

Version 0‐1 October 2012

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Document Control

Document ID: draft 2012 stormwater infrastructure asset management plan.doc

Rev No Date Revision Details Author Reviewer Approver

1 13th of June 2012 Draft (TRIM File: 12/141667) DVB MKG, RJH, JCO ‐ 2 15th of October 2012 Draft Copy for Asset Management Committee Approval (TRIM File: 12/141667) DVB JCO ‐ 2 22nd of October 2012 Final (TRIM File: 12/141667) DVB Asset Management Committee Council

The Institute of Public Works Engineering Australia.

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1. EXECUTIVE SUMMARY

Context

The City of Charles Sturt embraces some of Adelaide’s

oldest suburban developments with many housing and

business facilities dating back many years. Over time

and under current and previous Council guidance the

area has grown to include many diverse services

utilising a mixture of infrastructure and soft assets. For many years the City has grown both in size and demand

with the coming years being no different in reflecting

the State’s 30 year plan for growth. Asset age and

therefore intervening investment to ensure maintained

condition and service continues to provide Council and

its staff with a complicated challenge. Asset

Management Plans provide an important scene setting

as the City of Charles Sturt continues to balance

investment in both growth and maintenance.

This plan contributes to achieving the appropriate

balance of social, cultural, environmental and economic

services, the keys to sustainability. Whilst assets are

about the physical, at the forefront to this planning is

our community – the current and future users of the

assets.

Stormwater infrastructure provides the community with

infrastructure to transfer stormwater to receiving

bodies such as River Torrens, West Lakes and the Gulf,

to minimise suburban flooding and in some cases to

encourage the capture of stormwater for re‐use.

The Stormwater Infrastructure Service

The stormwater infrastructure network comprises:

 Pipes – 369 km

 Culverts – 43 km

 Rising Mains – 2.7 km

 Open Channels (lined) – 5.4 km

 Pneumatic Cores – 12.2 km

 Drainage Cells – 1 km

 Side Entry Pits – 7,910 pits

 Junction Boxes – 4,341 pits

 Grated Inlet Pits – 1,141 pits

 Headwalls – 43 Headwalls

 Debris Collectors – 15 collectors

 Gross Pollutant Traps and Outlet Structures – 51

traps and outlet structures

These infrastructure assets have an estimated current

replacement value of $304 Million.

What

does

it

Cost?

The projected outlays necessary to provide the services

covered by this Asset Management Plan (AM Plan)

includes operations, maintenance, renewal and upgrade

of existing assets over the 10 year planning period is

$120,685,000 or $12,069,000 on average per year.

Council’s estimated available funding for this period is

$120,685,000 or $12,069,000 on average per year

which is 100% of the cost to provide the service. This is a funding shortfall of $0 on average per year. Projected

expenditure required to provide services in the AM Plan

compared with planned expenditure currently included

in the Long Term Financial Plan are shown in the graph

Above: The purpose of the black Expenditure Year 1 line

is to compare both methods of funding (budgeted and

projected expenditure). Additionally, the line provides

an opportunity to compare year 1 expenditure to the

next 10 years of expenditure.

What

we

will

do

Council plans to provide stormwater infrastructure

services for the following:

 Operation, maintenance, renewal and upgrade of

stormwater drain and pits to meet service levels set by Council in annual budgets.

 Develop Stormwater Management Plans of critical

catchments to identify flood prone areas and

determine strategy to mitigate the areas.

 Commence Water Proofing the West ‐ Stage Two.

This is subject to contributory funding from the

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 Implement a Stormwater Quality Improvement

Program to improve the quality of stormwater run

off.

 Continue to implement the Box Culvert

Replacement Program targeting box culverts in

poor condition and that pose a risk to public safety.

What

we

cannot

do

Council does not have enough funding to provide all

services at the desired service levels or provide new

services. Works and services that cannot be provided

under present funding levels are:

 Provision of flood protection to all properties in

significant rain events (greater than 1 in 5 year ARI).

 Monitoring of the quality and treatment of all

storm water being discharged to current EPA Water

Quality Standards.

Managing

the

Risks

There are risks associated with providing the service

and not being able to complete all identified activities

and projects. We have identified major risks as:

 Failure of box culverts resulting in property

damage, road collapse and potential injury.

 Flooding and property damage (public and private)

in moderate rainfall event due to inadequate

capacity of drains.

 Insufficient resources (funding, equipment, crews)

to replace/renew asset in accordance to

useful/serviceable life and maintaining existing

controls.

 Lack of knowledge of the condition of assets

resulting in poor decision making.

We will endeavour to manage these risks within

available funding by:

 Conducting camera inspection of every box culvert,

every 8 to 10 years or on an ‘as needs’ basis. There

has been a Box Culvert Replacement Capital Works

Program since 2003/04. The program is prioritised

in the high risk exposure areas.

 Continuing to carry out flood plain mapping to

identify flooding issues. The local knowledge of the

drainage works team enables a proactive approach

to combat issues of flooding and inundation.

Council staff monitors high risk areas in rainfall

events. Additionally, there is an increased level of

service for areas at high risk of flooding and

inundation. There is also provision of sand bags to

private properties on an exception basis.

 Completing the Stormwater Management Plan

(SMP) for critical catchments. This will enable

Council to identify appropriate treatment works to

include in the Long Term Financial Plan.

