Water Supply Asset Management Plan November 2012 8.12 8.1 8.10 8.9 8.8 8.7 8.6 8.5 8.4 8.2 8.1 8

Home , Water supply network

Greater Wellington Water Water Supply Asset Management Plan November 2012 8.12 8.1 8.10 8.9 8.8 8.7 8.6 8.5 8.4 8.2 8.1 8. 7.3 7.2 7.1 7. 6.2 6.1 6. 5.6 5.5 5.4 5.3 5.2 5.1 5. 4.4 4.3 4.2 4.1 4. 3.5 3.4 3.3 3.2 3.1 3. 2.3 2.2 2.1 2. 1.7 1.5 1.4 1.3 1.2 1.1 1. Table ofContents

Demand managementplanning Forecast demand Future demanddriversforwholesalewater Summer peakdemand Historic demandforwholesalewater Population anddemand Measure andreporttocommunityonlevelofserviceachieved Identifying keystakeholdersandtheirrequirements Levels ofservice Key issuesforactivity Rationale forGreater Or Overview ofthewholesalewatersupplynetwork Business overviewandactivities Relationship withotherplansandregulations Objectives ofplan Asset managementplandevelopmentandreviewprocess Asset managementpractises Financial forecast Future demand Levels ofservice Asset valuation Executive summary T W Pump stations Distribution pipelines Aquifer wells Raw waterstoragelakes Raw waterintakes Lifecycle management Overview ofquality Overview ofassets Lifecycle managementplans Key riskmitigationmeasures Asset criticality Risk assessmentofphysicalinfrastructure Risk management Meeting futuredemand Existing systemcapacity System capacity Demand managementstrategies Define Design Significant Introduction Overview Tunnels reated water reservoirs ater treatment plants ganisational structure

the and

current

effects consultation

levels of

, operationsandmaintenancestrategies

the

Wellington involvement

water of

define service

supply

the

desired

activity

organisation

service

delivers

level

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1 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 2 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 List offigures Appendix 6–Conditioninspectionforms Appendix 5–AssetValuation byLocationandType Appendix 4–AssetManagementMaturityAssessmentWorksheet Appendix 3–Standard AssetLives Appendix 2–Water SupplySystemModels Appendix 1–AnnualPerformanceTargets Appendices 10.2 10.1 10. 9.4 9.3 9.2 9.1 9. 8.14 Control 8.13 Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figur Figure 1: 10-yearfinancialprojections (#1063554)

e 22: Summary ofassetmanagementgap analysis e 21: Forecast operations andmaintenanceexpenditure (#1063554) e 20: Forecast capital andrenewals expenditure (#1063554) e 19: Projected 20yearcapitalexpenditure anddebtfunding (#1063554) e 18: 10-yeardebtprojections (#1063554) e 17: 10-yearfinancialprojections (#1063554) e 16: Water levy(net)andCPIinflation(#1063554) e 15: Water treatment plants–visualassetconditionassessment(source #1087739) e 14: Majorpumpstation–visualconditionassessment (source #1087739) e 13: Pipelengthbydiameter(source #1087739) e 12: Pipelengthbymaterialtype(source #1087739) e 11: Pipelengthbyyearofconstruction(source #1087739) e 10: Strategic developmentplanexcludingshorttermimprovements (refer #1012278) e 9: Annual shortfall probability verses population (source #1010154) e 8: StatisticsNZurbanarea populationprojections forthefourcities(source #1010538) e 7: Average daypercapitademandtrends (source #987628) e 6: Annual water demandtrends (source #987628) e 5: Dailywaterdemandtrends (source #987628) e 4: GWWmanagementstructure e 3: Greater Wellington wholesale watersupplynetwork(source #1001990) e 2: Water suppliedbyterritorialauthorityforyearending30June 2012(source #1015277) List ofimprovements Results ofgapanalysis Impr Asset valuation Insurance management Financial projection Financial summary Access wayassets Background ovement plan

systems,

telemetry

and

flow

meters

58 47 58 58 56 53 51 47 46 45 57 51 50 49 49 48 47 43 41 37 36 36 27 26 21 20 20 19 12 11 9 5 List oftables Figure A1: Sustainable Yield Model(SYM)network Figur Figur Figur Figur T T T T T T T T T T T T T T T T T T T T T T T Table 1Highlevelassetvaluationsummaryasat 30 June 2012 T able 25: Improvement plan able 24: Asset valuation(#1063554) able 23: Assets belowground –summaryofmaximumprobable lossestimates(#1063554) able 22: Assets belowground –earthquake andspecialinsurance coverandacontingencyreserve (#1063554) able 21: Above-ground assets–exampleinsurance claimforamajorlossevent($000s, refer #1063554) able 20 Above ground assets–summary ofmaximumprobable loss($000s, refer #1063554) able 19: Above ground assetsinsurance premiums byyear(#1063554) able 18 Above ground assetsinsurance valuationseffective1July 2011(#1063554) able 17: Water Supplylevyincreases for2012/22 able 16: ScheduleofReservoirs able 15: Water treatment plantassets where replacement/refurbishment shouldbeconsidered (source #1121764) able 14 Water Treatment Plantassetconditionsummary(source #1087739) able 13PumpStationassetswhere replacement/refurbishment shouldbeconsidered (source #1124943) able 12Pumpstationassetconditionsummary(source #1087739) able 11: Scheduleofcollectionanddistributionpumps(source #749122) able 10: Scheduleoftunnels able 8ScheduleofRaw Water Storage Lakes able 9: Scheduleofwells able 7: Scheduleofwaterintake assets able 2: Summaryofsignificanteffectsthe Water Supplyactivity able 5: DemandmodelPCDstatisticsinL/p/d(source #1032478) able 4: Householdprojections forthefourcitiessuppliedbywholesalewatersupply able 3: Levelsofserviceandperformancemeasures able 2: Summaryofsignificanteffectsthe Water Supplyactivity e A5: Networkgeometryfrom hydraulic model e A4: ExampleKaraka modeloutput e A3: Ngauranga gorge transfer intheSYM e A2: Assumed declineinpercapitademand(PCD)

67 66 65 64 63 58 56 55 55 55 54 54 53 48 44 43 42 41 40 39 38 35 35 34 33 23 22 18 12 4

3 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 4 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 quantity. Thetargetedsupplyisonewhich: effects onthecommunity. asset failurecanhave significantsocialandeconomic and thatinvestment needstobeprotected.Thirdly, represent asignificantinvestment bythecommunity on assetstosupporttheirdelivery. Secondly,assets the servicesdelivered byGreaterWellington rely Wellington foranumberofreasons.First, manyof way. and inasustainableenvironmentallyresponsible levels ofserviceover thelongterm,atreasonablecost provide awater supplytocustomersatthepromised the necessaryassetsareinplaceandmaintainedto are basedonthebestinformationavailable, sothat to ensurethatwater supplyfundingcommitments Upper Huttcityand Wellington city. metropolitan citycustomers:Poriruacity,Hutt is thewholesalesupplierofdrinkingwater tofour Wellington RegionalCouncil(Greater Wellington), to thewater supplygroupwithintheGreater Greater Wellington Water (GWW),thenamegiven 1.1 1. Total New Sources Water storage Pump stations Distribution pipelines Water treatment plants Asset type Table 1Highlevelassetvaluationsummaryasat30June 2012 High-quality referstobothwater qualityandwater The statedpurposeofGWWisto: Asset managementisimportanttoGreater The purposeofthis Asset ManagementPlan is

aesthetic requirements” Drinking Water StandardsofNZ,including 50 years onaverage, andmeetsall aspectsofthe except onethatisequalledorexceededonceevery “Is sufficienttomeetanydroughtcondition responsible way” Wellington, inacosteffective andenvironmentally meet thereasonableneedsofpeoplegreater “Provideenoughhigh-qualitywater eachdayto

Overview Executive summary Upper HuttAquifer and 2distributionbalancingstorages Includes 2rawwaterstoragelakes, 4treated waterreservoirs 18 pumpstations 183km plant (includingassociatedbuildingsandfixtures) 3 activewatertreatment plants and1standbywatertreatment Description Plan. They arediscussedindetailSection4. and arepublishedintheLongTerm Plan and Annual targets. Thetargetsarethesubjectofconsultation GWW consistentlymeetsitsLevel ofService(LOS) 1.3 Appendix 5. 9. A breakdownbylocationandassettypeisgiven in asset valuation informationissuppliedinthesection of thisvaluation isprovidedinTable 1.More detailed replacement value ofover $550million. A breakdown GWW ownsandmanageswater supplyassetswitha 1.2 an internationalsurvey ofwater suppliers(refer standard, was reviewed byMWHin2010through of a2%annualshortfallprobability(ASP)reliability demands. Themodellingapproach,includinguse wholesale water infrastructuretomeetpredicted planning toolusedtoassessthecapabilityof service levels. e demand ability ofthewater supplysystemtocontinuemeet analyse growthindemandandtheimpacton GWW utilisesanadvanced mathematicalmodelto 1.4 to meetthecommunity’spublichealthneeds. provide wholesaledrinkingwater forthecommunity, Generally the Act empowers GreaterWellington to function withouttheapproval ofGreaterWellington. the citiesundertakingawholesalewater supply of allfourcities.This Act alsoprecludesanyof to beutilisedinthebestway forthecommongood the available surfacewater catchmentsandaquifers of thecitiesHuttandUpperallowed sources fortheareaarelocatedwithinboundaries area. Itrecognisedthatthecriticalwholesalewater of thecitieswithinmetropolitanWellington water collection,treatmentanddistributionfunctions (Greater Wellington), broughttogether thewholesale administered byGreaterWellington Regional Council Water Board Act 1972.This Act, whichisnow water supplysystemundertheWellington Regional The SustainableYield Model(SYM)isthestrategic GWW istheownerandmanagerofwholesale

Levels ofservice Asset valuation Futur $309,073,396 $91,660 $47,450,901 $8,840,561 $119,062,521 $133,627,752 ($) 2012 Book value $559,841,811 $100,000 $59,003,761 $16,727,207 $249,570,406 $234,440,436 ($) 2012 value Replacement 1 showsthe10-year financialprojection,giving additional debtrepayments/withdrawals. Figure operating surplus/deficiteach year isusedtomake loan fundedthroughapplicationofnewloans.The the customercitycouncils.Capitalexpenditureis wholesale water servicesthroughalevyappliedto GWW recovers costsassociatedwithprovisionof 1.5 detail inthebodyofthisplan. source optionsinpreparation.Theseareexplained and GWWiscurrentlylookingatvarious newwater this trendwillcontinue. many contributingfactorsandthereisnoguarantee of increasingpopulationtodate,however thereare Per capitademandreductionhasoffsettheeffect overall decreaseofaround1%p.a.since1990. average dailywater supplyperpersonhasshownan increased byaround5%duringthisperiod.The ML suppliedin2005/6.Theresidentpopulationhas reduction inabsolutetermscomparedwith57,911 50,722 millionlitres(ML) ofwater, whichisa12% trend since2005/06.In2011/12,GWWsupplied four citiesisaround395,000asat30June2012. population estimates,theurbanof demand. insufficient wateris available tomeetthemodelled occurrence inanyoneyear ofatleastonedaywhen Lakes upgrade).Notethatashortfallisdefinedasthe 414,000 (followingcompletionoftheStuartMacaskill for aWellington urbanpopulationof approximately planning target. standard (50-year returnperiod)isareasonable is abestpracticemethodology,andthe2% ASP #814200). Itwas foundthattheSYMmodellingtool Figure 1: 10-yearfinancial projections (#1063554) Demand willeventually outstripsupplycapacity, Demand forwater hasbeenshowingadownward Based onthelatestStatisticsNewZealand The SYMindicatesthata2% ASP canbeachieved

($000s) Financial for 100,000 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 0 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 ecast Operatingexpenditure Capitalexpenditure total debt. operating andcapitalexpenditure,totalrevenue and (assessed byindependentreview). demand forecastingandoperationalplanning management (ISO9001and14001certification), over time,withparticularstrengthsinquality implemented byGWWhasconsistentlyimproved (using theTreasuryspreadsheettool). intermediate toadvanced scoresacrossallfunctions activity, andGWWseekstoachieve high Wholesale water supplyisahighvalue, critical Infrastructure ManagementManual(IIMM). on theguidelinescontainedinInternational GWW assetmanagementpracticesarebased 1.7 • • • GWW, minimisinglifecyclecostsmeans: times andvery longlives, ofupto100years. For many ofourassetshave 5-10year development lead for acontinuoussupplyofwater, andthefactthat considerations areastrongcommunityexpectation of serviceandminimiselongtermcosts.Key GWW assetsaremanagedtomeetrequiredlevels •

The qualityofassetmanagementpractices 1.6

utilised oruneconomictooperate Disposing ofassetsthatareobsolete,under- replacement orupgrade and continuallyreviewingtheneedforrenew Monitoring assetconditionandperformance by inv Keeping operationsandmaintenancecostsdown practices thatresultinahighlevel ofreliability backup andredundancy,procurement This includesdesignsthatprovidethenecessary right infrastructureisinplaceatthetime. planning anddevelopment worktoensurethe Maintaining ahighlev and maintenanceplanning Asset managementpractises

Lifecycle managementconsiderations esting innewtechnologies,automation Totalrevenue el ofcompetencewithour Totaldebt al,

5 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 6 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 • • • • • • • • • • • • the nextthreeyears are:

The priorityassetmanagementimprovements for Confirm thepreferrednextw AM analysis Dev assessment andassetlives review Dev and strategyformanagingcriticalassets Establish assetcriticalityratinginregister, guidelines, tailoredtoassetcriticality of conditionassessmentstrategyandtechnical Continue dev performance dataandalignSAP/AMPlives Review assetliv agreement of serviceoptionsandconfirmlevel Improv of spatialdata Integrate SAP/GIS monitoring andreview establish anassetriskregister,subjecttoregular Dev plan preparation management plantosupportL Implement continuousreviewofthisasset out to10years scope/estimates for3y Expand thecapexprogrammetoincludedetailed policy Dev development elop standardisedassetreportsthatsupport elop renewal programmefromcondition elop riskframeworkandstrategy elop andimplementanassetmanagement e customerengagementover level elopment andimplementation es withupdatedcondition/ data and improve theaccuracy ears plusmajorprojects ater sourcefor TP andannual • • • to provideinformation tosupportfunding decisions The purposeof this Asset Management (AM)Plan is 2.2 while meetinglevels ofserviceobjectives. opportunities forreductions inassetlifecyclecosts management planwillbeto identifypotential preparation (andfuturereview) ofthisasset • for theupdatewere: Management Plan beganin2011.Themaindrivers Amendment Act 2007. the requirementsofHealth(DrinkingWater) in assetrenewals andnewworksforecasts, to reflectthepopulationprojectionsandchanges was published. 2004, arevisedWater Supplyassetmanagementplan population projectionspublishedbyStatisticsNZ.In asset managementplanin1998.Itincorporated Greater Wellington developed itsfirst Water Supply 2.1 offs resultingfromalternative levels ofservice. be regularlyconsultedover theprice/qualitytrade- informed basiswith,andensurethatcustomerswill to allowfundingcommitmentsbemadeonan assets responsibly,providethenecessaryinformation demonstrate thatGreaterWellington ismanagingthe cost tothecommunity.Theplanisintended by customersisprovidedatthelowest long-term practices toensurethatthelevel ofservicerequired management, financial,engineeringandtechnical planning since1998. has beenformallyundertakingassetmanagement asset managementinformationsystemin1997,and economic effectsonthecommunity. Thirdly, assetfailurecanhave significantsocialand to becarefullymanagedandadequatelyprotected. significant investment bythecommunitythatneed support theirdelivery. Secondly,assetsrepresenta delivered byGreaterWellington relyonassetsto for anumberofreasons.Firstly,manytheservices Wellington RegionalCouncil(Greater Wellington) Asset managementisimportanttoGreater 2.

A fundamentalobjective throughoutthe The processofdeveloping the2012 Asset The assetmanagementplanwas updatedin2008 The Asset ManagementPlan isatoolforcombining The objective ofassetmanagementis: In lightoftheabove, GWWimplementedit’sfirst

future customers” provide forthereasonableneedsofexistingand maintenance, renewal anddisposalofassets)to cost-effective way (throughthecreation,operation, “To meetanagreedlevel ofserviceinthemost

The LocalGov 2007 The Health(DrinkingW disaggregated demandmodel) Improv per capitademand) Changes incustomerdemand(ie,reduction Objectives ofplan r Asset managementplandevelopmentand eview process Introduction ements inmodellingcapability(eg, ernment Amendment Act (2010) ater) Amendment ater) Act • • planning documents. linkages tothe Annual Plan, LTP, andallotherkey community, formsthebasisofallGWWactivity. Plan (LTP) which,followingconsultationwiththe risk reduction. environmental considerations,securityofsupplyor failure tomeetagreedlevels ofservice,obsolescence, necessary. Thesereasonsincludegrowth,potential works, andthereasonstheseworksareconsidered promised levels ofservicenowandinthefuture. maintenance needs,andhowtheywillprovidethe also examinesthecurrentassets,explainstheir describes theenvironmentalcontext.Theplan analyses legalandregulatoryrequirements and inanenvironmentallyresponsibleway. authorities over thelongterm,atareasonablecost the agreedlevels ofservicetoGWWcustomer that willputthenecessaryassetsinplacetoprovide for growthin population anddemand.The asset wisely toensure we achieve servicelevels andallow are goingtomanageourassets andwater resources the assetmanagementplan, whichdetailshowwe consultation, thenimplementation isdriven from activities isfirstlyagreedthrough community outcomes. Theprocessofdefining theseplanned contribute toGreaterWellington’s community groups forthenext10years andshowshowthese information aboutourplannedactivitiesbyservice plan (LTP) every threeyears. Theplancontains Act 2010,GreaterWellington producesalong-term As requiredbytheLocalGovernment Amendment 2.3.1 other regulations.Thesearebrieflyexplainedbelow. Wellington’s otherplansaswell asseveral ofthe Plan iscloselylinkedwiththemanyofGreater The 2012GWWWater Supply Asset Management 2.3 closer focusonthefirst10 years ending2022. approximately 40years throughto2052,butwitha • • • • • • •

Specifically, thisplandoesthatby: The Asset ManagementPlan providesclear The AM Plan providesinputintotheLongTerm The planoutlinesproposedfuturecapital The plansetsoutexpectationsforfuturegrowth, The AM Plan hasaplanninghorizonof

Improving understandingofservicelev an agreedlev Identifying minimumlifecyclecoststoprovide Demonstrating responsiblestew benefits ofalternativ Improving decisionmakingbasedoncostsand Clearly justifyingforw Council Supporting longtermfinancialplanningofthe required level ofservice Managing theriskoffailuretodeliv organisational image Improving customersatisfactionand management throughouttheorganisation Assisting withanintegratedapproachtoasset standards andoptions assets

r Relationship withotherplansand egulations Long termplan el ofservice es ard worksprogrammes ardship ofwater er the el

7 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 8 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 legislative requirements. guidelines andprovidethemeansformeeting • • • • practicable level. Environmental impactswillbekepttotheminimum zones “a1”,unless customerpreferencespreclude this. plants willachieve agradingof“A1” anddistribution to thatofothersimilarsuppliers. Water treatment customer territorialauthorities atacostcomparable an adequatesupplyofhighquality water to the Greater Wellington Water iscommitted toproviding improvement of ourstaff,infrastructureandsystems. the achievement ofpolicyaimsandforthecontinual framework forthesettingofobjectives relatingto with respecttothesupplyofwater, providinga commitment tomeetingcustomerrequirements GWW’s qualitypolicyisastatementofits 2.3.4 environmental compliancerequirements. Standard whichassistsinmeetingandexceeding under ISO14001EnvironmentalManagement the ResourceManaagement Act. GWWiscertified with theconsentconditionsisarequirementof aspects ofthewater supplyoperation.Compliance sources, dischargestowater, landandairother abstraction ofwater fromsurfaceandunderground GWW currentlyhas87resourceconsentscovering 2.3.3 • • • • • following legislations. is governed specificallybytherequirementsof obligations toitsstakeholders.GWW’s operation manner inwhichGWWoperatestomeetits Statutory requirementshave animpactonthe 2.3.2 consultation. must befirstincludedinthedraft LTP forpublic replacement orabandonmentofstrategicassets the transferofownership,control,construction, 2002. All GreaterWellington decisionsrelatingto assets asdefinedintheLocalGovernment Act and reservoirsisconsideredbyGWWtobestrategic including storagelakes,treatmentplants,pipelines LTP. etc. Thisdataisusedforourforward planninginthe assets, eg,assetages,conditions,replacementcosts enable futureplanningforthemanagementofour management planprovidesthedatarequiredto

The assetmanagementplanmustfollowpublished The qualitypolicystates: The regionalwholesalewater supplynetwork, V Regional Water Board) Hutt city, Wellington cityand Wellington Council by 2010 Local Local Gov Resource Management Health (DrinkingW Regulations) Health Health andSafetyinEmployment 1972 W

arious otherlaws,regulationsandguidelines ellington RegionalWater Board Act (WRWB) Legal framework Quality andenvir Compliance withr Government Act 2002 Amendment Act Government Act Act 1956(andWater SupplyProtection ernment Acts 1974and2002 laws (Huttcity,PoriruaUpper ater) Amendment ater) Act 2007 onmental policies esource consents Act 1991 Act 1992 all staffunderstand andmaintainthepolicy. responsibility of managersandsupervisors toensure quality andenvironmentalpolicies anditisthe commitment GreaterWellington Water undertakesto: water atcompetitive rates.Indemonstratingthis management, consistentwiththeproductionof GWW iscommittedtosustainableenvironmental Wellington have agreedon. environmental resultsthecommunityandGreater environmental impactsofGWWactivitiesandthe on anannualbasis. in theGWWSystemManualandprogressisreported The qualitymanagementsystemobjectives aredetailed authorities agreetothenon-fluoridatedsupply. of unfluoridated water ispracticableandallterritorial authority specificallyrequestsotherwise,thesupply All water willbefluoridatedunlessaterritorial • • • • • • • • • • • • •

The environmentalpolicystates: The environmentalpolicytakesaccountofthe All staffmembershav Prev remedy ormitigatetheseeffects including considerationofalternatives, toavoid, all activities,andadoptreasonablemeans, Ev Comply withallrelev performance ofGWW Report annuallyontheenvironmental regularly Review thispolicyandthesupportingsystem public Make thisenvironmentalpolicyav environmental performanceofGWW Striv contractors andsuppliers environmental performanceintheselectionof Where practicable,includeconsiderationof met bythirdpartiesengagedGWW Specify theenvironmentalrequirementstobe the activitiestheyundertake GWW andoftheenvironmentalimplications importance oftheenvironmentalperformance Ensure thatallstaffmembersareaw business decisions Consider theenvironmentalimplicationsof ecosystems Aim fornonetlossofsignificanthabitatsor energy andmaterials conserve non-renewable resourcessuchasfuels, of renew Recognise andoperatewithinthenaturallimits conversion toby-products use ofalternative processes,reuse,recyclingor practicable, waste willbereducedthroughthe an environmentallysafemanner.Where Wastes willbetreatedanddisposedofin to whichGreaterWellington subscribes aluate theenvironmentaleffectsandrisksof ent pollutionoftheenvironment. e tocontinuouslyimprove the able resources,particularlywater, and e received acopyofthe ant lawsandanyStandards ailable tothe are ofthe • • • Figure 2. to eachconstituentauthorityin2011/12isshown relationship exists.Thepercentageofwater supplied Capacity InfrastructureServices,andagoodworking is undertakenwiththeconstituentauthoritiesand the WRWB Act. Regularconsultation andliaison these citieshave beenthosebroadlydescribedin the conditionsunderwhichwater issuppliedto and vested interestinGWWactivities.Todate, amount ofwater theyuse,sohave asignificant the costofGWW’s operationsinproportiontothe Services Ltd),andPorirua.Thesefourcitiesshare Hutt (allrepresentedbyCapacityInfrastructure are thecitiesofWellington, Lower Hutt,Upper the Act. Currentlytheseconstituentauthorities water totheconstituentauthoritiesasdefinedin GWW isrequiredbytheWRWB Act tosupply 3.1 • • water activityandan; This sectionsetsouttheservicesprovidedby 3.

Figure 2: Water supplied byterritorialauthority foryearending30June 2012(source #1015277)

last assetmanagementplan The significantchangesintheactivitysince and The significantnegativ involvement andownershipofassets The rationaleforGreaterW Organisational structure Ov network Overview ofthewholesalewatersupply activities Business overviewand erview ofthewholesalewater supplynetwork Wellington City Wellington Council 54%

e effectsoftheactivity, ellington’s • a. network isgiven below. A moredetaileddescriptionofthewater supply more than180kmofpipelinesand18pumpstations. per day(ML/d).Thedistributionnetworkconsistsof sources. Totalwater treatmentcapacityis280ML and onestandbyWTPprocessingwater fromthese usable storagecapacity. to seismicallyupgradethelakesandincreasetheir will increaseto3390MLoncompletionofaproject storage capacityof2990millionlitres(ML), which Lakes atTe Marua.Thelakeshave acombinedusable immediately isstoredinthetwinStuartMacaskill and notrequiredfortreatmentdistribution abstracted fromtheHuttRiver atKaitokeintake water source(Waiwhetu Inaddition,water aquifer). river intakes(surfacewater sources)andoneground territorial authorities;GWWsourceswater fromsix population livingintheurbanareasoffour

There arethreedutywater treatmentplants(WTPs) In ordertomeetthewater demandforthe UpperHutt City W sources are: to thetreatmentplantsisbygravity.Thethree Treatment Plants. Theflowfromtheintakes supply totheTe MaruaandWainuiomata Water points fromthreewater collectionareasfor Surface water sources-Therearesixriver intake surface water andgroundwater sources. TheOrongorongoRiv ₋ TheHuttRiv ₋ ₋ ₋ ₋ ₋ ater sources:GWWtakeswater fromboth Council Big HuiaCreekandLittleHui George Creek The W 9% PoriruaCouncil City ainuiomata River anditstributary 12% er atKaitoke HuttCouncil City 25% er anditstributaries

9 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 10 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 c. b. • e. d.

internal pipelines). transport water directly(withouttheuse of Hill. TherearetwotunnelsatKaitokethat several locations,, eg,,throughtheWainuiomata required pipelinestobeinstalledintunnelsat to avoidnegative pressureinthepipelineshas Treatment Plant. Lakes andpumpedtotheTe MaruaWater demand, water istakenfromtheStuartMacaskill quality, orthereisinsufficient watertomeet be abstractedattheHuttRiver duetoitspoor (SM) LakesatTe Marua.Whenwater cannot River atKaitokeisstoredintheStuartMacaskill group ofGreaterWellington managed bytheEnvironmentalManagement The Waiwhetu aquiferismonitoredandactively screened casings,delivery pipeworkandvalves. at theselocationscontainsubmersiblepumps, two locations,Waterloo andGearIsland.Wells for manyyears. Water isabstractedfromitat aquifer, whichhasbeenusedforwater supply Valley, isanextremelyproductive andvery safe which liesbeneaththelower reachesoftheHutt Groundwater sources-TheWaiwhetu aquifer, very highandthecontaminationrisksarelow. of thewater comingfromthesecatchmentsis controlled publicaccess. As aresult,thequality active controlofpestplantsandanimalsstrictly predecessor authoritiesformanyyears, with under thecontrolofGreaterWellington orits These forestedcatchmentlandshave been is ownedandmanagedbyGreaterWellington. T functions, thesebeingtodeliver: Distribution pipelines: Gear Islandisusedasastandbytreatmentplant. Waterloo areusedasdutytreatmentplantsand contamination. Wainuiomata, Te Maruaand to provideasupplyfreeofmicrobiological on thesecuregroundwater statusoftheaquifer Island receive artesianaquiferwater andrely water. ThetreatmentplantsatWaterloo andGear at Wainuiomata andTe Maruatreatriver-sourced W Raw w most casesattheinletofcustomers’reservoirs. from thetrunkmainstosupplypointsthatarein main trunkpipelinesareusedtodeliver water Branch pipelinesofsmallerdiameterthanthe structures ofvarying sizeshousethesevalves. valves, scourvalves andbypassvalves. Chamber ₋ ₋ ₋ ₋ unnels: Topographicalconstraintsandtheneed All landupstreamoftheabstractionpoints ater treatmentplants:Water treatmentplants Pipeline assetsincludeisolationvalves, air the customersupplypoints Treated w wellfields tothetreatmentplants Untreated raww ater storagelakes:Water fromtheHutt ater fromthetreatmentplantsto ater fromtheintakesand Pipelineassetsserv e two f. h. supply networkisshowninFigure3. i. g.

