Whanganui District Council’s Long Term Plan 2018—2028

Volume 3 30 Year Infrastructure Strategy Contents

Executive summary...... 4 Overview of core infrastructure ...... 24 Infrastructure performance...... 50 Water supply...... 50 Description...... 24 Introduction...... 6 Stormwater drainage...... 50 Water supply...... 24 Wastewater...... 50 Strategy layout...... 7 Stormwater drainage...... 24 Roading and footpaths ...... 50 Wastewater...... 26 Parks and recreation...... 50 Purpose and scope...... 8 Roading and footpaths ...... 27 Cultural and events facilities...... 50 Parks and recreation...... 33 Royal Wanganui Opera House...... 51 Context, trends and strategic issues...... 9 Parks and reserves ...... 33 Alexander Heritage & Research Library. . . . . 51 Overview of infrastructure assets ...... 9 Mobile Library ...... 51 Cultural and events facilities...... 35 Water supply...... 10 Whanganui Regional Museum ...... 51 Whanganui Venues and Events...... 35 Stormwater drainage...... 10 War Memorial Centre...... 52 Libraries...... 36 Wastewater...... 10 Property buildings...... 52 Whanganui Regional Museum ...... 36 Roading and footpaths ...... 11 Ports...... 52 Sarjeant Gallery...... 37 Parks and recreation...... 11 Overview of assets...... 38 Information services...... 53 Cultural and event facilities...... 11 Property buildings...... 41 Risk to asset performance...... 53 Property buildings...... 11 City Endowment portfolio...... 41 Water supply...... 53 Ports...... 11 Overview of assets...... 42 Stormwater drainage...... 53 Information services...... 11 Wastewater...... 53 Ports...... 43 Context...... 17 Roading and footpaths ...... 53 Airport...... 43 Historical context ...... 17 Parks and recreation...... 54 Seaport...... 44 Demographic context...... 18 Cultural and events facilities...... 54 Durie Hill Elevator...... 44 Geographic context ...... 19 Property buildings...... 54 Overview of assets...... 45 Strategic context...... 20 Ports...... 55 Linkage with other documents...... 21 Information services...... 48 Information services...... 55 Relationships with iwi...... 22 Overview of Assets...... 49

2 30 Year Infrastructure Strategy Factors influencing the Infrastructure Strategy . . . 57 Levels of service ...... 110 Major projects timeline...... 118 Water supply...... 110 Demographic and land use changes...... 57 Wastewater...... 111 Financial estimates...... 119 Natural events and climate change...... 59 Stormwater...... 111 Total expenditure – projected capital expenditure Roading and footpaths ...... 111 Sustainable asset management approach...... 61 Community, Cultural and Events Facilities. 111 for combined infrastructure assets...... 119 Changing legislative requirements Parks and recreation...... 111 Operational expenditure ...... 120 and environmental standards...... 62 Specific projects:...... 111 Capital Expenditure ...... 121 Affordability...... 64 Arrangements for service delivery...... 112 Indicative Estimates – Capital Expenditure. . . . . 124 Water supply...... 112 Assumptions and risks...... 65 Sewerage and the treatment and Appendix...... 133 disposal of sewage...... 112 Significant infrastructure issues ...... 72 Stormwater drainage...... 112 Appendix A – Criticality map for water supply. . . 134 Provision of roads and footpaths...... 112 Appendix B – Criticality map for stormwater. . . . 135 30-year strategy...... 108 Parks and recreation...... 113 Appendix C – Criticality map for wastewater. . . . 136 Community and cultural ...... 113 Priorities ...... 108 Property buildings...... 113 Appendix D – Growth area maps...... 137 Management strategy...... 108 Ports – sea and air...... 113 Lifecycle management...... 109 Information services...... 114 Risks, hazards and resilience ...... 110 Significant decisions required...... 114 Growth and demand...... 110

Contents 3 Executive summary

Infrastructure provides a This document aligns with Council’s Long-Term The Council’s infrastructure includes: Plan and our Leading Edge Strategy foundation for building strong and commitments . It contributes to our vision to be • 843,397 kilometres of roads, 73 bridges and resilient communities . This a united, connected, creative, environmentally 332 752. kilometres of footpaths strategy describes Whanganui rich and economically prosperous community • Five water supply schemes and provides mechanisms to respond to future • Three wastewater schemes District Council’s existing challenges Whanganui will face . infrastructure, identifies significant • Three stormwater schemes The key issues to be addressed by this strategy • 114 green spaces1 issues that might impact on this can be classified into five themes: and outlines the Council’s • 12 community, cultural and events facilities 1 . Demographic and land use changes approach to managing 2 . Natural events and climate change infrastructure assets over the next 3 . Sustainable asset management approach 30 years . 4 . Changing legislative requirements and environmental standards 5 . Affordability

1 This includes six Premier Parks, 14 Active Parks, six Cemeteries, two Aquatic Centres, five Pathway Parks, 47 Passive Parks and 34 Conservation Parks – note: while areas may be classified as recreation reserves they are not necessarily usable by the public .

4 30 Year Infrastructure Strategy This comprises a significant infrastructure This strategy is developed in response to these portfolio with assets estimated at over $1 .6B . issues and is reflective of Whanganui’s financial Although this infrastructure supports the safety, climate and community needs . It sets in place a health, convenience, connectivity and clear strategy for the management and enjoyment of residents and visitors, it also preservation of the district’s key infrastructure means that Council needs to be aware of, and now, and into the future . The strategy is an respond to, issues such as growth demands, the indicative estimate of the Council’s future impact of climate change, ongoing asset infrastructure needs . It is not a budget, and by maintenance / renewal, increasing legislative itself it does not commit Council to any future requirements and changing level of service project, cost or timing . It is a statement of expectations from the community . These issues current assumptions and thinking on what all have an impact on rates and service delivery infrastructure issues Council is likely to face and – with affordability an ongoing concern for a how Council is planning to address these issues . district of Whanganui’s size and socio-economic The strategy is consistent with the overall make-up . assumptions contained in the Long-Term Plan 2018-2028 and should be read in conjunction In addition, this strategy, and its related Long- with this document as well as the Asset Term Plan, have been developed from a starting Management Plans for each portfolio . These point of high debt . This is as a result of large plans contain more specific detail to support the infrastructure projects, particularly for delivery of this strategy . wastewater and stormwater, combined with historic rates rises that, at times, have not kept pace with an ever growing list of services delivered by Council . Now that peak debt has been reached, Council’s repayment programmeme will manage these requirements so that future generations are not unduly encumbered .

Executive summary 5 Introduction

This strategy is Whanganui The Infrastructure Strategy outlines how the In responding to these issues it must be Council will responsibly manage its acknowledged that Whanganui is an old District Council’s 30 Year infrastructure assets . As a result, the strategy: settlement with a modern vision . Our Infrastructure Strategy for the infrastructure marks our age and early boom • Shows what infrastructure is needed to district and the key strategic plan – including social and cultural facilities unique to deliver Whanganui’s longer term economic, a district of our size – and our ongoing for our assets . It is grounded in environmental and social goals liveability is supported by a broad range of our present context and based on • Identifies significant infrastructure issues infrastructure networks including pipes, realistic growth forecasts . It the Council may face over the next 30 years reservoirs, roads, cycleways and community and the principal options for resolving those amenities . These ensure we can deliver the explains current thinking and issues – including the preferred option outcomes our community desires – for example assumptions on infrastructure • Identifies the costs and risks of each option by protecting public health through the issues the Council is likely to face to enable informed decisions to be made provision of clean drinking water and the treatment of waste; facilitating the movement of in the future and how the Council It has been developed to address the following people and goods for economic growth; and is planning to address these key issues: maintaining the public spaces and facilities issues . This is supported by an 1 . Demographic and land use changes essential for a vibrant community . As a result, investing in and maintaining our infrastructure overview of major infrastructure 2 . Natural events and climate change provides direct benefits for everyone in our projects and a timeline for 3 . Sustainable asset management approach district . completion . 4 . Changing legislative requirements and environmental standards 5 . Affordability

6 30 Year Infrastructure Strategy Strategy layout

Strategy section LGA 2002 as amended (Section 101B)

1 Provides a summary of the key issues addressed within the document (1)

3 Identifies the purpose of the strategy and the core infrastructure included within 2(a), 6(a) and 6(b) it

4 Provides context by describing the district, illustrating the linkage between 3(e) and 4(d) strategic documents and referencing the strategic statements that guide decision-making

5 Describes the core infrastructure provided by the Council, its current 3(e) performance and the identified risks to performance

6 Identifies the external factors influencing the Council’s Infrastructure Strategy 3(b) to 3(e) management approach including demographic changes, climate change and changing government priorities and legislation