Additionally, improve the collection of condition

data on stormwater assets. The Council can then

quantify the issues, identify resource requirements

and time frames. This will enable the

establishment of acceptable service levels for

stormwater infrastructure.

 Improve the process for capturing and analysing

condition data. Hence, this will allow the

prioritisation of the stormwater works program

based on risk

Confidence

Levels

This AM Plan is based on a reliable level of confidence

information. Table 6.5 describes reliable as data based

on sound records, procedures, investigations and

analysis documented properly but has minor

shortcomings. For example some of the data is old,

some documentation is missing and/or reliance is

placed on unconfirmed reports or some extrapolation.

Dataset is complete and estimated to be accurate ±

10%.

As data accuracy is critical to the long term accuracy of

an AM Plan and financial forecasting, Council is

committed to the continuous improvement of asset

registers, asset handover and data collection

procedures.

The

Steps

The actions resulting from this Asset Management Plan

are:

 Prioritise and allocate resources for flood

mitigation based on recommendations of

Stormwater Management Plans.

 Continue to replace box culverts in poor condition.

 Use an integrated approach to infrastructure

construction by allocating resources for Water

Sensitive Urban Design (WSUD) projects and

drainage works associated with road and other

works.

 Improve the quality of stormwater being

discharged using Gross Pollutant Traps (GPT) and

WSUD infrastructure.

Questions

you

may

have

What is this plan about?

This Asset Management Plan covers the infrastructure

assets that serve the City of Charles Sturt community’s

stormwater infrastructure requirements. These assets

include pipes, box culverts, drainage cells, rising mains,

open channels, pneumatic cores, side entry pits,

junction boxes, grated inlet pits, pit head walls, debris

collectors, gross pollutant traps, outlet structures,

soakage pits and trash racks throughout the Council

area that protect the public and property from suffering

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What is an Asset Management Plan?

Asset management planning is a comprehensive

process to ensure delivery of services from

infrastructure is provided in a financially sustainable

manner.

The Asset Management Plan details information about

infrastructure assets including actions required to

provide an agreed level of service in the most cost

effective manner. The plan defines the services to be

provided, how the services are provided and what funds

are required to provide the services.

What options do we have?

Resolving the funding shortfall involves several steps:

1. Improving asset knowledge so that data accurately

records the asset inventory, how assets are

performing and when assets are not able to provide

the required service levels.

2. Improving our efficiency in operating, maintaining,

renewing and replacing existing assets to optimise

life cycle costs.

3. Identifying and managing risks associated with

providing services from infrastructure.

4. Making trade‐offs between service levels and costs

to ensure that the community receives the best

return from infrastructure.

5. Identifying assets surplus to needs for disposal to

make saving in future operations and maintenance

costs.

6. Consulting with the community to ensure that

stormwater infrastructure services and costs meet

community needs and are affordable.

7. Developing partnership with other bodies, where

available to provide services.

8. Seeking additional funding from governments and

other bodies to better reflect a ‘whole of

government’ funding approach to infrastructure

services.

What happens if we don’t manage a shortfall?

It is likely that Council will have to reduce service levels

in some areas, unless new sources of revenue are

found. For stormwater infrastructure, the service level

reduction may include flooding/inundation of high risk

areas.

What can we do?

Council can develop options, costs and priorities for

future stormwater infrastructure services, consult with

the community to plan future services to match the

community service needs with ability to pay for services

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2. INTRODUCTION

2.1 Background

This Asset Management Plan is to demonstrate responsive management of assets (and services provided from assets),

compliance with regulatory requirements, and to communicate funding needed to provide the required levels of service

over a 20 year planning period.

The Asset Management Plan follows the format for AM Plans recommended in Section 4.2.6 of the International

Infrastructure Management Manual1.

The Asset Management Plan is to be read with Council’s Asset Management Policy, Asset Management Strategy and the

following associated planning documents:

 City of Charles Sturt Community Plan 2027 – Shaping the Western Suburbs

 City of Charles Sturt – Corporate Plan 2008‐2012

 City of Charles Sturt Towards One Planet Living: Greening the Western Suburbs 2008‐2013

 City of Charles Sturt Engineering & Open Space Guidelines

 City of Charles Sturt Environmental Sustainability Policy

 City of Charles Sturt Asset Accounting Policy

 City of Charles Sturt Asset Management Policy

 City of Charles Sturt Asset Fund Policy

 Port Road Stormwater Management Plan

The infrastructure assets covered by this Asset Management Plan are shown in Table 2.1. These assets are used by

Council to provide appropriate stormwater drainage infrastructure services to its community. The figures are effective

from October 1st 2012.