A schematicplanoftheGWW’s wholesalewater w Treatment plants,pumpstations,intakesand Control included withtreatmentplantassets. Wainuiomata, GearIslandandWaterloo are demand. TreatmentplantreservoirsatTe Marua, as emergencystorageorforbalancingwater process reasons,orconnectedtotrunkmains have beenconstructedattreatmentplantsfor reservoirs thatareownedbyGreaterWellington are ownedbythecitycouncilcustomers.The usually delivered toservicereservoirsthat Treated w purposes: Pump stations: manoeuvring areasforchemicaldelivery trucks. incorporate carparkingfacilitiesandtruck protect theseroadassets.Thetreatmentplants Good drainageisrecognisedasimportantto the catchmentareasaregenerallyunsealed. treatment plantsaresealed,whileroadsinto beyond thetreatmentplants. Access roadsto treatment plantsandintothecatchmentareas constructed andmaintainedtoallowaccess are ownedbyGreaterWellington have been Access-w using telemetryequipment. treatment plantsandpumpstationsisachieved Communication between supplypoints, of thewater levytobechargedeachcity. water quantitiesdelivered forcalculation meters atsupplypointsareusedtomeasure or level ofcustomers’servicereservoirs.Flow will berequiredtocontroltheflowrateinto, be associatedwithindividualsupplypointsand distribution system.Usuallytheequipmentwill control equipmentatnumerouslocationsonthe for flowandlevel measurementandelectrical facilities. Inaddition,thereisinstrumentation on theassetlistsassociatedwithparticular control equipment.Theseassetsareincluded ₋ Deliv ₋ Boostflowsorpressuresontrunkmains ₋ ₋ ₋ ₋ ₋ ₋ ₋ ₋ ell fieldsallcontaininstrumentationand pressure reservoirs thatarehigherthanthetrunkline Transfer w Lift w Deliv Ngauranga) the KaitokeandWainuiomata trunkmainsat distribution systemtoanother(eg,between Lakes totheTe Maruatreatmentplant plants throughtrunkmainstoreservoirs

systems, ay assets:Theprincipalroadsthat er rawwater fromtheStuartMacaskill er treatedwater fromthetreatment ater reservoirs:Treatedwater is ater fromtrunkmainstoservice ater fromonepartofthe Pumpstationsserve several

telemetry

and

flow

meters:

Figure 3: Greater Wellington wholesale watersupplynetwork (source #1001990)

11 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 12 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 Team LeaderPipeline Figure 4. The managementstructureforGWWisshownin 3.2 • • • • • five Teams. Theirdutiesarebrieflyexplainedbelow. Cultural Financial Social Reducednetpower Positiveeffects Environmental Wellbeing

& Mechanical Figure 4: GWWmanagementstructure Table 2: Summaryofsignificanteffects the Water Supplyactivity Maintenance

There arearound55staffworkingforGWWacross

promotions and reportingevents andwater conservation Marketing T maintenance, repairsandinstallations – Managespipelineandplant/equipment Pipeline andMechanicalMaintenanceteam telemetry andinstrumentation W treatment plants,thedistributionsystem, Operations andControlsteam-Operates services capital worksprojectsandprovidesengineering Engineering andProjectsteam–Carriesout health andsafetymanagement management, resourceconsentcomplianceand asset management,quality&environmental Assets andComplianceteam-Looksafter Organisational structur ater SupplyICTnetwork,systemautomation, Team LeaderMarketing Department Secretary Manager Operations Team LeaderOperations and Control eam –Managespublicinformation customers supply tolargeindustrial through provision of water Enhance economicactivity people water tonearly400,000 Provide safe,cleandrinking hydro generation consumption through General Manager Engineering &Projects e Team Leader Group Accountant Manager Assets Team Leader Assets & cultural values Impact ofwaterabstractionon Negative effects activity oftheorder $25mp.a. Cost ofwholesalewatersupply negligible cost abundant andshouldcomeat attitude thatwatersupplyis Contribution toconsumer waste products Discharge ofwatertreatment treatment anddistribution and chemicalsusedinwater Associated impactsofenergy rivers Orongorongo andWainuiomata results inreduced flowsinHutt, River andaquiferabstraction Compliance for futuregrowth. maintain the2%probabilityofshortfallandprovide of supplysidecapitalprojectsareproposedto meet the2%securityofsupplystandard. A number demand reduced,GWWwilleventually beunableto by StatisticsNewZealand. when populationprojectionswere revisedupwards Planning fornewinfrastructurestartedaround2005, probability ofwater shortfall,beinglessthan2%. Currently, GWWisabletomeetaitstargetforannual 3.5.1 can besummarisedasbelow: when tryingtocarryoutitsactivities.Theseissues There areseveral keyissuesthatGWWisfacing 3.5 summarised inTable 2. Significant effectsofthe watersupplyactivityare 3.4 Greater Wellington) whenitwas establishedin1980. to theWellington RegionalCouncil(now knownas Wellington RegionalWater Boardwas transferred and SuburbanWater-supply Board.Theroleofthe Underground Water Authority, andWellington City amalgamation oftheHuttRiver Board,Hutt Valley Regional Water Boardwas formedin1972fromthe Regional Water Boardact1972.TheWellington drinking water services is governed bytheWellington Greater Wellington’s roleinproviding wholesale 3.3 Wellington foritsWater Supplyoperation:astrong ater conservation strategic communityoutcomesidentifiedbyGreater contribute towards achievingtwoofthethree Water useefficiencyandconservation initiatives 3.5.2 Unless morewater sourcesaredeveloped or

Key issuesforactivity activity Significant ef involvement Rationale forGr Security ofsupply W prior toapplication forresource consents Consultation withrelevant stakeholders Mitigation measures adoptedbyGWW quality system productivity through aISO9001accredited by continuallyimproving processes and GWW seekstominimiseoperational costs shortages timely informationaboutpotentialwater consumption, andprovide relevant and promote thebenefitsof minimising water campaign duringthesummermonthsto GWW maintainsanactivemarketing products Environmentally friendlydisposal ofwaste energy andchemicaluseoptimisation GWW hasadaptedvariousmeasures on minimum the Environmental impacts are kepttoa accreditation; GWWismaking sure that conditions andmaintainingISO14001 By complyingwithresource consent fects ofthewatersupply eater Wellington head perday. To date,thistargethasbeen exceeded of 10%over 10years, from abaseof400litresper reduce water supplyperresidentbya minimum decade. use eachshowasteadilydeclining trendover thelast Importantly, average summerandpeakweek water year toJune2012, theequivalent figure was 351L/d. (2003), thatfigurehadreducedto450L/d.Forthe averaged over 500litresperday(L/d).Ten years ago develop acoordinated responsetothisposition. GWW isworkingwithitscustomerstoexploreand especially intheareaofleakdetectionandrepair. Significant progresshasbeenmadebythecustomers, measures asapriority,todefersystemexpansion. greater emphasisoncost-effective demand-side seen representationsfromallcustomersendorsing supply-side solutionsandtheirrelatedcosts,have discussions withourcustomers,aboutlong-term considerably, toasearly2007.Subsequent maximum acceptableshortfallprobabilityshortening resulted inthemodelledtimingforreachingour relatively highpopulationprojectionsin2005 ‘security ofsupply’standarduntil2020.However, wholesale water supplysystemwouldmeetour our customers. spring andsummer,withactivitiescoordinated responsible useofwater, particularlyduringlate response plan(seeSection5.6).We promotethe resources, proactive communicationsandadrought including analysisofsystemflowdata,educational promote water useefficiencyandconservation, water-take consents. existing wholesalewater supplyinfrastructureand to usewater efficientlyhelpsmaximisetheuseofour need forcapitalinvestment. Encouragingconsumers reasonable demandforwater whiledeferringthe significant benefittothecommunitybymeetingall efficiency andconservation activitycanprovidea anticipated peaksindemand.GWW’s water use infrastructure needstomeetthemaximum on topofindoorwater use. outdoor water use,particularlyforgardenwatering, on ‘peak’days–arisesmainlyfromdiscretionary during springandsummer–asmuch65ML/day conditions thatrestrictsupply.Thisextrademand more extremepeaksduetothesamesetofclimate depleted rapidly,asdemandforwater tendstoreach shortage concerns.Insuchyears, storagecanbe conditions canraisepotentiallyseriouswater most ofeachyear. However, dryspringandsummer distribution capacitieseasilyexceedwater usefor lake storage. Available water andproduction flows, backedupbyanaquifersourceandsome cities isprimarily‘runofriver’: itreliesonriver impacts. by wiseuseofwater toreducerelatedenvironmental water supply;andahealthyenvironmentsupported regional economysupportedbyasecureandreliable In 2009,GreaterWellington adoptedatargetto In thelate1980s,grosswater use‘perresident’ In 2000,populationprojectionsindicatedthatthe GWW usesavariety ofmethodsandtoolsto Greater Wellington plansitsWater Supply The water supplysystemfortheregion’sfour standards. is notrequiredtocomplywiththedrinking-water supplies water totheWaterloo plant, sodisinfection non-chlorinated water. A securegroundwater source is gradedBbecauseofHuttCity’srequirementfor Ministry ofHealth.Waterloo water treatment plant These arethehighestgradingsachievable fromthe wholesale water distributionsystemisgradeda1. treatment plantsarecurrentlygraded A1 andthe customer requirements. distribution system,wherethisiscompatiblewith quality standardforourwater treatmentplantsand and theriskofcontamination.We target an A1-grade profile ofthe water supply–howsafeitistodrink is usedasatoolforassessingthequalityandrisk Grading systemsforcommunitydrinkingwater supplies (Revised 2008).Inaddition,theMinistryofHealth’s are setoutinDrinkingWater StandardsforNZ2005 Amendment Act 2007.Water qualityrequirements and isacceptableforgeneralusebyindustry. household plumbingorwater distributionpipelines that issafe,pleasanttodrink,doesnotdegrade ater qualitystandards sustainable communities.We aimtoprovide water fundamental requirementforpublichealthand The availability ofsafedrinkingwater isa 3.5.3 work ontheStuartMacaskilllakes. conservation campaignassociatedwithupgrade summer weather conditionsandanabnormallyhigh figure of351L/dfor2011/12 was affectedbypoor comfortably, althoughitshouldbenotedthatthe GWW isalsoaided bythestateofart Aquadapt a hedgeagreement inplaceforriskmitigation. power areonaspotmarketsupplycontract with way. All sitesconsumingsignificant quantitiesof and tomanagetheenergycost inthemostefficient Pro helpGWWtounderstand power usetrends latest technology.Software packagessuch asEnergy purchasing isalsoimplemented withtheaidof basis. refurbishment workthatisjustifiedonapayback available. The resultsofthetestingdrives most accuratethermodynamictestingequipment pump performancetestingprogrammeusingthe component ofourpower bill. We have anactive of theremainingpower needs. Other renewable sourceswillbeinvestigated forpart already beeninstalledatWainuiomata andTe Marua. cases, implemented.Hydrogenationschemeshave uneconomic, arenowbeingreviewed and,insome hydrogenation projects,thatwere previously be addressed.Forthisreason,anumberofmini supply. increasing proportionoftheoperatingcostsforwater and distribution,electricalenergyisanever- footprint isfromenergyusesinwater treatment Approximately 75%ofGreaterWellington’s carbon 3.5.4 The Te Marua,Wainuiomata andGearIslandwater We aregoverned bytheHealth(DrinkingWater) Efficient power managementandpower The costofpumpingisthesinglelargest Both thecostandenvironmentalissuesneedto

W Energy management

13 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 14 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 • • • • generations. We dothisby: provide ourservicestocurrentandfuture to managetheseassetssothatwe cansustainably base ofwater supplyassets.We have aresponsibility Greater Wellington ownsandmanages asignificant 3.5.6 keeping thelevydown. gains andreduceddebtservicinghave contributedto increased onceinthepast10years. Overall efficiency levy isachallenge.Thehasdecreasedtwiceand reduce costsandprevent ariseinthewholesalewater constantly rising,socontinuingtofind ways to The costofpurchasingmaterialsandsuppliesis 3.5.5 power. and schedulespumpingtomakebestuseofoff-peak optimal supplybalancefromourdifferentsources optimiser software package,whichdeterminesthe

Managing theW Managing w Meeting allrelev optimise thereturnonpublic’sinvestment Being costeffectiv contaminants water intrusionortheinfiltrationofsurface term byensuringitisnotcontaminatedsalt remains aviablesourceofsafewater inthelong inappropriate use they arenotcompromisedbypests,diseaseor and safetystandards

Sustainability Contr levy olling costsandthewholesalewater ater catchmentareastoensurethat aiwhetu aquifertoensureit ant environmentalandhealth e, includingmanagingassetsto • levels ofserviceisviastatutory longtermplans. established. The mainmechanismforconsultation on provided inorder fortheprice/qualitytrade-off tobe community over levels ofservice,costinformationis that whenGreaterWellington consultswiththe by costconsiderations.Itistherefore important improvements, thelevel ofserviceisconstrained and whileGreaterWellington willstrive todeliver to demandacontinualimprovement inservice, improve them. or servicegaps,anddescribeplanstoaddress as adequacyofconsultation,suitabilitystandards, of thesestepsfortheactivity,identifyanyissuessuch provided. desirability andaffordabilityoflevel ofservice with stakeholdersatregularintervals tocheck • • • • of servicecanbesummarisedasfollows: process forthedevelopment andmonitoringoflevels established throughcommunityconsultation.The agreed qualityofservicethatGreaterWellington has minimum level ofservicethatmustbeprovided. and safetylegislation).Theserequirementssetthe (ie,: resourceconsents,buildingregulations,health by-laws thatimpactontheway assetsaremanaged standards, regulations, Acts ofParliament andcouncil the organisationwishestoachieve. service delivery andspecificlevels ofservicewhich of currentandfutureservicesoffered,themanner customers onexpectedqualityandpriceofservices. and arebasedon: wholesale water reflectcurrentindustrystandards community. and addresstheissuesthatareimportantto are customer-focused,technicallymeaningful Greater Wellington ensuresthatlevels ofservice quantity, responsiveness andcustomersatisfaction. This mayincludetargetsforavailability, quality, to whichaserviceisdelivered tothecustomer. expectations andstatutoryrequirements. Wellington’s strategicgoalsandarebased onuser monitor this.Thelevels ofservicesupportGreater GWW intendstodeliver andthemeasuresusedto This sectiondefinesthelevels ofservicethat 4.

It iscommonforcustomersandstakeholders The assetmanagementplanaimstodocumenteach GWW carriesoutreviewsofthelevels ofservice The level ofserviceforwater supplyactivityisthe Statutory requirements–Environmental Community outcomes–Guidelinesforthescope Customer expectations–Informationgainedfrom The adoptedlevels ofserviceforthedelivery of The term‘Level ofService’referstothestandard

Measure andreporttocommunityonlev achiev Establish servicetargetsandreview Defining thecurrentlev define thedesiredservicelev Designing andcarryingoutconsultationto requirements Identifying keystakeholdersandtheir service achieved organisation delivers Levels ofservice ed over alongperiod els ofservicethe el el of • are thoseofthefourcitycouncilssupplied. approximately 395,000people. population suppliedbytheTerritorial Authorities’ is direct relationshipwiththeseconsumers.Thetotal the localretailnetworks.GWWdoesnothave a the customersofcitycouncilswhooperate GWW andbytheconstituentauthoritiestobe Water. However, thesepeopleareconsideredby consumers ofwater suppliedbyGreaterWellington water fromthepublicwater supplyandaretheend ater consumers Upper HuttCityCouncils.Theseresidentsreceive the urbanareasofWellington, Porirua, Huttand Water consumersarethoseresidentslivingwithin 4.1.1 • • • • • requirements have beenidentifiedas: customers. be seentoamuchwidergroupthanitsfour made. ThestakeholdergroupforGWWcantherefore also whomighthave aninterestinthedecisionbeing those affectedbytheoutcomesofdecisionbut making GWWwillconsidertheviewsofnotonly by GWW. TheLGA2010providesthatinitsdecision- Stakeholders have aninterestintheservicesprovided 4.1 very seriously,andworksat maintaining agood aquifer. sustainable managementpractices fortheWaiwhetu staff, particularlyonissues like establishingsafe, GWW staffworkcloselywith ResourceInvestigation from thetreatmentplantsand distributionnetwork. discharge consentsforthevarious minor discharges imposed ingrantingthoseconsents.Theyalsoissue sources, andthemonitoringofconditions consents toGWWtakewater fromthevarious Environment groupstaffisthegrantingofresource environment. Theprimaryissuedealtwithby use oftheseresources,andfordischargesintothe resources andissuesresourceconsentsforthe monitors theenvironment,researchesnatural eater Wellington’s Environment group the region. As partofthisroleGreaterWellington the environmentaladministratorandregulatorfor Greater Wellington’s Environmentgroupactsas 4.1.2 • • •

In generalthesecanbesummarisedas: The customerexpectationsinthecontextofGWW At themoment,keystakeholdersandtheir GWW takesits environmentalresponsibilities

levies arekepttoaminimum Cultural andcommunitygroups Public healthauthorities agencies Central gov Local networkoperators Greater W W Affordability: Priceforw to aminimum includes reliability,withsupplydisruptionskept end userneedsnowandintothefuture.Thisalso Quantity: Sufficientvolumeandpressuretomeet the MinistryofHealthStandards Quality: W

r Identifying keystakeholdersandtheir equirements ater consumers W Gr ellington’s Environmentgroup ater thatisfitfordrinkingandmeets ernment andcentralgovernment ater isreasonableand

15 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 16 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 our customers. been developed over many years inconsultation with detailed annual performancetargets(APTs) thathave Wellington’s longtermplans.We alsohave more service isachieved throughdevelopment ofGreater (LOS). Publicconsultationon ourproposedlevels of objectives formthebasisofourlevels ofservice purpose ofthebusiness.These high-level business GWW hasidentifiedthekeyareasthatdefine 4.2 • • Porirua are: the interestswithinHutt Valley, Wellington and opinions andviewsaretakenonboardbyGWW. are treatedasimportantstakeholdersandtheir specific interestgroups,etc.Thesecommunitygroups groups suchaslocaliwi,environmentalgroups, GWW dealswithvarious culturalandcommunity 4.1.6 discharge oftheirresponsibilitiesaseasypossible. to thempromptlyandinaformthatmakesthe with HVDHBstaff,andinformationissupplied arise. A goodworkingrelationshipismaintained any incidentsofpublichealthsignificancethatmight standards), gradingassessmentsandinvolvement in assessing annualcompliance(withthedrinkingwater is tomonitorpublicwater supplies.Thisinvolves boards withintheregion.Part oftheirresponsibility government, andonbehalfofotherdistricthealth health monitoringintheregionundercontractto District HealthBoard(HVDHB)carriesoutpublic The RegionalPublicHealthsectionoftheHutt Valley 4.1.5 Local Government, Controllerand Auditor General. Revenue Department,MinistryofHealth, basis. Theseinclude,StatisticsNewZealand,Inland deals withvarious government agenciesonaregular stakeholder inGWW’s water supplyactivities.GWW Central government anditsagenciesisalsoakey 4.1.4 maintained withthem. stakeholders, andgoodworkingrelationshipsare considers thefourcitycouncilsandCILaskey water networkmanagementwithinPorirua.GWW The PoriruaCityCouncilisresponsibleforretail of theWellington, HuttandUpper citycouncils. Wellington, Lower HuttandUpperHutt,onbehalf retail water-network managementintheareasof controlled organisationthatisresponsiblefor Capacity InfrastructureLtd(CIL) isacouncil- 4.1.3 reporting promptly,fullyandhonestly. by meetingallconditionsimposedconsents,and working relationshipwithEnvironmentgroupstaff

The tangatawhenuaiwi(tribes)whichrepresent

T Ngati ToaRangatira(representedbyT Whanui kiteUpokooIkaaMauiInc). Tekau oPoneke)andTe RunanganuioTaranaki (represented bytheWellington Tenths Trust(Nga o ToaRangatiraInc).

desir Design andconsultationtodefinethe e Atiawa/Taranaki kiteUpokooIkaaMaui Public healthauthorities Central gover Local networkoperators Cultural andcommunitygr agencies ed servicelevel nment and central government nment andcentralgovernment oups e Runanga 4. 3. 2. 1. level businessobjectives: 5.

The followingpointsareasummaryofourhigh- agreed securityofsupplystandard. the infrastructurerequiredtomaintain growth, forecastingwater demandandproviding needs oftheregionbyprojectingpopulation risk ofwater shortage,andsowe planforfuture and intothefuture.Ouraimistohave avery low to meetthedailydemandofitscustomersnow 9001 forthispurpose. international qualitymanagementstandardISO a qualityassurancesystemconsistentwiththe systematically controlledandmonitored.We use water quality.Theseactivitiesneedtobe must becompletedtoensureconsistent There arenumerouscriticalactivitiesthat and beacceptableforgeneralusebyindustry. distribution pipelinesorhouseholdplumbing, should bepleasanttodrink,notdegradewater In additiontobeingsafe,highqualitywater public health. drinking water isafundamentalrequirementfor water andthereforetheavailability ofsafe organisms orchemicalcompoundsindrinking health effectscanbecausedbymicrobiological primary objective ofGWW. Acute andlong-term The provisionofsafedrinkingwater isa Providing safe,high-qualityw impact onlevels ofservice. be preparedforemergencies,tominimisethe have tobuildredundancyintothesystemand any seriousdamageoccur.Thismeansthatwe made, andabletobereinstatedquicklyshould damage fromhazards,bothnaturalandman- a securewater supplysystemthatisresilientto As anessentialservice,itisimportanttohave Ensuring w Some ofourassets lastover ahundred years, so how thisrelates toachievingourobjectives. clear aboutwhatwe considertobevaluable and Since value canbesubjective, we alsoneedtobe applied towherethemostvalue canbe gained. we needtomakesurethatourresourcesare With limited resourcesandcompetingobjectives generations. to provideourservicesforcurrentandfuture to managetheseassetssothatwe cancontinue the community’sneeds.Itisourresponsibility dollars worthofpublicassetsthatcontributeto GWW ownsandmanagesover $300million Being system. certification ofourenvironmentalmanagement highest standardspossiblethroughISO14001 are madeonaninformedbasis.We maintainthe wherever possible,andensurethatdecisions aims tominimiseimpactontheenvironment and theneedsofcommunity.GWW results intrade-offsbetween theenvironment W Minimising impactontheenvironment GWW iscommittedtoprovidingsufficientw Meeting currentandfuturedemand e areaware thatuseofnaturalresourcesoften

cost

effective e have asecurewater supply ater

ater

7. 6. report. provided every year intheWater Supplyannual report. Performance againstourdetailed APTs is measures isprovidedinGreaterWellington’s annual Performance againstlong-termplanperformance 4.4 Appendix 1. business objectives andourdetailed APTs isshownin goals. Thelinksbetween LOSperformancemeasures, table. GWWiscommittedtoachieve orexceedthese targeted goalsforthefuturearesummarisedin Greater Wellington’s 2010/11financial year andthe baseline representswhatwas achieved during Plan 2012-22 (LTP) andisdefinedin Table 3.The the preparationofGreaterWellington’s Long-Term GWW’s levels ofservicewere lastupdatedduring 4.3

interests inourdecisionmakingprocesses. stakeholders inordertogive dueregardtotheir the varying perspectives andprioritiesofthese sustainable relationshipswe mustunderstand impact on,theactivitiesofGWW. Toachieve legitimate interestin,canbeaffectedby,or There areanumberoforganisationsthathave a maintaining credibilitywithourstakeholders. w Our reputationasaproviderofsafehigh-quality Meeting theexpectationsofourstakeholders workforce. through havinganengagedandproductive recognise thatourservicedelivery isenhanced health andsafetymanagementsystem.We also associated withouroperationsthrough in Employment Act 1992.We managerisks employees asrequiredbytheHealthandSafety practicable stepstominimiseharmour As aresponsibleemployer, GWWtakesall workforce Maintaining asafe,healthyandproductiv costs. and buildinfrastructurethatminimiseslifecycle our operationalperformance,aswell asdesign being cost-effective means we needtooptimise of serviceachieved Measur organisation delivers Define thecurr ater andeffective assetmanageriscriticalto e andreport tocommunityonlevel ent levelsofservicethe e

17 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 18 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 pleasant todrink that issafeand Provide water Performance Level ofservice impacts environmental while minimising future needs adequate tomeet infrastructure is water supply Ensure that supply continuous water Provide secure & Table 3: Levelsofserviceandperformancemeasures disease outbreaks waterborne 1. Numberof measure water supply related tothebulk complaint events 2. Numberoftaste supply shortfall annual water probability of 7. Modelled to consumers water orpressure resulting inlossof supply network wholesale water shut-offs ofthe 5. Numberof system grading and distribution 4. Treatment plant of NewZealand Water Standards the Drinking compliance with 3. Percentage regulations environmental with 8. Compliance earthquakes events suchas to catastrophic water supply the wholesale resilience of 6. Improve the (2010/11) 0 Baseline ₋ ₋ ₋ ₋ ₋ (2010/11) 0 (2010/11) 1.5% (2010/11) (2010/11) 0 (2010/11) Distribution system–a1 plant –B Waterloo treatment treatment plants–A1 and GearIsland Te Marua,Wainuiomata (2010/11) 85% Chemical compliance– 100% aesthetic compliance– Microbiological and (2010/11) Full compliance included: completed in2010/11 Resilience projects Performance targets ₋ ₋ ₋ ₋ ₋ stock management ofpipe Changing the Ngaio New connectionin point inKhandallah Emergency supply impr valve chamber Gear Island improvements Ar o Tunnel ovements 021 031 041 2015-22 2014/15 2013/14 0 2012/13 water supply of thewholesale to theresilience 0 2% No greater than impr for assessing methodology Establish a 0 grading Maintain current 90% compliance – Chemical 100% compliance – and aesthetic Microbiological ulcmlac Full Full compliance ovements 0 improvements resilience implement Plan forand 0 than 2% No greater 0 grading current Maintain 100% 100% 100% compliance 0 improvements resilience implement Plan forand 0 than 2% No greater 0 grading current Maintain compliance Full 0 water supply the wholesale resilience of to the improvements Continued 0 than 2% No greater 0 grading current Maintain compliance Full network configuration. can bederived foragiven population projectionand demand shortfall,andshortfallquantityestimates replicates. Systemannualshortfallprobability,daily assess systemreliability,usingupto10,000twoyear demand. ThemodelusesaMonteCarlosimulationto changes tosystemconstraints,sourcecapacityand Scenario modellingisusedtoassesstheimpactsof storage, reservoirandsystemconstraints. conditions, demand,population,river flows,aquifer supply modelthattakesintoaccountclimatic system tomeetdifferentdemandscenarios. the rawwater sourcesandwholesaledistribution demand usingarangeofclimaterelatedfactors. centres acrossthefourcitiesandpredictsdaily (NIWA). Themodelincorporateseightdemand National Institute of Water and Atmospheric Research requirements andtheirassociatedlifecyclecosts. lifecycle sectionofthisplantodeterminefutureasset under-investing. Theforecastdemandisusedinthe meet futurecapacityrequirementswithoutover- or process. IthelpsGWWensurethatwe areableto needs whileminimisingenvironmentalimpacts”. supply infrastructureisadequatetomeetfuture key levels ofserviceforGWWis“Ensurethatwater agreed levels ofserviceforourcustomers.Onethe GWW baseslifecyclemanagementondelivering the 5. Figure 5: Dailywaterdemand trends (source #987628) The SustainableYield Model(SYM)isadaily Three modelsareusedtoassessthecapabilityof GWW usesademandmodeldeveloped bythe Forecasting demandisakeyassetmanagement

Demand (ML/d) 100 120 140 160 180 200 220 240 20 40 60 80 demand Population and 0 1990

1991

1992

1993

1994 AverageofDay Year AverageWeek of Day Max 1995

1996

1997

1998 Year ending 30 June 1999

2000 (PCD) trends. four cities,andFigure7showspercapitademand daily andannualwater consumptionstatisticsforthe • • knowledge over timeon: four customersandhasaccumulatedawealth of GWW monitorstheuseofwater byeachofits 5.1 • and hydraulicmodelisgiven in Appendix 2. of thesystem. decision-making onhydraulic(engineering)aspects to assesssegmentcapacitiesfortheSYMandaid three-month period. shows storageprofileprobabilitiesforthecoming flows. AMonteCarlosimulationiscompletedthat the NIWA three-monthseasonaloutlookforriver using currentlakeandaquiferstoragevolumes The assessmentutilisestheSYMinapredictive mode of storageshortfallattheStewart MacaskillLakes. during thesummermonthstopredictlikelihood

Figure 5and6showthelong-termhistorical 2001 Additional detailabouttheSYM,Karakamodel The hydraulicmodelofthesupplysystemisused The Karakamodelisusedasanoperationaltool