7 and 8 Identifies significant issues and options to respond to these, and documents 2(a) and 2(b), 4(b) and 4(c) benefits, assumptions, costs, timing and funding sources

9 Describes the Council’s 30 year management strategy including its approach to 3(a) to 3(e) managing growth, increasing service levels, ensuring infrastructure resilience, renewing existing infrastructure and providing cost effective delivery of services

Appendices: 4(c) to 4(d) Criticality maps for water, stormwater and wastewater Growth area maps

Introduction 7 Purpose and scope

The purpose of this strategy is to The strategy adheres to section 101B of the important to note that infrastructure assets Local Government Act (LGA) and covers core have far-reaching impacts beyond the 30 identify the significant infrastructure as well as other assets which year span of this strategy . Signalling our infrastructure issues relevant to require significant maintenance and operating longer term view also lets other key players our district and show how we will expenditure across the following portfolios: and residents know what we intend to do so they can plan accordingly . address and manage these over • water supply • Coordinating effective and efficient the next 30 years – including any • stormwater drainage infrastructure management – development implications of these options and • wastewater Roading and footpaths of this strategy recognises that investment decisions . • parks and recreation in infrastructure delivers a broad range of benefits across economic, environmental, • cultural and events facilities social and cultural indicators . These include • property buildings making us more attractive for investment; • ports – sea and air increasing our resilience to climate change and natural hazards; improving access to • information services recreational facilities; and preserving our Its scope delivers the following benefits: access to cultural resources . This strategy will help us share this benefit efficiently and • Articulating where our infrastructure effectively and provides a coherent demand lies and how we will manage it – perspective across all our asset groups . within the particular context of our The Infrastructure Strategy will be reviewed community’s needs and fiscal constraints every three years . • Providing a long-term perspective – by taking a 30 year view we can assess whether there are potential investment gaps or affordability issues beyond the 10 year horizon of the Long Term Plan . However, it is

8 30 Year Infrastructure Strategy Context, trends and strategic issues

Overview of infrastructure The strategy is primarily concerned with Theme 2: addressing five key themes: Natural events and climate change assets This strategy recognises that climate change is a Theme 1: significant issue that will have real impact across Whanganui District Council has a significant Demographic and land use changes infrastructure portfolio with assets estimated at its 30 year planning window . In addition, A small reversal in Whanganui’s pattern of Whanganui’s position on the coast, alongside a over $1 .6B . This network ranges from the pipes population decline has been evident since 2014 under the ground to the roads we travel on and river and with a catchment comprising steep hill – with larger and earlier than predicted growth country underlain by soft rock means that a the community facilities we use . However, our experienced in 2017 . However, in the long-term it infrastructure also includes other assets which large number of weather-related events have is still predicted that Whanganui will face a been, and will continue to be, experienced . As a offer sizeable benefit to the community and declining population . This strategy can attract high levels of maintenance and operating result, this strategy has plans in place to prepare accommodate mid-range growth projections for, respond to and recover from these events expenditure . Although the Local Government and increased development activity over the Act only requires the strategy to cover five – particularly given national climate change next 30 years but is ultimately predicated on a predictions . More information on this can be mandatory activities2, we think it is important flattening out of our population . The District found in section 6 .2 . for our future planning to apply the same level Plan is planning for growth capacity in of rigor to our other key assets . As a result, Otamatea West and Springvale but there is also Theme 3: these have also been included in the strategy . potential for further infill development in other Sustainable asset management approach parts of the city . More information on this can A more strategic approach to the assessment of be found in section 6 1. . asset condition, criticality and performance is supported by this strategy through a risk based approach . This will ensure, amongst other

2 Water supply; sewerage and the treatment and disposal of sewage; stormwater drainage; flood protection and control works; and the provision of roads and footpaths .

Context, trends and strategic issues 9 things, that assets are adequately funded, risks facilities, public spaces and infrastructure for a • Mowhanau Rural Water Supply Scheme are minimised, planned preventative range of needs . This strategy acknowledges and • Westmere Rural Water Supply Scheme maintenance occurs, there is a high degree of responds to these demands while being mindful confidence in the asset data available and of the district’s affordability issues . As a result, The systems comprise service lines, pipe capital investment can be optimised . More provision of this infrastructure will be achieved networks, pump stations, treatment plants and information on this can be found in section 6 .3 . through a balanced approach – managing the outfalls . district’s rating capacity, debt repayment Theme 4: commitments and asset management Stormwater drainage Changing legislative requirements and programmemes alongside Whanganui’s cultural, environmental standards economic, environmental and social drivers . Most of our stormwater assets are located in the Shifting expectations as a result of legislation, More information on this can be found in section Whanganui urban area but there are some in environmental standards and community 6 .5 . Marybank and Mowhanau . The system includes demands often have associated cost a network of pipes, attenuation basins, outfalls Some key information about each of the implications . While previous government and valves reforms have sought to streamline and refocus infrastructure portfolios included in the strategy is provided below . It should be noted that the the work of councils to the core needs of the Wastewater community – the reality is that ‘wants’ still must Council does not manage any flood protection and control works assets within the district . be balanced against ‘needs’ in the wider The Council provides and manages three These are managed by Horizons Regional responsibility of councils to support their wastewater systems: community’s wellbeing and growth . This Council (HRC) . State highways are also not strategy acknowledges that these requirements included as these are managed by the New • Whanganui Urban Wastewater System Zealand Transport Agency . and other competing demands are likely to • Mowhanau Rural Wastewater System continue to grow over the next 30 years and • Marybank Rural Wastewater System this will be reflected in our ability to provide Water supply services and infrastructure . More information on These systems include service lines, pipe this can be found in section 6 .4 . Whanganui District Council is responsible for networks, pump stations, treatment plants and the provision and management of five water outfalls . Theme 5: supply systems: Affordability • Whanganui Urban Water Supply Scheme Whanganui’s Leading Edge Strategy commits to making Whanganui a place of choice for all . • Fordell Water Supply Scheme Central to this is our ability to provide the right • Maxwell Rural Water Supply Scheme

10 30 Year Infrastructure Strategy Roading and footpaths Property buildings

We operate, maintain, replace and improve the. We manage and maintain buildings for a variety district’s roads, bridges, elevator, traffic of uses including community benefit, management and control systems, streetlights, operational use and investment purposes . roadside drainage and public parking . We also manage road opening compliance . The Council Ports provides a network of urban and rural footpaths and walkways to facilitate pedestrian movement Our joint venture provincial airport provides as well as berms (which include street furniture) sealed and grass runways and passenger to separate private property from vehicle traffic . terminal facilities for scheduled aircraft services and for commercial and private aircraft . It also Parks and recreation provides property and infrastructure for aircraft storage and allied aviation service businesses . In We provide and manage a number of parks, addition, we manage a commercial port for reserves and sports grounds which make up a shallow draft coastal freight vessels, commercial considerable percentage of the total assets vessels and pleasure boats . owned and managed by the Council . We also have two aquatic centres . The Splash Centre Information services offers covered facilities and is open year round and the Whanganui East Pool (which is Information services are vital to the effective operated by a Trust) is an outdoor pool and is and efficient operation of the organisation . This open during the summer months only . includes ensuring access to current and historical records as well as the management Cultural and event facilities and maintenance of information technology hardware and automated systems . We oversee the management of key cultural facilities, ensure appropriate stewardship of nationally-important collections and offer event facilities for the enjoyment of residents and visitors .

Context, trends and strategic issues 11 Asset Description Replacement Value % of total

Water supply Backflows $463,562

Connections $11,782,879

Facilities $50,736,578

Hydrants $6,658,431

Meters $846,523

Pipes $77,468,386

Valves $12,124,064

SUBTOTAL $160,080,423 0 10%.

Wastewater Connections $44,093,257

Facilities $43,271,697

Manholes $21,818,767

Pipes $198,166,973

SUBTOTAL $307,350,694 0 18%.

Stormwater drainage Connections $5,153,304

Facilities $3,781,131

Manholes $16,509,358

Pipes $144,218,550

12 30 Year Infrastructure Strategy Asset Description Replacement Value % of total

Natural waterways $3,310,978

SUBTOTAL $172,973,321 0 10%.