Table 2.1: Assets covered by this Plan

Asset category Dimension Replacement Value

DRAINS Pipes 369 km $176,528,482 Box Culverts 43 km $59,229,659 Drainage Cells 1 km $571,093 Rising Mains 2.7 km $873,325 Open Channels (lined) 5.4 km $9,423,436 Pneumatic Cores 12 km $18,949,033

PITS and Junction Boxes

Side Entry Pits (SEP’s) 7,910 pits $18,106,309

Junction Boxes (JB’s) 4,341 pits $12,529,997

Grated Inlet Pits (GIP’s) 1,141 pits $2,408,115

Gross Pollutant Traps and Outlet/Inlet Structures

Debris Collectors 15 collectors $56,000 GPT, Outlet Structures 31 GPT’s & 20 Outlet Structures $5,370,618 Headwalls 43 Headwalls $50,820 Inlet Structures 8 Inlet Structures $40,000 TOTAL $304,136,888 (Tonkin Consulting 2011, p.16) 1

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Assets Excluded in the Plan:

The following stormwater assets are excluded from this plan;

1. Stormwater Pump Stations and associated infrastructure: Stormwater Pump Stations are a critical part of stormwater

infrastructure. Council has undertaken major upgrades to pump stations over the last 7 years. It is anticipated that the

works at Frogmore Road pump station in 2013 and Beach Street pump station in 2014 will be finalised by 2015. The next

version of the Stormwater Infrastructure Asset Management Plan will be consolidated to include the pump stations

excluding any buildings, sheds and outhouses (building assets).

2. Recycled Water Lilac Infrastructure: Recycled water infrastructure is a new type of asset class the City of Charles Sturt

is inheriting from Water Proofing the West, St Clair Woodville and St Clair Cheltenham Developments. These assets are

considered to be a work in progress and are not included in the current asset inventory. However the capital costs

associated with new assets being created as part of Water Proofing the West Project are included in the financial

projections.

Key stakeholders in the preparation and implementation of this Asset Management Plan are: Shown in Table 2.1.1.

Table 2.1.1: Key Stakeholders in the AM Plan

Key Stakeholder Role in Asset Management Plan

Councillors, Mayor/Board Members  Represent needs of community/shareholders;

 Stewardship in allocating resources to meet the organisation’s objectives; providing services while managing risks;  Ensure organisation is financially sustainable. Chief Executive Officer (CEO)  Allocate resources to meet the organisation’s objectives in providing services while managing risks;  Ensure organisation is financial sustainable. General Manager of Asset Management Services  Overall responsibility for Asset Management;

 Ensure funds are invested appropriately to ensure best value for money is delivered to the community;

 Provide leadership in influencing decision making processes related to AM. Asset Management Portfolio Managers  Provide Leadership for effective Asset Management;

 Identify resource requirements for delivering various asset management services to the community;

 Ensuring Asset Management services are provided in accordance with Corporate Plan and Council priorities;

 Deliver services in a cost effective and sustainable manner. Asset Managers of the Asset Classes  Identifying resource requirements for specific asset classes;

 Responsible for reviewing and keeping AM plan up to date;

 Responsible for preparing budget submissions in accordance with the AM plan;  Delivering nominated renewal, upgrade projects;  Responsible for Asset Officer;  Coordinate with Asset officers and field workgroup leaders to identify areas of need, process improvement. Asset Officers and Data Owners  Custodian of Asset data;  Responsible for keeping asset data up to date;  Preparation of asset management Plan;  Assist with financial accounting for assets. Field workgroups and their leaders  Operation and Maintenance management to meet agreed levels of service;  Highlight issues requiring attention of senior management. Internal users of Asset Services (e.g. Library and Community Servicers)  Provide timely advice as to future asset usage and requirements;  Communicate asset condition and maintenance requirements as needed.

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Key Stakeholder Role in Asset Management Plan The community (residents, businesses, property owners)  Be aware of service levels and costs;  Participate in consultation processes;  Provide feedback on services. State and Federal Government  Provide Leadership in promoting Best Practice Asset Management;  Facilitate Training and Education Re: Current AM Plan;  Recognising the importance of LG Assets to community and provide funding and other assistance to sustain.

Council’s organisational structure for service delivery from infrastructure assets is detailed below,

2.2 Goals and Objectives of Asset Management

The Council exists to provide services to its community. Some of these services are provided by infrastructure assets.

Council has acquired infrastructure assets by ‘purchase’, by contract, construction by Council staff and by donation of

assets constructed by developers and others to meet increased levels of service.

Council’s goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in

the most sustainable (including cost effective) manner for present and future consumers. The key elements of

infrastructure asset management are:

 Providing a defined level of service and monitoring performance.

 Managing the impact of growth through demand management and infrastructure investment.

 Taking a lifecycle approach to developing cost‐effective management strategies for the long‐term that meet the

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 Identifying, assessing and appropriately controlling risks.

 Having a long‐term financial plan which identifies required, affordable expenditure and how it will be financed.2

 Sustainability ‐ “meeting the needs of the present without compromising the ability of future generation to

meet their own needs.” (World Commission on Environment and Development. (1987). Our Common Future.

The Bruntland Commission, UNESCO).

2.3 Plan Framework

Key elements of the plan are:

 Levels of service – specifies the services and levels of service to be provided by Council.  Future demand – how this will impact on future service delivery and how this is to be met.

 Life cycle management – how Council will manage its existing and future assets to provide defined levels of

service.

 Financial summary – what funds are required to provide the defined services.

 Asset management practices.

 Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives.

 Asset Management Improvement Plan.

A road map for preparing an Asset Management Plan is on the next page.