The av The volumeconsumedineachpartofthenetwork The volumeofw

2002 Historic demandforwholesalewater Max Day ofDay Year Max AverageofDay Average Week

2003 erage andpeakdailydemands

2004 Major WCC leakMajorWCC

2005 ater treatedatsource

2006

2007

2008

2009

2010

2011

2012

19 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 20 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012

Figure 7: Average daypercapitademandtrends (source #987628) Per Capita Demand (L/p/d) Figure 6: Annual waterdemandtrends (source #987628) Demand (ML) 100 200 300 400 500 600 10,000 20,000 30,000 40,000 50,000 60,000 70,000 0

1990 0

1991 1990 1991 PoriruaZone Region 1992 1992 1993 1993 1994 1994 1995 1995 1996 1996 1997 1997 1998 UHCC Year ending 30 June

Wellington Zone Wellington UpperZone Hutt 1998

1999 Year ending 30 June 1999 2000 PCC 2000 2001 2001

2002 HCC 2002 2003

WCC 2003 2004 2004 Major WCC leakMajorWCC

2005 leakMajorWCC

Best t line (Regionline t PCD) Best LowerZone Hutt 2005 2006 2006 2007 2007 2008 2008

2009 2009

2010 2010 2011 2011

2012 2012 through infrastructurereplacementprogrammes, fittings andappliances,improved infrastructure measures suchaswater-efficient household demand includethegradualuptakeofconservation further gainsinthisarea. cities indicatetheremaybelimitedopportunitiesfor the majorWellington leak.Discussionswiththe detection workbytheterritorialauthoritiesfollowing is likelytobeassociatedwithanincreaseinleak adopted bythecitycouncil. 2002 whenactive leakagereductionmeasureswere between 1995and2002,whichwas reversed in the fourcities.UpperHutthadanincreasingtrend its percapitaconsumptionremainedthelowest of showed theoppositetrendover thisperiod,although the Wellington andLower Huttreductions.Porirua demand between 1990and2006isdominatedby average. the period1990to2012isapproximately1%p.a.on wholesale water supply,therateofdecreaseover ‘per person’basis.Over theregionsuppliedby account, alargerdecreaseinwater isrevealed ona leak. 1300 MLand700respectively, becauseofthis shown inFigure7were inflatedbyapproximately that the2006and2007annualconsumptionfigures by amajorleakinWellington. Ithasbeen estimated 2006 tothemiddleofSeptemberwere affected in 2011/12was around8800MLlessthanin1990. in water demandsince1990.Theannualconsumption Figure 8: StatisticsNZurban area population projections forthefourcities(source #1010538) Other long-termfactorsaffectingpercapita The significantdeclineinoverall PCDsince2006 The gradualdeclineinsystem-widepercapita When theincreaseinpopulationistakeninto Data from approximately the beginning of February Figure 6showstherehasbeenanoverall decrease Population 370,000 390,000 410,000 430,000 450,000 470,000 490,000 510,000 2011 2016 LowSeries Year ending 30 June Medium SeriesMedium e demanddriversforwholesalewater • in thegreaterWellington urbanareaaredriven by: The futuredemandsforthewholesalewater supply 5.3 a water shortage. water, depletingreserves andraisingtheprospectof particularly inlatesummer,requirestheuseofstored assets. close tothecapacityoftreatmentanddistribution watering. Occasionally,very highdailypeakscome day. Theprimarycauseofsummerpeaksisgarden demands canbeashigh150percentoftheaverage higher thanaverage winterdemand.However, daily the year. Average summerdemandisaround10% monthsof stable forapproximatelyeight(winter) Water useintheRegion’surbanareasisrelatively 5.2 • • suburbs. in themoreestablishedWellington and Lower Hutt developments, comparedwithinfilldevelopment be aresultofgreaterproportion“greenfield” increasing PCDtrendforPoriruaupuntil2006may infill housingandapartmentdevelopments. The systems, andareductioningardensizesthrough campaigns, bettermanagementofreticulation conservation throughmarketingandeducation generally improvingcommunityattitudesto water 2021

Consistently highdemandover several weeks,

consumption perperson manner consistentwithurbangrowthpatterns management oftheenvironment,including Social –increasingdemandforhigh-quality W growth intheregionwithdrinkingw Population –theneedtoservicepopulation Futur Summer peakdemand ater consumptiontrends–slowly decreasing HighSeries 2026 ater ina 2031

21 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 22 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 in Section6.2,Meetingfuturedemand. The implicationsofchangesindemandareaddressed • • • urban areasareshowninTable 4. households. ProjectedhouseholdsforWellington households withoutchildrenandadeclineinfamily elderly population,anincreaseincouple-only household. Themainreasonsareanincreasing next 20years is settodeclinefrom2.72.4per this isthatthehouseholdoccupancyrateover the numbers willgrowatahigherrate.Thereasonfor data trendsupwards, itisexpectedthathousehold demand bybroadeningthecontext. As population trends contributestotheanalysisofpopulationand the GWWdemandmodel,however analysis ofthe Household growthisnotdirectlyincorporatedinto 5.3.2 projection forplanningpurposes. the next20years. GWWhasadoptedthemedium population between thelowandhighvariants over result inasignificantdifferencethetotal The assumptionsadoptedwiththeseprojections projections shouldalsobeconsideredequallyvalid. time oftheirproduction,thelowandhighvariant variant projectionsareconsideredthebestat population projections,andalthoughthemedium invalidate theprojections. major government andbusinessdecisions)thatmay non-demographic factors(eg,war, catastrophes, respectively. Projectionsdonottakeintoaccount conservative andoptimisticdemographicscenarios approximately 395,000. this projectiontheJune2012populationsuppliedis adopted asthebasisforfutureplanning.Basedon population projections.Themediumserieshasbeen 2008 to2031. latest informationisgiven inFigure8,fortheperiod undercount, births,deathsandnetmigration.The a post-enumerationsurvey thatevaluates Census estimates arebasedonCensuscounts,updatedusing Hutt, Poriruaand Wellington cities. These population resident population,includingUpperHutt,Lower produces anestimateofNewZealand’susually- At 30Juneeachyear, StatisticsNewZealand 5.3.1 rjcin21 0622 062031 196,700 2026 185,700 174,800 2021 164,100 152,900 2016 High (%) 2011 Projection eim()1020184016101340180,200 173,400 166,100 158,400 150,200 Medium (%) o % 4,0 5,0 5,0 6,0 164,900 162,000 157,600 152,900 147,500 Low (%)

by thewholesalewatersupply Table 4: Householdprojections forthefourcitiessupplied These futuredemandissuesarediscussedbelow. There arenoconfidenceintervals putonthe The lowandhighprojectionsreflectmore Figure 8alsoshowsthe2011low,mediumandhigh (future L Evolving communityneedsanddesiredoutcomes The economicstrengthoftheregion Climate change catchment areas use ofnaturalresourcessuchaswater andwater

Population gr Household gr TP outcomes) owth owth as optimalvolumesforfuturestoragereservoirs. long-term strategicmodellingtoassessfactorssuch assessment (refer Appendix 2). updated in2010consistentwiththeIPCCfourth Panel on ClimateChange(IPCC).Thedatasetswere on thethirdassessmentbyIntergovernmental produce river flows.Theinitialwork was based were thenappliedtotherainfall-runoffmodel, “downscaling” globalclimatemodelresults.These rainfall andtemperaturechangeswere producedby allow anassessmentofthepotentialeffects.Monthly climate change-adjustedinputfilesfortheSYM,to the needforsummerbalancingstorage summers andwetter wintersareexpectedtoincrease region. Over theremainderofthiscentury,drier the seasonaldistributionofrainfallinWellington Climate changeisexpectedtoprogressively affect 5.3.4 • • • term provisionofwater supplyare: The keyeconomictrendslikelytoimpactonthelong- 5.3.3 valid forthelongtermand nottheresultofalimited be takentoensure anyrevisiontothisassumption is not beoverly conservative oroptimistic.Caremust for futuresourcedevelopment andthereforemust future planninghasasignificant impactonthetiming and poorweather conditions.ThePCDused for due totheupgradeworkat Stuart Macaskilllakes by asignificantincreasein water conservation efforts record forover 20years, however thiswas affected climate variables. considerably dependingondemandcentreand capita demandis387L/p/d,dailycanvary statistics. Whilethesystem-wideaverage per the demandmodelandtheircorrespondingPCD projections. Table 5showsthe demand centresin PCD iscurrentlyusedasthebasisforfuturedemand in Wellington Cityin2006.Thisfive-year average L/p/d, includinganadjustmentforthemajorleak year period1July2006to30June2011was 387 volumes fortheeightdemandcentresinSYM. ecast demand population projectionstoproducedailydemand demand, andthisiscombinedwithStatisticsNZ The NIWA demandmodelpredictsdailypercapita 5.4 households in2011to180,2002031. the Regionisprojectedtoincreasefrom150,200 additional 1500householdsperyear onaverage,

GWW usesclimatechange-adjusteddatasetsfor In 2008,GWWcommissionedNIWA toproduce The volumesuppliedin2011/12was thelowest on The average percapitademandover thefive Taking themediumgrowthprojectionofan

W an increasinglyimportantissue to anagingpopulation. Affordability willbecome inv The proportionofresidentsreliantonfixedand traditional maintenanceandoperationsoptions Higher costswillaffecttheaffordabilityofsome business andresidentialgrowthintheregion capacity willbeakeysuccessfactorinsecuring commodity. A securesupplywithadequate

For ater willbecomeanincreasinglyvaluable estment incomeswillincreaseover time,due Climate change Economic tr ends • • • • the optionsavailable toGWW forintroducing However, asawholesale supplieroftreated water, sources ortofund increasesinsystemcapacity. tools todelaytheneeddevelop additional water GWW utilisesanumberofdemand management 5.6 • • • • techniques toseekmodifydemandfortheservices. strategy thatinvolves implementingmanagement manage demand. review hascreatedgreaterawareness oftheneedto responsibility, user-paysprinciples,andservicelevel mid 1990s,agreaterfocusonstrategicplanning,fiscal complacency andfurtherdemandincreases.Sincethe and water supplyinexpensive, andthusleadto community expectationsthatwater isabundant modifying demand.Thisapproachtendstoraise create newassets,withlessemphasisplacedon demand forwater haslargelybeentoupgradeor The traditionalorganisationalresponsetoincreasing 5.5 3 years. for anyabnormalevents, andreviewed atleastevery Our policyistousea5year rollingaverage, adjusted period ofabnormalweather ordemandconditions. ** * Petone hasahighmaximumvalue becausethedemandcentrehasonlyonereservoir. This causesanomalieswhenthesupplyisoffformaintenance, however Demand centre Upper Hutt animt onhp3037 300 Wainuiomata township Lower Hutt Total System elntnlwlvl4540 455 Wellington lowlevel elntnHg ee 6 38 368 Wellington HighLevel North Wellington Porirua Petone Determinedusingatotalsystempopulationof395,000people

Table 5: DemandmodelPCDstatisticsinL/p/d(source #1032478) Demand managementensuresthat: Demand managementisakeyasset supply volumesaresmallsothisdoesnotaffecttheoverallperformanceofnetwork

to bemadeorthereisanadv there areconstraintsinresources,financialgains Reduce basedemand–whichisapplicablewhere w related totheultimatecapacityofwholesale Reduce peakdemand–whichisamajorfactor The focusofdemandstrategiesforGWWisto: Greater W A moresustainableserviceisprovided Greater W The needfornewassetsisreducedordeferred optimised The utilisation/performanceofexistingassetsis impact tobeaddressed,such asadrought community’s needs (social, environmental,culturalandfinancial) Demand managementstrategies Demand managementplanning ater supply * ** ellington isabletorespondthe ellington’s strategicobjectives aremet enStandard Mean 8 39 387 66 468 6 49 365 7 41 376 5 37 356 4 37 340 erse environmental deviation aiu Minimum Maximum 6 251 560 209 733 7 195 573 5 157 452 5 244 554 3 311 630 2 222 522 2 237 523 9 224 495 5.6.1 that thereisa low riskofwater shortages. difficult inthe shortterm,given residents’perception Gaining acceptanceformeters wouldbeextremely is strongwhentheuser-pays aspectishighlighted. management options.Opposition towater meters between supplyaugmentationanddemand greater effort. effort toimplement water-saving actionsalsolimit are inforceevery year. Theperceived cost,time and of awareness thatcitycouncilwatering restrictions view appearstobesupportedbyagenerallylowlevel conservation effortisperceived lackofneed.This need todoso.Themainbarriermoreactive water would bewillingtodomoreiftheycouldseeareal of water-saving activity,andmostsaythatthey its ownright. spontaneous engagementwithwater conservation in general, theselocalcircumstanceshave limited While manypeopleviewwater asimportantin saving andlifestyle disruptionhave beenabsent. serious water shortage,sokeymotivators ofcost- and historicallyresidentshave notexperienceda unrelated tohowmuchwater theyuseindividually, conservation tacticsfromresearchfindings. between theseyears. GWWhas developed itswater identify recallofspecificpromotionshave occurred in 1997,2003,2007and2012.Smallerprojectsto and behaviourregardingwater useandconservation including education,backedbyresearch. initiatives have reflectedasocial marketingapproach, Since 1997,GWW’s water conservation andefficiency involved withtodate. some ofthedemand-sidemeasuresGWWhasbeen with theendusers.Thefollowingsectionsgive city councils,becausewe have nodirectrelationship consumers aremorelimitedthanthoseavailable to measures thatrequireaspecificresponsefrom Our researchof2007investigated broadpreferences Most peopleclaimtobeengaginginsomelevel What localhouseholdspayforwater supplyis GWW hascommissionedresearchaboutattitudes

Market r esearch

23 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 24 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 5.6.2 years communications elementsis anticipatedincoming fridge magnets.Furtherdevelopment ofcommon shelter advertising, ratenoticeflyers, websites and 2011/12, includinginnewspapers, billboards,bus- widely employed duringthespringandsummerof a bitless,makebigdifference”.Thisbranding was well asGWW. Thisincludedthe‘calltoaction’“Use developed foruse byourcitycouncilcustomersas common water conservation brandingelementswere being emptyforthesummersof2011/12and2012/13, managing withoneoftheStuartMacaskillLakes to supportandextendthepromotion. Wellington andcitycouncilcommunicationschannels ‘water-wise’ tipspromotion,GWWhasusedGreater and promotionalactivity. As withthesummer specials mulchtocoordinatewithGWWadvertising included localNGIA-memberretailersoffering spring inpreparationforadrysummer.Thishas the consumerbenefitsofmulchinggardensduring channels. extend reachviatheirrespective communications garden industrysuppliersandlocalcitycouncilsto channels toextendreach.Ithasalsoworkedwith statements andGreaterWellington communications Greater Wellington website. GWWhasusedmedia the advertising tomoredetailedinformationonthe key tips,withanincentive usedto‘pull’peoplefrom advertised advicehasbeenlimitedtothree-to-four proposition (reasontopayattention).Morerecently, experts, togetherwithaconsumer-oriented over theyears toadvertise advicefromgardening marketing since1998.We have usedvarious channels has beenthemainstayofGWWwater conservation predisposed tochange. reaching andinfluencingthosewhoarealreadymore the populationandthusapplymorefocusto to domoreconserve ithave beenusedtosegment about theimportanceofwater andpersonalability attitudes andbehaviour. to besimpleandbuildgraduallyfrompre-existing research indicatedthatmessagesandactionshad methods, withconsumer-orientatedbenefits.Our effective andmoreconservative garden watering to increasepublicawareness anduseofafeweasy, awareness oftherisksummerwater shortagesand communications since 1998hasbeentwofold:tobuild of GWW’s water conservation marketingand since theearly1990s. promote gardenwater conservation tipsandadvice this situation,GWWhasrunannualcampaignsto assets andthesupplyofstoredwater. Toovercome peak demandwhichplacesthegreateststrainon water use,principallygardenwatering. Itisthis in summermonthscanbehighduetooutdoor As notedinSection3.5.2,thepeakdemandforwater In 2011,aspartofcommunicationsplanningfor Since 2007,GWWhasrunaseparatepromotionof A garden-friendly,‘water wise’tipspromotion Differing publicattitudesandlevels ofengagement In lightofresearchfindings,themainthrust

W ater conservation The severity ofadroughtisunknownuntilithas time tothelimitofstandard withoutrestrictions. not practicaltomanageaworsening droughtinreal informed decisionsabouthowtheyuseit. where theirtapwater comesfrom,andmake plant. Theintentionistohelpstudentsunderstand and undertakeclassvisitstoaGWWwater treatment supply andconservation issueswiththeirpupils, and intermediateschoolteacherstostudywater gw.govt.nz/turning-on-the-tap) supply andconservation –Turning ontheTap (www. teaching resourcewithafocusonpotablewater (2001-2003). In2011,we completedacomplementary environmental educationprogrammeforschools Greater Wellington’s Take Action forWater nz/wellington-regional-native-plant-guide). Regional Native Plant Guidein2010(www.gw.govt. water-conservation). brochures inPDFfileformat(www.gw.govt.nz/ Wellington website, includingseveral printable related adviceandinformationontheGreater conservation promotions,GWWhasarangeof methods. water supplysystemandwater-wise gardening producing generalinformationabouttheregional and presentationsatourtreatmentfacilities educational resourcesforschools,providingtours the value ofwater. Thishasbeendonebyfunding raise thelevel ofknowledge inthecommunityabout Greater Wellington hasformanyyears soughtto 5.6.3 3 ater userestrictions supply standardforsystem modelling purposes While GWWhasacustomer-endorsed securityof 5.6.4

Thispackageisaimedatencouragingprimary GWW providedsignificantfundingtodevelop GWW helpedtofundanupdateandreprintofthe Beyond itsannualspringandsummerwater- in 50-yearsonaverage) An annualshortfall probability of<2%givenunrestricted demand (one

Education W Turning on

Helping students make informed choices about how they use tap water the tap 3 , itis

flow meterstobecompleted. magflow metertoallow validation checksofexisting any discrepanciesimmediately. consistently withinthiserrormargin.We investigate plants andreachingcustomerpointsofsupplyis between meteredflowsleavingourtreatment for ourwater metersis+/-2%.Theannualdifference to itsown.Theinstalledoperationaltolerancemargin TA canassessoursupplyvolumedataincomparison water usedataforeachcityonaweekly basis,soeach indicate water lossesfromthesystem.GWWsupplies these figuresareusedtotracknon-revenue water. volumes aremonitoredonacontinuousbasis,and late 1990s.Water take,treatedvolumesandsupply meters fortherecordingofsupplyvolumesin upgraded tomoreaccuratemagneticflow(magflow) wastage andlossofwater canbeminimised.GWW Maximum utilisationofassetscanbeachieved if 5.6.5 demand reductioninterventions. Plan (HRLFMP), andincludesextraprecautionary links withtheHuttRiver LowFlowManagement during theStuartMacaskillLakesupgradeproject, responds tothereducedmaximumstorageavailable we developed asecondversion ofthePlan, which its fourcustomersfortheoriginalSWDMP.In2011, alert. GWWconsultedandgainedagreementfrom water-use rulesforsuccessive stagesofdrought and increasinglyrestrictive, bylaw-supported, Karaka Model.ThePlan includescommunications potential water shortage,primarilyoutputfromthe management planthatreferstoseveral indicatorsof Plan (SWDMP),anewmulti-stagedrought customers, theSummerWater DemandManagement GWW developed andadopted,togetherwithits sprinkler andfixedirrigationbansince1985.In2008, considering theneedfordemandrestrictions. source-water availability intoaccountwhen development oftheKarakamodelwe have taken in placesinceOctober1996.Since2004andthe or thewidercommunitywell. which wouldnotserve theinterestsofourcustomers extreme water usereductionandresultinghardship, in 50years’ severity wouldbetheneedformore action untiladroughtisproven tobeatleastof‘once broken. Theconsequencesoftakingnomitigating In 2012,GWWinvested inaportableinsertion Data isassessedforinconsistenciesthatmay The summerof2007/08sawthefirstusea A steppedwater restrictionstrategyhasbeen

Measur ement formanagement

25 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 26 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 short-term improvements andissummarisedbelow. This workhasbeengroupedintolong-termand sources aswell astheupgradingofexistingassets. possible optionsfordevelopment ofnewwater Considerable workhasgoneintoinvestigating 6.2 of supplydesignstandard. required byaround2019tomaintainthe2%security supply sideordemandimprovement willbe of 395,000is1.5%.Basedoncurrentprojections,a current annualshortfallprobabilityforapopulation on adailybasistomeettheservicelevel target.The GWW iscurrentlyabletoprovidesufficient water implemented. will increaseifsourcecapacityimprovements arenot population increasesthechanceofsupplyshortfall projections thisispredictedtooccuraround2019. As any given year willbe2%.Usingcurrentpopulation being unabletomeetnormalunrestricteddemandin that atapopulationof414,000thechancesupply after thelakeupgradeworkiscompleted.Thismeans for anurbanpopulationofapproximately414,000 probability securityofsupplystandardcanbemet Stuart Macaskilllakeupgrade. in Figure9. Also shownistheeffectofcurrent assessed bytheSYMforvarious populationsisgiven The modelled Annual ShortfallProbability(ASP) 6.1 6. Figure 9: Annual shortfallprobability verses population(source #1010154) The implicationofthecapacityassessmentisthat The SYMindicatesthata2%annualshortfall

ASP (%) Meeting futur Existing systemcapacity 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 System capacity 9 9 0 0 1 1 2 2 430 425 420 415 410 405 400 395 390 90% con dence90% limits. Errortheshow bars BeforeUpgradeLake e demand After Lake UpgradeAfterLake Population (1000) • • • studies were carriedoutwiththreegroups: analyses workshopsbasedontheresultsofthese aspects andcosthave beencompleted.Multi-criteria aquatic ecology,cultural,recreationalandheritage geology, seismicrisk,engineering,terrestrialecology, • • • suitable, have beencompleted.Thesiteswere: indicated bypreliminarystudiestobethemost Studies fordevelopment ofthreestoragedamssites, programme toallowforthepurchase. a provisionalsumof$4misincludedinthecapex The MoUhasbeenextendedtoDecember2012,and 3 whichincludesanoptiontopurchasetheland. (MoU) withtheowneroflandrequiredforLake Wellington hasaMemorandumofUnderstanding be completedbeforeadecisionismade.Greater have requestedadditionalinvestigation work between thethreegroups. As aresult,Councillors were re-runin2011,butagreementwas notreached dam option.Themulti-criteriaanalysisworkshops proposed asanalternative totheon-river storage option. conclusion thattheWhakatikeisitewas thepreferred 6.2.1

Comprehensive studiescovering hydrology, A thirdstoragelakeatTe Maruahasrecentlybeen Each ofthesegroupsindependentlyreachedthe Greater W Senior w Senior GreaterW The WhakatikeiRiv collection area,and Skull GullyintheW The P

Long-term impr akuratahi River valley ater supplystafffromthe TAs ellington Councillors Levelof(2%) service limit ellington staff ovements er valley ainuiomata River water consent was approved toreducetheminimum ML. A changetotheHuttRiver abstractionresource capacity to3390MLfromanoriginalof2990 upgrade thelakesandincreasetheirusablestorage investigated. projects currentlyunderway andoptionsbeing of around$25m.Thissectiongives asummaryof has abenefittoGWWinnetpresent value terms deferral oftheWhakatikeidamoptionby5years attractive fromafinancialperspective. Asanexample, potential oftheexistinginfrastructurecanbehighly Short termimprovements tooptimisetheservice 6.2.2 preferred development options. of currentinvestigation workandconfirmthe meeting willbeheldin2012/13toreviewtheresults be usedtosupplementsupplyindryyears. would have seismicresiliencebenefitsandcouldalso around Wellington city.Thedesalination option plant and/ortreatedwater storagepondsinor for apossiblesmall(10ML/d)seawater desalination for treatment. Kaitoke toTe Maruapipelineandtakentotheplant taken fromKaitoke,oritcouldbereturnedtothe Pakuratahi River tocompensateforadditionalwater During summerwater couldbereleasedintothe via apipelinefromtheStrainerbuildingatKaitoke. either fromthePakuratahi River orfromKaitoke near thePakuratahi River. Theselakescouldbefilled scheme involves theconstructionoftwosmallerlakes the KaitokeLakehasalsobeeninvestigated. This Figure 10: Strategic developmentplan excludingshorttermimprovements (refer #1012278) A projectiscurrentlyunderway toseismically Population supplied with water A GreaterWellington committeeworkshop and Preliminary investigation workisalsoinprogress A furtherstorageoptiononthelandrequiredfor 350,000 370,000 390,000 410,000 430,000 450,000 470,000 490,000 510,000 530,000 550,000

Short-term impr 0021 0023 0025 0027 0029 2100 2090 2080 2070 2060 2050 2040 2030 2020 2010 2000 SM Lakes upgrade Whakatikei stage 1 stage Actual populationActual ovements Bulk Bulk Water -Supply Strategic Plan Development - 2012 January Stats NZ Projected Population (medium) Whakatikei stage 2 stage Year ending 30 June 30 ending Year above. enhancements andassociateddeferraldiscussed plan excludingtheeffectoflikelyshort-term service levels. investment asmuchpossiblewhilemeetingagreed infrastructure withaviewtodeferringmajorcapital options toimprove theservicepotentialofexisting augmentation isrequired.GWWalsoinvestigating late 2012onthepreferredoptionifandwhenstorage been well progressedandadecisionisexpectedin Planning workforthenextmajorsourceupgradehas 6.2.3 in thefollowingsection). construction ofastoragedamby2019(referFigure10 programme notreflectingthe$160mrequiredfor by 510years. Thisisthereasonforcapex achieve deferralofthenextmajorsourceupgrade the capexprogrammeforthiswork. considered. A provisionalsumof$10misincludedin existing StuartMacaskilllakesisalsocurrentlybeing construction in2015. The currentpositionisthattheprojectduefor between thepartnershasbeenvery difficult. funding splitandcoordinatingpriorities short termdemandpeaks.However confirmingthe benefits byprovidingadditional water for very considered. Thiswouldprovidesomestrategic Wellington CityandGreaterWellington isbeing Prince ofWales Park, MtCook,jointlyfundedby likelihood ofasupplyshortageduringconstruction. during theconstructionperiod.Thisistoreduce residual flowatKaitoke Weir from600 L/sto400 Figure 10:showsthecurrentdevelopment It isexpectedthatshorttermimprovements will An optiontore-configureusageofthetwo Construction ofalargetreatedwater reservoirin 2% ASP2% (405,000) population existing infrastructure for

Whakatikei Meeting futur stage 3 stage Projected Population extrapolated e demandsummary Includes climate change meanL/hd/day yr (5 2006-2011) NOTE: = pcd 387 Average

27 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 28 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 remain atanappropriatelevel. will beneededtoensurelongtermdemandforecasts PCD willcontinueandthereforeparticularattention of thenextmajorsourcebyoneyear. PCD reductionofaround3L/p/dresultsinadeferral the timingforsourcedevelopment. Inbroadterms,a overall demand.Thisisakeyfactorwhenassessing time, andinrecentyears thishasresultedinadrop It isuncertainhowlongthisdownward trendin Per capitademandhasbeenreducingforsome improv • • • AM P risk managementsystems.Theintentionisforthe • • • • every 10years. Factors thatcouldaffectthe timing wholesale water supply should occurapproximately for inthecapitalexpenditure programme. implementation. Provisional sumshave beenallowed of resilienceimprovements andprioritisethe a consistentapproachtoassessing thebenefits methodology hasbeendeveloped toprovide implemented inthecomingyears. A riskbased • • • • events beingconsidered are: in progressanddueforcompletion2012/13.The physical infrastructureagainstarangeofevents is A comprehensive riskassessmentreviewofour supply totheTerritorial Authority supplypoints. for events thatmayimpactonourabilitytomaintain high level businessobjectives definedinSecion4.2. the 1-5ratings.Thedescriptionsarealignedwithour consequence scalewithcleardescriptionsforeachof matrix. Includedintheriskassessmentprocedureisa well assettingriskappetitethroughaevaluation application oflikelihoodandconsequencescales,as 2011 todefinethecontextandensureconsistent A riskassessmentprocedurewas establishedin 7.1 physical infrastructure. • • • • • • place formanagingrisksincluding: and Procedure. GWW hasanumberofkeysystems in approved acorporatelevel RiskManagementPolicy Greater Wellington RegionalCouncil has recently 7. •

It isexpectedthatanumberofresilience Work isrequiredtoalignand/orcombineour Major infrastructure riskassessmentsofthe GWW undertakesperiodicriskassessmentreviews

Infrastructure risks Project risks Operational risks Corporate risks Health andSafetyrisks