Roading and footpaths Pavements $294,281,806

Structures $134,524,899

Other features $29,164,462

Drainage $117,045,291

Footpaths and cycleways $30,363,473

Streetlights $20,686,069

Traffic services $6,876,548

SUBTOTAL $632,942,548 0 .38%

Parks and recreation Cemeteries $4,693,470

Conservation parks $4,600,667

Passive parks* $7,199,592

Premier parks* $30,430,030

Road reserves $18,486,678

Active parks $28,428,026

Pathway parks $4,798,673

Context, trends and strategic issues 13 Asset Description Replacement Value % of total

Swimming pools $18,137,984

SUBTOTAL $116,775,120 0 .07%

Cultural and event facilities District libraries $17,714,000

Sarjeant Gallery $44,283787

Royal Wanganui Opera House $12,300,138

War Memorial Centre $12,807,166

Whanganui Regional Museum Building $19,421,011

SUBTOTAL $106,526,102 0 .06%

Property buildings Community buildings $3,522,182

Pensioner housing $32,211,193

Investment buildings $40,560,275

Operational buildings $18,296,510

SUBTOTAL $94,590,160 0 .06%

Ports Airport runway, taxiway $7,938,667

Terminal $1,148,256

Airport buildings $2,951,392

Fences and gates $416,470

Pavements $683,036

14 30 Year Infrastructure Strategy Asset Description Replacement Value % of total

Other Infrastructure $839,017

Wharf 1 $2,109,880

Wharf 2 $3,757,541

Wharf 3 $3,194,854

Sheds $3,047,884

Moles $19,878,123

Other Infrastructure $23,931,932

SUBTOTAL $69,897,052 0 .04%

Information services Desktop computers $179,000

Laptops $170,000

Monitors $94,820

Televisions $9,120

Servers $600,000

Mobile phones $94,200

Desktop phones $65,600

Tablets (including iPads) $116,100

Printers $10,000

Context, trends and strategic issues 15 Asset Description Replacement Value % of total

Wifi $100,000

Next unit of computing $181,000

Network switch $137,000

Other equipment $170,000

SUBTOTAL $1,926,840 0 .001%

GRAND TOTAL $1,663,062,260 100%

* includes public toilets and playground equipment

Over the decades, Whanganui has seen significant investment in ownership of infrastructure

Waterfront development, Treatment Plant – 2007 Moutoa Gardens – 1880 Cooks Gardens – 1896Wanganui Opera House – 1900 Dublin StreetVirginiaAramoho Bridge LakeSarjeant – 1914– Cemetery1912 Gallery – – 19171915Wanganui EastMemorial BathsRegional Tower – 1922 –Museum, 1925 BastiaAlexander Hill Water libraryWanganui Tower – 1933 1927AirportWinter – 1936 DurieGardens Hill –Elevator 1940 – 1942 War Memorial Hall – 1960 Municipal Building / Town Bridge – 1968 Davis LibraryBason –Conservatories 1980 – 1982Splash CentreMain – Street1989 redevelopmentNew Water – 1992-95 ReservoirBrunswick – 1998 Water BoreSplash – 2003 CentreWater extension Softening – Plant2008Aramoho – 2011 Cemetery extension – 2016

1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

16 30 Year Infrastructure Strategy name of the Whanganui River was changed by 1900s business in Whanganui was booming . Context the Government in 1991 to include the ‘h’ . On 1 Whanganui thrived as it serviced a huge fertile December 2015 the name of the District and the agricultural catchment area, rearing sheep and Council was officially changed to Whanganui . cattle, as well as growing barley, wheat, oats, Historical context maize, fruit and timber . Until the 1860s Māori gardens at Manganui a Te The Whanganui Tribes are the descendants of Ao, Pipiriki and Jerusalem supplied food to Pipiriki was cited under the Native Township Act Paerangi and Rua Tipua and are referred to as Wellington and Christchurch . Before the 1896, to provide private legal access to the pre-waka ancestral lines . Today, the iwi actively incursions of settlement from the 1880s Māori hinterland for settlement and private refer to Paerangi, Rua Tipua and their affiliation onwards there were 246 rapids on the river – enterprise . The Whanganui River tourist trade to Aotea waka principally through whakapapa each of which were named by the tangata took off, with thousands of passengers being to Haunui-a-Paparangi and whenua and formed a pivotal function in transported by Hatrick’s steamboats . In the Tutawawhanaumoana (youngest child of Turi mahinga kai related to tuna and piharau: a kai early 1900s visitors called the Whanganui River and Rongorongo from the Aotea waka) . for which the hapu were famed among iwi the ‘Rhine of New Zealand’ . It was during this Settlement first occurred in 1831 at the mouth of across the central North Island . time the town was developed and wharves the river, before annexation under the Treaty of established . Most coastal shipping berthed just Whanganui was linked by rail to both New Waitangi in 1840 . First named Petre, by the downstream from the present town bridge . The Plymouth and Wellington by 1886 . The town was colonial government, the name was officially Whanganui town wharf was the centre of incorporated as a Borough on 1 February 1872, changed to ‘Wanganui’ on 20 January 1854 . The activity until 1908 when Castlecliff Port was and declared a city on 1 July 1924 . By the early

1992-95

Waterfront development, Treatment Plant – 2007 Moutoa Gardens – 1880 Cooks Gardens – 1896Wanganui Opera House – 1900 Dublin StreetVirginiaAramoho Bridge LakeSarjeant – 1914– Cemetery1912 Gallery – – 19171915Wanganui EastMemorial BathsRegional Tower – 1922 –Museum, 1925 BastiaAlexander Hill Water libraryWanganui Tower – 1933 1927AirportWinter – 1936 DurieGardens Hill –Elevator 1940 – 1942 War Memorial Hall – 1960 Municipal Building / Town Bridge – 1968 Davis LibraryBason –Conservatories 1980 – 1982Splash CentreMain – Street1989 redevelopmentNew Water – ReservoirBrunswick – 1998 Water BoreSplash – 2003 CentreWater extension Softening – Plant2008Aramoho – 2011 Cemetery extension – 2016

1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

Context, trends and strategic issues 17 developed around the frozen meat trade . The and internal and overseas migration . The table Whanganui is home to the 18th largest Māori town wharf closed in 1956 as it was uneconomic below shows how our estimated resident population out of 67 districts in New Zealand . In to operate both ports . Whanganui has since population has changed since 1991 . The general, when comparing the Whanganui developed due to its farming hinterland, as well population of the district is expected to grow to District to the rest of New Zealand, we have as its processing and manufacturing activity a peak of approximately 45,000 by 2028-2033 more people who identify as European (77%), and drop to 44,100 by 2043 . more people who identify as Māori (21 7%). and Whanganui District Council was established fewer people who identify as Pacific Peoples after the 1989 amalgamation of Wanganui (2 6%). . County Council, most of Waitotara County Population estimates (30 June) Council, a small part of Stratford County Council Historical data shows an average of 67 new and Wanganui City Council . The district has an dwellings per year since 1980, even in years 1991 44,700 area of 2,373 km² . Much of the land in when the population decreased . In the past five Whanganui District is hard hill, class 4 country, years we have seen around 60-65 new dwelling 1996 46,000 with a papa base in the riparian valley of the consents per year but this jumped to more than Whanganui River . 120 in 2016/17 . There were 17,391 occupied 2001 44,400 private dwellings in 2013 – an increase of 342 on Apart from the main urban area, there are small 2006 . rural settlements at Kai Iwi, Mowhanau, Fordell, 2006 43,800 Upokongaro, Maxwell and Mangamahu . Marae The 2013 Census revealed that there were 11,127 2013 43,500 based settlements are at Kaiwhaiki, Pungarehu, families in Whanganui . The distribution of family Parikino, Atene, Koriniti, Matahiwi, Ranana and types here differed from the rest of the country, 2014 43,400 Jerusalem and Pipiriki . with fewer couples with children and more one-parent families . Our population, along with 2015 43,600 Demographic context the rest of New Zealand and other OECD countries, is also ageing . 2016 43,800 At the 2013 Census, the district had a usually resident population of 42,153 on census night (a 2017 44,500 decrease of 486 people from 2006) . However, the estimated population count of the Note: since preparing the substantive part of this document the 2017 Whanganui District as of 30 June 2016 is population estimates have been released which show levels of 43,800 . This more recent figure is the estimated population growth unprecedented in recent times . It is considered too soon to adjust the long-term projection but we will continue to resident population released by Statistics New monitor and adjust our planning accordingly . Fluctuations are able to Zealand and takes into account births, deaths be accommodated in the near term .