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Road Map for preparing an Asset Management Plan Source: IPWEA, 2006, 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 RMA T ION MA NAGEME NT , and DATA IMPROVEM ENT AM PLAN REVIEW AND AUDIT IMPLEMENT IMPROVEMENT STRATEGY ANNUAL PLAN / BUSINESS PLAN IN F O RMA T ION MA NAGEME NT , and DATA IMPROVEM ENT

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2.4 Core and Advanced Asset Management

This Asset Management Plan is prepared as a ‘core’ Asset Management Plan over a 20 year planning period in

accordance with the International Infrastructure Management Manual3. It is prepared to meet minimum legislative and

organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset

management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

Future revisions of this Asset Management Plan will move towards ‘advanced’ asset management using a ‘bottom up’

approach for gathering asset information for individual assets to support the optimisation of activities and programs to

meet agreed service levels. The City of Charles Sturt is currently planning the implementation of a centralised Asset

Management Information System that will include consolidated asset registers and a works planning system. It is

envisaged that this system will be a pivotal tool in the journey from core to advanced asset management planning.

2.5 Community Consultation

Future revisions of the Asset Management Plan will incorporate community consultation on service levels and costs of

providing the service. This will assist Council and the community in matching the level of service needed by the

community, service risks and consequences with the community’s ability and willingness to pay for the service.

3. LEVELS

OF

SERVICE

3.1 Customer Research and Expectations

The organisation has not carried out any targeted research on customer expectations with regards to preparing this plan.

This will be investigated for future updates of the Asset Management Plan.

3.2 Strategic and Corporate Goals

This Asset Management Plan is prepared under the direction of Council’s Community, Sustainability and Corporate Plans.

Relevant Council goals and objectives and how these are addressed in this Asset Management Plan are (see next page):

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Table 3.2: Council Goals and how these are addressed in this Plan

Goal Objective How Goal and Objectives are addressed in AM Plan

An economically

prosperous, attractive

and functional city

2.4.1 Coordinate the upgrade

of street infrastructure

All streets where elements are to be upgraded

within a five year period of each other are

integrated into one project. Stormwater assets in

streets are assessed for structural condition and

capacity as part of the road reconstruction design

process. The long term financial plan includes

provisions for stormwater upgrade associated with

road works

2.4.2 Create and maintain

attractive landscaped

streetscapes which

incorporate principles of

Water Sensitive Urban Design

Water Sensitive Urban design to be considered and

incorporated as part of the detailed design process

of large open space and engineering projects.

The Long term financial plan includes provisions

within the operations budget and the capital

upgrade budget for Water Sensitive Urban Design

Water Sensitive Urban Design projects where

appropriate.

2.6.4 Ensure that stormwater

systems are well maintained

A proactive approach is taken to the maintenance of

community infrastructure underpinned by asset

management plans and within the framework of

relevant legislation and financial constraints.

Refer to Section 3.4 for further details

A City which values,

protects and

enhances the natural

environment

3.1.3 Promote understanding

and appreciation of the value of natural areas

The natural environment is recognised and valued

The long term financial plan considers investment in

Gross Pollutant traps and wetlands to achieve this

goal.

3.3.2 Encourage water

sensitive urban design

(WSUD) in all new

developments

The Engineering and Open Space Guidelines include

requirements for WSUD to be incorporated in new

developments.

The St. Clair development will incorporate 6 Ha of wetlands and is an example how this objective will

be addressed.

Council will exercise its duty of care to ensure public safety is accordance with the infrastructure risk management plan

prepared in conjunction with this AM Plan. Management of infrastructure risks is covered in Section 5.2.

3.3 Legislative Requirements

Council has to meet many legislative requirements including Australian and State Legislation and State Regulations.

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Table 3.3: Legislative Requirements

Legislation Requirement

Local Government Act 1999 Sets out role, purpose, responsibilities and powers of local governments

including the preparation of a long term financial plan supported by asset

management plans for sustainable service delivery. The Act also sets out

the establishment of the Stormwater Management Authority that guides

spending on relevant grant money.

State Records Act 1997 To ensure the City of Charles Sturt records and stores all relevant

information as set out by the State Government of SA.

Environment Protection Act 1993

To ensure that all reasonable and practicable measures are taken to

protect, restore and enhance the quality of the environment having regard

to the principles of ecologically sustainable development.

Occupational Health, Safety and

Welfare Act 1986

To take a constructive role in promoting improvements in occupational

health, safety and welfare practices and assisting in the preservation of public health and safety in all undertakings of Council.

Development Act 1993 An Act to provide for planning and regulate development in the state; to

regulate the use and management of land and building and for other

purposes.

Public And Environmental Health

Act 1987

An Act Dealing With Public And Environmental Health; To Repeal The

Health Act 1935, The Noxious Trades Act 1934 And The Venereal Diseases

Act 1947; And For Other Purposes.

Council will exercise its duty of care to ensure public safety in accordance with the infrastructure risk management plan

linked to this AM Plan. Management of risks is discussed in Section 5.2.

3.4 Current Levels of Service

Council has defined service levels in two terms.

Community Levels of Service measure how the community receives the service and whether the organisation is

providing community value.

Community levels of service measures used in the Asset Management Plan are:

Quality How good is the service?

Function Does it meet users’ needs without compromising the needs of current and future generations?

Capacity/Utilisation Is the service over or under used?

Technical Levels of Service ‐ Supporting the community service levels are operational or technical measures of

performance. These technical measures relate to the allocation of resources to service activities the council undertakes

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Technical service measures are linked to annual budgets covering:

 Operations – the regular activities to provide services such as opening hours, street sweeping frequency,

mowing frequency, drain cleaning, drain inspection etc.