Electricity failureof2daysormore Drought Fire –w Fire –singleswitchboard Major rainev Earthquake –W Earthquake –majorgroundshaking Risk assessmentprocedure Enterprise projectmanagementsoftw Project ManagementProcedure Orongorongo Railw Health &SafetyManual A Public HealthRiskManagementP Environmental ManagementManual Quality Manual Quantate Risksoftw Greater W Procedure Risk assessmentofphysicalinfrastructur lan toprimarilyfocusonriskmanagementof utomation software Risk management ement projectswillbeidentifiedand ater treatmentplant ellington RiskManagementPolicyand ent ellington faultmovement ay SafetySystem are lans are e 2013/14. main. Thiswork isexpectedtobecompleted in should therebeamajorbreak ontheGWWinlet prevent valuable water drainingfromthereservoirs Council servicereservoirs.The standpipeswill install standpipesontheinlets toanumberofCity water treatment plant. sealed storageyard was alsoconstructedatTe Marua from Wainuiomata toPomareinHutt City. Anew our pipelinesandmechanicalmaintenanceworkshop major partofthisworkin2011/12includedrelocating following amovement oftheWellington fault. A needed andtolocationsmorelikelybeaccessible distribution ofthestockclosertowhereitwillbe and fittingsforseismicrepairshasresultedinre should theinletpiperupture. customer reservoirstoprevent thereservoirsdraining main. Inletstandpipeshave alsobeeninstalledin automatically shouldafaultmovement rupturethe the Silverstream Bridgeandthevalve willcloseoff Wellington faultislocatednearthesouthernendof the northernendofSilverstream Bridge.The shut-off valve ontheKaitoke-Karori water mainat Greater Wellington hasalsoinstalledanautomated reservoirs ortheirinletpipeshave beendamaged. city reticulationsystemsintheevent thatservice connection pointsthatallowsupplydirectlyinto has includedinstallationofanumberemergency for suchanevent. Forexampleintherecentpast,this work inthemetropolitanpartofregiontoprepare supply system. would leadtoconsiderabledisruptionthewater one involvingamovement oftheWellington fault, emergency event. A majorearthquake,particularly range of incidents including a major community-wide metropolitan partoftheregionisvulnerabletoa 180km ofpipelines,thewater supplysysteminthe With several water treatmentplantsandover 7.3.1 ability tomaintainsupply. control measuresforevents thatcouldaffectour The followingsectionsprovideasummaryofkey 7.3 2012/13. project hasbeencreatedtoprogressthisworkduring developed fortheriskassessmentprocedure. A will beconsistentwiththeconsequencedescriptions each equipmentinthe AM database.The1-5rating knowledge intoa1-5criticalityratingscoreagainst operational staff.Theintentionistoembedthis using thejudgementofexperiencedtechnicaland renewal activities.Todate,thishasbeencompleted essential measureforprioritisingmaintenanceand failing toperformit’sintendedfunction.Thisisan Asset criticalityrelatestotheconsequenceofanasset 7.2 events onourabilitytomaintainsupply. infrastructure and/orknowledge oftheeffect of suchreviewsincludemajorchangestoour GWW isnearingcompletion ofaprogrammeto A reviewofthelocationourstockpipes For someyears, GWWhasundertakenmitigation

Key riskmitigationmeasur Asset criticality Seismic riskmitigation es

29 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 30 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 failure. for 1-2weeks in theevent ofamajorelectricity continued operationofthewholesalewater supply generators orpumpsets.Dieselstoragetanksallow key pumpingfacilitiesarebackedupwithdiesel Power supplytoGWWwater treatmentplantsand 7.3.4 operators. this periodand/orkeysitesabletobeattendedby that thecontrolsystemwillbeoperationalwithin infrastructure isnotheavilydamaged.Itexpected input forthreetofourdaysassumingthesupport remotely. Thesystemscanfunctionwithouthuman are fullyautomatedandabletobecontrolled All GWWwater treatmentplantsandpumpstations 7.3.3 materials andworkmanship. attention toreliabilitythroughhighstandardsfor storage isdepleted.GWWthereforepaysgreat facilities willbewithoutwater assoonlocal will meanthatthecommunitysuppliedbythose pump, lossofapumpstationormajorwater main While lossofapumpwillquicklycallstandby 7.3.2 of river water, whichcouldbeusedinanemergency. to ourwater treatmentplantsandsignificantsources and UpperHuttarelessvulnerableastheycloser study forPoriruaisplanned2012/13.Lower Hutt expected tobeavailable bytheendof2012. A similar covering thewholeofWellington city,whichis supplies. being utilisedinourplanningforemergencywater between 18and20weeks. Thisinformationisnow six toseven weeks andforMiramarresidents reticulated water supplytoTawa residentsisbetween report foundthatestimatedrestorationtimeforthe supply toWellington cityafteranearthquake. Their report onhowlongitwouldtaketorestorewater on Lake1isdueforcompletionin2013. Lake 2was completedin2012andconstructionwork embankments andinstallationofapolyethylene liner. project includesrockbuttressingtostrengthenthe seismically upgradetheStewart MacaskillLakes.The GNS iscurrentlyworkingonawiderstudy In 2011,GWWcommissionedGNStoproducea A $6.5mprojectiscurrentlyinprogressto

Equipment automation Equipment r Diesel generatorsandpumpsets eliability • • • • found inthe Asset ManagementSystem, SAP. expenditure is made.TheMaintenancePlans can be strategy anestimate oftherequiredmaintenance or failure.Whenpreparingthe long-termfinancial serviceable andprevent prematuredeterioration day toworkactivityrequired tokeepassets resilience, etc). increasing distributioncapacity,improvingseismic customer expectations,(eg,newwater sources, Development is inresponsetochangesuseor asset beyonditsexistingconditionorperformance. or workswhichupgradeimprove anexisting management ofthenetworkasawhole. The followingapplytoallassetgroupsandlifecycle 8.1.2 • • • • • • services. summarised belowtodeliver wholesalewater supply GWW ownsandmanagesthefollowingkeyassets 8.1.1 8.1 requirements. condition primarilydrives renewal needs. the endoftheirusefullife.Deterioratingasset replacement ofindividualassetsthathave reached retain theirservicepotentialover theirusefullife. serviceability oftheassets,andthereforethatassets undertaken toensureefficientoperationand currently performingbelowtargetservicestandards. in theregionandtoimprove partsofthesystem asset. covering thethreekeyworkactivitiesforeachtypeof asset informationandthelifecyclemanagementplans service standards.Itpresentsananalysisofavailable meet thegrowthprojectionandachieve thelevel of to develop specificworkprogrammesrequiredto management strategiesdescribedinearlierchapters performance informationandappliestheasset This sectionpresentsassetconditionand 8.

Asset operations/maintenance istheon-going Asset development isthe creation ofnewassets Disposal plan:ofassetsthataresurplusto Renewal plan:Toprovidefortheprogressive Operations andmaintenanceplan: Activities Development plan:Torespondtogrowthdemand

access w control systems,telemetryandmeters 3 distributiontreatedw 3 activ 18 pumpstations 10 tunnels(approximatelengthof9.3km) 183km ofdistributionpipelines 11 aquiferw 2 raww 7 raww paths, andtracks,etc buildings andfixtures) water treatmentplant(includingassociated

Overview ofassets plans Lifecycle management Summary ofGr Overview oflifecyclemanagement e water treatmentplantsand1standby ater intakes ater storagelakes ay assetssuchasroads,bridges,foot ells eater Wellington Water assets ater reservoirs

• documentation: system isdetailedinthefollowinghierarchyof 9001:2008 and14001:2004QualityStandards.The Management System(QMS)complyingwithISO GWW have establishedandmaintainaQuality 8.2.1 8.2 recorded inthe CMMS. regularly. Calibration frequencyandhistory is water qualityanalytical equipment arecalibrated power suppliestoWTP’sandkeypumpstations. in caseoffailure.Dieselgenerators providestandby history. assessment ofoperationalneedsandmaintenance Maintenance ManagementSystem(CMMS),SAP. work orderandrecordedontheComputerised observed failure ratesandequipmentperformance. progressively modified fromexperiencebasedon recommended industrystandardsthatare process documentation. below. FulldetailisprovidedinourSAPbusiness for operationalmaintenancestrategiesareexplained operational maintenancestrategies.Theguidelines of GWW. Itisthereforetheprimarydriver ofthe integral partofthenormaloperatingpractices The overall philosophyisthattheQMSformsan 8.2.2 • • • • • programmes toachiev part describesthemanagementstrategiesandwork parameters, capacityandcondition.Thesecond data fortheassettypemanagedincludingphysical The firstpartofeachsectionoutlinesbackground key assetgroupsisdetailedinthefollowingsections. • • • • • of thefollowingreasons: Assets maybecomesurplustorequirementsforany etc). condition, (eg,replacingpipes,refurbishingpumps, restores anexistingassettoitsoriginalornew included insection9,FinancialSummary. year financialsummaryoftheactivityasawholeis anticipated futuredemandandtomanagerisk. A 10-

Flow meters,level andpressuresensors on-line All criticalpumpingplanthave standbybackup Asset refurbishmentprogrammesarebasedonan All programmedmaintenanceisinitiatedby All programmedmaintenanceisbasedon The lifecyclemanagementplansforeachofthe Asset disposalisthedecommissioningofanasset. Asset renewal/replacement ismajorworkthat

operating manuals Manufacturers’ manuals,referencestandards, Site-specific proceduremanuals SAP businessprocessdocumentation Management SystemsManual Environmental ManagementManual Quality manual Service providedbyothermeans Policy change Uneconomic toupgradeoroperate Obsolescence Under utilisation

maintenance strategies Overview ofquality Overview ofqualitysystems strategies Overview onoperationsandmaintenance e thelevels ofservicetomeet , operationsand

31 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 32 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 • • aboveground assetswillconfirm: trends andrisks.Regularvisual inspectionsofall and reviewed in responsetounplannedmaintenance risks, andschedulemaintenancerepairwork. water quality, assetcondition,identifyemerging specify routineinspectionsandtestingtomonitor The QualityManualandassociatedprocedures 8.2.3 availability. is initiatedtoprovidethenecessarypartsand/orstaff immediately, thenafollow-upcorrective workorder required. Ifapermanentrepaircannotbeachieved closing facilitiesifmajorrepairsorreplacementsare quickly aspossible,makingtemporaryrepairsor water qualityandprotecttheenvironmentas The initialresponseistoachieve safety,preserve effectively to water qualityissuesandassetfailures. managed. Staffarenotifiedpromptlyandrespond to ensurelevels ofservicearemaintainedandrisks the public.Thefollowingtacticsareimplemented notification fromstaff,contractorsormembersof routine inspections,acontrolsystemalarmand/or of assetsrequiredtocorrectfaultsidentifiedby requirements areappropriate. maintenance that different(insomecaseslesser) years, ordetailedanalysissuchasRCM,indicates from workingwiththeequipmentover many with copieslocatedonsite.Oftenexperiencegained is retainedbythe Assets andComplianceteam absence) manufacturer’s information.Thisliterature Operations andMaintenanceManualsor(intheir are basedontherecommendationsoutlinedin • • • • • based onanassessmentoffactorssuchas: the CMMS.Thetimingandnatureoftheseworksare service standards. work activityrequiredtomeetspecifiedminimum is delegatedtotheoperationsstaffthatoptimise automatically bytheCMMSfrommaintenanceplans reported regularly. flow. reservoir levels ortreatmentplantoutletquality generated onfailureofcriticalequipmentthataffects

The overall inspection programmeisdocumented Unplanned maintenance:Cleaningorrepair P The frequenciesofroutineactivityarespecifiedin Planned maintenance:Maintenancegenerated The costofmaintenanceactivitiesistrendedand Automatic calloutofoperationalpersonnelis lant andequipmentmaintenancerequirements regulations dangerous goodsandtoxicsubstances Chemical storagefacilitiescomply with Compliance withCodesand Legislation costly) Economic efficiency(replacementmaybeless fixed frequency,etc) Rate ofassetdecay(basedonruntime,mileage, environmental, level ofservice,etc) Consequence offailure(w (RCM) analysis Outcome ofReliabilityCentredMaintenance Manufacturer recommendations

Routine inspections ater quality,financial, • • • • • • • • decisions relatingto: condition assessmentsareundertakentosupport titled Visual Assessment ofUtility Assets. Asset Water andWaste Association (NZWWA) publication Condition gradingisbasedontheNewZealand assets (Water TreatmentPlants andPumpStations). condition assessmentexerciseforabove ground GWW hasrecentlycompletedacomprehensive asset 8.3 good to very poor) asshown inTablegood tovery poor) 6. maintenance contracts. standards canbeusedinperformance based terms ofdelivering levels ofservice.Theseminimum may differaccordingtothe criticalityofeachassetin minimum acceptableconditionforassets,which regulations.) satisfaction andcompliancewithstandards utilisation, efficiency,safety,aesthetics,customer typically measuredintermsofreliability,availability, to thelev performance oftheasset,asnoted,iscloselyaligned directly relatedtotheperformanceofasset.(The physical stateoftheasset,whichmayornotbe • • • • • • • • for approval andallocationoffunds. passed totheTeam Leader Assets andCompliance improvements, replacements,orrefurbishmentare management foraction.Itemswhichinvolve capital needs arenotedbyoperationsstaffandpassedonto necessary inallaspectsoftheoperation.Maintenance are trainedtounderstandthathighstandards day 365daysoftheyear business,staffmembers checked regularly.Becausewater supplyisa24hour/ working hours,andpumpstationsarevisited •

Asset conditionisassessedon a1-5scale(very We useconditiongradingstandardstodefinea Condition assessmentprimarilyrelatestothe The datacollectedallowsfor: Treatment plantsarestaffedduringnormal

avoiding prematureassetfailure required level ofservice Financial cashflowprojections required When assetrehabilitationorreplacementwillbe The rateofdeteriorationtheasset The remainingeffectiv Where theassetisinitslifecycle Identification ofdeferredmaintenanceneeds Utilisation ofcosteffectiv Selection ofworkpriorities rehabilitation strategies Refinement ofinspection,maintenanceand Management ofriskassociatedwithassetfailures Prediction offutureexpenditurerequirements Prediction ofrequiredreplacementdate P The adequacyoftheexistingmaintenanceregime the riskoffailure The frequencyofinspectionsrequiredtomanage The likelihoodoffailure “Warrants ofFitness”. Building Asset conditiongrading lanning forthelongtermdelivery ofthe el ofserviceprovidedtocustomersandis Act complianceissupportedwith e lifeoftheasset e renovation optionsby • • • • rule are: it isfinanciallybeneficial. Notableexceptionstothis with aviewtokeepingthemoperationalaslong be assessedaspartofcapitalexpenditureplanning, duty. Whenreplacementisduetheirconditionwill their extendedlifewillbespecifictoparticular beyond theirpredictedusefullife.Thereasonsfor • • advanced ordelayed becauseof: Refurbishment orreplacementofassetsmaybe undertaken toconfirmthatreplacementisnecessary. identification adetailedconditionassessmentwillbe lives containedinthe AM database.Followinginitial initially plannedbyanalysingtheremaininguseful electronic equipment,anupgradeisincorporated. service, butsometimes,especiallyinthecaseof refurbishment willreinstatethepreviouslevel of Works Programme.Generallythereplacementor items isdeveloped eachyear aspartofthe Capital refurbishment andreplacementoffacilitiesplant with thevaluation process). A programmeof assessment ofremainingassetlives (integrated objectives toassistwithprioritisingfunding. is assessedagainstGWW’s high-level business projects ismaintained.Theimpactofeachproject targets, orbystaffsuggestion. Aregisterofpotential comparing assetperformancewithlevel ofservice Potential renewal projectsareidentifiedby 8.4.1 8.4 eyPo Replaceorrepair Very Poor Clearlyneedssomeattentionbutisstillworking. Poor 5 Considerspecialistassessment Moderate 4 Good NoActionrequired 3 NoActionrequired Very2 Good NotRequired Action 1 Condition N Grade

Table 2: Summaryofsignificanteffectsthe Water Supplyactivity Some assetshav The replacementorrefurbishmentofassetsis Renewal fundingforecastsarebasedonan

electricity network) significant disruption tootherusersofthe local environmental, qualityorsupply issue,or of failureislikelytocausea significant Uneconomical operationalcosts Lack ofservicesupportandorunav unacceptable riskconsequences Condition assessmentpredictslikelyfailurewith with othersimilarassets Superseded technologyorlackofcompatibility Failure history V spares

Lifecycle management ariable speeddrives (wheretheconsequence Renewal Plan e beenidentifiedasoperational e pcaitassmn Eithernotworkingorispoorlybecause ofdamageor Get specialistassessment changes Monitor toseeifthere are ailability of Significant damangeandisnotworking.Needsurgentattention. Condition orstructure ispoororstructuralintegrityinquestion. deterioration. Includes repaired assetswhere therepair isdeteriorated. Structure inneedofrepair. Includes mostrepaired assets. Deterioration orminordamagethatmayaffect performance. include repaired assetswhere therepair isasgoodtheoriginal. Some wearordiscolourationbutnoevidenceofdamage.Can New ornearnewcondition. Asset absentornolongerexists. Description obligations underthe: asset disposalprocessesmustcomplywithCouncil’s become uneconomictoownandoperate.Inallcases rationalisation oftheassetstockorwhenassets allow betterplanningfordisposalofassetsthrough • • • • • • of disposalwillbeconsidered.Thesemayinclude; When consideringdisposaloptionsallrelevant costs 8.4.2 works aregenerallythesameasfordev • assessed. to providetherequiredservicestandardswillbe the deferralonlifecyclecostsandassetsability peaks inexpenditure. other infrastructureassets,orifthereareshort-term deferred whenhigherpriorityworksarerequiredon will dependonGWWpriorities.Someworkmaybe projects. Schedulingofreplacementworksidentified

Improv The standardsandspecificationsforreplacement When replacementworkisdeferred,theimpactof terms ofthe Act. procedures wherelandwas acquired underthe Public Works Act 1980,whichoutlines offer-back offer surplustotheoriginalowners; and resolution ofobjections,andarequirementtofirst reserves, includingpublicnotificationpriortosale, for changingorrevokingtheclassificationof Reserves Act 1977,whichcovers procedures restrictions ontheminimumvalue recovered; notification proceduresrequiredpriortosaleand Local Government Act 2010,whichcovers public Environmental impacts Loss onsale Demolition, siteclearing,makesafecosts planning, legal,surv Professional services,includingengineering, Consultation andadv Ev quality orsupplyissue) is likelytocauseasignificantenvironmental, Actuators (wheretheconsequenceoffailure

aluation ofoptions Disposal plan ed assetcondition/performancedatawill ey ertising elopment

33 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 34 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 • *** Consentsexpire in2036 ** Combinedabstractionfrom Wainuiomata sourceandOrongorongo sourcemustnotexceed60ML/d. Effectiveconsentedmaximumsurfacewater take = * Notcurrentlyinservice considering theassetwas constructedin1955(ie, could acceleratethewear (eg,majorflood). expected degradationrateandsignificantevents that depends onthecurrentconditionofintake, intended function.Theinterval between inspections gates andpenstockscanbeoperatedtoperformtheir inspections bystaffconfirmthatall valves, stoplogs, crests and aprons which are liable to damage. Regular at regularintervals, withspecialattentionto weir Structural assessmentsareundertakenbyengineers 8.5.2 Orongorongo (referdoc#1121099). – Water Collection Areas –Huttand Wainuiomata/ Greater Wellington Water Asset ManagementPlan are describedintheseparatecompaniondocument practices employed inthewater collectionareas risks arelow.Theassetmanagementobjectives and these catchmentsisvery highandthecontamination As aresult,thequalityofwater comingfrom controlled publicaccessandactive controlofanimals. authorities formanyyears, withonlystrictly the controlofGreaterWellington orits predecessor forested water collectionareashave beenunder owned andmanagedbyGreaterWellington. These database. assets. Additional informationisstoredinthe AM • • collection areasare: pumped butistransferredbygravity.Thethree the rawwater intakestothetreatmentplantsisnot Wainuiomata Water TreatmentPlants. Theflowfrom Three water collectionareassupplyTe Maruaand 8.5.1 8.5 Intake Kaitoke Orongorongo Big Huia Little Huia ereCek*(pe)Wiuoaa14 enocdcnrt 0M/ Etmt)Includedbelow 10ML/d(Estimate) Reinforced concrete 1945 Wainuiomata George Creek *(upper) ereCek(oe)Wiuoaa18 enocdcnrt 5M/ Etmt)Includedbelow 15ML/d(Estimate) Reinforced concrete 1988 Wainuiomata George Creek (lower) animt ie animt 98Rifre ocee6 Ld(siae 40ML/d** 60ML/d(Estimate) Reinforced concrete 1988 Wainuiomata Wainuiomata River

Table 7: Scheduleofwaterintake assets The ageingKaitokeintakeisingoodcondition All landupstreamoftheabstractionpointsis Table 7summarisesthedetailsofrawwater intake 210 ML/d(Aquifersourced water isadditionalto thisquantity)

The OrongorongoRiv Creek The W The HuttRiv Huia Creek

Raw waterintakes Asset condition Asset descriptionandcapacity ainuiomata River anditstributaryGeorge er atKaitoke Plant Supplied Treatment eMra15 enocdcnrt 140ML/d Reinforced concrete 1955 Te Marua animt 96Rifre ocee6 Ld(siae 40ML/d** 60ML/d(Estimate) Reinforced concrete 1926 Wainuiomata animt 96Rifre ocee2 Ld(siae Includedabove 20ML/d(Estimate) Reinforced concrete 1926 Wainuiomata animt 96Rifre ocee5M/ Etmt)Includedabove 5ML/d(Estimate) Reinforced concrete 1926 Wainuiomata Totals er anditstributaryBig date Installation osrcinCapacity Construction stored inthe AM database. raw water storagelakes. Additional informationis resilience. Table 8summarisestheassetdetailsof increase thecapacityto3390MLandimprove seismic and currentlyconstructionworkisunderway to the Te MaruaWater TreatmentPlant. taken fromtheStuartMacaskillLakesandpumpedto there isinsufficient watertomeetdemand, wateris River becauseofhighturbidityorcolour,when times whenwater cannotbeabstractedfromtheHutt stored intheStuartMacaskillLakesatTe Marua. At Surplus water fromtheHuttRiver atKaitokeis 8.6.1 8.6 replacement in2014/15). intake andreplacingtheassociatedpipeline(duefor 2013/14 toconfirmtheeconomicsofreinstating an operationalstate. An investigation isplannedfor inspection isplannedfor2012/13. worn downsincethelasttimeitwas repairedandan replaced withinthenext20years. Theweir cresthas life was limited.Thesuperstructuremayneedtobe structure isstartingtocorrodeandtheremaining The assessmentidentifiedthatthereinforcingin of theOrongorongointakewas carriedoutin2004. years old. An assessmentandinternalupgrading average conditionconsideringthattheyareover 85 both areinagoodcondition. both relatively modernstructuresbuiltin1988.They out asamaintenanceitem. structure duringtherecentpast.Repairswere carried damage totheconcreteapronandintakegrill now morethan56years old).Ithassufferedminor GWW staffmemberscarryout weekly, monthly, undertaken accordingtothesurveillance manual. Regular monitoringoftheTe MaruaLakesis 8.6.2 The twolakeshave astoragecapacityof2990ML The UpperGeorgeCreekintakeiscurrentlynotin The OrongorongoandBigHuiaintakesarein Wainuiomata andLower GeorgeCreekintakesare

Raw waterstoragelakes Asset descriptionandcapacity Asset condition Limitation (nominal) 310 ML/d Rate (ML/d)*** Daily Abstraction Peak Consented 150 ML/d 210 ML/d** ** GearIslandiseffectivelyastandbyplantandonlyusedinunusualor * ConsentedmaximumtotalabstractionfromHuttaquifer=115ML/d Additional informationisstoredinthe AM database. Table 9summarisesassetdetailsofthewells. by theEnvironmentgroupofGreaterWellington. casing, delivery pipeworkandvalves. these locationscontainasubmersiblepump,screened at twolocations,Waterloo andGearIsland.Wells at supply formanyyears. Water isabstractedfromit and secureaquifer,whichhasbeenusedforwater reaches oftheHutt Valley, isanextremelyproductive The Waiwhetu aquifer,whichliesbeneaththelower 8.7.1 8.7 Guideline. in accordancewiththeNewZealandDamSafety Comprehensive SafetyEvaluations areundertaken lake performanceandcondition,5yearly reports. Consultantsprepareannualreportsabout quarterly andannualevaluations, inspectionsand * To soffitoflowestoutlet (south) Stuart MacaskillLake2 (north) Stuart MacaskillLake1 Island** 6fixedspeed Gear Waterloo Waterloo* Treatment Wellfield Lake Table 8ScheduleofRaw Water Storage Lakes Table 9: Scheduleofwells Abstraction fromtheWaiwhetu aquiferisregulated emergency situations Consents expirein2033 except thatthe365rollingdayaveragemustnotexceed83ML/d.