18 30 Year Infrastructure Strategy The major differences between the age Geographic context direction . A large portion of the District is within structure of the Whanganui District and the rest the Whanganui National Park . The park is of New Zealand are: The Whanganui District is located on the south- administered by the Department of west coast of the North Island of New Zealand Conservation and comprises a main core area, • a larger percentage of ‘Seniors (70 to 84)’ facing the Tasman Sea, south of the Taranaki with smaller outliers to the north and south, – 11% compared to 8% and Ruapehu regions and north of Manawatu . covering a total area of 74,231 hectares . The • a smaller percentage of ‘Young workforce The District Council area includes the city of Whanganui River is the second largest river in (25 to 34)’ – 9 .5% compared to 12 1%. Whanganui and the surrounding area including the North Island and the longest navigable the rural settlements of Mowhanau, Marybank, • a smaller percentage of ‘Tertiary education waterway in the country, covering 290 Fordell, Upokongaro, Kaiwhaiki and Jerusalem kilometres from the heights of Mount Tongariro and independence (18 to 24)’ – 7 .4% and Pipiriki . compared to 9 .6% to Whanganui’s coast and the Tasman Sea . • a smaller percentage of ‘Parents and The District has a land area of 2,373 km2, the Most of the population of the Whanganui homebuilders (35 to 49)’ – 18 .4% compared majority of which is hill country, with deeply District lives in the city (approximately 4,600 to 20 .6% incised rivers and narrow valleys . The coastal live rurally), meaning there are few prominent lowland areas are marine terraces separated by outlying settlements . It is expected that between 2013 and 2028 there old sea cliffs, resulting from a series of uplifts . will be a 5 7%. decrease in population under the Rivers and streams have cut deep valleys into working age, a 31 .2% increase in those of these surfaces . A belt of sand dunes lies along retirement age and a 6 .2% decrease in people of the coast and in places, fossil dunes extend up working age . In essence, we will have fewer to seven kilometres inland, overlying parts of children and working adults and more senior the marine terraces and blocking streams to citizens . Overall, we also had lower personal form a chain of small shallow lakes . Northwest incomes in Whanganui in 2013 than the rest of of the city, a 45 metre high cliff extends along New Zealand – $23,500 as a median income the coast fronted by a wide sandy beach . compared with $28,500 nationally . This results in Whanganui residents being over-represented Coastal, terrace and river valley landscapes are in the income bands below $40,000 and largely rural in character, dominated by mainly underrepresented in bands above $40,000 . The pastoral farming . Further inland, especially to median income for families was also significantly the northwest, there is a much greater lower in Whanganui at $43,800 compared to proportion of scrub and forest cover . the national average of $72,700 . The Whanganui and Whangaehu Rivers and their main tributaries flow in a general southerly

Context, trends and strategic issues 19 Strategic context connection of this strategy to our Long Term Plan understanding of levels of service and future 2018-2028 (LTP), our Financial Strategy and our drivers of demand; strengthen asset Whanganui District Council’s Leading Edge asset management plans is particularly management; and ensure that we have the right Strategy is the long-term strategic guide for important . This is because the direction set by settings to make decisions in the future . The NIP Whanganui’s future . It offers a shared vision for this strategy must be informed by and reflect the also makes a series of recommendations to Whanganui as a united, connected, creative, ways we intend to manage our assets and fund support long-term integrated infrastructure environmentally rich and economically and deliver our capital and operational works planning from a regional perspective, prosperous community . The Leading Edge programmemes . incorporating central and local government Strategy describes a series of aspirational objectives . outcomes and is supported by an annually The diagram also shows how the Infrastructure reviewed work programmeme determined Strategy is impacted by the direction and Regional considerations are also covered in the through our annual planning process . The priorities set by national and regional policies Regional Land Transport Plan 2015-2025 . This strategy is grounded by five strategic pillars: and plans . The National Infrastructure Plan (NIP) sets out the strategic direction for land transport is one example of this . The NIP has set the scene in the Manawatu-Wanganui (Horizons) region • Community for a new and longer-term approach to over the next ten years . It is underpinned by five • Connectivity infrastructure management and planning and key objectives that the region will focus on: 1 . • Creativity offers a consolidated view of New Zealand’s Enhanced freight efficiency across the region; 2 . infrastructure . It is important to local authorities Enhance the strategic advantage of the freight • Environment because of our major role in owning, managing hub for the central North Island; 3 . Better • Economy and investing in the core infrastructure of our targeted investment for a strategic network; 4 . A communities and, because of this, it has been a safe land transport system; and 5 . A resilient and Four of these pillars – Connectivity, Creativity, driving force behind the mandatory requirement multi modal transport system . Environment and Economy – relate closely to for all local authorities to develop 30-year infrastructure provision . Investment and effective Infrastructure Strategies . This was due to Accelerate25 (the Regional Growth Study) is also management across these areas has the potential concerns that local authorities were not relevant to this strategy . It focuses on investment to drive positive change . Examples of this include adequately addressing potentially hidden and economic development opportunities for all making our transport networks more accessible, investment gaps and affordability issues beyond districts within the region over the next 30 years safeguarding our heritage and culture, delivering the 10-year horizon . As a result, the NIP’s vision is and recognises the importance of the right best practice asset management and increasing that by 2045 New Zealand’s infrastructure is infrastructure (for example efficient transport economic activity at the Port . resilient and coordinated and contributes to a networks) as a key enabler of growth . The strong economy and high living standards . Its Government Business Growth Agenda similarly The relationship of the Infrastructure Strategy to highlights the significance of infrastructure in the the Leading Edge Strategy and other key ‘strategic responses’ are also of relevance to this strategy – the three key actions being to increase creation of a more productive and competitive documents is demonstrated on page 21 . The economy .

20 30 Year Infrastructure Strategy Linkage with other documents Leading Edge Vision and Strategy

Economic Development Legislation Strategy

National policies

Regional policies and plans Infrastructure Financial District Plan Strategy Strategy

By-laws Asset Management Council strategies Plans and policies

Long Term Plan Annual Plan

Consultation Service Annual Document Delivery Report

Performance Monitoring

Context, trends and strategic issues 21 Relationships with iwi The Council is bound to acknowledge and work Whanganui District Council is one of four local with entities ranging from papatupu marae and authorities charged with responsibilities within The Council seeks to work with Māori to build hapu, to statutory runanga and iwi the region to make appointments to Te Kōpuka, community together in a mutually appropriate organisations . The constituents of all these a strategy group provided for under the Act . It way . This approach is especially important in entities have a shared whakapapa and will is a permanent joint committee for infrastructure planning, environmental advise the Council at all times about matters of administrative purposes . management and development . Planning and shared and sometimes exclusive responsibilities the development of policy takes into account a under te tino rangatiratanga . The Act provides for partnership to encompass requirement for effective engagement with customary rights and responsibilities as well as hapu and iwi entities, as well as marae and Engagement between the Crown and iwi, good practice within the Council’s jurisdiction . whanau as required . especially within the settlement process, has provided the statutory platform for iwi Strategic relationships The Treaty of Waitangi authorities . Iwi are the point of direct The Council has a working relationship with The Council has obligations under the Treaty of engagement between the mana whenua and large natural groups who are claimants in the Waitangi to reflect the following principles: local and central government . The Council settlement process under the Office of Treaty appreciates aspects of Māori organisation and Settlements as follows: • good governance identity, enabling all parties to contribute to the • partnership community as a whole, and Māori in particular . • Whanganui Lands Settlement Negotiation Trust • participation Te Awa Tupua (Whanganui River Claims • Te Rūnanga o Tupoho Settlement) Act 2017 The Treaty is incorporated in the statutory • Te Rūnanga o Tamaupoko scheme administered by the Council: this The settlement of the river claim is a seminal includes the Local Government Act 2002 and relationship achievement between Crown and • Te Rūnanga o Ngā Wairiki Ngāti Apa the Resource Management Act 1991 (RMA) in Whanganui iwi . It provides a clear path for the • Te Kāhui o Rauru particular . Council to meet its responsibilities to the river, the land and the people . In addition: The Council recognises that mana sourced in whakapapa has continued since time Nga Tangata Tiaki o Whanganui, was set up • In June 2017 Whanganui District Council immemorial in the Whanganui District ‘since the under a trust deed in 2014 and established as an entered into the Te Matapihi ki Tangaroa fires of Paerangi were lit ’. Customary rights were iwi authority under the Te Awa Tupua Act 2017, Accord alongside Te Rūnanga o Ngā Wairiki not extinguished by the Treaty . for the purposes of the Resource Management Ngāti Apa, Te Kāhui o Rauru, Te Rūnanga o Act 1991 . Tupoho and Ngā Tāngata Tiaki o Whanganui . “Te Matapihi ki Tangaroa”