 Maintenance – the activities necessary to retain an asset as near as practicable to an appropriate service

condition (e.g. road patching, footpath repairs, building and structure repairs, pit and drain repair).

 Renewal – the activities that return the service capability of an asset up to that which it had originally (e.g.

frequency and cost of road resurfacing and pavement reconstruction, drain replacement and building

component replacement).

 Upgrade – the activities to provide an higher level of service (e.g. widening a road, sealing an unsealed road,

replacing a drain with a larger size) or a new service that did not exist previously (e.g. a new library).

Asset managers plan, implement and control technical service levels to influence the customer service levels.4

Council’s current service levels are detailed in Table 3.4 below

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Table 3.4: Current and Desired Service Levels

Key Performance Measure

Level of Service Objective

Performance Measure Process Current Level of Service Desired Level of Service

COMMUNITY LEVELS OF SERVICE

Quality Providing an efficient and environmentally friendly disposal of stormwater runoff

 Customer Request Management (CRM) Reports.

 Programmed inspections.  All sweeping is planned and

quantified in advance. Meeting weekly to discuss sweeping activities.

DRAIN CLEANING

 Programmed cleaning of all pits and drains ‐

Monday to Thursdays on a specific program (Friday's for reactive cleaning).

 Jet vac on standby after hours and on weekends if a significant rain event has been forecasted by the Bureau of Meteorology.

 Open Drains’ silt removal‐yearly.

STREET SWEEPING

1. Sweeping (streets and car parks) in Response to request where hazards exist ‐ 1 business day.

2. All other sweeping (streets and car parks) requests other than programmed activities ‐ 3 business days.

3. Residential Streets‐ At an Interval of 6 to 7 weeks (Average of 8.5 times per year).

* A specialised program of sweeping as specified for

the following:

‐ Roads with high leaf litter, fruit or nut drop ‐ Twice

weekly on a seasonal basis.

‐ Roads with Norfolk Island Pines (Henley & Grange) –

Weekly

‐ Beachside streets ‐ Weekly to remove sand from sand

blown onto streets

‐ Digital Precinct (Hindmarsh) ‐ Twice weekly

DRAIN CLEANING

 Programmed cleaning of all pits and drains‐

Monday to Thursdays on a specific program (Friday's for reactive cleaning).

 Jet vac on standby after hours and on weekends if a significant rain event has been forecasted by the Bureau of Meteorology.

 Open Drains’ silt removal –yearly.

STREET SWEEPING

1. Sweeping (streets and car parks) in response to request where hazards exist ‐ 1 business day.

2. All other sweeping (streets and car parks) requests other than programmed activities ‐ 3 business days.

3. Residential Streets‐ At an Interval of 6 to 7 weeks (Average of 8.5 times per year).

* A specialised program of sweeping as specified for

the following:

‐ Roads with high leaf litter, fruit or nut drop ‐ Twice

weekly on a seasonal basis.

‐ Roads with Norfolk Island Pines (Henley & Grange) –

Weekly

‐ Beachside streets ‐ Weekly to remove sand from sand

blown onto streets

‐ Digital Precinct (Hindmarsh) ‐ Twice weekly

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CARPARK SWEEPING

‐ Foreshore Car parks ‐ Weekly ‐ Other car parks ‐ every 6 weeks

‐ A specialised program of sweeping is specified for: Civic Centre, Henley Square & Digital Precinct ‐

Weekly.

‐ Manual Sweeping to compliment mechanical sweeping cycles.

CARPARK SWEEPING

‐Foreshore Car parks ‐ Weekly ‐ Other car parks ‐ every 6 weeks

‐ A specialised program of sweeping is specified for: Civic Centre, Henley Square & Digital Precinct ‐

Weekly.

‐ Manual Sweeping to compliment mechanical sweeping cycles.

Function Providing the community

with safe and effective stormwater

infrastructure network.

The number of Customer Requests (CRM’s) logged.

CRM Analysis Reports Review/update of Stormwater

Infrastructure Asset Management Plans yearly

1. Damaged lids and pits identified in inspections and CRM's.

2. Jet Vac and camera on road carrying out on programmed maintenance schedule with 1 day a week devoted to reactive maintenance.

3. Replacing damaged SEP lids in impact prone areas with heavy duty variants.

1. No potential safety hazards to public as a result of damaged stormwater infrastructure.

2. Jet Vac and camera on road carrying out on programmed maintenance schedule with 1 day a week devoted to reactive maintenance.

3. Proactively identify areas where SEP lids are likely to be or have been damaged frequently and replace with heavy duty variants.

Capacity/Utilisation Ensuring stormwater infrastructure provided can meet the required capacity. This depends on area topography and calculation of Average Rainfall Interval (ARI)

No of CRM’s relating to property/street flooding

1. Consultants undertake analysis of areas to have new stormwater infrastructure and determine the appropriate sizes and quantity/length of pits and drains.

2. Drainage is reviewed in road reconstructions where nil or inadequate drainage was provided. Drainage would be upgraded or installed where it did not exist.

1.Stormwater runoff is contained in the underground system for rain events up to 1 in 5 year ARI (Average recurrence interval) rain event

Stormwater runoff is contained within the road reserve for rain events up to 1:10 year ARI rain event.