Aquifer wells Asset descriptionandcapacity erIln ie pe 1975 3fixedspeed Gear Island Plant Te Marua Te Marua supplied Treatment plant 2 variablespeed pumps wells and Number of 1988 1981 date Installation 1985 1985 ntlaindt Construction Installation date summarised inthefollowingthreefigures. inlet ofcustomers’reservoirs. trunk mainstosupplypointsthatareusuallyatthe valves. Chamber structuresofvarying sizeshousethese line valves, airvalves, scourvalves andbypassvalves. Pipeline assetsincludenumerouscomponents:,eg,, to spanwaterways or wheninstalledintunnels. topographical constraintsmaybeabove ground • • Pipeline assetsserve twofunctions,thesebeingto; 8.8.1 8.8 inspection, thecasingandscreenwillbeinspected. Whenever pumpsareremoved formaintenanceor special cameraandwhenthepumpisnotinposition. the well casingscreencanonlybeassessedusinga compliance andisregularlychecked.Theintegrityof Well headsecurityisimportantforquality 8.7.2 trunk pipelinesareusedtodeliv

The descriptionofthepipelineassetsare The pipelinesareusuallyburiedbutbecauseof Branch pipelinesofsmallerdiameterthanthemain

the supplypoints. fields tothetreatmentplants,and Deliv Deliv

Distribution pipelines

Asset descriptionandcapacity Asset condition er treatedwater fromthetreatmentplantsto er untreatedwater fromtheintakesandwell Earth Earth 1680* 1310* Capacity (ML) er water fromthe

35 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 36 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 Figure 12: Pipelengthbymaterialtype (source #1087739) Figure 11: Pipelengthbyyearofconstruction(source #1087739) Length (km) Length (km) 10 20 30 40 50 60 70 100 120 140 160 180 200 0 20 40 60 80 0 9011 9013 9015 9017 9019 2000-2019 1980-1999 1960-1979 1940-1959 1920-1939 1900-1919 AC

Cast Iron

Concrete

Ductile Iron

Other Year

Polyethylene

Steel

UPVC

Grand Total 8.8.2 determine iffurther specialistassessment is required. to updatethe SAP equipmentconditionrating and Completed condition inspectionformswill beused record willbecompletedfor valves (Appendix6). that isexposed(Appendix6). A similarinspection description ofthecondition ofthepipejointorbarrel bedding material,groundwater presence anda record willbecompletedto document soiltypes, involves excavation. A pipeconditioninspection in associationwithrepairsandotherworkthat Opportunistic conditioninspectionsareundertaken pitting mayleadtounacceptableleakagerates. value analysis willthenbeusedtoestimatewhen internal andexternalpittingdepths.Extreme these todetailedevaluation todetermine(primarily) a numberofrepresentative samplesandsubjecting Pipeline conditionassessmentwillinvolve taking life orwherethereisasignificanthistoryofbreaks. when pipesreach90%oftheiranticipateduseful 2016/20. been scheduledforit’sreplacementover theperiod in amajorearthquake. Approximately $7mhas service. However significantbreakages are expected and cementlinedin1989,continuestoprovide main throughWainuiomata, whichwas laid in 1884 pipeline in2003/04.The750mmdiametercastiron the lastsectionof1925OrongorongoKarori example, studiesin2002ledtothereplacementof on assetsnearingtheendoftheirusefullives. For Detailed conditionassessmentworkisfocussed assets have aremaininglifeof30to50years atleast. since 1950.Thatis,themajorityatpipeline mains have beeneitherlaidorcementmortarlined All majortrunkmainsandthemajorityofbranch Figure 13: Pipelengthbydiameter(source #1087739) Pipeline conditionassessmentsareprogrammed

Length (km) 10 20 30 40 50 60 70 80 Asset condition 0 -0 0-0 0-0 0-201201-1500 901-1200 601-900 301-600 1-300 Diameter class (mm) Diameter Investigations arecurrentlyunderway todetermineif assets (aswell asmaintainchlorineeffectiveness). pH 7.8tominimise corrosionofdownstream pipeline the Kaitoketrunkmain. project, toreplacealltheair andisolationvalves on marks thecompletionofafour-year, $1.2million economic lifeearlierthanexpected. The2012/13year a numberofvalves were reachingtheend oftheir developed. compiled andaprogrammeofmaintenancework a detailedscheduleofallabove groundpipeswas chambers, streamcrossings)areundertaken.In2004 the internalliningandjoints. on theintegrityofpipewall, theexteriorcoating, stream crossings),theintegrityofapipelinedepends remaining. pipes stillhave aroundhalfoftheirpredictedlife the KaitoketoWellington SupplyScheme.These percent utilisationisrequiredareassociatedwith in pipelinereplacement.Theoldestpipeswhere100 condition assessmentstudies. details arerecordedandtakenaccountofindetailed Leaks andbreaksrarelyoccur.Whentheydo,the currently lessthat2%,whichiswithinmetererror. immediate replacement. shown tobeperformingwell andwere notinneedof relatively shortlife.However GWW AC pipeswere as AC isrecognisedintheindustryashavinga of detailedconditionassessmentinrecentyears, All WTP’sincludepHcorrection withatargetof Routine investigations in2007determinedthat Regular inspectionsofpipelinefixtures(valves, Apart frompipelinefixtures(valves, chambers, Major investment hasoccurredsincetheearly1970s Losses fromthewholesalewater mainsare Asbestos cementpipeshave alsobeenthesubject

37 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 38 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 transport water. accessed regularly,andbecausetheycontainpipesto are inspectedevery 10years becausetheyarenot loose rockinsomeareas.Theremainingtunnels the catchmentandbecauseofknownissueswith two years because itisacrucialtransportlinkinto The Orongorongorailtunnelisinspectedevery compared withothersthatcontainsteelpipes. every 5years becausetheytransportwater directly, nature oftheiruse.KaitokeNo.1&2areinspected alternative frequencybasedonhistoryand/orthe every 10years unlessthereis a reasontoadoptan Tunnels aresubjecttoanengineeringinspection 8.9.2 pipes. A scheduleoftunnelsisgiven inTable 10. that actasconduits,conveying rawwater without water. Inaddition,therearetwotunnelsatKaitoke some locationstocarrybothtreatedwater andraw locations. Pipelineshave beeninstalledintunnelsat pipelines tobeinstalledintunnelsatanumberof negative pressureinthepipelineshasrequired Topographical constraintsandtheneedtoavoid 8.9.1 8.9 as investigations progress. infrastructure willbeexpandedinthecomingyears financially attractive, anditisexpectedthatCP electrified railway lines.Cathodicprotectionisoften may besignificantinsomeareas,especiallynear stray currentinvestigations indicatethattheproblem limited proportionofthepipelinenetwork.Recent to analkalinitytargetinsteadofapHtarget. chemical dosingcanbefurtheroptimisedbymoving Total Rocky Point steel pipelinetunnel Wainuiomata/Hutt Valley 1,100mm Karori –Raroa Road Khandallah Tunnel No.5 Takapu RoadTunnel No.4 Takapu RoadTunnel No.3 Treated waterpipelinetunnels Orongorongo No.2 Orongorongo No.1 Raw waterpipelinetunnels Kaitoke No.2 Kaitoke No.1 Raw watertunnels Tunnel Table 10: Scheduleoftunnels Cathodic protection(CP)isoperationalover a

Tunnels Asset descriptionandcapacity Asset condition 9,344 220 880 382 352 244 483 3,250 103 2,750 680 Length (m) capacity. pumps isgiven inTable 11showingtheinstalled in allcases. A scheduleofcollectionanddistribution permanent structures.Standbycapacityisinstalled • • • • Pump stationsserve several purposes: 8.10.1 8.10 • since 2003,andaredueforinspectionin2012/13. Point andKaroritoRaroaRdhave notbeeninspected be sound. growth were observed, butthestructureappearedto was inspectedin April 2011.Water ingressandalgal seismic improvement project.Wainuiomata tunnel Rd tunnelwas strengthenedin2010/11aspartofa the likelihoodofamajorrockfall.TheKaroritoRaroa of theOrongorongotunnelroof,toprevent orreduce tunnel. loads areerodingtheliningatupstreamendofNo.1 1 cubicmetrearenotconsideredlikely.Gravel bed instability were foundandrockfallsofgreaterthan and foundtobegenerallysound.Nomajorareasof

Pumps, motorsandcontrolequipmentarein Takapu RoadNo.3and4,Khandallah5,Rocky Stabilising workisplannedfor2012/13onsections Kaitoke No.1and2tunnelswere inspectedin2011 system toanother(eg,Ngauranga) that arehigherthanthetrunklinepressure through trunkmainstoreservoirs Transfer w Deliv Lift w Boost flowsorpressuresontrunkmains Deliv

Pump stations Pump

Asset descriptionandcapacity er rawwater fromtheSMLakestoTMplant er treatedwater fromthetreatmentplants ater fromtrunkmainstoservicereservoirs ater fromonepartofthedistribution Grand total Total (minorpumps) Pinehaven Timberlea Kingsley Gracefield diesel(standby) Naenae diesel(standby) Sar St Minor pumps Total (wellfieldpumps) Gear IslandWell-Field Penrose #2 Mahoe Willoughby #1 Willoughby Willoughby #2 Willoughby Colin Grove Bloomfield Penrose #1 Hautana Wellfield pumps Total (majorpumps) Gear Island Stebbings pumps Lincolnshire Warwick St Haywards Ngauranga Thorndon Kelburn pumps Kelburn Messines Rdpumps Johnsonville Kaiwharawhara animt o Moe aly 1992 Wainuiomata No.2(Moores Valley) Wainuiomata No.1 Te Marualakepumps Te Maruatreatment pumps Te Maruaboostpumps1/2 Te Maruaboostpump3 Point Howard Gracefield pumps Naenae pumps Wellington pumps Pump station Table 11: Scheduleofcollectionanddistributionpumps(source #749122) 1974 1989 1976 1981 1981 1986 1975 1988 (Waterloo wellfield) 1981 (Waterloo wellfield) 1981 (Waterloo wellfield) 1988 (Waterloo wellfield) 1981 (Waterloo wellfield) 1981 (Waterloo wellfield) 1981 (Waterloo wellfield) 1981 (Waterloo wellfield) 1976 2006 (Lincolnshire PS) 2006 (Lincolnshire PS) 1965 (WCCownedbuilding) 1971 1993 1936 2006 (Karori PS) 2006 (Karori PS) 1957 1932 1961 1984 (Te MaruaPS) 1984 (Te MaruaPS) 1984 (Te MaruaPS) 1984 (Te MaruaPS) 2007 1981 (Waterloo TWP) 1981 (Waterloo WTP) 1981 (Waterloo WTP) Building constructed 2 x22kW 13,700 kW(72pumps) 822 kW(11pumps) 2 x18.5kW 3 x37kW 1 x298kW 1 x298kW 1 x18.5kW, 1x15kW 3 x24.5kW 600 kW(11pumps) 1 x92kW 1 x57kW 1 x57kW 1 x92kW 1 x57kW 1 x57kW 1 x57kW 1 x57kW 2 x350kW, 1x315kW 12,276 kW(50pumps) 2 x30kW 2 x110kW 1 x22kW, 1x30kW 3 x433kW 1 x135kW, 3x450kW 2 x132kW 2 x75kW 2 x160kW 1 x120kW, 2x185kW 2 x280kW 1 x162kW, 1x160kW 2 x150kW 2 x105/240kW 5 x250kW 2 x105/240kW 1 x390kW 2 x90kW 2 x224kW 3 x224kW 3 x630kW Installed capacity(kW)

39 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 40 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 8.10.2 *Based onvisualassessment 2006. location onNorthlandTunnel Rdwas completedin Relocation ofthepumpstationtoamoresecure large suburbofKaroriandthereforeacriticalasset. station. Thestationistheonlysourceofwater tothe fault wouldhave causedseriousdamagetothepump water supply).The Any movement oftheWellington dam, whichisstillfull(althoughnolongerusedfor Wellington faultanddirectlybelowthe lower Karori the downstreamendofKaitokesystematKarori. Kaitoke system.Thispumpstationsupplieswater to water fromtheWainuiomata/Waterloo systemtothe prices offsetthecostofadditionalpumping. due tomaintenanceactivities),orwhenlowpower insufficient water available from TeMaruaWTP(eg, the Kaitokesystem.Thisisrequiredwhenthere water fromtheWainuiomata/Waterloo systemto replacement isscheduledfor2014/15. This technologyisnowobsoleteandmotor/drive The motorshave directcurrentvariable speeddrives. major refitofcontrolsandmotorscompletedin1989. The pumpswere installedin1971andtherewas a be significantlycompromisedifit was notavailable. rarely, however theoverall systemsecuritywould Marua WTP.Haywards PScurrentlyoperatesvery than approximately95ML/disneededfromTe Haywards pumpstationisrequiredifaflowofmore rn oa 0019 . 2,0,9 18 $27,306,592 1.2 1995 2070 81 34 Grand total 60 Point Howard Pinehaven 96 Wainui No. 2 Karori 208 74 Lincolnshire Kingsley 95 37 Wainui No.1 218 119 Sar St 159 100 Timberlea 315 Thorndon 122 66 Johnsonville 445 167 Kaiwharawhara 320 Haywards 459 Ngauranga Waterloo PS Te MaruaPS Site Table 12Pumpstationassetconditionsummary(source #1087739) Karori pumpstationwas locatedvery closetothe Thorndon pumpstationalsoenablestransferof Ngauranga pumpstationenablestransferof

Asset condition 4 140 143 62 31 equipment No. of 74 30 58 94 59 72 29 35 63 assessments No. of . 80664 15 $850,696 16 $259,318 4 $532,354 1 1.1 $2,306,819 27 1.6 $15,695 20 1.1 $614,357 21 1.1 $498,380 20 1.0 $62,352 1.4 17 $193,895 13 1.1 $1,336,844 1.4 21 $951,433 1.3 32 $1,054,370 1.1 16 $3,759,280 1.1 22 $3,948,501 1.2 20 $2,889,723 1.6 $8,032,573 1.1 1.1 1.1 condition* Average value replacement Total 14. equipment ineachconditiongradeisgiven inFigure showing thepercentageofmajorpumpstation value informationandpresentedinTable 12.Graphs assessment arecombinedwithageandreplacement equipment was completedin2012.Theresultsofthe operating satisfactorily. Kaiwharawhara PumpStationsisgenerallynewand were replacedin2003. during operationofHaywards PS. head available intheKaitoketrunkmainisreduced operated duringperiodsofhighdemandorwhenthe but upgradingisnotjustified.Thepumpsareonly operation ofthispumpstationhasbeenconducted, and onemotorhasbeenreplaced. A reviewofthe listed as1976.Thecontrolswere replacedin1997 pumps onlyoperateduringperiodsofhighdemand. 2004 andtheundergroundchamberupgraded.These in anundergroundpit.Newpumpswere installedin never operated. situation hasnever occurredandthepumpshave when boostpumpsatTe Maruaareunavailable. This a water supplytotheTimberleareservoirisavailable flooding orearthquakeevents. pump stationislesssusceptibletodamagefrom Howard PumpsatRandwickduring2004.Thenew A visualconditionassessmentofpumpstation Equipment atWainuiomata 1,Wainuiomata 2and Two oftheJohnsonvillepumps andthecontrols The installationdateoftheKingsleypumpsis Pinehaven pumpsaresubmersiblepumps,located Timberlea pumpstationwas constructedtoensure A newpumpstationatSeaviewreplacedthePt useful life) age (expired Average 25789$3,086,373 $900 $2,547,879 $5,900 $0 $7,152 $15,000 $10,000 $3,000 $11,900 $14,900 $0 $14,900 $295,900 $57,900 $24,200 $22,000 $92,400 $24,900 $41,200 $30,900 $682,252 $68,227 $1,420,300 $54,500 $150,626 $249,400 $1,219,100 $382,500 $22,790 $206,000 $493,700 life remaining 0-5 yrs assets with value of Replacement $0 $11,805 life remaining 6-10 yrs assets with value of Replacement of theseassetsis$1.2m(Table 13). considered inthenext5years. Thereplacement value assets whererefurbishment or replacementshouldbe assessments were completedshowanumberof of thenotespreparedat time thecondition meet servicerequirementsforsometime. Analysis nearing theendoftheirnominallifewillcontinueto is likelythatasignificantproportionoftheassets equipment isgenerallyinvery goodcondition.It visual conditionassessmentindicatespumpstation expenditure provisionof$2.7m.Theresultsthe in thenext10years. Thiscompareswithtotalcapital station assetsnearingtheendoftheirnominallife Figure 14: Majorpumpstation–visualconditionassessment(source #1087739) Table 12showsthereisatotal of $5.6minpump Percentage of Equipment Percentage of Equipment Percentage of Equipment 100% 100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0% 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Kaiwharawhara PS Kaiwharawhara All Pump Stations Pump All Te Marvua PS Marvua Te Condition Condition Condition

Percentage of Equipment Percentage of Equipment Percentage of Equipment Total Moores Valley Wainuiomata #1 Thorndon Te MaruaPS Sar St Pinehaven Ngauranga Kingsley Kaiwharawhara Haywards Pump station refurbishment shouldbeconsidered (source #1124943) Table 13PumpStationassetswhere replacement/ 100% 100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0% 0% 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Ngauranga PS Ngauranga Haywards PS Haywards Waterloo PS Waterloo Condition Condition Condition 1,187 10 3 11 518 17 7 28 107 70 416 Replacement value($000)

41 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 42 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 also correctspHandaddschlorinefluoride.The passes throughaconventional sandfilter.Theplant and isfloatedoff. Aftertheflocislifted water (DAF), whereaircomingoutofsolutionliftsthefloc filtration. TheprocessutilisesDissolved AirFlotation 1993 andincorporatescoagulation,flocculation DWSNZ:2005. is high.Te MaruaWTPmeetstherequirementsof blending ofwater whentheriver islowanddemand simultaneously forlakeandriver water. Thisenables enable differenttreatmentprocessestobeemployed to implementationofanalternative configurationto plant capacitytoapproximately80ML/d.Thislead of theclarifiersisnecessary,andthisdown-rates April 2004.However, whentreating lakewater use mode theplantwas ranat135ML/dduringtrialsin methods, thatis,theclarifiersareby-passed.Inthis could bemoreefficientlytreatedbydirectfiltration river water, whichisnormallyofahighstandard, lakes istreated.Trialsin2002determinedthat very low,storedwater fromtheStuartMacaskill of highcolourorturbiditywhenriver flowsare intake ontheHuttRiver istreated,butduringtimes fluoridation. Normally water directfromtheKaitoke media filtration,pHadjustment,chlorinationand coagulation, flocculation,clarification,dual a supplyfreeofmicrobiologicalcontamination. water andrelyonthesecuregroundwater toprovide Waterloo andGearIslandreceive artesianaquifer treat river-sourced water. Thetreatmentplantsat ater treatment plants Water treatmentplantsatWainuiomata andTe Marua 8.11.1 8.11 be doneaspartofthenextfullrevaluation in2012/13. to bemadeforreplacement/refurbishment.Thiswill the usefullives canbeextended,orifprovisionneeds Additional investigation isrequiredtodetermineif they failoruntilmaintenancebecomesuneconomic. Pumpstationassetsaretypicallyoperateduntil Site erIln T 657 Gear IslandWTP eMraWP30 7012$0,0,1 15 $102,109,814 1.2 2750 3304 Te MaruaWTP aeloWP13 861 1334 Waterloo WTP WTP Wainuiomata rn oa 1053 . 20485716 $220,498,537 1.2 5937 8130 Grand Total Table 14 Water Treatment Plantassetconditionsummary(source #1087739) *Based onvisualassessment The Wainuiomata WTPwas commissionedin (b) Wainuiomata TreatmentPlant This isamodernplant(1989),whichincorporates (a) Te MaruaTreatmentPlant

Asset descriptionandcapacity equipment No. of 8510 . 9,3,7 16 $90,139,374 1.1 1701 2835 assessments No. of 625 condition* Average . 8194218 $8,159,452 1.3 . 2,8,9 15 $20,089,897 1.2 value replacement Total good condition. The resultsshowastrongbiastowards very goodand distribution foreachWTPandallWPT’s combined. extracts fromthe AM database. comparing Process&InstrumentationDiagramswith comprehensive processofphysicalsiteinspections condition assessment.Thiswas achieved througha WTP equipmentthatcanbeaccessedhashada is ahighdegreeofconfidencethatpracticallyall within thescopeofassessmentproject.There leads, etc)andsafetyequipmentthatwas not of theseareelectricalappliances(kettles,extension condition assessmentcompleted. A largeproportion approximately 2000equipmentthathave nothada with equipmentage. condition acrossthefourtreatmentplantsconsistent summarised inTable 14.Thereisasmalldifferencein is supportedbytheaverage conditionscores and maintenancepractices.Thisexpectation given theacknowledged historyofgoodprocurement would beforWTPequipmenttoingoodcondition equipment was completedin2012.Theexpectation A visualassessmentofwater treatmentplant 8.11.2 requirements oftheDWSNZ2005. Waterloo Plant. GearIslandWaterloo WTPmeetsthe this latterroleiteffectively actsasanextensionofthe water fromWaterloo beingpumpedtoWellington. In but alsoroutinelychlorinatesandfluoridatesthe a standbyplantwhenwater isdrawnfromthewells, requested byHCC). and fluoridationforLower Hutt(excluding Petoneas remove dissolved carbondioxide, the additionoflime Treatment includesadjustmentofpHbyaerationto to besecureunderthecriteriasetoutinstandard. of thefactthatWaiwhetu aquiferhasbeenshown the requirementsofDWSNZ:2005. nominal plantcapacityis60ML/d.Themeets Figure 15showstheequipmentcondition Across thefourtreatmentplantsthereare The GearIslandWTPfulfilstwofunctions.Itactsas (d) GearIslandTreatmentPlant Waterloo WTPmeetstheDWSNZ2005byvirtue (c) Waterloo TreatmentPlant

Asset condition useful life) age (expired Average life remaining 0-5 yrs assets with value of Replacement 16733$244,114 $1,697,303 39183$4,425,374 $3,991,823 17528$3,228,090 $1,735,228 33938$2,155,431 $3,349,308 1,7,6 $10,053,009 $10,773,662 life remaining 6-10 yrs assets with value of Replacement 15). The replacementvalue oftheseassetsis$3.3m(Table replacement shouldbeconsideredinthenext5years. significant numberofassetswhererefurbishmentor condition assessmentswere completedindicatea p.a. Analysis ofthenotespreparedattime capital expenditureprovisionsofaround$1m over eachofthe next10years. Thiscompareswith WTP assetsreachingtheendoftheirnominallife Figure 15: Water treatment plants–visualassetconditionassessment(source #1087739) Table 14showsthereisonaverage $2mp.a.of Percentage of Equipment Percentage of Equipment Percentage of Equipment 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 0 1 0 1 0 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 All Water Treatment Plants Wainuiomata WTP Waterloo WTP Condition Condition Condition

with thenextfull revaluation in2012/13. refurbishment. Thiswillbereviewed inconjunction if provisionneedstobemade forreplacement/ if theusefullives canthereforebeextended, or additional investigation isrequiredtodetermine Percentage of Equipment Percentage of Equipment Total Waterloo Gear Island Te Marua Replacementvalue($000) Wainuiomata Water treatment plant #1121764) replacement/refurbishment shouldbeconsidered (source Table 15: Water treatment plantassetswhere 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 The conditionofmanythese assetsisgood,and 0 1 0 1 5 4 3 2 1 5 4 3 2 1 Gear Island WTP Te Te Marua WTP Condition Condition $3,348 $2,101 $16 $1,103 $128

43 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 44 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 3 Diurnalstorageprovidesfordemand peaksduringtheday, withthe water storage arebeingconsidered. of emergencystorage.Optionsforadditionaltreated damaged inalargeearthquake,withresultantloss The siteofthereservoirishowever likelytobe more effective useofthe reservoir fordiurnalstorage. control ofinletandoutletflowswithconsequent No. 2Hayward’s reservoirin2002have enabled refurbishment expenditure. is good,requiringnosignificantmaintenanceor reservoir. Theoverall conditionofthereservoirs and corrosionoftheoverflow pipeworkinthe Aro the wall/floor jointoftheNgaurangareservoir and corrosionofladderssafetyequipment. degradation, possibleslimeaccumulationonwalls are build-upofsiltonthefloor,sealantlossor intervals. Itemstobeidentifiedandrecorded reservoirs shouldalsobeinspectedat10-yearly and vents, andanygraffiti. joint deterioration,soundnessofladders,accesslids identify andrecordarecracks,seepage,rustmarks, underdrain’s) willbeinspectedfive yearly. Itemsto of reservoirs(walls, roof,and,wherepossible, Exterior InspectionProgramme:Theexterior 8.12.2 trunk mainstoprovidediurnal treatment plantsforprocessreasons,orconnectedto Wellington RegionalCouncilareconstructed at customers. Thereservoirsthatareownedbythe reservoirs thatareownedbythecitycouncil Generally treatedwater isdelivered toservice reated waterreservoirs 8.12.1 8.12 listed below: with treatmentplantassets.Otherreservoirsare Wainuiomata, GearIslandandWaterloo areincluded control. TreatmentplantreservoirsatTe Marua, awrs 90Posttensioned contact tank Karori Precast, post 1970 Haywards Volume Construction 1997 Constructed Ngauranga Location Table 16: ScheduleofReservoirs Modifications ofthe valving andpipeworkatthe Recent inspectionsidentifiedminorseepagefrom Current condition: Interior InspectionProgramme:Theinsideof objective ofsmoothingdemandovera 24hourperiod.

Asset condition Asset descriptionandcapacity 90Reinforced 1960 concrete concrete tensioned Aro zone) Wellington City reservoir for (Service concrete 3 storageorforsystem

18 ML 20 ML 2.2 ML 1. sections, eachrepresentingafunctionalsystemlayer: The roadmapisdividedintothefollowingsix approach toriskcontroldevelops (refer#1128421). continuously astechnologychangesandour infrastructure hasbeenpreparedandisupdated adjust controlsetpointsasrequired. from anoffsitelocationtorespondalarmsand operators abletoremoteaccesstheSCADAsystem only staffedduringnormalbusinesshours,with distribution processes.Water TreatmentPlants are fully automatingthewater collection,treatmentand structures. in belowgroundchambersorsmallabove-ground radio telemetryequipment.Theequipmentishoused treatment plantsandpumpstationsisachieved using each city.Communicationbetween supplypoints, for calculationofthewater levytobecharged are usedtomeasurewater quantitiesdelivered service reservoirs.Flowmetersatsupplypoints control theflowrateinto,orlevel ofcustomers’ individual supplypointsandwillberequiredto Usually theequipmentwillbeassociatedwith at numerouslocationsinthedistributionsystem. measurement andelectricalcontrolequipment addition, thereisinstrumentationforflowandlevel lists associatedwiththeparticularfacilities.In equipment. Theseassetsareincludedontheasset well fieldsallcontaininstrumentationandcontrol ol systems,telemetryandflow Treatment plants,pumpstations,intakesand 8.13.1 8.13 4. 3. 2.

A roadmapfordevelopment ofcontrolsystem Considerable resourceshave beeninvested in system. operators visibilitytotheprocess andcontrol Citect SCADA.Thisisthelayer thatgives plant Our establishedplatformat this level isVijeo SCADA/HMI operator umbrella term Advanced ProcessControl(APC). time automationstrategiesthatfallunderthe opportunities toimplementsophisticatedreal- Beyond theBasicControlsystemarenew Adv the controlsystem. resides, andcanbeconsideredthefoundationof are wheremostofthereal-timeprocesscontrol the Functional Automation. Thesetwolayers while the Application layer above implements all processmeasurementandcontroldevices; Device/Control Modulelayer interfaceswith base we implementtwodistinctsub-layers. The Automation’s ControlLogix.Within thecode Our primaryplatformatthislay Basic controlsystem exclusively valves andpump-sets. our processes.Ourcontroldevicesarealmost of measurementinstrumentdevicestomonitor At thislayer we have asubstantialinstalledbase Instrumentation andcontrols

meters Contr

Asset descriptionandcapacity anced ProcessControl

er isRockwell all areingoodcondition. Most accessbridgeshave beenrecentlyupgradedand is shared50/50withtheRegional Parks Department. as judgednecessary. Structural assessmentsofbridgeswillbeundertaken completed at5-10year intervals (dependingonage). Visual inspectionsofroadsandbridgeswillbe 8.14.2 facilities. treatment plants),incorporatecarortruckparking damage. Inaddition,someotherinstallations(eg, and traversing culverts toprotectthemfromwater but areconstructedwithgoodroadsidedrainage sealed whileremoteaccesstracksremainunsealed, the treatmentplants.Themoreimportantroadsare treatment plantsandintothecatchmentareasbeyond been constructedandmaintainedtoallowaccess The principalroadsthatareownedbyGWWhave 8.14.1 8.14 every sixortwelve months. of visitsrequiredtoreadmetersfromweekly toonce operational since2004.Thishasreducedthenumber City CouncilandGWWarecloselylinked. the telemetrysystemsoperatedbyWellington power supplyisstillavailable). Forhistoricreasons, automatically andkeepthereservoirsfull(provided communications belost,localcontrolstakeover controlled remotelyviathetelemetrysystem.Should been achieved (within2%). balance between supplyanddelivery volumeshas 2000. Sincecompletionofthisworkavery good electronic “magflow”meters was completedaround history andcalibrationrecordsareretainedonfile. and byoperatorsaftermonitoringtrends.Calibration maintenance planscontainedinthe AM database, for processcontrol. triple validation toensureanaccuratesignalisused where calibrationdriftislikely(eg,pHanalysers)use carried outonacontinuousbasis.Criticalequipment controls andtelemetryequipmentareoperationalis Monitoring toensureinstrumentation,automatic 8.13.2 6. 5.

The costofroadandbridge maintenance atKaitoke Remote readingofrevenue metershasbeen The inflowof water intocustomers’reservoirsis Replacement ofallrevenue flowmeterswith Manual calibrationchecksareinitiatedfrom this layer willbeEthernetTCP/IPbased. and resilience. All ourfuturedevelopments in are security,bandwidth,latency,determinism together iscritical.Theprimaryconsiderations The architecturethatlinksalltheselayers System networksandserv tool. Historian andVantage Pointreporting/analysis legacy CitectHistorianandnewer Rockwell FT A Historian anddataanalysis

Access wayassets t presentwe runtwoplatformsinparallel,a

Asset condition Asset condition Asset descriptionandcapacity er architecture the nextfive years. 2012/13 willidentifyanyroadsrequiringresealsin scheduled for2012/13. supports andhandrails.Repaintingthepipebridgeis in 2012.Thisincludedreplacingthewalkway on theOrongorongopipebridgewas completed maintenance workisoperatingsatisfactorily.Work completed byGWW’s insurers. erected withinafewdaysandrepairswere and displaced. A temporary‘bailey’bridgewas treatment plant.Thecentralpierwas undermined to themainaccessbridgeWainuiomata A roadsurfaceconditionassessmentscheduledfor The programmeofinspectionandrefurbishment/ During astorminFebruary2004damageoccurred

45 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 46 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 concrete change isplannedtheWater Groupwill plan abolishing Regional Councils.Untilsuchtime as were alsocotedwithsimilar quotes insupportof North DistrictCouncilMayor Wayne Brown bureaucracy”. management “We justdon’tneedthatextralayer of on amoreco-orperative basis,suchaswater andland unhelpfully separatedissuesthatneedtobetackled regional councilsystem,becausehebelieves ithas quoted assaying: recent articleinTheListeneron25Februarywas salary levels. The LocalGovernment Ministerina at thelevel ofrates increasesandlocalauthority There isalsoincreasingpubliccommentandprotest an atmosphereoflikelychangetothestatusquo. from theMinisterofLocalGovernment have created the Auckland “SuperCouncil”andannouncements yet beensupportedbyGWW. Therecentcreationof been madeover thepastfewyears butchangehasnot integrated regionalwater supplyorganisationhave Water willremaininitscurrentstructure. have alongassetlife. capital works,whichintheWater Grouptypically method alsomeetstheintergenerationalspreadof of this,theactualnewdebtdrawnwillvary. This assets andthelonglifeofmanythem.Because expenditure isuneven becauseofthenature assisted asaresultoftheabove strategy.Capital thus increasingthevalue ofthefund. is capitalisedattheendofeachyear asitisreinvested insured assetsisfunded,madeeachyear. Interest from whichthecostofrepairinganydamagetoself- transferred todebtrepaymentorreserves. operational activitiesatfinancial year endis • • will beusedtofundit. be usedwithintheWater Supplygroup. kept separatefromotherCouncilfundsandmayonly investments andnewdebt.Water Supplyfundsare wholesale water levy,transferstoandfromreserve activities withinTheWater Groupisfundedfromthe operations, maintenance,renewals andcapital All expenditureincurredincarryingoutthe 9.1.1 9.1 9.