22 30 Year Infrastructure Strategy literally means “the window to the ocean” Tupuna rohe in the District Public sector agencies and refers to the area towards the Ngā Rūnanga o Tupoho and Tamaupoko are Whanganui District Council will work with Te Whanganui River mouth . This partnership currently participating in regular meetings with Puni Kokiri and the Māori Land Court as represents a shared commitment between Whanganui District Council . Relationship required in any projects set up to achieve iwi and the Council to protect the marine documents are in the process of being outcomes for Māori under the Council’s Long environment and contains a number of developed . Term Plan . objectives . In terms of infrastructure provision, the effective operation, It is intended that the meetings’ processes will management and monitoring of the new be reviewed from time to time to ensure Wastewater Treatment Plant is a critical and effectiveness and efficiency in a mutually mutually shared concern . appropriate way and ensure the expectations and aspirations of the rūnanga and the duties of • On 25 July 2017 the Crown and the the Council are both met . In that regard, Council Whanganui Land Settlement Negotiation is looking forward to engagement with Te Trust (WLSNT) signed matters for agreement Rūnanga o Ngā Wairiki Ngāti Apa and Te Kāhui in relation to the comprehensive settlement o Rauru in a similar way when those entities of all historical Treaty of Waitangi claims . The consider it appropriate to occur . agreement lists a series of objectives, including the Crown’s acknowledgement that, Partnerships with iwi where appropriate, any economic, social, The Pakaitore Historic Reserve Board cultural and political wellbeing breaches of administers Pakaitore (Moutoa Gardens) . The the Whanganui Lands Settlement will be members are appointed by iwi, the Council and recognised . It also states that the settlement the Crown . will provide a platform to assist the Trust to develop its economic base . As a result, this Whanganui District Council has a partnership settlement will have an economic impact on with Tupoho Whanau Trust and Sustainable our community, alongside other positive Whanganui in the operation of the Whanganui outcomes . This is reflected in the Trust’s Resource Recovery Centre . vision: “Whanganui will be a positive and responsible tribal nation with the capability to act and live as a tribe that is vibrant, strong, robust and prosperous culturally, socially, environmentally and economically ”.

Context, trends and strategic issues 23 Overview of core infrastructure

Description Critical assets for water supply are currently Additional information on criticality and levels listed as: of service, including performance measures and targets is available in the Asset Management Water supply • Kai Iwi Supply Bores No 1,2 and 3 – High Plan . criticality – priority 1 The Council’s Water Supply activity, which • Reservoirs No 1,2,3 – High criticality – There are minimal changes to levels of service includes an urban water supply to Whanganui priority 1 foreseen for this activity, which can be achieved and rural schemes serving Fordell, Maxwell, within existing operational budgets . All capital Mowhanau and Westmere, has assets with a • Kai Iwi Supply Main (15 kilometres) Medium upgrades in the Asset Management Plan have replacement cost of $160M . criticality – 6% been allocated to renewals . • Castlecliff Main (five kilometres) – Medium This includes nine bores, five treatment plants, criticiality – 9% 29 reservoirs, 16 pump stations, 2,929 valves, Stormwater drainage • Trunk Mains – High criticality – 4% 2,080 hydrants and 555 kilometres of pipeline . The Council manages and operates this The average condition grades for water supply • Mains servicing critical users – Medium infrastructure to ensure that stormwater flows assets ranges from fair to very good . This shows criticality – 9% are managed cost-effectively and adverse that the water supply network is being There are mandatory performance measures for impacts on public health and safety, the maintained in a sustainable manner . The environment, public and private property and lifecycle for water supply assets ranges from 20 this activity set by the Local Government Act (2002) . The key levels of service are to: the economy are reduced . The stormwater years for water meters through to 110 years for network includes sections of open drains and PVC pipes . • provide a reliable water supply natural waterways, as well as stormwater pipes . The water supply activity supplies, on average, • manage water consumption The water quality of our waterways, lakes and river is particularly related to stormwater and 27 million litres of water each day and is funded • provide safe potable water by a combination of rates and user charges . land management practices .

24 30 Year Infrastructure Strategy Flood protection and control in the district is Critical assets for this discipline are: The true technical levels of service for this the mandate of Horizons Regional Council and activity have historically been poorly defined . not a service provided by Whanganui District Whanganui District Council completed a set of Stormwater pipes, High 5% Council . The last of the Council’s historic flood manholes and valves criticality new hydraulic and criticality models for the protection assets were transferred to Horizons stormwater network in 2014 . Early indications

Regional Council in 2014 for amalgamation into Stormwater pipes, Medium 14% are that levels of service through the primary the Lower Whanganui River Flood Protection manholes and valves criticality network are relatively low, and would need Works . The Council provides some minor improvement by investing in augmenting the functional support to Horizons Regional Council . Stormwater pipes, Low 13% pipe network over the long term . A combination manholes and valves criticality of strategies will be used to achieve this, Most of the Council’s stormwater assets are ranging from integrated catchment located in the Whanganui urban area, with some Stormwater pipes, Very low 67% management plans, surface attenuation using located in Marybank and Mowhanau . They have manholes and valves criticality low impact development and storage, and a replacement cost of $170M . These assets ensuring well-defined overland flow paths as a include 3,461 manholes, 35 valves, outfalls with a secondary system . total length of 3,000 metres and 165 kilometres Detailed asset numbers and locations for these of pipeline . Current available data shows the criticality groups are recorded in the Asset The condition of our natural waterways has also average condition grades for stormwater assets Register . been identified as a potential issue, with the range from ‘good’ to ‘very good’ . This shows available data not being very reliable . This will Mandatory performance measures for this that the stormwater network is being need to be addressed from a level of service activity are set by the Local Government Act maintained in a sustainable manner . point of view, mainly through our Healthy 2002 . The key levels of service are: Streams Whanganui initiative . This activity has assets with lifecycles ranging • to ensure a safe and operational stormwater from 50 years for valves through to 115 years for The remaining section of the public network in drainage network MDPE (Medium Density Polyethylene) pipes . Gonville West also needs to be completely • to monitor flood warnings and respond separated, as it is currently serviced by a The stormwater activity is funded out of the promptly during emergency management combined sewer system . Council’s targeted rate . of flooding events A total of $20 .2 million is allowed for over the Additional information on criticality and levels 30 year period in the Asset Management Plan of service, including performance measures and for Level of Service improvement . targets is available in the Asset Management Plan .

Overview of core infrastructure 25 Wastewater Critical assets for this area are: The adverse effect of wastewater on the environment is negated by compliance with The Council manages and operates wastewater discharge consent conditions . The Council has infrastructure ensuring that wastewater flows Wastewater High criticality 4% pipes set key performance measures to track and are treated to a standard set by the relevant demonstrate successful delivery of these levels resource consent limits . Medium criticality 16% of service . A current significant issue is that due to large influxes of stormwater into the The wastewater activity treats, on average, 25 Low criticality 14% million litres of wastewater a day . The Council’s wastewater system, the system is not contained at all times . wastewater services, which include an urban Very low criticality 66% wastewater system servicing the city of A key decision needs to be made as to the Whanganui and two rural systems serving Wastewater High criticality 14% annual return interval the Council wishes to Marybank and Mowhanau, have assets with a pump stations adopt for containing the system – as a technical replacement cost of $307M . This includes 4,781 Medium criticality 31% level of service measure . There is currently manholes, 34 pump stations, three treatment insufficient information available to make this plants and 280 kilometres of pipeline . The Low criticality 34% decision, but it is expected to be addressed current available data shows the average within the next two to three years . condition grades for wastewater assets range Very low criticality 21% from ‘good’ to ‘very good’ . This shows that the Increased demand for higher levels of service wastewater network is being maintained in a are anticipated for this activity over the next 30 Detailed asset numbers and locations for these sustainable manner . years . The Wastewater Treatment Plant has criticality groups are recorded in the Asset been upgraded by capital investment in order to This activity has assets with lifecycles ranging Register . protect the environment by compliance with from 15 years for communication equipment discharge consents . The influx of stormwater through to 100 years for manholes and pipes . It There are mandatory performance measures for sources into the wastewater network will be is funded from the wastewater targeted rate this activity set by the Local Government Act identified and isolated (or contained) to achieve (pan tax) and trade waste fees . 2002 . The key level of service is to provide a convenient, safe and reliable wastewater system . the target wet weather level of service . Additional information on criticality and levels A total of $42 7M. has been allowed for in the of service, including performance measures and Asset Management Plan over the 30 year period targets is available in the Asset Management to address these required changes in levels of Plan . service .