2. Drainage is reviewed in road reconstructions where nil or inadequate drainage was provided. Drainage would be upgraded or installed where it did not exist

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TECHNICAL LEVELS OF SERVICE Operations & Maintenance 1. Programmed Cleaning Schedule for Jet Vac. Allow one day a week for reactive maintenance. 2. Camera Inspection Van working in collaboration with Jet vac to identify drains to be cleaned. Allow one day a week (Friday) for reactive maintenance.

3. Responding to CRM Requests by the public for damaged SEP lids. 1. No of CRM’s logged.

2. Works Scheduler/Estimator reports on no of camera van inspections out to Council monthly.

3. Works Scheduler/Estimator reports on Engineering Works carried out to Council monthly.

1. 2012 Average (between Jan –May) length of drains cleaned per month is 1684 l/m of drains (120 l/m) per day. This figure includes weekends and staff training days. The total l/m of drains cleaned per day depends on variables such as if the gang experience a lot of tree roots at certain locations where there are a lot of trees.

2. Drain Inspection Van on programmed inspections Mon – Thurs and Friday’s devoted to reactive maintenance.

3. Rapid Response have a response time of 2 working days to make the situation safe and put temporary measures in place (out of the 20 business day turn around time). The remaining working days out of the 20, Engineering & Construction will aim to complete the CRM.

Based on the last four years of data (2008‐2012), approximately 81.3% of CRM's were responded to in the agreed time frame of 20 business days.

1. Target length of drains to be cleaned is between

180l/m to 200l/m per day.

Respond to Stormwater Pit Maintenance 95% of the CRM's in the 20 business day time frame.

2. Drain Inspection Van on programmed inspections Mon – Thurs and Friday’s devoted to reactive maintenance.

3. GPTs and trash racks to be cleaned and maintained such that pollutants reaching the receiving waters is minimised. Cleaning of GPTs to minimise stormwater inundation upstream.

Trash racks in flood risk areas will continue to be emptied after major rain events

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4. Empting Trash nets/Racks and GPT’s and maintenance to them to enhance capacity of stormwater network.

4. Works Scheduler/Estimator reports on Engineering Works carried out to Council monthly.

4. High priority GPTs and Trash racks (8 locations in flood risk areas) are emptied after major rain events. Routine inspection of the GPTs is conducted at 8 week intervals, where all GPT’s and Trash Racks are cleaned out.

Renewal 1. Activities that return the service capability of an asset up to that which it had originally. For example, a renewal or ‘like for like’ replacement of as box culvert in a street.

Currently no performance measures 1. A risk based approach for replacement of assets in poor condition.

Box culvert replacement program since 2004. Box culverts in poor condition are prioritised and replaced to minimise risk of collapse.

A rolling program of road reconstructions is carried out ever year. If there are stormwater drains at a road reconstruction site, they are inspected to determine condition and whether or not they require to be replaced.

1. A condition based renewal program will be optimal.

It is hoped this can be achieved when the entire network has been inspected with the camera and the camera reports are recorded in an analysable format.

The inspections of drainage beneath roads due to be reconstructed will continue to occur. Action will be taken to upgrade/renew drainage, pending the drainage inspection.

Upgrade/New 1. Activities to provide a higher level of service, such as construction of new stormwater infrastructure where there was none before.

Additionally, it may involve removing and disposing a smaller sized Side Entry Pit and installing a larger size to meet the increased demand at the particular location.

Floodplain Modelling & Stormwater Management Plans.

CRM Reports

1. A rolling program of road reconstructions is carried out ever year. The stormwater drains at a road reconstruction site are inspected to determine condition and whether or not they require to be replaced.

Camera van routine inspections crew will forward drains in very poor condition to key staff members to determine course of action to take.

Floodplain Mapping & Stormwater Management Plans (SMP) determine hot spots and provides solutions to problem areas.

1. Providing flood protection to all properties in a 1:100 ARI is the optimal level of service. However this may be economically unrealistic. A more realistic solution will be to complete priority catchments, undertake Stormwater Management plans and undertake works based on a cost benefit analysis.

Camera van crew will continue to forward details of drains in poor condition to council staff to action.

The Floodplain Mapping and Stormwater Management Plans will continue to enhance council’s efforts in identifying problem areas.

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3.5 Desired Levels of Service

Indications of desired levels of service are obtained from community consultation/engagement. The asset

management planning process includes the development of 3 scenarios to develop levels of service that are

financially sustainable.

4. FUTURE

DEMAND

4.1 Demand Drivers

Drivers affecting demand include population change, changes in demographics, seasonal factors, vehicle

ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural

practices and environmental awareness, etc

4.2 Demand Forecast

The present position and projections for demand drivers that may impact future service delivery and utilisation

of assets were identified and are documented in Table 4.3.