Former Waitakere MayorBobHarvey andFar “Smith saysakeyreformwillbetheabolishing Several attemptstocreateamoreefficient The mainassumptionisthatGreaterWellington (a) The smoothingofvariations incashflowsis A transfertotheinsurancereserve of$400,000, Any surplusofincomeover expenditureon The typeofexpendituredictatesthemethodthat

to enhanceandimprov Capital expenditureincurredonnewassets the wholesalew the wholesalesupplynetworkisfundedfrom All expenditureincurredtooperateandmaintain funded bynewdebt and charges component ofeachcustomerCouncils’water rates

Background Financial summary Funding strategy Assumptions ater levy.Thesecostsarea e thesystemisusually ater supplylevy 9.1.2 formed in1980. assumed thefunctions oftheBoardwhen itwas because GreaterWellington actsastheBoard.It provide adequatewater totheconstituent authorities revenue requirement. Morespecifically: authorities andformsthebasisforsettingannual of supplyingwholesalewater fromthecustomer (WRWBA) providesforthe recovery ofallcosts • provided: explanations applytothefinancialinformation and budgetbasedontheStatusQuo. • Disposals - extensions Capital expenditure – renewals Capital expenditure expenditure Maintenance

That is,GreaterWellington hasastatutorydutyto Section 26(1)ofthe Act states: The Wellington RegionalWater Board Act 1972, (a) The followinggeneralassumptionsand programmes arereviewedeachyear approval byCouncilthroughthe Annual Planningprocess. All funding Note: allfundingprogrammesaresubjecttoconsultationand part ofthereportedtotalinternalrev costs asinternalconsultantcharges,andshown Department areincorporatedinboththereported internal businessunitsandtheSupportServices Costs incurredbythecontractingofservicesfrom funded bythewholesalew The informationismadeupofallactivities (approximately $1mperannum) Group, andtheStrategy Asset Group and DistributionSectionsoftheOperations includes Operations Administration, Production the wholesalesupplynetwork.Specifically,this projects undertakenbyGWWforthebenefitof the assetacquisitions,disposalsandcapital constituent authorities.” waterworks forthebulksupplyofpurewater to construct, extend,enlarge,maintain,andrepair “It shall be thefunctionofBoard toinvestigate, (b)

W Legislativ Expenditure definitions e basis disposal ofdecommissionedassets Any netcostsassociatedwiththe Quality Manager. expenditure lieswiththeAssetand protection. Responsibilityforcapital supply, eg,seismic,drought orflood health andsafetyissuesorsecurityof health protection, occupational environmental protection, public growth, changingcustomerneeds, This expenditure mayresult from the levelofservicesystem. create anewassetortoextend The expenditure required to Capital Works Programme. Manager anditisfundedfrom the lies withtheAssetandQuality Responsibility forrenewal expenditure restore orimprove itslevelofservice. refurbish orreplace anassetto The expenditure required to and DistributionManagers. expenditure lieswiththeProduction asset. Responsibilityformaintenance the levelofserviceprovided byan The expenditure required topreserve ater levy,aswell as enue figure 3 interest anddepreciation)between 1996/97and method. fixed and variable charging,oracombination though thereisprovisionintheWRWBA forboth, usage. Customerscurrentlypreferthismethodology authority’s paymentfortheyear matchestheiractual year isknown,anadjustmentmadesothateach the year, wheneachauthority’sactualusageforthe on theusageratiosofpreviousyear. At theendof year. Theymakeinterimmonthlypaymentsbased of theirindividualusagetothetotalfor business includingthelevyforyear ahead. consulted aboutvarious aspectsofthewater supply part ofthe Annual Plan process,citycustomersare interest ondebtandalevel ofdebtrepayment. As city councilsintheWellington region. rather thanthepresentlevel: $24.2M inflation since1997,itwouldnowbejustover $35M, was in1996/97.Ifthelevyhadincreasedlinewith for the2011/12year and increaseditonlytwice,includinga3%increase the wholesalewater levythreetimes,heldit10times

Figure 16: Water levy(net)andCPIinflation(#1063554) The increaseinWater Supplyexpenses(before In the15financialy (c) Each citypaysfortheirwater basedontheratio The annuallevyissettocov (b) At present,theconstituentauthoritiesarefour The levyfor2011/12is$1.05M(4.2%)lessthanit September 2010 October 2010onCPI estimatedby Asia Pacific RiskManagement, Levy figuresnetof GST

Millions of dollars 20 22 24 26 28 30 32 34 36 Historical trends Financial basis 9719 9920 0120 0320 0520 0720 0921 012012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 Actual Levy Actual 1997levy foradjusted in ation . The effectoftheincreaseinGSTfrom 1 ears since1996/97,GWhascut er operatingcosts, 3 Year ending 30 June • 33% between 1997and2011 2010/11 was 10.6%.TheCPIindexhasincreasedsome 7 6 5 4 • • processes andareductioninchemicaluse. which hasledtotheoptimisationofwater treatment investigations andanalysisworktobecarriedout of sophisticatedanalysistoolshasallowed detailed and reservoirs.Increaseddatacollectiontheuse monitoring ofwater treatmentplants,pumpstations modern technologytoautomatethecontroland gains have beenmadethroughtheadoptionof helped inthereductionofoperatingcosts.Major operational efficiencyandinnovation whichhave

External costincreaseshave beenoffsetthrough Contact energyInnov Association ofConsulting EngineersNewZealand Developed forGreater forecast at1165 CPI figures12monthstoDecember EECA’s Energywise Awards ofthesameyear of Excellencein2002andHighlyCommended system was awarded an ACENZ at $120,000initsfirst year ofuse.TheDerceto world ‘first’anddelivered costsavingsestimated contaminant loadinginrawwater. Researchby treatment plants(2003)toidentifyorganic installed atT On-line widespectrumspectrophotometers Derceto EnergyCostMinimisationSystem marginal costatanygiven time(2000).The water, treatmentanddistributionwiththelowest costs ofwater, byprioritisingtheuseofsource chemical needs(1999/2000) in itsfirst year, throughlower electricityand including directfiltration,saved almost$250,000 Softw Treatment processoptimisationatT are commissionedtooptimisedelivery e MaruaandWainuiomata water ation Award category Wellington byBeca 4 , CPIforDecemberquarter2011

6 Gold Award e Marua, 5 was a 7

47 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 48 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 to earthquakesandourresearchestimatesthat infrastructure. Ourwater supplysystemisvulnerable importance oftheresilienceregionalwater supply of anadditionallakeisapprox$90m. mainly topumpstations–atafurther$20m.Thecost approx $140mwithassociatednetworkupgrades– cost estimatesputtheofdamoptionat of onethemajorprojectsbyseveral years. Current costly interimprojectthatcoulddeferconstruction work mayshowthatthereisanoptionforaless or athirdstoragelakeatKaitoke,althoughfurther either astoragedamlocatedontheWhakatikeiRiver 2020 tomaintainthesupplystandard.Thiswillbe •

Figure 17: 10-yearfinancial projections (#1063554) The Canterburyearthquakeshave highlightedthe Additional supplycapacitywillberequiredbyJune (d) electricity requirements to produce13%oftheWater SupplyGroup’s the Te Maruagenerator,theplantsareexpected expected. Whencombinedwiththe1GWhfrom financial year. Ona yearly basis,about1.5GWhis was commissionedinthefirstquarterof generated sincethehydroelectricgenerator 2012, morethan0.5GWhofelectricityhadbeen Wainuiomata. Bytheendofsecondquarter Installation ofpow suppliers in Australia andthe UK a world-firstandhasbeenadoptedby water plant reliability.Thisfeed-forward systemwas treatment processefficiency, waterqualityand system forchemicaldosecontrolthatimproves in thedevelopment ofaunique,feedforward, consultants usingthisinstrumentationresulted

($000s) 100,000 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 Looking Forw 0 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 er generatingcapacityat ard Self-insuranceinvestment levy supply Water Debtrepayment of operating fundingApplications dept isgiven inFigure17. capital andoperatingexpendituretheeffecton financial projectionshowingthelevyincreases, Water LevyincreasesshowninTable 17. A 10-year Wellington LongTerm Plan containsthebudgeted involved inanewwater source,theGreater level ofdebtinanticipationthemajorexpense restored intheshortestpracticabletime. damage doesoccurcanberepairedandwater supply resilience toensuredamageisminimisedandwhat basic needs.Workisbudgetedtoenhancenetwork reinstate awholesalewater supplysufficienttomeet fault itwouldtakearoundsixtoeightweeks to following asignificantearthquakeonthe Wellington Supply debtrelative tothetotalCouncildebt. the Councilsdebtlimits.Figure18showsWater %4 %5 %5 %5 %5% 5% 5% 5% 5% 5% 5% 4% 4% 3% Table 17: Water Supplylevyincreases for2012/22 To fundtheseworksandreduceWater Supply’s The proposedlevels ofWater debtremainswithin 2012/12

2013/14 Otheroperating revenue Debt Capitalexpenditure 2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22 Figure 18: 10-yeardebtprojections (#1063554) Figure 19: Projected 20yearcapitalexpenditure and debt funding(#1063554) Debt and Capex ($000's) $000s $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 -$50,000 $50,000 $100,000 $150,000 $200,000 $250,000 $50,000 $0 $0 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 2011/12 Water supply Water

Total Water DebtTotal Water 2013/14

2015/16

2017/18

2019/20 Public transport Public

2021/22 Capital Project Expenditure CapitalProject 2023/24

2025/26

2027/28 worksandFloodcontrolprotection

2029/30

2031/32

2033/34

Bulk Water Levy Water Bulk 2035/36

2037/38

2039/40

2041/42 $0 $10,000 $20,000 $30,000 $40,000 $50,000 Other

Bulk Water Levy ($000's)

49 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 50 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 is alsoassumed,beyondtheLTP thatdebtinterest inflation of2%ongeneraloperatingexpenditure.It figures. Allowance hasbeenmadeinfuture years for projections arebasedontheLTP inflated10-year source augmentationwillberequired.These expected populationgrowthcontinues–additional required becauseitisanticipatedatthattime–if servicing. Beyond2041/42increaseswillagainbe surpluses areproducedtomeetdebtandinterest will reducebetween 2034/35and2041/42assufficient $140m expenditure on the next water source. The levy until 2025/26toreducedebtbeforetheexpected take intoaccounttheneedtoincreaseWater Levy timeframe (Figure19).Water Supply’sprojections outside therangeofCouncil’slongtermplanning required inadditionalwater sourcesandstoragefall range debtforecastingasthemajorinvestments adadbidns------$109 - $105 $101 - $98 - $95 $4,193 $3,967 - $92 $10,794 $11,082 $243 $89 $7,247 - $235 $3,825 $86 $4,427 $226 - $4,247 $83 $219 $9,001 $1,071 $14,418 $81 $212 Total capital expenditure $1,038 - Vehicles $1,006 $205 Plant andequipment $977 $418 Land andbuildings $949 expenditure $192 Capital project $922 $815 Other Energy $949 $740 Seismic protection $814 Monitoring andcontrol $839 Reservoirs Pump stations $845 Pipelines Water treatment plants Water sources Year Figure 20: Forecast capitalandrenewals expenditure (#1063554) Water supplyhasalsoundertakensomelonger $000s $10,000 $12,000 $14,000 $16,000 $2,000 $4,000 $6,000 $8,000 $0 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 15------$382 - $279 - - $309 $318 - - - $270 $424 $261 $500 - $380 - - $252 $486 $261 $3,702 $6,762 - $135 $3,583 $243 $264 - $5,331 $10,384 - $130 $10,666 $236 $1,630 $157 - $6,728 $126 - $228 $442 $360 $3,353 - $1,483 $122 $4,077 $881 $430 $1,433 - $3,897 - $118 $2,012 $852 - $686 $8,761 $3,774 $160 $13,977 $4,816 $251 $826 - $3,583 $2,410 - $771 $1,305 $135 - - $692 $628 - $103 $501 - $490 $537 - $1,827 $825 $7,530 LTP. no significantchangesbudgetedforinthe2012/22 adjusted forinflationandknownchanges.Thereare maintenance expenditureisshowninFigure21. The budgetedmajorcomponentsofoperationsand 9.2.2 figures insummary. base year numberswiththeequivalent inflated LTP shown inFigure20.Projectbudgetsare The forecastcapitalandrenewals expenditureis 9.2.1 9.2 make longrangeforecastingproblematic. occurring inEuropeover government debtlevels markets, particularlywiththeturmoilcurrently rates areheldat8%.Thestateoftheworldsfinancial Figures arebasedonthe2012/13basebudgetand

Financial pr Operations andmaintenanceexpenditur Capital extensionsandr ojection enewals expenditure e oa esne ot 431$,1 409$,0 422$,2 446$,2 465$,7 $4,899 $4,771 $4,645 $4,527 $4,426 $4,322 $4,212 $4,106 $4,009 $3,915 $4,301 Total PersonnelCosts Year Chemicals rpryEpne 172$,7 196$,9 205$,3 220$,8 239$,4 $2,529 $2,444 $2,359 $2,283 $2,210 $2,138 $2,065 $1,997 $1,936 $1,876 $1,732 Property Expenses Production Power -Usedin Insurance Consultants Total Contractors& nenlCnrcos$,9 257$,0 264$,8 272$,7 283$,5 308$3,181 $3,038 $2,958 $2,883 $2,874 $2,752 $2,682 $2,614 $2,603 $2,517 $2,999 Contractors Internal expenditure Other direct xedtr 1,6 1,9 1,2 1,8 1,4 1,8 2,4 2,0 2,4 2,2 $23,312 $22,524 $21,847 $21,200 $20,649 $19,984 $19,346 $18,783 $18,323 $17,890 $17,660 Expenditure Operating Total Direct oa iaca ot 365$,5 453$,3 503$,9 575$,1 684$,3 $7,326 $7,239 $6,814 $6,517 $5,735 $5,599 $5,023 $4,736 $4,563 $4,059 $3,665 Total FinancialCosts Overhead Net Corporate Depreciation expenditure Other indirect xedtr 1,6 1,5 1,3 1,7 1,5 1,2 1,7 1,7 2,5 2,3 $20,519 $20,634 $20,155 $17,670 $16,777 $16,526 $15,850 $15,576 $14,431 $13,652 $12,966 Expenditure Total Indirect xedtr 3,2 3,4 3,5 3,5 3,9 3,1 3,2 3,7 4,0 4,5 $43,830 $43,158 $42,003 $38,870 $37,425 $36,510 $35,196 $34,359 $32,753 $31,542 $30,626 Expenditure Total Operating Figure 21: Forecast operations andmaintenanceexpenditure (#1063554) $000s $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $5,000 $0 011 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 2011/12 011 021 031 041 051 061 071 081 092 002 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 2014/15 2013/14 2012/13 2011/12 165$,4 157$,4 174$,6 183$,8 196$,1 $2,086 $2,016 $1,946 $1,883 $1,823 $1,763 $1,704 $1,648 $1,597 $1,547 $1,635 230$,8 247$,3 262$,1 286$,9 294$,0 $3,211 $3,102 $2,994 $2,899 $2,806 $2,714 $2,622 $2,536 $2,457 $2,381 $2,300 120$,1 191$,3 213$,7 221$,2 242$,8 $2,576 $2,488 $2,402 $2,325 $2,251 $2,177 $2,103 $2,034 $1,971 $1,910 $1,240 211$,0 215$,7 226$,2 244$,8 255$,5 $2,751 $2,658 $2,565 $2,483 $2,404 $2,325 $2,246 $2,172 $2,105 $2,205 $2,121 133$,3 165$,7 171$,9 185$,1 199$,0 $2,079 $2,009 $1,979 $1,916 $1,855 $1,794 $1,711 $1,676 $1,645 $1,539 $1,333 101$,7 153$,4 164$,2 183$,6 197$,8 $2,029 $2,083 $1,947 $1,868 $1,843 $1,728 $1,664 $1,645 $1,543 $1,373 $1,051 839$,8 834$,7 920$,0 934$,6 1,7 1,7 $11,266 $11,379 $11,470 $9,369 $9,334 $9,308 $9,220 $9,274 $8,364 $8,185 $8,359 $0 3 $0-7 $7-18-16-8 $5-6 -$101 -$66 -$75 -$84 -$136 -$108 -$57 -$79 -$40 $35 -$109 Total Direct Operating Expenditure Total Indirect Expenditure

51 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 52 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 thin layer ofsitesourcedloess/siltmaterial. approximately 16metreshigh.Theyarelinedwitha by excavation andpartlybyembankmentsupto and areconstructedonriver terraces,formedpartly No.2. Thetwoadjoininglakesareofsimilardesign km northofUpperHutt,adjacenttoStateHighway The StuartMacaskillLakesareapproximatelyeight 9.3.2 transport infrastructurethatcrossthefault. pipelines crossthefault)aswell asotherutilitiesand disruption tothewholesalewater assets(some when thefaultrupturesandthiswillcausesevere movement ofuptofive metres isexpectedtooccur by farthehighestrisktoGWWassets.Relative lateral movement oftheWellington faultwhichconstitutes prepared. Theprobablelossestimateisbasedona maximum probablelossfortheseassetshasbeen assess theriskofseismicdamage,anestimate rehabilitation fund. earthquake andspecialinsurancecover andanasset ground areprovidedforunderacombinationofan interruption insurancepolicywhilethosebelow covered underamaterialdamageandbusiness the twoStuartMacaskilllakes). those thatare“belowground”(pipes,tunnels,and Wainuiomata WTP,workshop,andchattels) ground” (Buildings,Te MaruaWTP,Waterloo WTP, have beenseparatedintothosethatare“above probable maximumvalue oftheloss. with topupinsurancetocover theestimated reserves tomeetthefirstcostofdamagealong strategy fortheseassetsistohave sufficientfinancial damage fromearthquakes.Ourriskmanagement or damagebythirdparties,butarevulnerableto Certain GWWassetshave littleriskoffiredamage 9.3.1 9.3 In orderthatpotentialinsurerscanproperly The assetscategorisedasabove groundare For insurancepurposesWater Supplyassets

Insurance management Stuart MacaskillLakes Insurance policyandselfinsurance rupture. pipelines andtunnelsfollowingaWellington fault an estimateofthelikelycostrepairingdamageto Probable LossisbasedontheGNSanalysis.Itpresents Network andGWWTunnels –EstimateofMaximum Science ConsultancyReport2009/11 April 2009). of theWellington areabulkwater supplynetwork(GNS This workispublishedinPost-earthquakerestoration the numberofpipebreaksbetween faultcrossings. of earthquakesandstatisticaltechniquestoestimate and NuclearScience(GNS)usedoverseas experience Wellington Fault. construction andthereareseveral crossingsofthe network areburied.Theymostlyofwelded steel the pipelinescomprisingwholesaledistribution Apart fromisolatedshortriver andstreamcrossings 9.3.3 $254m. infrastructure assets.Thetotalamountinsuredisat the water supply’splantandequipment Wellington’s “above groundassets”andthiscovered an “ondeskupdatedvaluation” ofGreater In May2011,Bayleys Valuations Limited undertook 9.3.4 was thebasisforabove project. situation following the proposed upgrade. This report scenarios, thecurrentsituationandfuture of theprobablecostdamagerepairundertwo Tonkin andTaylor Ltddescribesadetailedevaluation loss duetoaWellington FaultEarthquake the water level approximately1.3metres. wave wall onthetopofembankmentandraising and increasethestoragevolumebyconstructinga lakes bypartiallyliningthemwithamembraneliner The upgradewillimprove theseismicsecurityof a projecttoincreasetheseismicresilienceoflakes. Another report,SeismicDamagetoBulkWater Supply A recentstudybytheNZInstituteofGeological A report,StuartMacaskillLakesEstimateofmaximum Greater Wellington Water iscurrentlyundertaking

Pipelines andtunnels Above gr ound assets preparedby Oxford Terrace Valley Road& (2-3/90 Moores Other buildings Pumping Stations erIln uligsrcue$2,245 Buildingstructure Gear Island Waterloo animt uligsrcue$8,469 Buildingstructure Wainuiomata Te Marua Treatment plants Table 18 Above ground assetsinsurance valuationseffective1July 2011(#1063554) residential Commercial & Tce Chattels –Oxford Chattels ln ahnr $205,241 Plant &machinery uligsrcue$44,979 Building structure umr Total replacement Summary residential Commercial & upn ttos$57,099 Pumping stations ln ahnr $45,967 Plant &machinery uligsrcue$11,132 Building structure erIln $10,028 Gear Island ln ahnr $7,783 Plant &machinery Waterloo htesOfr c $654 Chattels/Oxford Tce Chattels ln ahnr $23,257 Plant &machinery uligsrcue$6,362 Building structure animt $53,775 Wainuiomata Chattels ln ahnr $44,798 Plant &machinery Te Marua Chattels ln ahnr $83,436 Plant &machinery uligsrcue$16,770 Building structure $254,132 $1,776 $654 $1,482 $000s purposes insurance value for $254,132 $1,776 $1,776 $30,550 $278 $507 $100,904 $698 $000s purposes insurance value for Total replacement $209,219 $1,614 $594 $1,257 $167,925 $37,829 $000s Est. Reinstatement $209,219 $1,614 $1,614 $48,155 $38,701 $9,454 $8,624 $6,660 $1,964 $24,979 $594 $252 $18,816 $5,317 $43,745 $423 $36,244 $7,079 $82,102 $582 $67,504 $14,016 $000s Est. Reinstatement $34,007 $113 $33 $169 $29,758 $3,934 $000s reinstatement Inflation $34,007 $113 $113 $6,398 $5,523 $875 $938 $823 $114 $4,234 $33 $14 $3,594 $593 $7,778 $65 $6,923 $789 $14,547 $90 $12,895 $1,563 $000s reinstatement Inflation $10,906 $50 $27 $57 $7,558 $3,215 $000s Demolition $10,906 $50 $50 $2,546 $1,743 $804 $467 $300 $167 $1,337 $27 $11 $847 $452 $2,252 $19 $1,631 $602 $4,255 $26 $3,038 $1,191 $000s Demolition

53 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 54 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 this policyinthepastfiv 261%. with anannualincreaseover 2010/11inexcessof In 2011/12,insurancepremiumsincreasedmarkedly paid forabove groundassetsover thelastfouryears. with costsat$32,000. October 2006forfiredamageatpumpstationNo.2 Total equipment Plant and buildings Wholesale water dwellings Utility service 2011/12 2010/11 2009/10 Suminsured 2008/09 Policy year year (#1063554) Table 19: Above ground assetsinsurance premiums by Table 20 Above ground assets–summaryofmaximumprobable loss($000s, refer #1063554) There hasnotbeenanysignificantclaimmadeto (a) Table 19:showsthesuminsuredandpremium Explanation oftermsused: based onthisamount. estimates, andtheinsurancepremiumassessed estimates, inflationreinstatementsanddemolition the suminsured–isofreinstatement Total replacementvalue forinsurancepurposeor event ofaloss. Demolition –thisisthecostofsiteclearancein required torebuild. the periodofinsuranceandanyadditionaltime and indemnityamountsmayincreaseduring amount bywhichtheinsuredreinstatement Inflation reinstatement–thisistheanticipated consent fees. includes anallowance foranydesignworkand Building Act, usinganequivalent material,and cost torebuildastructurethatcomplieswiththe Reinstatement Estimate–thisistheestimated

Claims history 2868$0,5 3,9 $9,741 $33,294 $205,653 $248,688 1869$6,4 2,6 $7,325 $28,568 $162,746 $198,639 4,9 4,2 $4,597 $41,228 $48,196 $1,854 elcmn enttmn Inflation Reinstatement Replacement 2412$981 $375 $352 $254,132 $401 $245,108 $228,979 $197,136 ($000s) e years. A claimwas madein $1,678 Premium ($000s) $130 reinstatement deductibles. Each tierhasadifferentlevel ofcover and excessesor and thebalance,60%throughLondonmarket. insured throughNewZealandinsurancecompanies and totallosshasbeencappedat$150m. $70m. treatment plants.Thetotaldamageamountedto Centre, andtheWaterloo andWainuiomata water $49.7m andhighlevel ofdamages$167.0m. were updatedwitharevisedlowlevel ofdamages– the Council’sMPLestimates,includingrailassets, detailed inTable 20. level ofdamageswas estimatedat$97.1m.Theseare for thelowlevel ofdamageswas $27.2mandhigh $134.8m. of damages–$39.4mandhighlevel ofdamages the Council’sMPLwas estimatedatalowlevel reinstatement anddemolition. a percentageofthereinstatementestimate,inflation value andthesehave beenassignedaweighting as damages have beengiven alowandhighlevel purposes. Theestimatedearthquakelossesand results fromanearthquakeoccurringforinsurance undertook anassessmentoftheCouncilsMPLthat damage occurringthatcanreasonablybeexpected. based ontheprobabilityofpotentialproperty The MPLiscalculatedapplyingarisk-basedanalysis and thelossofusewater supplyproperty. largest lossthatcouldresultfromthedestruction loss (MPL) concept.TheMPLisanestimateofthe (d) The insurancecover isunusualwitha40%tier For practicalpurposesinsurancecover forasingle An earthquakecauseddamageatRegionalCouncil (c) A furtherstudywas completedinJuly2011and The Water SupplybusinessesshareoftheMPL In May2011,MrHopkinsreportedthatoverall David Hopkins,anearthquakeconsultant Insurance cov (b)

$2,371 $45 eoiinDamages(low Demolition Insurance cov Maximum probableloss Example catastrophicev er isbasedontheMaximumprobable 2,8 $97,082 $27,189 2,9 $78,626 $21,190 $5,777 $222 level) er –MPL ent $17,788 $667 level) Damages (high some $16.835mheldasat30June2011(Table 22). rehabilitation fundhasoperatedsinceMay1995with held intheassetrehabilitationfund.The maximum probablelossandthebalanceoffunds This insurancecovers thedifferencebetween the has beenprovidedforassetsbelowground. insurances forproperty. for thiscover willincreaseataratesimilartoother year, 2012/13we anticipatethat theinsurancecost the previousyear. However, forthenextinsurance For the2011/12year thepremiumwas heldbasedon has notbeenchangedsignificantlyover theperiod. 2008, replacingbankcreditlines,andthepremium deposited andinterestearnedeachyear. The fundhasbeenincreasedfromadditionalfunds an assetrehabilitationfundandbankcreditlines. group ofassetshasbeenpartlyselfinsuredthrough damage orfromfireflood.Initially,this of assetsislesslikelytobesubjectedanyaccidental risk thanthoseheldabove groundbecausethisgroup These assetsareconsideredtobeatalower level of 9.3.5 $6.85m). excess fromothersourcesoffundsdirectly($5.5m– Council hastomakeupasignificantshortfallor $95,000 $90,000 $80,000 $70,000 $60,000 $50,000 Insurance premium 2011/12 $16,835 Asset rehabilitation fundas at30June2011 $43,400 Deductible eachandeveryloss Sum insured Maximum probable loss– actual cover Te MaruaLakes,tunnels,pipelines Water supplyassets the site(s) Insured valueof Table 21: Above-ground assets–exampleinsurance claimforamajorlossevent($000s, refer #1063554) insurance coverandacontingencyreserve (#1063554) Table 22: Assets belowground –earthquake andspecial Specific earthquakeandspecialinsurancecover Insurance cover was firsttakenoutfromNovember In theseexamplesitisapparentthatthe

Assets belowgr $2,850 $2,700 $2,400 $2,100 $1,800 $1,500 site(s) –60% value ofthe 5% oftheinsured ound $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 of site(s)value excess setat5% 40% of$10m at $4m.Above Initial excessset $368 $15,600 $26,500 $490,054 $000s $6,850 $6,700 $6,400 $6,100 $5,800 $5,500 infrastructure) to restore by theCouncil (amounts paid Total excess PINZ professionalPractice(Edition 5)Valuation market value methodologyincompliance with ANZIV, SPINZ)asat30June2008usingcurrent Telfer Young (Martin JVeale, RegisteredValuer, methodology. of CBRichardEllisasat1July2008usingODRC Butcher, BBS,FPINZ,RegisteredValuer, aDirector methodology. Optimised DepreciatedReplacementCost(ODRC) a DirectorofCBRichardEllisat1July2008using MACostE, RegisteredPlant andMachineryValuer, were valued byJohnFreeman,FPINZ,TechRICS, Regional water supplyplantandequipmentassets 9.4.2 next valuation isdueforcompletionin2012/13. value, andschedulerevaluations whererequired.The current valuation foreachdepartmentrepresentsfair undertakes anassessmenteachyear toconfirmthe CBRE Ltd.GreaterWellington’s FinanceDepartment The lastfullassetvaluation was completedin2008by Water supplyassetsarevalued byRegistered Valuers. 9.4.1 9.4 increases was $43.4M. Total Pipelines $57,853 Tunnels Te MaruaLakes Asset probable lossestimates(#1063554) Table 23: Assets belowground –summaryofmaximum Water Urbanbasedlandassetswere valued by Water supplybuildingswere revalued byPaul (a) Insurance cover takenouttoallowforcost No claimhasbeenmadeonthispolicy.