26 30 Year Infrastructure Strategy Roading and footpaths • the provision of a safe and secure local roading network Whanganui’s roading activity is one of the district’s most valuable assets, with a • that local authority roads provide a smooth replacement cost of $632M . It includes 73 travel experience bridges, 284 retaining walls, 5,712 street lights, • that the local road corridor network meets 10 traffic signals, 541,654m2 footpaths, the needs of its users . 4,660,887m2 pavements and 16,000 assorted assets including street furniture, signs and Additional information on criticality and levels culverts . of service, including performance measures and targets is available in the Asset Management Data on road condition is collected through Plan . road roughness and condition rating surveys . Road condition is monitored throughout the Customer demand for increased levels of year by the Council’s maintenance contractors service is anticipated under this activity, with a by way of an Alliance contract . The average number of specific projects budgeted for over condition grade for roading assets is ‘fair’ . the 30 year period in the Asset Management Plan . These include Heads Road Roundabout Funding for this activity is primarily received ($1 .4M), Dublin Street Bridge Replacement from rates with financial assistance from the ($33 .3M), Wakefield Street Bridge Replacement New Zealand Transport Agency . ($1 .9M) and Mosston Road and Montgomery Road Reconstruction ($15 .5M collectively) . Criticality assessments on the roading network have shown that there is sufficient redundancy in the network for there to be no high criticality assets e g. . if Dublin Street Bridge needs closing down or decommissioning, there are still two more bridges in the urban area guaranteeing uninterrupted service .

There are mandatory performance measures for this activity set by the Local Government Act 2002 . The key levels of service are:

Overview of core infrastructure 27 Asset group Asset type Purpose and description Quantity

Water supply Connections Connections run from Councils water main to the boundary of 17,782 your property to supply water

Bores Bores are wells drilled into the earth for retrieving water 9

Treatment plants Treatment Plants treat water to improve the quality of water to 5 make it more acceptable for the end user

Reservoirs Reservoirs are storage tanks used for collecting and storing water 29

Pipelines Pipelines are pipes used to transport water to consumers 522km

Pump stations Pump Stations are facilities which supply water to the distribution 16 system

Valves Valves are devices that regulate, direct or control the flow of water 2,929 within a system

Hydrants Hydrants are a connection point by which firefighters can tap into 2,080 a water supply

Critical assets Water bores Main water supply 7

Reservoirs Supply Reservoirs 7

Key trunk and supply mains 457 and 558 supply mains 1

Pressure reducing valves Major Pressure Reducing Valves 12

Pipe bridges Trunk main crossings 3

28 30 Year Infrastructure Strategy Asset group Asset type Purpose and description Quantity

Stormwater drainage Connections Connections run from the boundary of your property to either 8,149 Council’s stormwater main or to the road kerb

Pipelines Pipelines are pipes used to transport stormwater from properties 165km to disposal facilities

Manholes Manholes are access points to underground pipe networks 3,461

Valves Valves are devices that regulate, direct or control the flow of water 35 within a system

Structures Structures can be stormwater inlets or outlets into streams or 4 receiving environments

Outfalls Outfalls are discharge points of a waste stream into a body of 2 water such as the river

Natural waterways Natural waterways are waterways (natural or manmade) through 108 which flowing water will travel in a defined channel

Critical assets Pipelines High criticality pipes 5

Pipelines Medium criticality pipes 14

Overview of core infrastructure 29 Asset group Asset type Purpose and description Quantity

Wastewater Connections Connections run from Council’s wastewater main to the boundary 15,671 of your property to collect wastewater

Pipelines Pipelines are pipes used to transport wastewater from properties 280km to disposal facilities

Manholes Manholes are access points to underground pipe networks 4,781

Pump stations Pump Stations in wastewater collection systems are normally 34 designed to handle raw sewage that is fed from underground gravity pipelines and then pumped to disposal facilities

Treatment plants Treatment Plants treat wastewater with the aim of producing 3 an effluent that will do as little harm as possible when discharged to the surrounding environment

Critical assets Pump stations Pump stations pump raw sewage along pipelines 34

Interceptor pipe Channels raw sewerage from collector pipes to main pump station 14km

River crossing and ocean outfall Channels raw sewerage from main pump station to treatment 3km facility and treated effluent to ocean disposal point

Treatment facilities Treats effluent prior to disposal 3

Pipelines High criticality pipes 5%

30 30 Year Infrastructure Strategy Asset group Asset type Purpose and description Quantity

Roading and footpaths Pavements Roads 843 .397km

Structures Bridges 73

Large culverts 58

Retaining walls 284

Drainage Kerb & channel 437,352km

Road culverts 3,185

Surface water channels 882 .383km

Berms 827,290m2

Footpaths & cycleways Footpaths 332 752km.

Traffic services Traffic signs 5,755

Traffic signals 10

Traffic control devices 383

Safety barriers 12,484m

Street lights Street lights 6,154

Other Carparks, off street 10,490m2

Riverbank protection 2,521m

Overview of core infrastructure 31 Asset group Asset type Purpose and description Quantity

Critical assets Bridge 70 Whanganui city bridge 184m

Bridge 71 Dublin street bridge 309m

Asset group Asset type Purpose and description Quantity

Parks and recreation Cemeteries Buildings 11 Cremator 1 Park furniture 63 Structures 11 Ground cover / beams 143 Roads/paths 13

Swimming pools Buildings 5

Aquatic equipment 68

Park furniture 17

Parks and reserves Buildings 28

Public toilets 21

Structures 229

Park furniture 1,643 Ground cover 67 Roads / car parks 210 Pathways 247

32 30 Year Infrastructure Strategy Asset group Asset type Purpose and description Quantity

Critical assets Cemeteries Cremator 1

Parks and recreation Queen’s Park for people coming into or leaving Whanganui Queen’s Park is located in the centre of via State Highway 3 with the Higgenbottom The parks and recreation activity contributes to Whanganui’s CBD, and is a cultural hub and site Fountain sitting on the lake well identified with the community’s social, cultural, environmental of historical significance . The museum, art Whanganui . The reserve is also known for its and economic interests and provides many gallery, library, cenotaph and Memorial Hall are wild fowl, Winter Gardens and its aviary . opportunities for recreation . These are set housed on the park . Accessible from a number of streets, it also within a landscape that includes a river, lakes serves as the neighbourhood park for many Castlecliff Domain and beaches all of which are within close residents on St John’s Hill . The Domain contains a destination playground, proximity to each other whether accessed by and is part of the hub of the recent Castlecliff Bason Botanic Gardens walking, cycling or driving . Parks, aquatic rejuvenation project that is currently underway . The Bason Botanic Gardens carry the New facilities, trees, cemeteries, public toilets and Being beside the beach, it is well-used and a Zealand Gardens Trust rating of a Significant cemeteries are core assets contributing to strategic asset for the community . Garden . As a botanic garden there is a strong making Whanganui a great place to live and focus on plant collections . The plantings have to visit . Kowhai Park take into account the proximity of the reserve to Kowhai Park is a unique playground that is a the coast, and this makes it fairly unique . Parks and reserves destination and stop-off point for visitors to Importantly, it offers open park-like settings that Whanganui . With pathways that extend either allow for large gatherings . Asset type: premier parks side of the playground, this Destination Park There are six open space areas identified as caters to a wide user group and provides an Majestic Square Premier Parks or Destination Parks . Each is immediate connection with the Whanganui Centrally placed and adjoining Queen’s Park, unique and tells a different story for Whanganui River . Majestic Square provides a gathering place for while offering a varied experience for visitors the community within the CBD . As part of the Virginia Lake and residents . They are iconic, tourist focused Town Centre Rejuvenation Strategy concept Virginia Lake is one of the older Destination and of economic benefit . Generally the levels of design, Majestic Square has been identified for Parks in Whanganui and at one stage was the service are higher at Destination Parks an upgrade . water source for the city . It is an iconic marker compared to other reserves .

Overview of core infrastructure 33 Asset type: passive parks grounds also provide extra facilities for cricket Cooks Gardens These parks primarily exist in urban areas for when required and offer a large open space for Within the Cooks Gardens facility there is an 3 the purposes of localised informal recreation events such as the circus . It has also been the athletics track (IAAF Level 2 certified) and a and play for surrounding residents . They base for the Masters Games in previous years . premier turf that is mainly used for athletics contribute to a sense of community, particularly Within the parks are two indoor stadiums that field events and representative rugby games . those Passive Parks that have playgrounds . The are run by a Trust, as well as the main aquatic The complex also houses the velodrome . smaller areas that do not have significant play facility, and a bike park developed by the Asset type: aquatic facilities spaces generally provide a seat, trees and/or community . views and provide intrinsic value to the built The Splash Centre is covered and is Wembley Park environment . Their key value is what they Whanganui’s main aquatic facility . The Wembley Park is the main sporting facility for provide to the community as a whole, rather Whanganui East pool is not covered and is only football in Whanganui . Sport Wanganui than the specific offerings of individual parks . open during the summer months . Whanganui currently administers the ground’s bookings and East pool is over 100 years old and is in need of An assessment of the current stock of Passive the Council manages the ground’s maintenance refurbishment . Due to the level of capital Parks is to be undertaken to determine whether contracts . A hub is to be established to expenditure required, and considering the the needs of the community are being met, represent the clubs and look after their community’s need when comparing to other particularly with regard to accessibility . interests . One idea to be investigated is the districts of similar size, the Council considered installation of artificial turf, particularly for the closure . However, after consulting with the Asset type: active parks practice fields that struggle to handle the community, the Council recently resolved to The Council provides a range of opportunities amount of use during the winter months . invest $75K of capital per year over a five year for active recreation, with our key sports fields period to enhance the facility . The initial $250K Laird Park providing large areas that allow for multiple Laird Park is the home of Netball Wanganui Inc . of capital improvements is due to be completed teams to play at one time . who have a license to occupy the land that the for the beginning of the 2017/18 summer season . courts are on and lease the land that their Springvale Park Asset type: public toilets Springvale Park is a hub for sporting activity, building is on . There are minimal costs for Public toilets are provided in areas of high and is accessible and well situated next to State maintenance of this facility for the Council but public usage . There are currently 24 toilet Highway 3 . It is the main sporting area for there are costs associated with maintaining the blocks on 19 sites in Whanganui . There are toilet schools-based summer and winter outdoor car parking area that surrounds the courts . facilities in Premier Parks, most suburban sporting codes and senior club rugby . The shopping centres, and within the CBD . The