4.3 Demand Impact on Assets

The impact of demand drivers that may affect future service delivery and utilisation of assets are shown in Table

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Factors Influencing Demand Present Position Projection Impact on Council Services

Sub‐division expansion

‐ Minimum 300m2 allotments with

reasonable private open space

‐ Minimum 150m2 allotments with little

private open space according to the CCS

Planning Department. This figure is based

on brand new large development such as

St Clair, Brompton & Bowden

‐ Other small residential developments will

still maintain a minimum of 300m2 with

reasonable private open space

‐ Increase in impermeable area

‐ Capacity of existing stormwater system

inadequate to cope with excess runoff ‐ Increased pollutants in receiving

waters

New Residential Developments

(Bowden, Woodville West St Clair &

AAMI Stadium)

‐ Large tracts of open space (except for

Bowden & Woodville West)

‐ Areas will be developed for residential

housing, open space & apartments

‐ Increased impermeable area

‐ Capacity of existing stormwater system

inadequate to cope with increased

runoff

‐ Increased pollutants in receiving

waters

Environmental Awareness ‐ Awareness through education and water

quality improvements as part of capital

projects.

‐ Council will implement Water Sensitive

Urban infrastructure

‐ Managing stormwater to minimize

impacts on coastal and offshore

ecosystems from weeds, sedimentation

and elevated concentrations on nutrients

and contaminants

‐ Improvement in the quality of

stormwater water run off within the

city

Changing rainfall intensities and

frequencies (climate change effects)

‐ Minor stormwater infrastructure

upgrades to protect properties where

possible

‐ Provide sandbags to residents/businesses

for protection

‐ Emptying GPT’s and trash racks before

every major storm event

‐ Increasing number of capital projects

involving renewing and upgrading

stormwater infrastructure pipes, SEP’s

and box culverts

‐ Increasing resources to undertake

stormwater works to meet the

demand and protect private properties

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Increasing number of larger vehicles

on the road i.e. 4WD’s, buses, road

trains

‐ Repairing damaged stormwater

structures (via CRM or inspections etc). ‐ Undertake Inspections and

renewal/upgrade of Box Culverts within

Council owned areas.

‐ No inspections or renewals/upgrades of

Box Culverts beneath busy DPTI roads

are currently undertaken

‐ Upgrade/replace the SEP lids and other

structures with heavy duty alternatives ‐ Continue to repair/ replace damaged

stormwater infrastructure

‐ Less call outs as a result of installing

heavy duty infrastructure

‐ Will be required to undertake condition

assessment of Box Culverts beneath DPTI

owned roads that pose a high risk to

public safety

‐ Greater likelihood of impacts to SEP’s

and JB’s due to increased vehicles on

the road

‐ Will require funding from Council to

undertake inspections of Box Culverts

in high risk areas including along DPTI

owned roads. Council camera van and

personnel taken away from

programmed maintenance schedule to

carry out work on council owned

drainage in Department for Transport,

Planning & Infrastructure (DPTI) owned

Roads

Water Sensitive Urban Design

(WSUD) initiatives

‐ State government guidelines, currently

discretionally used

‐ Initiatives will be legislated in future

years

‐ Increased expenditure in maintenance

and capital works

Additional maintenance on existing

wet systems

‐ Several wet systems not cleaned or

maintained for several years

‐ Need for arterial drains to be upgraded

to minimize the wet system

‐ Need to develop procedures for regular

maintenance of systems

‐ Need for additional Resources

Increased demand for using open

space for dual purposes (stormwater

retention and recreation)

‐ Current examples of this are in Woodville

West, St Clair, Cooke Reserve, Ray Street

Reserve, Gleneagles Reserve are project

initiatives where stormwater retention

and detention have been used in open

space

‐ Opportunities for stormwater retention

and detention on open space will need to

incorporate creative designs catering for

recreation, sport and stormwater

requirements

‐ The impact on open space services is

currently unknown and will be

evaluated on a case by case basis

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Increasing community expectations

of higher levels of service‐less

evidence of flooding

‐ Presently under‐resourced

‐ Prioritised Capital Works Program to be

developed

‐ Additional stormwater systems required ‐ Risk of increased cost to Council

Increasing community expectations

availability of services during storms

– e.g. Emergency Services. The

community may expect council to

respond to flooding emergencies

more frequently

‐ Currently the expectation does exist ‐ Funding in Council emergency services

and design will need to be increased to

meet this demand

‐ Funding and design will need to be

increased to meet this demand

Climate change impacting on rainfall

intensities, therefore increasing

probability of residents and local

business suffering personal injury

and/or property damage

‐ Council has a budget for a ‘Floodsafe’

Community Education program in place

in 2012/13

‐ Council currently undertaking a Regional

Climate Change Adaptation Study with

West Torrens & Port Adelaide Enfield

Councils

‐ Council currently developing a Regional

Zone Emergency Management Plan

‐ Effects of climate change potentially

increase rainfall intensities; consequently

increasing probability of residents/local

business suffering frequent personal

injury/property damage funding is

required to educate public on how to

protect themselves and their property ‐ Regional Climate Change Adaptation

Study will identify strategies and actions

to minimise impact of climate change

‐ Additional funding required to fund

‘Floodsafe Community Education

Program

Flooding Hotspots ‐ Council is very aware of these hot spots

from previous major rain events and has

implemented some actions to address

local hotspots where possible and viable

‐ Hot spots in Council area will likely to

increase

‐ Completing floodplain mapping for rest

of catchment areas

‐ Council’s resources will become

stretched and Council’s public image

jeopardised, as a result of responding

increased CRM’s

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Projected Population Increase in

Council area

‐ Council’s current population is just under

107,000

‐ An increase in residents: ‐ 126,000 residents by 2026 ‐ 150,000 residents by 2036