Asset valuation Background Curr Claims history ent valuation $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 aae lie Expected Damages claimed 4004$40,800 $8,800 $8,300 $490,054 $309,313 $122,889 value ($000s) Total Asset $63,150 $63,300 $63,600 $63,900 $64,200 $64,500 proceeds settlement insurance $23,700 ($000s) probable loss Maximum

55 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 56 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 transfers. GWW andWCClookingatprogressingtheasset • • • identified include: the wholesalewater supplysystem. Assets currently owned assetsthatcouldbebettermanagedaspartof TA’s. Likewise,thereareasmallnumberofcustomer change inusewouldbebetterownedbythecustomer Accordingly, therearesomeassetsthat,withthe and itsuseinsomecaseshaschangedover time. water supplysystemdatesasfarbackthe1880s Some oftheinfrastructureusedinwholesale 9.4.3 Appendix 5. infrastructure assetsbylocationandtypeisgiven in asset values asat30/06/2012. A breakdownof Property Valuation. 5) Valuation forFinancialReportingandNZIAS16re compliance withPINZProfessionalPractice(Edition 2008 usingcurrentmarketvalue methodologyin Registered valuer, BBS(VPM), ANZIV) asat1July valued byBaker& Associates (FergusTRutherford, Valuations. for FinancialReportingandNZIFRSreProperty oki rges$9,287 Total Work inprogress $393 $311 Motor vehicles Plant andequipment Office equipment infrastructure Water supply Land

Table 24: Asset valuation(#1063554) There isaprojectcurrentlyunderway between Table 24showstheWater Supplygroup Water catchmentandruralbasedassetswere out repairwork for thissizeofpipeandhastheexpertisetocarry pipeline insizeandfunction.GWWkeepsspares owned bytheWCCisessentiallyawholesale The pipelinefromThorndontoMacalisterP chlorination contacttank,andisownedbyGWW WCC servicereservoirbutpreviouslyserved asa The 2.17MLreservoiratKarorithatserv The castiron525mmdiameterpipelinebetw City Council(WCC)butownedbyGWW Thorndon andNgaurangausedbytheWellington

Asset ownershiprationalisation $259,846 $1,529 $245,401 $2,925 Revaluationreserve Deemed cost($000s) es asa $101,183 - - - - $96,242 $4,941 ($000s) ark een $31,893 - $920 $354 $256 $30,363 - depreciation ($000s) Accumulated $329,136 $9,287 $609 $39 $55 $311,280 $7,866 ($000s) Net bookvalue 2. given in Appendix 4. asset managementmaturityassessmentworksheetis 1. Limited). Theobjectives were to: Services) andLisaRoberts(InfrastructureDecisions consultants KathyDever-Tod (Dever-Tod Advisory activity areas.Thereviewwas completedby was toreviewassetmanagementpracticesacross practice. and appropriateway, andaccordingtoacceptedbest infrastructure assetsiscarriedoutinaconsistent ensure thatmanagementofGreaterWellington’s management plansandpractices.Italsoaimsto of thegroupistoguidedevelopment ofasset Development Group(AMDG)in2012.Thepurpose Wellington) formedan Asset Management Greater Wellington RegionalCouncil (Greater 10. Figure 22: Summaryofasset managementgapanalysis

A summaryoftheresultsfollows.Thesupporting The firstproject,initiatedbythe AMDGin2012, Dev IIMM maturityindex Treasury spreadsheettoolwhichisbasedonthe Management Manual(IIMM)andusingthe based ontheInternationalInfrastructure Produce agapanalysisforeachdepartment departments standard ofinfrastructure AM practiceforall and costsrequiredtoachieve thedesired

Improvement plan Improvement elop aprogrammeoftheactivities,resources

Operational Planning and Reporting Levels Levels of Service and Performance Financial and Funding Strategies Appropriate Target Appropriate Current Score Capital Investment Strategies Asset Asset Condition Assessment Asset Asset Management Teams Service Service Delivery Models Management AM Policy and Strategy Improvement Planning Maintenance Planning Demand Forecasting Quality Management Information Systems Asset Asset Register Data Risk Risk Management Decision Making Ove AM Plans rall score 04 08 100 80 60 40 20 0 Overall results Score being highlysignificant. has beenassignedwith1beingminorthroughto4 the assetmanagementpracticesgapanalysis.Priority Table 25gives theimprovement planderived from 10.2 • • The largestgapsexistinthefollowingareas: across allfunctions. to achieve highintermediatetoadvanced scores demand forecastingandoperationalplanning. management (ISO9001and14001certification), well, andhasachieved advanced status,inquality and processdevelopment. Itratesparticularly across GreaterWellington intermsof AM capability The Water Supplyactivityisconsideredthestrongest 10.1 •

Figure 22providesasummaryofthegapanalysis. As ahighvalue, criticalactivity,water supplyseeks and timeframesarenotspecified. improvement tasks have been identified, resources basis forthe2012LTP isnotcomplete. The Improv issued orsocialised. The

List ofimpr Results ofgapanalysis AM Plan, theversion whichprovidedthe AM Policy–whichwas never completed, ement Planning –whilebroad ovements

57 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 58 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 Improvement task Develop andadoptAMpolicy service optionsandconfirmSLA Customer engagementoverlevelof SAP/AMP lives condition/performance dataandalign Review assetliveswithupdated guidelines, tailored toassetcriticality assessment strategyandtechnical implementation ofcondition Continue developmentand regular monitoringandreview Establish assetriskregister, subjectto Develop riskframeworkandstrategy. critical assets register, and strategyformanaging Establish assetcriticalityratingin eiwBsns otniyPa Operational 2 Review BusinessContinuityPlan review process budgets andestablishcontinuous analysis/AM plans/maintenanceplans/ maintenance teaminputtoAM Review/agree processes for projects on10-yearlist one yeartothree year),plusmajor all projects on3yearlist(expandfrom supporting project scope/estimatesfor Review CAPEXprogramme, with sustainable fundinglevels) review (clarificationofforecast and condition assessmentandassetlives Develop renewal programme from improvement tothisscore. projects willprovideongoing Outcomes fromotherAMimprovement Complete AMPlan. improvement plan into AMDGtermsofreference andAM for shared projects/skills andembed across teamstoidentifyopportunities Collaborative AMPlanning–workshop trends) support AManalysis(eg:workhistory Develop standardised assetreports that accuracy ofspatialdata Integrate SAP/GISdataandimprove systems formore efficient analysis Review dataintegrationbetween external servicedelivery external Documented strategyforin-housevs and completewhere required Review SLAswithotherdepartments years resources toclosegaps withinthree from thisreview, prioritise andallocate Collate allimprovement actionsarising Table 25: Improvement plan roiyCnrbto oResources Contributionto Priority AMpolicyand 4 Levelsofserviceand 3 se eitrDt $5–existingopex AssetRegisterData 3 Condition 3 ikMngmn $15k–existingopex RiskManagement 3 ikMngmn $30k–existingopex RiskManagement 3 Maintenance 2 CapitalInvestment 4 Financial/Funding 3 AMPlan 4 AMTeams 3 nomto ytm $50k–existingopex InformationSystems 3 nomto ytm Additionalstaff InformationSystems 4 nomto ytm $20k–existingopex InformationSystems 2 evc eiey$5k–existingopex ServiceDelivery 1 evc eiey$10k–existingopex ServiceDelivery 2 Improvement 4 strategy performance Assessment Planning Planning Financial/Funding Planning Financial Strategy Planning Planning Planning adequate $5k –existingopex adequate $10k –existingopex adequate adequate $100k –existingopex adequate adequate adequate $5k –existingopex adequate $10k –existingopex adequate $10k –existingopex adequate $10k –existingopex adequate $10k –existingopex adequate – existingopex through AMDG $10k thenongoing adequate years) required (1FTEfor2 adequate adequate adequate adequate $5k –existingopex ierm Contribution Timeframe 021 Closesgap 2012/13 021 Closesgap 2012/13 021 Closesgap 2012/13 021 Closesgap 2012/15 031 15points 2013/14 021 10points 2012/13 031 Closesgap 2013/14 041 Closesgap 2014/15 021 Closesgap 2012/13 031 10points 2013/14 021 20points 2012/13 021 Closesgap. 2012/13 031 15points. 2013/14 021 10points. 2012/15 031 10points 2013/14 041 5points 2014/15 031 5points 2013/14 021 Closesgap. 2012/13 gap to closing 5 points 5 points 15 points document #960223forthelatestversion. business objectives andlevels ofserviceperformancemeasures.Thedocumentisupdatedannually,soreferto The followingtableshowsthecurrentGWW Annual Performance Targets (APTs) andthelinkswithhighlevel Appendix 1–AnnualPerformanceTargets evc ee ttmn agtrf Target Target ref. Water) AmendmentAct2007 Comply withHealth(Drinking Service levelstatement protected from damage distribution systemwillbe The treatment plantsand contamination will beprotected against Our rawwatersources emergency response capability Targetwater supplysystemandour Target ref. both theresilience ofthe We willmaintainorimprove Service levelstatement 85% ofthetime 100% ofthetime,chemical for treatment anddistribution Aesthetic andmicrobiological of theDWSNZ2005. Comply withtherequirements Stuart MacaskillLakes management planforthe Operate aquality improved will bemaintainedor distribution systemgradings Water treatment plantand certified toISO9001 management systemthatis Operate aquality Objective 2–Providing safe, high-qualitywater Objective 1–Ensuringthere isasecure watersupply .. Public HealthRiskManagementPlans 2.1.1 .. Achieve aleveloffluorideintreated water 2.2.4 Microbiological compliance–distribution 2.2.3 Microbiological compliance–water 2.2.2 Aestheticcompliance100% 2.2.1 .. Planwillbereviewed annually Distributionsystem–A1 2.5.1 GearIsland–A1 2.4.5 Wainuiomata –A1 2.4.4 Waterloo –B 2.4.3 Te Marua–A1 2.4.2 2.4.1 Fullcompliance 2.3.1 .. Maintainarecord ofdamageandnear 1.3.1 Maximumdaily flowfrom the Waiwhetu 1.2.1 Atleastmaintain modelledreinstatement 1.1.3 Completeatleast80%ofsystemsecurity 1.1.2 Prepare anannualplan,bySeptember 1.1.1 (PHRMPs) willbereviewed annually 85% ofthetime million –foroptimaldentalhealthatleast Ministry ofHealth–0.7-1.0partsper within therangerecommended bythe systems 100% treatment plants100% days Before You Dig”)applicationswithintwo miss incidents.Process allmark-out(“Dial does notfallbelow2.3metres the 24-hourmeanlevelatMcEwanPark Aquifer doesnotexceed115ML/dayand reinstatement timefollowinganevent and developameasurement methodfor movement (basedonGNSmodelling) time followingaWellington Fault June oftheagreed financialyear projects (expenditure vsbudget)by30 reinstatement supply, systemresilience andspeedof each year, forimproving securityofwater

N/A regulations 8. Compliancewithenvironmental events suchasearthquakes wholesale watersupplytocatastrophic 6. Improve theresilience ofthe events suchasearthquakes wholesale watersupplytocatastrophic 6. Improve theresilience ofthe events suchasearthquakes wholesale watersupplytocatastrophic 6. Improve theresilience ofthe LTP PerformanceMeasure (2012/22) LTP PerformanceMeasure (2012/22) outbreaks disease 1. Numberofwaterborne authorities received from oneormore territorial 2. Numberoftastecomplaintevents Zealand Drinking Water Standards ofNew 3. Percentage compliancewiththe Zealand Drinking Water Standards ofNew 3. Percentage compliancewiththe Zealand Drinking Water Standards ofNew 3. Percentage compliancewiththe N/A system grading 4. Treatment plantanddistribution system grading 4. Treatment plantanddistribution system grading 4. Treatment plantanddistribution system grading 4. Treatment plantanddistribution system grading 4. Treatment plantanddistribution N/A

59 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 60 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 evc ee ttmn agtrf Target Target ref. Service levelstatement Target Target ref. Service levelstatement System (SAP) in theAssetManagement equipment willberecorded rating, ofallassetsand including ageandcondition Comprehensive details, Supply Agreement as perthedraftBulkWater distribution systempressure Maintain reservoir levelsand deferred and criticalmaintenanceisnot produced forallequipment Maintenance plansare than a1in50-yeardrought a severityequaltoorgreater a drought situationthathas restrictions) demandinallbut (other thanbyroutine hosing to meettheunrestricted Sufficient waterisavailable condition rating to maintainoverallasset are replaced orrefurbished programme sothatassets renewal andreplacement place toguidemaintenance, A comprehensive AMPisin standards meet quality, timeandcost Projects are managedto requirements oftheHSEA that helpsachievethe management system date, healthandsafety Maintain anactive,upto role theyare in competence toperformthe the knowledge,skillsand Ability –ourstaff have Objective 3– Ability tomeetcurrent andfuture demand Objective 4– Working sustainably .. Eachyeartheconditionofassetsfallingwithin Allnewequipmentwillhavedetailsrecorded in 4.1.2 4.1.1 pressure Thorndon above85metres headforat pressure Thorndon between80and100metres 3.1.4 Reservoirsatleast70%fullfor90%of 3.1.3 Reservoirsatleast60%fullfor98%of 3.1.2 3.1.1 .. 95%ofcompliance-related maintenanceactivities Allnewequipmentwillhavemaintenanceplansin 4.2.2 4.2.1 Identifyoptionsfordevelopingandextending Calculateshortfallprobability by30Juneeach 3.2.2 3.2.1 .. Consultwiththecustomerterritorialauthorities Thattheaverageassetconditionmeets 4.3.3 4.3.2 TheAssetManagementPlan(AMP)isupdated 4.3.1 .. 90%ofprojects thatare scheduledtobe 4.4.2 For80%ofprojects oncapitalworksprogramme 4.4.1 .. Thelost-timeinjuryseverityratewillbeless than N/A 4.5.5 Theratioofproactive toreactive healthandsafety 4.5.4 AllbuildingWarrants ofFitnessare current 4.5.3 4.5.2 HealthandSafetysystemmeetstherequirements 4.5.1 .. Theratioof daysworkedtosickisgreater 4.7.1 Allannualcompetence-based trainingactivities AnnualTraining andDevelopmentPlansare in 4.6.2 4.6.1 months willbeassessed. 4 yearsoftheirpredicted lifeintheprevious 12 SAP withinthree monthsofcommissioning least 90%ofthetime head foratleast98%ofthetime the time the time are carriedoutontime place withinthree monthsofcommissioning water isavailabletomeetdemand sources, asrequired, toensure thatsufficient the watersupplyinfrastructure, includingnew year Works Programme (AnnualPlan) regarding thecontentofeachproposed Capital requirement oftheAMP line withLong-termPlanpreparation annually andpeer-reviewed everythree years,in within thecurrent year complete withinthecurrent yearare complete and within25%ofallocatedbudget 3rd quarterforecast, 10%of2ndquarterforecast (KIPs), thefull-yearexpenditure iswithin5%of one dayper10,000hoursworked one incidentper10,000hoursworked The lost-timeinjuryfrequency ratewillbelessthan reports willbenolessthan 2:1 Practices Standards (secondary level) of theACCWorkplace Safety Management that 30:1(based on224workingdays/year) are completebyJune and 85%ofdevelopment-based trainingactivities place forallstaff

(2012/22) LTP PerformanceMeasure (2012/22) LTP PerformanceMeasure N/A N/A N/A N/A N/A N/A N/A N/A annual watersupplyshortfall 7. Modelledprobability of annual watersupplyshortfall 7. Modelledprobability of N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A understand thepriorities what isexpectedand Direction –ourstaff know group Wellington’s Water Supply performance ofGreater relevant totheenvironmental bylaws andstandards thatare all legislation,regulations, report oncompliancewith Be aware of,complywith,and environment to prevent pollutionofthe Adopt allpracticablemeans minimise waste energy andmaterials resources suchasfuels, Conserve non-renewable decisions implications ofbusiness Consider theenvironmental certified toISO14001 management systemthatis Operate anenvironmental .. Conductannualreview ofjobdescriptions(atthe Conductsix-monthlyperformancereview 4.9.2 4.9.1 4.10.4 All HSNO location test certificates are current N/A AllHSNOstationarycontainertestcertificatesare AllHSNOlocationtestcertificatesare current 4.10.5 AllTrade wastepermitsare keptcurrent 4.10.4 Maintainalistofallrelevant legislationandreview 4.10.3 N/A Achievefullcompliancewithallresource consents 4.10.2 4.10.1 .14Chemicaldeliveryandspillageprocedures are 4.11.4 Allaccidentaldischargesofsubstanceswiththe AllLiquidwastewillberemoved anddisposedof 4.11.3 AllSolidwastewillbedisposedoftoaproperly 4.11.2 4.11.1 .25Prepare anannualplanforpumpefficiency testing Carryoutwaterconservationprogrammes and 4.12.5 Monitorforwaterlossesandreport ontrends 4.12.4 4.12.2 .33Anenvironmental aspectandimpactassessment 4.13.3 Includeenvironmental performanceasanattribute 4.13.2 Provide awareness trainingforallstaff andspecific 4.13.1 .41Achievefullcompliance 4.14.1 end ofyearperformancereview) discussions withallstaff current annually current andauditedannually recorded withatargetofzero potential ofharmingtheenvironment willbe by thecorrect codesofpractice consented landfill and completeatleast80%oftestingbyJune report oneffectiveness byJuneeachyear quarterly projects will becompletedforallnewactivitiesand supply contracts when assessingquotationsforallmajorworksand commencing employment environmental impacts–withinthree monthsof training toallstaff whoseactionshavepotential N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

61 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 62 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 management Practice prudentfinancial identified for costreduction willbe monitored andopportunities expenditure willberoutinely Areas ofsignificantoperational the budgetedvalue operating costsdonotexceed Target Ensure thattheactualdirect Service levelstatement Objective 5–Beingcosteffective .. Assetinsurancecoverisreviewed annuallyto 5.3.3 .. Theriskfrom overseaspurchases willbeminimised 5.3.2 .. Ensure thattheassetvaluerecorded inthe 5.3.1 Monitorchemicaluse,produce monthly 5.2.3 .. Monitorpoweruse,produce monthlysummaries 5.2.2 .. Unfavourablevariancesgreater than$20,000or 5.2.1 Full-yearcostsare withinbudget 5.1.1 ref. any naturaldisasterisminimised and reserve fundsothatthefinancialimpactof probable lossthroughinsurance amixofexternal insure thatthere issufficient coverformaximum than oneyear purchases over$100,000ordeliverytimeslonger by purchasing financialcurrency hedgesfor valuations carriedouteverythree years valuations willcarriedoutannuallyandfull financial statementsismateriallycorrect, desktop and trends summaries andreport quarterlyonperformance and report quarterlyonperformanceandtrends monthly 10% ofbudgetare identifiedand reported on Target N/A N/A N/A N/A N/A N/A N/A (2012/22) AMP PerformanceMeasure 2. 1. significant changestotheSYMsince1997. standard forthesystemcanbemade. failure probabilityagainsttheGWW1in50year rather thantheirabsoluteterms. A comparison of impacts ofsystemconstraintchangesinrelative demand. Scenariomodellingisusedtoassessthe insufficient wateris available tomeetthemodelled occurrence inanyoneyear ofatleastonedaywhen projections. Notethatafailureisdefinedasthe estimates canbederived forgiven population failure, dailydemandshortfall,andshortfallquantity system reliability. A systemannualprobabilityof (2,000 replicatesisusuallyused)tostatisticallyassess mode togenerateup10,000two-year replicates response oftheWaiwhetu aquifertopumping. is anaquifersub-modelthatusedtomimicthe determine sourcepriorities.Includedinthemodel intrusion. Penalties andartificialcostsareusedto aquifer level rulestoreducetheriskofaquifersaline aquifer abstractionrules,andgraduatedminimum constraints includecomplexsurfacewater and are incorporatedinthemodel.Environmental available hydrologicalandmeteorologicaldata, river flowanddemanddata,constructedfrom programming in1997. on WATHNET software andnetworklinear NIWA completedtheinitialmodel,whichisbased storage, reservoirandsystemconstraints. conditions, demand,population,river flows,aquifer supply modelthattakesintoaccountclimatic The SustainableYield Model(SYM)isadaily a) Appendix 2–Water SupplySystemModels Figure A1: Sustainable Yield Model (SYM)network

The followingpointsgive abriefhistoryof The modelcanbeusedinMonteCarlosimulation Approximately 42,000days(1890to2008)of

In 2006,theP In 2001/02,themodelw of theUpperHuttaquifer was developed and added tothemodel. Also, acomponentmodel Gully potentialfuturewater storageswere revised environmentalconsentconditions new data,structuralchangestothenetworkand Sustainable Y akuratahi, WhakatikeiandSkull ield Model as updatedinthelightof Lower Huttaquifer(28,7,22,23,24,and29). storage intheUpperHuttaquifer(95–101)and Whakatikei (83),SkullGully(87);orconceptual storage intheCBDreservoir(74),Pakuratahi (80), Macaskill Lakes(5),Ngauranga(33);proposed Boxes labelled“R” representactualstorageatStuart junctions, water treatmentplantsorpumpstations. represent pipelinesandlinknodesthatmaybepipe abstractions ordischargesmayoccur.Greenlines stream nodesthatareconfluencesorlocationswhere channels andflowthroughtheHuttaquiferlink and Wainuiomata (39).Bluelinesrepresentstream Level (47),Wellington HighLevel (35),Petone (48) Hutt (31),North Wellington (110) Wellington Low centres ofUpperHutt(61),Porirua(60),Lower network. Boxeslabelled“D”representthedemand 5. 4. 3.

Figure A1 showstheschematiclayoutofSYM In 2010,thedemandmodelw SYM w In 2008,theUpperHuttaquifercomponentof In 2007,thedemandmodelw IPCC fourthassessment were updatedconsistentwiththeresultsof In addition,theclimatechangeadjusteddatafiles the samePCDbeingusedforalldemandcentres. for eachoftheeightdemandcentres,ratherthan This allowed percapitademandtobemodelled drilling data madeavailable from2007investigation adjustments tothenetwork complement themethodology,aswell asminor Revised streamflowanddemanddata wholesale water supply(IPCCthirdassessment). the potentialeffectofclimatechangeon project todevelop amethodologyforassessing the SYM.In2007,NIWA was alsocompleteda generate dailypercapitademandforinputinto uses relationshipswithclimateparametersto the additionaldataavailable. Thedemandmodel records forinputintotheSYM net model,whichproducedrevisedstreamflow was replacedwithaspatiallydistributedTop inserted intotheSYM.Therainfall-runoffmodel as recalibratedinlightoftheimproved as disaggregated. as upgradedusing

63 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 64 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 1991. Themedium serieshasameancorresponding represents the assumedPCDfortheperiod 1890to L/p/d and387 L/p/drespectively. Thehighseries and low,withlongtermmeans of452L/p/d,427 PCD seriesforscenarioassessment: high,medium may continuewas managedbypreparation ofthree uncertainty associatedwith how longthedecline per year over thenineyear period1997to2005.The per capitademand(PCD)ofapproximately4L/p/d historic sequence. effect couldbeaccountedforover thefull115 year not beenincludedbecauseitisclearhowthe duplexes andmulti-storyresidentialdwellings have demand model.Othervariables suchasnumberof regions). conservation campaigns(includingthoseofother events, usefor flushing andfirefighting, water variation includewater useduringmajorsporting Other factorscontributingtotheunexplained modelling was notpracticalgiven dataconstraints. including within-regionvariation inthedemand demand variation. The2007reviewconsideredthat the mostsignificantcomponentofunexplained the modelequations. Christmas-New Year miniseasonandafullreviewof 2007 revision,whichincludedadditionofa10-day determination was improved to0.68followingthe validation exercise(R2=0.58).Thecoefficientof performance was somewhatreducedinthis data setextendedwithnewdata.The2002model included testingthe2002modelagainstavalidation was completedin2007.Part ofthe2007upgrade produced ameanof387L/p/d of thegenerateddemandrecord.The2011model component was addedtofurtherimprove therealism A stochastic to March)andwinter(AprilOctober). and sunshinehoursclassifiedassummer(November maximum dailytemperature,soilmoisturestorage, to beidentified.The2002demandmodeluses demand andcausative factors,suchastemperature, demand dataenablingbetterconnectionsbetween performance was causedbyreducederrorinthe 450 L/p/d,andanimproved R2of0.73.Theimproved model in2002.The2002producedameanof February 1997was usedtoprepareanewdemand between dailyvalues. L/p/d withacoefficientofdetermination,R20.54 the long-termaverage ofthegenerateddatawas 500 maximum dailytemperature.Forthe1997model, dwellings, dailyrainfall,soilmoisturestorageand function ofhouseholdsize,percentagedetached data sethave beenmade.The1997modelwas a significant improvements totheavailable demand 2011. SincecompletionoftheoriginalSYMwork, to generatedailypercapitademandfrom1890 A demandmodelhasbeendeveloped andused Demand modelupgrades changes madetothedemandmodelsince1997. The 2007studyidentifiedagradualdeclinein Population istheonly“social”dataincludedin Within-region demandvariation isthoughttobe The secondmajorupgradeofthedemandmodel More accuratedailydemanddataavailable from The followingsectionprovidesmoredetailonthe

demand toeach demandzones.Sincethe demand side. effectively have storageavailable ontheplantinlet Wainuiomata water treatmentplant,allGWWplants limited plantinletstorageavailable. Apart fromthe low river flowsbecomesimportantwhen there is correlation ofthetimingpeak demandagainst significant variation onadaytobasis.The variations over themodelledperiod,therecanbe reductions. changes inmeanPCD,withoutneedingto“forecast” an appropriatemechanismforcapturinglongterm planned 5-yearly demandmodelupdateisseenas movements will bejustifiedinthefuture.The for sometimeitislikelythatadditionaldownward Given thePCD trendhasbeengenerallydownward was basedonthefive year meanending30June2011. purposes. A PCDof387L/p/dwas adopted,which in theadoptedlongtermmeanusedforplanning continued reductioninPCDjustifieda this century. the impactofclimatechangethroughtoend 12-model average scenariowas adoptedforassessing consistent withtheIPCCfourthassessment.The A1B an updateoftheclimatechangeadjustedinputfiles longer alimitation.The2010updatealsoincluded effects ofwithinregiondemand variation was no creating eightdemandmodels,accountingforthe underestimating theflowsrequired.Byeffectively network) hadthehighestPCD.Ineffect,slightly (the mosthydraulicallydisadvantaged partofthe of thesinglePCDmodelwhereWellington city nodes. Thisovercame oneofthepreviouslimitations Johnsonville nodewas splitintothetwocomponent into eachdemandcentre.Inaddition,thePorirua/ update, andachieved disaggregationofthemodel additional dailyflowdataavailable sincethe2007 assessment. change basedontheresultsofIPCCthird of amethodologyforassessingtheimpactclimate optimistic. The2007studyalsoincludeddevelopment use avoidedcriticismofbeingprematureoroverly purposes. Thiswas slightlyconservative; however its trends, themediumserieswas adoptedforplanning shown inFigure A2. beyond basedonanassumedrelationshipoftheform to 2005).Thelowseriesistheratefrom2011and approximately tothatof2001(themid-point1997 1991 452 /p/d L Figure A2: Assumed declineinpercapitademand(PCD) Population isused asthesolebasisforassigning While themodelstatisticallyaccountsfordemand In 2011,areviewofwater demandshowed the The 2010demandmodelupdatemadeuseofthe Given theuncertaintyassociatedwithPCD