3 IAAF is the International Association of Athletics Federations .

34 30 Year Infrastructure Strategy Freedom Camping Act 2011 has meant that The tree stock is ageing, and it is recognised there has been increasing demand for 24/7 that a focused replacement programmeme is a Cultural and events facilities facilities and the Mountains to the Sea route has priority . This has already started . Where also raised a need for more toilet facilities is possible, work is done alongside infrastructure Whanganui District Council owns an eclectic rural areas . There are currently two 24/7 upgrades . Replacement with younger trees will portfolio of iconic venues for events of all types . facilities available, and consideration is being ultimately help to reduce maintenance costs . These facilities encourage vibrancy and support given to developing another toilet block at the community to live an active lifestyle . These Kowhai Park North . This would provide parking Asset type: cemeteries facilities are conveniently located in the heart of and a dump station to better cater for freedom The main cemetery for the Whanganui District is the CBD . campers . Over the last 10 years a number of in Aramoho . Facilities at the Aramoho cemetery public toilets have been upgraded . There is no include a chapel and the cremator, which is Events, big or small, can bring a community specific Public Toilet Strategy, but an analysis of considered a critical asset . There are also three together and unite people through shared goals the current situation against the level of service rural cemeteries available . An extension to the and experiences . Whanganui hosts a number of for provision is intended to form part of the Aramoho cemetery has recently been opened community and hallmark events that generate Parks and Open Spaces Strategy that is that will serve the community well beyond the positive publicity and economic benefits for the currently under review . term of this Strategy . district .

Queen’s Park, which is situated just off Asset type: street trees The current cremator is due for replacement Whanganui’s main street, is home to some of Whanganui has approximately 6,500 street during the 2017/18 financial year . Cremation our significant assets, including the library trees, with significantly more in our parks and numbers average around seven per week . With where the community can access a wide range reserves . They are managed according to the an ageing population, and potentially more of services, as well as the museum and Sarjeant Street Tree Strategy which recognises the value people, this is likely to rise, but not significantly . Gallery which is about to be redeveloped and that the treescape brings to the community, to Whanganui accepts bodies for cremation from will be a world class gallery . real estate values and to good urban design . It funeral directors outside the district . could be anticipated that trees will have an increasing role in ameliorating the effects of Whanganui Venues and Events climate change . Whanganui District Council has In late 2016, the Council endorsed the creation obtained 5,040 pre-1990 New Zealand EUs of Whanganui Venues & Events (WVE) to (Emissions Units) under the Emissions Trading consolidate the Council’s event venues and, Scheme (ETS) for a number of parks and through a cohesive event strategy, deliver reserves including Kowhai Park, Virginia Lake, enhanced economic benefits to the District via Hyltons Pit, Matipo Park and AH Collins Reserve . increased visitor numbers and venue utilisation .

Overview of core infrastructure 35 The vision for Whanganui Venue and Events is Libraries Whanganui Regional Museum to be the leading destination for events in the lower North Island . Whanganui District Library Te Wharepukapuka The Whanganui Regional Museum plays an o Whanganui is one of New Zealand’s oldest important role in our community and its Bringing together three unique venues under public libraries . collections represent a significant and one portfolio provides an ideal setting for irreplaceable public inheritance . The Council identifying potential synergy, eradicating Incorporated in 1875, it was established with funds the Whanganui Regional Museum Trust to duplication, and maximising resource efficiency . donations from the libraries of Governor Grey operate the museum activity . Less than positive venue reputations and and then Mayor of Wanganui, John Ballance . It perceived barriers to use are strong drivers for holds significant collections (books, archives, The aspirations of the museum are to: the team’s aspirations to: photographs) relating to the history of Whanganui and the surrounding area . It also • serve everyone who has a potential, • attract, develop and support, new and holds substantial collections that reflect our emotional or material interest in the existing sustainable events community’s passion for arts, culture and Museum • nurture and develop event capability heritage . • be a waharoa (gateway) for dialogue about the past and future • maximise venue utilisation The Council provides library services because it • ensure effective access to collections and • improve financial performance recognises the importance to the community of lifelong literacy . By providing access to all, our kōrero (dialogue) The venues that make up the WVE portfolio are libraries benefit the public by fostering literacy • generate a sense of community ownership the Royal Wanganui Opera House, the War and connecting people . They are trusted public Memorial Centre, Cooks Gardens and Velodrome spaces and an essential component of our social The Museum is uniquely positioned to give and the i-Site . and economic infrastructure, enabling effect to these aspirations by exploring cultural individuals to better themselves and participate and natural heritage through promotional and as citizens . celebratory activities . It will focus on developing its unique voice and introduce Māori The Library Service comprises the Davis Library, perspectives throughout the museum the Alexander Library, Gonville Café Library, experience . Suzanne Aubert Library at Jerusalem, the Mobile Library and the Library Home Service . Achieving these goals will mean concentrating on sustainability and investing in growth and Libraries are a core service of Council as defined development by ensuring effective governance, in the Local Government Act 2002 . advocating its worth to funders and the community at large, and by exploring diverse revenue streams .

36 30 Year Infrastructure Strategy Sarjeant Gallery • a deep commitment to stewardship of the Gallery’s collections and its historic building . The Sarjeant Gallery Te Whare o Rehua Whanganui was established in 1912 through the generosity of local farmer Henry Sarjeant . He left the bulk of his estate to the Borough Council to establish and maintain an art gallery ‘for the inspiration of ourselves and those who come after us’ .

The Gallery was opened on 6 September 1919 by the Prime Minister William Massey .

It is one of New Zealand’s most important heritage buildings and its collection, which has been built up over the last century through the original bequest and subsequent donations, is of national significance .

The Sarjeant Gallery Te Whare o Rehua Whanganui exists to inspire the people of the Whanganui District and the rest of New Zealand through stimulating, engaging, relevant, intellectually-challenging and educational uses of its collections and building .

In partnership with Whanganui iwi, we achieve this through:

• critical and essential curatorship of the Gallery’s existing and developing collections; • building strong ties with other institutions and stakeholders

Overview of core infrastructure 37 Overview of assets

Asset group Asset Type Purpose and Description Quantity

Cultural and events Libraries The Alexander Heritage and Research Library, the Central Davis 5 facilities Library, a suburban café library at Gonville, the Suzanne Aubert Library at Jerusalem and the Mobile Library .

Cooks Gardens (WVE) & Velodrome Sports Grounds, grandstands, corporate boxes and Function 1 Centre – includes the Velodrome

War Memorial Centre (WVE) Function Centre inclusive of the Pioneer Room, Concert Chamber 1 and Main Hall

Royal Wanganui Opera House (WVE) Theatrical venue for performing arts and entertainment 1

i-Site Information Centre for local, domestic and international visitors 1

Whanganui Regional Museum Museum building 1

Sarjeant Gallery Sarjeant Gallery on Queen’s Park as well as a temporary gallery 1 located on Taupo Quay, also Tylee Cottage

38 30 Year Infrastructure Strategy Asset group Asset Type Purpose and Description Quantity

Operational assets Library collection Books, DVDs, CDs, recordings and heritage collections 119,000 items

Library equipment Furniture, IT equipment and library systems, shelving and 1000 equipment, Mobile Library and Home Service vehicles

Cooks Gardens equipment Bar, furniture, broadcasting equipment, sports equipment 100

Velodrome equipment Building and furniture 100

War Memorial Centre Furniture, war memorabilia and technical equipment 1000

Royal Wanganui Opera House Technical lighting and sound systems, furniture and office 100 equipment

Whanganui Regional Museum Collections of artwork, taonga and objects 10000

Sarjeant Gallery Collections of artwork, furniture and office equipment 50000

Overview of core infrastructure 39 Asset group Asset Type Purpose and Description Quantity

Critical assets War Memorial Centre Lift 1

Integrated Library Management Core library operating system controlling acquisition and disposal 1 System (ILMS) of collections, check in and out of items, customer personal data, fees, charges, debts, loan periods, etc .