‐ Council to provide quality services to

growing population

‐ Population growth will increase

number of housing, impervious areas

and subsequent runoff volumes and

demand for additional stormwater

drainage capacity will increase ‐ Council resources will be stretched

Relying less on potable water

supplies (stormwater harvesting)

‐ Undertaking water harvesting initiatives

(Water Proofing the West)

‐ New St Clair development and Woodville

West Rejuvenation provides each

resident/business with recycled water

connection

‐ Bidding for more funding/grants to

create more stormwater harvesting

opportunities around the city

‐ Increased Capital spending by Council

on related projects

‐ Increased income from sale of recycled

stormwater

‐ Increased demand for resources to

maintain harvesting infrastructure

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4.4 Demand Management Plan

Demand for new services will be managed through a combination of managing existing assets, upgrading of existing

assets and providing new assets to meet demand and demand management. Demand management practices include

non‐asset solutions, insuring against risks and managing failures.

Non‐asset solutions focus on providing the required service without the need for the Council to own the assets and

management actions including reducing demand for the service, reducing the level of service (allowing some assets to

deteriorate beyond current service levels) or educating customers to accept appropriate asset failures5. Examples of

non‐asset solutions include providing services from existing infrastructure such as aquatic centres and libraries that

may be in another Council area or public toilets provided in commercial premises.

Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be

developed in future revisions of this Asset Management Plan.

Table 4.4: Demand Management Plan Summary

Demand Driver Demand Management Plan

Community demand for

flooding mitigation ‐ _fundingUndertake_required catchment_for_flood analysis_mitigation. and modelling to determine priorities and

‐ The Council’s flood protection standards set out design standards based on

risk.

‐ Stormwater, inlets, outlets, trash racks and Gross Pollutant Traps (GPT’s) are

regularly cleaned, repaired & emptied to ensure flows are not obstructed.

‐ Developers are required to treat and reduce the volume of stormwater

entering the Council drainage system.

‐ Continue to work with private land owners (including Golf courses) to detain

floodwaters and link these initiatives with potential users of the water.

‐ Encourage the use of permeable paving where possible to minimise

stormwater runoff in land development projects, residential buildings and

council projects.

Community demand for

preserving and enhancing

environment through water

harvesting and treatment

‐ Educate and support the community to improve water use practices on their

own properties, including a strong focus on increasing storage and use of

rainwater.

‐ Develop a WSUD guideline to provide further information and guidance to

developers, including those implementing small in‐fill developments.

‐ Increase the total area of vegetated areas managed for their biodiversity

function prior to aquifer injection or discharge into Gulf, St Vincent.

‐ Competitive pricing for supply of recycled stormwater to promote an

alternative water supply.

5

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4.5 Asset Programs to meet Demand

The new assets required to meet growth will be acquired free of cost from land developments and /or

constructed/acquired by Council. New assets constructed/acquired by Council are discussed in Section 5.5. The

estimated cumulative value of new contributed and constructed asset values are summarised in Figure 1.

Figure 1: Upgrade and New Assets to meet Demand

Fig 1: Investment in Stormwater Assets is expected to increase from $31.9 million in 2013 to 200 million in 2032. The major

contributors to the increase include $38 Million towards the Water Proofing the West Project Stage 1, which includes the

installation of Lilac Recycled Water Infrastructure in 2013/14. Additionally, investment totalling $27.5 Million has been

allocated to Water Proofing the West Stage 2 between 2013 ‐ 2018 and Stormwater Infrastructure upgrades in the

Trimmer/Meakin Catchment Area between 2015‐2017 where $500K is allocated to undertake the works. At the completion

of the Trimmer/Meakin Catchment, Henley/Fulham Catchments will be constructed between 2021/22 to 2025/26 at a cost of

$22 million over 5 years. From 2026/27 to 2030/32, flooding mitigation works in other catchments will occur at a cost of 25

million over 6 years. Contributed assets are estimated to be at 0.5% of current Asset Value per annum.

The 0.5% growth in contributed was calculated using council’s Geographical Information System (GIS) and using total

number of assets in the new St Clair Development divided by the council’s total stormwater infrastructure inventory. We are

using this figure as a guide for growth of stormwater assets.

Acquiring these new assets will commit Council to fund ongoing operations, maintenance and renewal costs for the

period that the service provided from the assets is required. These future costs are identified and considered in

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5. LIFECYCLE

MANAGEMENT

PLAN

The lifecycle management plan details how Council plans to manage and operate the assets at the agreed levels of

service (defined in Section 3) while optimising life cycle costs.

5.1 Background Data

5.1.1 Physical parameters

The assets covered by this Asset Management Plan are shown in Table 2.1.

Stormwater assets are located throughout the City of Charles Sturt. The assets are situated in areas which are

deemed necessary by Council civil designers and/or consulting engineers. However, during road upgrade works

stormwater assets may be renewed, upgraded or newly installed to cope with increased volume of stormwater runoff

and prevent/reduce the risk of flooding.

The age profile of the assets include in this AM Plan is shown in Figure 2.

Figure 2: Asset Age Profile

Fig.2: A significant number of stormwater pits and drains were constructed between 1966 and 1980 and have a current

age of between 32 and 46 years. Note the West Lakes Development was constructed and handed over in this period.

Asset Management Plan

Stormwater

Infrastructure