2001 PCD 427 L/p/d

Time 2011 387 L/p/d

some formofiterative networkoptimisation. been conceived thatwouldeliminatetheneed for methods have beenconsidered,butsofar,nonehave population) resultisachieved (referFigure A3). Other Ngauranga gorgeuntilthebest(highestsustainable the capacityof“continuous”supplydown method adoptedhasbeentoincrementallyincrease number ofways thiscouldbeachieved. Todate,the that theadditionalwater isfullyutilised.Therearea of transfertotheWaterloo/Wainuiomata systemso requires acorrespondingreductioninthe“cost” supply sideaugmentationoftheKaitokesystem the additionalwater available. Inparticular,any the systemconstraintsaresettomakebestuseof source tothesystem.Caremustbetakenensure is notthecasewhenconsideringadditionofanew to makeupforanyaverage excessordeficit.This systems donotrequirecontinuoustransferofwater constraints governing transfersbetween thetwo Kaitoke andWaterloo/Wainuiomata systems.The between sourcecapacityanddemandforthe model (referSectionClaterinthisappendix). for thesehave beendeterminedbythehydraulic stations. Theappropriatemaximumdailytransfers combination ofnewandupgradedboosterpump pipe capacitiesaresettocorrespondtherequired mass balance. year 3000toprevent theminfluencing thesystem modelled have theircommissioningdatesettothe scenario beingconsidered.Storagesourcesnot selected onacasebybasisdependingthe proposed futurewater sources.Theseconstraintsare to theSYMin2006and2007allowmodellingof following controlsystemimprovements. setting was lowered from15ML/dto8ML/din2008 is governed bytheturn-downratioofplant.This abstraction allowed. there arerulesregardingthemaximumcombined For theOrongorongoandWainuiomata catchments practicality andcostoftreatinghighlyturbidwater. thresholds foreachofthecatchmentssetby water intakes.Therearealsohighturbiditycut-off maximum andflowsharingconditionsforsixsurface abstraction requirementsarecomplexwithminimum, reduce theriskofsalineintrusion.Surfacewater treatment plantapproximately3kminlandto at thePetone foreshoretotheWaterloo water shifted fromtheGearIslandwater treatmentplant in placeduring2001. Aquifer abstractionhasalso New surfacewater abstractionconsentswere put System constraints demand zones. is seenasalimitationtofurtherdisaggregationof a populationbasisispotentialsourceoferrorand industry, disaggregationoftheregionaldemandon zones actuallyhave differentmixesofpopulationand The existingsystemmodelhasagoodbalance Depending onthescenariobeingconsidered, A numberofnewsystemconstraintswere added The minimumflowsettingfor WainuiomataWTP

demand dataisstillthemajorsourceofmodelerror. arising fromthedemanddataitsuggeststhat When thisvalue iscomparedwiththe10%error of ±10%for95%thesimulatedvalues itcalculates. SYM was estimatedashavinganabsoluteaccuracy the value ofasingleday’sresultfromtheSYM.The day operationalrequirementstocompletelynegate overall performancebecauseoftheabilitywithin individual extremedayscanbeanunreliableguideto the model’slong-termperformance.Tofocuson Model accuracyhasbeenassessedwithafocuson Accuracy • • • future. situation isnotlikelytochangeintheforeseeable of theUniversity ofNewcastlein Australia, and this actively developed bytheauthor, GeorgeKuczera Wellington in1997.WATHNET isnolongerbeing unchanged sinceimplementationatGreater software, however theuserinterfaceisessentially NIWA providesupportandmaintenanceforthe WATHNET software front-endis virtuallyobsolete. is stillthoughttobeof“worldleading”quality,the new dataandinformationbecomesavailable. review, improvement, andcalibrationverification as sustainable yieldmodelwillbesubjectedtoperiodic In accordancewithstandardmodellingprotocol,the Future updates

Figure A3: Ngauranga gorge transfer intheSYM Future updatewouldinclude: While thecomputationalenginebehindSYM To Wellington model includingremoval ofobsoletecomponents. component. Ongoing structuralimprov W Review optionsforupgradingorreplacingthe V Flow UP, high cost erification oftheLower Hutt Aquifersub- 35 ML/d ATHNET software in 2014. Ngauranga Reservoir High cost Capacity, Unlimited interconnection Ngauranga gorge Flow DOWN(maximumlimitset) Low cost supply, “Continuous” (1ML/d owrequiredtoactivate)Kaitoke weirswitchingarc ements tothenetwork From Waterloo/Wainuiomata Park level),lowcost controlled (McEwan 25 ML/d Waiwhetu

65 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 66 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 development was undertakeninastaged manner EPANET software, andcalibratedin2001/02. Model This modelwas originallydeveloped in2000/01using decision makingonhydraulic aspectsofthesystem. A hydraulicmodelofthesupply systemisusedtoaid c) determine appropriatelevels ofwater userestrictions. information andoperatorexperience tohelp therefore usedincombinationwithotheroperational is alsodifficulttoachieve. TheKarakamodelis conditions fortheconceptualstoragesofaquifer performance oftheaquifer.Settingreliableinitial limited abilityofthemodeltoreplicateactual associated withtheaquiferandcorresponding due tothesignificanthydrogeologicaluncertainties aquifer. However thisapproachwas abandoned representing theactive storageoftheWaiwhetu storage probabilityprofile. impact ofproposedwater userestrictionsonthe emptied ifdemandremainedunrestricted. is a2%chanceoftheStuartMacaskilllakesbeing January 2008to31March2008.Itindicatesthatthere output fortheStuartMacaskillLakesperiod1 Figure B4showsanexampleofKarakamodel discussions aboutdemandrestrictionscanbebased. derive reservoirstorageriskinformationonwhich information aboutthecurrentstateofsystemto of river flowsforthecoming3monthsas well as SYM. ItusestheNIWA ClimateUpdatepredictions is aseasonalwater availability modelbasedonthe The Karakamodel,developed byNIWA in2004, b) Figure A4: ExampleKaraka modeloutput

The modeloriginallyincludedashadowreservoir The modelalsohasthecapacitytoassess Lake 1 Storage (% full) 100 01 Feb 2012 08 Feb 2012 15 Feb 2012 22 Feb 2012 29 Feb 2012 07 Mar 2012 14 Mar 2012 21 Mar 2012 28 Mar 2012 04 Apr 2012 11 Apr 2012 18 Apr 2012 25 Apr 2012 02 May 02 2012 Apr 25 2012 Apr 18 2012 Apr 11 2012 Apr 04 Mar 2012 28 Mar 2012 21 Mar 2012 14 Mar 2012 07 2012 Feb 29 2012 Feb 22 2012 Feb 15 2012 Feb 08 2012 Feb 01 10 20 30 40 50 60 70 80 90 Hydraulic model Karaka model 0 Karaka Karaka Model Probabilistic Forecast - 2 February 2012 (30:40:30 terciles) 1% Stuart Macaskill Lakes (Kaitoke 400L/s consent) 2% 5% 10% 20% parameter inputs. Almost anyimaginablecontrol variable speed drives andcontrolvalves withremote modelling complexcomponentssuchaspumpswith developed byInnovyse. Thesoftware iscapableof network hydraulicmodellingpackagebeingactively converted tothe InfoWorksWSsoftware in2003. ability. Basedontheselimitations,themodelwas limited pumpcontrolfeaturesandscheduling inability tomodelThorndonpressurecontrol,very modelling diurnalvariations ontheKaitokemain, in demand. curves were adoptedtoallow forregionalvariations wholesale delivery systems,seven regionaldemand effect ofstoragebetween customerdemandandthe over 50reservoirs.Taking intoaccountthebuffering controlled pumps. and flowcontrol valves inplaceof variable speed techniques suchastheuseofpressuresustaining of realitythemodelincludedanumbermodelling reservoirs andpumpstations. As anapproximation controls forhandlingschedulingandcontrolof and finallycalibration. model, demandanalysis,grossanomalyresolution including datagathering,development ofaskeletal The InfoWorkssoftware isastate-of-the-art Weaknesses oftheEPANET model included A reviewwas madeofhowtomodeldemandfrom The modelincludedmanyrulebasedandsimple 50% 99% Actual (%) Actual 2012 • • • • • • • Some oftherecentimprovements include: schematic layoutofthecurrentInfoWorksmodel. with water qualityassessments.Figure A5 showsthe proposed futuresources,andwater ageforassistance capacities fortheSYM,distributionupgrades periods (24hoursto5days)assesssegment extensively formodellingthesystemover extended model hasproven very usefulandhasbeen used control capabilities. The GWWmodelmakesextensive useofthecomplex the sophisticated User Programmable Control system. logic withnumerousinputscanbemodelledusing

Figure A5: Networkgeometryfrom hydraulic model The modelissubjecttocontinuousenhancement. The development andcalibrationofthehydraulic the model,includingconv Recalibrated thePoriruabranch componentof Improv selected branchmains.Progressiv Added pipepressureratingofalltrunkmainsand demand areasforeachnode Created DemandScalinggroupswithseparate (eg, KaroriPS,Pt.How Addition ofnewassetsastheyareconstructed at T Addition ofproposedboosterpumpstations Six-monthly softw Vodafone GSM coverage data toberemotely capturedanywherethere is have inbuiltGSMSMScommunications toallow were purchasedin2007toassistwiththis. They calculation. Two highresolutionpressureloggers Williams toColebrook-Whitefrictionloss stations toinclude10datapoints material andage control valve, etc) Maldive St,HuttRd Hutt aquifer,Haywards (upgrade), Takapu Rd, e Marua(upgrade),Silver stream,Upper ed thepumpcurves forthemajorpump are updatesfromInnovyse ard PS,Tunnel Grove ersion fromHazen- ely addingpipe • • • • • • • • • include: •

Future hydraulicmodelenhancementsmay chlorinated and/orun-fluoridatedw to themodelandseparatepipesthattransferun- Use ofdataflagstoallowgroupingchanges geographically representativ Migration oftheschematicmodel toa W controls variable speed drives) withmoresophisticated stations withflowcontrolv Replacement of“modellingfixes”(eg,pump approximately every 10years isdesirable constructed. Recalibrationofthecompletemodel achievable orwherenewassetshave been where peaktransfersareclosetothemaximum where majorcapitalinvestments areplanned, loss calculation.Prioritiesincludesectionsofpipe from Hazen-Williams toColebrook-Whitefriction Ongoing networkrecalibrationandconv Recalibrated theW drawings andreferencedocuments Extensiv model demandareasandSYMnodes delineate therelationshipbetw Addition ofsupplyzonestothenetwork make upapumpstation Created objectgroupswheremultiplepumps object selection Use oftheSQLqueryfeatureforcomplexnetwork and geographical layoutswouldbeideal maps. Theability toswitchbetween schematic inclusion ofaerialphotographs andtopographical calculation Williams toColebrook-Whitefrictionloss segment includingconversion fromHazen- ater qualityand/oradditional water ageanalysis e useofhyperlinkstoas-constructed ainuiomata toThorndon alves representing e layoutwith een Hydraulic ater ersion

67 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 68 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 Assets &Complianceteam(source#991944). provided appropriatejustificationisdocumentedonthecapitalisationform.Thisdocumentmaintainedby The followingtableshowsstandardassetlives usedbyGWWforcapitalisationpurposes.Variations arepermitted Appendix 3–Standard Asset Lives Plastic tanks Switch panels/boards Sludge rakes Separators decanters Sealed yards androads Screw conveyor Runway beamandhoist Reservoirs Air receivers Rapid mixers Railway Pump stationsandbuildings Small pumps(<50KW) Large pumps(>50KW) Process waterreservoir Process buildingsandstructures Piping assets–treatment Exposed pipe(rivercrossings) Various Concrete linedsteel Steel Upvc Polyethylene Ductile iron Cast iron lined Cast iron Concrete Asbestos cement Distribution assets Road bridge Miscellaneous infrastructure Lake structures Lakes Lagoons Intakes Fords Foot bridge Flume bridge Fire hydrants Fences Extractor fans Dust collector Chlorinators Blowers Air compressor Source/treatment assets 40 25 25 25 40 25 40 80 30 25 60 80 20 40 50 50 40 70 60 90 70 90 90 100 130 100 50 50 Life inyears 60 45 100 150 100 100 20 40 80 60 25 20 25 25 25 25 Life inyears Particle counters Load cells Gas leakdetector Power meter Temperature meter Conductivity meter Alkalinity meter Magnetic flowmeter Ph meter Level transmitter(ultrasonic) Level transmitter(pressure based) Pressure transmitter Fluoride analyser Chlorine analyser S::can constat S::can spectrolyser Turbidity meter Instrumentation Heat pump Circuit breakers >250amps Computer Soft starters Variable speeddrives(>15kw) Variable speeddrives(<15kw) Pump motors Solar panels Batteries Uninterruptible powersupply(ups) Plc software Programable logiccontroller (plc) Electrical andcontrol systemassets Wells Weirs Non –returnvalves Small treatment plantvalves Large treatment plantvalves Solenoid valves Pvc valves Control valves Distribution valves Air valves Valve chambers True blue Electric actuator Pneumatic actuator Valve assets Silo Utility shed Tunnels Telemetry Welded mildsteeltanks 10 15 15 15 15 15 10 15 15 10 15 15 15 15 5 10 10 Life inyears 5 15 4 15 12 15 20 15 5 10 17 17 Life inyears 30 80 40 40 40 10 20 40 60 40 80 15 20 25 Life inyears 40 25 150 10 30

69 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 70 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 • • • • • 2012: Roberts (InfrastructureDecisionsLimited)throughinterviewwiththefollowingw The followingtableshowstheassetmanagementmaturityassessmentworksheetcompletedbyconsultantLisa Appendix 4–AssetManagementMaturityAssessment Asset register data 90 Demand forecasting performance management Levels ofserviceand 30 AM policyandstrategy Understanding anddefining requirements Section

The assessmentw Noel Roberts,OperationsManager Murray Ruddell,Group Geoff W V Kim Bouzaid,ManagementSystems ic Pratt,Maintenance Planner

illiams, Team Leader Assets andCompliance as completedusingtheTreasuryspreadsheettoolwhichisbasedonIIMMmaturityindex. Worksheet 75 70 Appropriate Current score Accountant Analyst 85 85 target 90 90 lives/replacement ratesdata. Future improvement isaround valuationofassetsandreviewing Good records forbelowground assets. different livesinSAPandAMP. lives partlyasaresult ofthe assetregister restructuring –some Asset valuedbyprofessional valuer. Someanomaliesre: asset is strong. what's onsiteandintheassetregister. Aboveground assetdata $500K inassetcollectionproject –comparingdrawingswith Good levelofconfidenceincore assetdata–haveinvested supply standard. peerreviewHave hadinternational inrespect ofsecurity report. Customers havetheopportunitytocommentonLTP andannual documented orformallyagreed. is generallyimplicitthatcustomersaccepttargetsbutnot meetings anddecidedtodevelopSLAinfavourofMoU.It 15 yearswithoutsuccess,thoughtheyhaveregular customer Have beentryingtogetacustomeragreement withtheTLAsfor Have notformallypresented formalLoSoptions. annually withlinkagebetweenLTP andAMPlan measures. Good rangeofperformancemeasures inplacereported on Reason forscores Ongoing maintenance. improvement opportunitiesastechnologychanges. constraint, haveachievedbestpracticeandcontinuetomonitor limits theabilitytoanalysedemand.However, within that Only gapislackofcustomermeteringinformationwhich centres. Feedsintostrategicplanningmodel. consumption anddevelopedaseriesofmodelsbydemand Demand modeldevelopedbyNIWA –haveanalysedhistoric For water, thelevelofappropriate practiceismore welldefined. departments. SAP usergroup isawayofstartingtoengageacross expressed inanyway. the thingsindifferent ways.Appropriate levelhasnotbeen commitment. Notalotofcohesionacross theCouncil–doing up driventhing–atagroup levelratherthanacorporate Draft policyhasn'tbeenissuedorsocialised.More ofabottom ater supplystaffinSeptember

strategies Capital investment 75 Maintenance planning reporting Operational planningand Decision making Lifecycle decisionmaking Risk management 65 Asset conditionassessment 65 85 80 60 80 90 80 85 85 85 and tendstobequitelumpy. lesssoforplantreplacement. Renewal programme –notalotofpipereplacement expenditure programme. Would liketohavebetterscopedprojects onthe10-yearwork requires detailedscoping tomobiliseproject. Microsoft EnterpriseProject hasbeenimplementedwhich Seeking todevelopa3yearprogramme ofscopedworks. have nominalbudgetlines. Capital worksprogrammes scopedforyear1-2.From year3 Debriefs occurfollowingincidents. actions. Drought managementplanwithagreed levelsofescalation programmes andsurveys. Demand managementisdonebyCapacity. But do marketing developments. project underwaytoimprove Optimiser, ongoingmonitoringof Asset utilisation‘theOptimiser’isfullyimplemented.There isa systems forrestoration followinganevent. replicated inMasterton.Needtoprioritisedifferent council There isaBCPlan,butneedsreview. ForexampleISisnotfully IMS manualcoversoff response tovariousevents. management framework. appropriate. Consequencefactorsare basedontheir risk Project results are reviewed for‘sensibility’andgenerallyare weighted result andcostisplottedonagraph. approach, objectiveshavebeenweighted.Benefitisthe Any project isassessedagainstbusinessobjectives,MCA critical assetsandcapture staff knowledge. Also lookingattryingtodefineanequipmentlevelwhat not ariskregister. of events).TheassessmentgeneratesaCAPEXprogramme but ago, justundertakinganotheronenow, thisislookingatarange Engineering staff inspectsitestoassessseismicrisk(10years methodology forassessingrisks. risk assessmentprocess, riskassessmentframeworkand risks. Physicalinfrastructure risksidentifiedthrough periodic Quantate –corporateriskregister –records strategiccorporate an overarching riskpolicy. management, environmental riskassessment,butnotsittingin and avarietyofsystemssuchashealthsafety, rail Risks are managedwellthrough goodinstitutionalknowledge ongoing review andimprovement process. Some maintenanceplansare outofdate,needtoembed their knowledge. Need stronger communication withmaintenanceteamtoapply looking toprovide more inputtothisarea. Root causeanalysisappliedtomajorbreak downs.Operatorsare at maintenanceplans. Each oftheplannergroups are beingmore proactive atlooking analysis undertakeninsomeareas totargetreliability issues. then modifiedbasedonstaff knowledgeandperformance.RCM Maintenance programme isbasedonmanufacturer's decisions eg: weirs. There ismore advancedconditionassessmentformajorassets techniques. Monitoring research goingoninthisarea –suchasnoninvasive concrete lining. knowledge ofendlifeforecast andpotentialinterventions,eg: Future improvement wouldbegoodtohaveimproved but notcomprehensive. Some couponsamplingdoneonsteelandprediction ofendlife, where assetsnearendlife. approach –anage-basedconditionassessmentwithinspections Below ground assetconditiondata–overallhaveasimplified monitoring, eg:vibrationtesting. 3-5 yearobjectiveandexpandedtoincludeperformance inspection guidelinesbyequipmenttype. Would liketoseemore robust, unambiguouscondition (recent visualinspection). Asset conditiondataforaboveground assetsisbeingputinSAP

71 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 72 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 mrvmn lnig40 95 Improvement planning Quality management 65 Service deliverymodels 65 Service deliverymodels 60 Information systems AM plans 65 Asset managementteams Asset managementenablers strategies Financial andfunding 50 60 85 80 85 95 75 75 85 90 documents. Setting ituptomakeeasierupdate.Eg:references tosource Last donein2004,updated2008,stillbeingupdated. financial forecasts. Once improved conditiondatacomesthrough, willimprove AMPs andbudgets. Improve linkagesbetweenmaintenanceplansandcosts Dedicated accountantcanhelpwithcostingmodels. Improvements are around theupfront scopingofprojects. expected outcomeofthisreview). improvement planhasnot beendeveloped(thoughthisisan never formallymonitored or reviewed. Asyet,anupdated The AMimprovement plan from theprevious AMPlanwas ISO 9001and14001certification. PAS-55 isverysimilar. delivery. CompletionofSLAs. Improvements: Documentedstrategyforin-housevsexternal constraints onwhatcanbedoneprivately. Ownership anddeliveryofwaterisapoliticalissuethere are SLAs stillbeingdeveloped. SLAs inplacewithotherCouncildepartments.There are some workiscompetitivelytendered,All external policyinplace,etc. half ofwhattheydo. resourcing.internal Strategyisbasedoncontractingoutaround Historical decisionshavebeenaround retaining knowledge and delivery. CompletionofSLAs. Improvements: Documentedstrategyforin-housevsexternal constraints onwhatcanbedoneprivately. Ownership anddeliveryofwaterisapoliticalissuethere are SLAs stillbeingdeveloped. SLAs inplacewithotherCouncildepartments.There are some workiscompetitivelytendered,All external policyinplace,etc. half ofwhattheydo. resourcing.internal Strategyisbasedoncontractingoutaround Historical decisionshavebeenaround retaining knowledge and expensive. Don’t budgetinSAP–itisdoneESSBASEwastoo SAP andworksorder created. operational systemandthenneedstobemanuallyentered into get smarterinsomeareas. eg:reporting onbreakdowns isin is operationalperformancedataintheSCADAsystem.Could Operational datasystemsare notintegratedwithSASP. There Would liketohavedocumentlinksinSAP. AMPs andotheranalysis. Excel tomanipulate.Would likeeasierreporting production for SAP provides thedatathatisrequired, butneedtoexportinto Vantage Point. Qpulse (documentmanagement),Quantate,Citect,Tortoise, A widerangeofsystemsused–SAP, Project Service,Optimiser, commitment across council. Improvements are around improved coordination and AMDG isjustinitsinfancy. area. Strong supportfortrainingandgoodcapabilityinwatersupply Appendix 5 – Asset Valuation by Location and Type

A breakdown of infrastructure assets by location and type is given below (source #1125561)

Replacement value Asset Type Location type Location Equipment Water storage Water Wells Water Mains Valves Grand Total units Miscellaneous Treatment plants Te Marua Water Treatment Plant $23,713,532 $24,621,488 $56,247,472 $6,425,900 $17,818 $111,026,210 Wainuiomata Water Treatment Plant $10,414,902 $14,649,136 $54,294,431 $12,459,812 $343,762 $92,162,043 Waterloo Water Treatment Plant $9,599,914 $3,746,762 $5,338,821 $1,563,168 $2,684,400 $148,400 $23,081,466 Gear Island Water Treatment Plant $2,905,696 $1,919,700 $2,031,622 $540,000 $773,700 $8,170,718 Treatment plants total $46,634,044 $44,937,086 $117,912,346 $2,103,168 $22,343,812 $509,979 $234,440,436 Distribution Kaitoke to Karori $9,814,219 $112,318,748 $2,058,509 $124,191,476 pipelines Wainuiomata to Wellington $17,169,461 $68,008,589 $1,599,459 $86,777,509 Waterloo Artesian System $67,200 $19,532,000 $551,115 $20,150,315 Monitoring & Control/Misc Equipment $1,359,658 $219,365 $11,500 $1,590,522 Porirua Branch $188,999 $16,142,300 $529,285 $16,860,584 Distribution pipelines total $1,359,658 $27,459,244 $216,001,636 $4,749,868 $249,570,406 Pumping stations Ngauranga Pumping Station $2,094,405 $2,217,624 $4,312,029 Haywards Pump Station $1,876,900 $1,842,380 $3,719,280 Thorndon Pumping Station $811,376 $536,367 $1,220 $1,348,963 Satellite Pumping Stations $3,911,031 $3,435,904 $7,346,935 Pump stations total $8,693,712 $8,032,275 $1,220 $16,727,207 Reservoirs Stuart Macaskill Lakes $1,075,523 $35,500,000 $7,141,297 $2,406,900 $46,123,720 Ngauranga Reservoir $150,738 $5,200,000 $5,350,738 Haywards Reservoir $355,426 $4,400,000 $60,500 $4,815,926 Customer Service Reservoir $1,246,142 $800,000 $407,036 $256,200 $4,000 $2,713,378 Reservoirs total $2,827,829 $45,900,000 $7,608,833 $2,663,100 $4,000 $59,003,761 New sources Upper Hutt Aquifer $100,000 $100,000 New sources total $100,000 $100,000 Grand total $59,515,242 $90,837,086 $161,012,698 $2,203,168 $241,008,549 $5,265,068 $559,841,811

73 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 74 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012

Book value Asset Type Location type Location Equipment Water Storage Water Wells Water Mains Valves Grand Total Units Miscellaneous Treatment plants Te Marua Water Treatment Plant $10,614,715 $18,391,511 $34,638,971 $2,968,642 $17,150 $66,630,987 Wainuiomata Water Treatment Plant $5,490,643 $11,266,096 $24,302,938 $9,646,348 $217,742 $50,923,767 Waterloo Water Treatment Plant $4,224,995 $2,460,925 $3,076,080 $644,502 $1,814,152 $98,337 $12,318,990 Gear Island Water Treatment Plant $1,202,002 $1,068,300 $772,156 $239,382 $472,167 $3,754,007 Treatment plants total $21,532,355 $33,186,832 $62,790,145 $883,883 $14,901,308 $333,229 $133,627,752 Distribution Kaitoke to Karori $6,099,132 $45,236,545 $1,607,663 $52,943,340 Pipelines Wainuiomata to Wellington $12,943,394 $30,029,947 $1,226,220 $44,199,561 Waterloo Artesian System $39,183 $10,337,715 $371,746 $10,748,644 Monitoring & Control/Misc Equipment $897,697 $211,953 $9,349 $1,118,999 Porirua Branch $153,209 $9,484,287 $414,480 $10,051,976 Distribution pipelines total $897,697 $19,446,871 $95,088,495 $3,629,458 $119,062,521 Pumping stations Ngauranga Pumping Station $995,209 $1,628,609 $2,623,818 Haywards Pump Station $397,246 $712,310 $1,109,556 Thorndon Pumping Station $395,031 $48,592 $4,141 $447,764 Satellite Pumping Stations $2,226,176 $2,433,247 $4,659,423 Pump stations total $4,013,662 $4,822,759 $4,141 $8,840,561 Reservoirs Stuart Macaskill Lakes $626,142 $30,950,536 $5,417,001 $1,676,638 $38,670,316 Ngauranga Reservoir $88,896 $4,415,798 $4,504,694 Haywards Reservoir $252,310 $2,548,894 $52,486 $2,853,690 Customer Service Reservoir $703,104 $383,441 $277,348 $55,730 $2,577 $1,422,200 Reservoirs total $1,670,452 $38,298,670 $5,746,835 $1,732,368 $2,577 $47,450,901 New sources Upper Hutt Aquifer $91,660 $91,660 New sources total $91,660 $91,660 Grand total $28,114,166 $71,485,501 $92,806,610 $975,544 $111,722,170 $3,969,404 $309,073,396

Note: There is a difference of approximately $2m between the grand total book value show above and the book value shown in Table 24. This is because some assets are not linked to equipment records in the asset management database (approx $1.4m), and because deactivation is in progress for some assets (approx $260k). Appendix 6–Conditioninspectionforms

75 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 76 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 #1118704-V1 Pipe conditioninspectionform / o plcbeN cinrqie Doesnotexist withthispipe. Noactionrequired Not applicable Very poor N/A Poor 5 New ornearnewcondition.Someweardiscolourationbutno evidence of Noactionrequired Moderate 4 Good 3 Very good 2 Action 1 Classification Grade Condition GradingTable Other observations: Pipe joint wrap/coating condition:Pipe joint bolts condition: Typical pipe joint condition Localised lining damageTypical (size/extent): lining condition Localised internal/external Typicalpits or pipe single wall pin condition hole (size/e xtent): Localised coating damageTypical (size/extent): coating condition Adjacent clay - soil sand type - gravels(circle Pipeappropriate)- rock bedding - peat : material: Approx water table depth:Length of pipe exposed/inspected:Location/depth: Joint type: Size/coating/lining/wall material:Name of pipe: File B/08/04/04 Return formto Assets andCompliance forprocessing (seeover)

elc rrpi Needsurgentattention. Replace orrepair assessment Get specialist assessment Consider specialist Deteriorationorminordamagethatmayaffect longtermperformance. No actionrequired Date: deterioration. Either notworkingoris poorlybecauseofsignificantdamageor Clearly needssomeattentionbutisstillworking. damage. Description (refer #1118704) W/O: Attach photographs OCT

Grade Grade Grade Grade OBER 2012 #1118704-V1 .Forward eDocslinktoTeam LeaderEngineeringandProjects forassessment. UpdateSAPequipmentconditionwithoverallrating. 5. Determineoverallconditionrating(theworstoutofindividualratingsforcoating,wall,lining,joint). 4. LinkeDocscopyofthisformtotheSAPworkorder. 3. ScanformandsavetoeDocsfile(B/08/04/04). 2. 1. Processing byMaintenancePlanner, AssetsandCompliance Date: Processed by:

OCT OBER 2012

77 WATER SUPPLY ASSET MANAGEMENT PLAN November 2012 Water, air, earth and energy – elements in Greater Wellington’s logo that combine to create and sustain life. Greater Wellington promotes Quality for Life by ensuring our environment is protected while meeting the economic, social and cultural needs of the community

For more information contact the Greater Wellington Regional Council:

Wellington office Upper Hutt office Upper Hutt office December 2012 PO Box 11646 PO Box 40847 PO Box 41 GW/WS-G-12/290 Manners Street Upper Hutt 5018 Masterton 5840 Wellington 6142 T 04 526 4133 T 06 378 2484 T 04 384 5708 F 04 526 4171 F 06 378 2146 [email protected] F 04 385 6960 www.gw.govt.nz