Collection and member data Database of all collection and member information 1

Data and power connections A cloud-based system that can operate locally for a time; ILMS various dependent on power supply to operate

Air Conditioning To ensure staff and public comfort is maintained; and collections various are stored in optimum conditions for long-term preservation

Building Safety Systems Fire alarms, environmental control etc ,. to reduce the risk of fire various and damage to collections etc .

Security Systems Alarms and CCTV various

40 30 Year Infrastructure Strategy investments Property buildings City Endowment portfolio Whanganui District Council owns and manages investment properties within the City The City Endowment property portfolio is the Endowment and Harbour Endowment result of a Crown land grant in the 1880s . The portfolios . These endowments have specific fund is required to be used for the benefit of the purposes as outlined below . Both portfolios people of the district . In practice this takes two contain a mix of ground leases (which are land forms: only) and improved leases (which are both land and buildings) . • Property for parks Property that returns a rental to reduce the We undertake this activity by seeking level of rates required by Council independent advice on our investments . As a • Harbour Endowment portfolio result, Wanganui District Council Holdings The Harbour Endowment property portfolio Limited advises on: is the result of a Crown land grant in the • the mix of investments in the portfolio 1880s . The fund is required to be used for the maintenance and development of the • the risk of investments in the portfolio sea port and associated river works . • management of individual investments in Historically, this has been used to subsidise the portfolio a port operation which would otherwise • the overall strategy for investments in the have been a cost to the ratepayer . portfolio • opportunities to enhance investments and returns • potential new investments that meet our investment objectives • opportunities to sell investments that no longer meet our investment objectives • appropriate structures that may enhance the focus and management of particular

Overview of core infrastructure 41 Overview of assets

Asset group Asset type Purpose and description Quantity

City Endowment Commercial and industrial buildings Two separate properties • 7 Taupo Quay – 1 Building 1 8 • 178 Ridgway Street – 8 separate structures contained within 3 leases

Commercial, industrial and retail land Six properties subject to ground 6 leases

Harbour Endowment Commercial and industrial buildings Six separate properties 6 • 179 St Hill Street – 4 storey and 2 storey building part occupied by Ministry of Health as well as Council functions • 53 Ridgway Street – Retail and Commercial building • 8/10 Cooks Street – Industrial/ Commercial building • 301/303 Heads Road – Industrial/ Commercial building • 305/307 Heads Road – Industrial/ Commercial building • 309 Heads Road – Industrial/ Commercial building

Commercial, industrial and retail land 33 separate properties 33

Farmed, residential and reserve Six separate properties 6 properties

42 30 Year Infrastructure Strategy Asset group Asset type Purpose and description Quantity

Port development area properties 10 separate properties 10

Critical assets • 178 Ridgway Street These three properties provide 85% of the income for the improved leases • 179 St Hill Street within the portfolio As such they need • 8/10 Cooks Street to be maintained to a standard that will retain tenants To ensure this continues they need to operate under a planned preventative maintenance regime

Ports alternative landing facilities for scheduled business and industry in the greater region services when airports in the lower North Island through the provision of: are closed by adverse weather, notably The Council owns and manages three separate • direct scheduled air links with Auckland forms of transport . These are the airport, Wellington, New Plymouth and Palmerston seaport and Durie Hill Elevator . North . In addition, aerodrome services are • indirect air links with all New Zealand provided for locally based commercial, aero regional and sub regional airports The Whanganui Airport and Seaport activities medical, agricultural, training (including RNZAF • agricultural aviation are supported by independent advice from aircraft) and recreation aviation as well as to the Wanganui District Council Holdings Limited, wider New Zealand commercial and general • non-scheduled commercial aviation while the Durie Hill Elevator is operated through aviation sector . There are also commercial leases • flight training a Council administered contract . for a limited number of non-aeronautical • regional emergency response and support commercial activities . facilities for routine and emergency aero Airport Whanganui Airport plays an important role medical evacuations (national medical policy) and Civil Defence support The Airport provides aerodrome services, within our district’s economy and is an essential namely landing, take off and ground handling component of the regional and national aviation facilities for scheduled airline services to transport infrastructure . It is also a key element Auckland and Wellington . It also offers for the growth, development and expansion of

Overview of core infrastructure 43 Seaport In the short to medium term, we are exploring As part of consultation on the Council’s Leading the possibility of a Joint Venture Port operator Edge Strategy, our community talked about the We manage a commercial port for shallow draft taking over the port business . This could also importance of connectivity throughout our coastal freight vessels, commercial vessels and extend to the recreational boating facilities . In district . The Durie Hill elevator provides a pleasure boats . The facility also offers a safe, the absence of a commercial operator we transportation network in which people can navigable river bar harbour and manages continue to manage the facility on an austere move easily and safely . structures to confine the coastal portion of the basis with a view to allowing future opportunity Whanganui River to its existing alignment . for more significant commercial activity .

In 1988 the then Harbour Board (which was Recently we have been in consultation with rating the district to cover operating losses) was Horizons Regional Council about erosion control disbanded, and by legislation, the port assets and maintenance of river bank management and the Harbour Endowment property portfolio structures in the lower river . Repair work were transferred to the Council . recently completed to erosion control structures The Port was leased out until October 2010 at South Spit had a 50% contribution from when Whanganui District Council purchased it Horizons . back and regained management of the port business, including staff, from a private operator . Durie Hill Elevator

Whanganui District Council Holdings Limited The Durie Hill elevator provides access for currently manages the port business on behalf pedestrians and cyclists, both locals of the Council . The port and harbour are not (particularly school children) and tourists linking funded from rates because costs are met by the the CBD to the suburb of Durie Hill and a city revenue generated from Harbour Endowment lookout area . assets . The Durie Hill elevator activity supports the We are examining options around the future preservation of an historic and rare facility that development of the Seaport and are adds to the district tourist experience; however undertaking a Port Revitalisation Project as part it is primarily used as a mode of public transport of the Accelerate 25 project which, when by the residents of, and visitors to, the suburb of implemented, will have significant impacts on Durie Hill . the future of the port .

44 30 Year Infrastructure Strategy Overview of assets

Asset group Asset type Purpose and description Quantity

Airport Terminal building Building that houses a passenger lounge, check in area and 1 operator lease area, South Beach Café, and various lease areas

Standby building – owned by Airways Building housing generator and electrical plant 1 NZ Ltd

Control tower Building leased to the Wanganui Airport Control Tower 1 Restoration Group Inc

Residence and maintenance area Being demolished and re-developed – at planning stage 1

Sealed runway 11/29 Used by scheduled services, air ambulance services, charter 1 operators and general aviation aircraft

Sealed taxiway alpha Used by scheduled services, air ambulance services, charter 1 operators and general aviation aircraft

Grass runways Used by light general aviation aircraft -

Grass taxiways Used by light general aviation aircraft -

Overview of core infrastructure 45 Asset group Asset type Purpose and description Quantity

Seaport Wharf 1 The only operational wharf facility for cargo handling Recently 1 repaired to increase weight limits

Wharf 2 Unsafe for vehicles – small vessel mooring Subject to Port 1 Revitalisation Project

Wharf 3 Unsafe for vehicles – closed Subject to Port Revitalisation Project 1

Store No 3 and extension (Cement Due for demolition Subject to Port Revitalisation Project 1 Silo and associated building)

Red Shed General storage Subject to Port Revitalisation Project 1

Victory Shed Dolomite storage Subject to Port Revitalisation Project 1

Administration Building Current Port HQ – will be surplus Subject to Port Revitalisation 1 Project

Cool Store – administration area Being developed as Ports Group HQ and port equipment storage 1

Amenity Building – former crew Being removed – site developed as storage area 1 quarters

Boat storage shed General storage – leases 1

46 30 Year Infrastructure Strategy Asset group Asset type Purpose and description Quantity

Durie Hill Elevator Plant building and tower Building at top of shaft that houses plantroom and office as well 1 as providing lookout point

Elevator and associated plant The travel mechanism and associated plant 1

Elevator shaft Concrete lined shaft with associated guides that the elevator 1 travels up and down

Tunnel Access to and from Anzac Parade 1

Critical Assets Airport Terminal building – required as part of passenger operation 1

Standby building – required as backup power supply in event of 1 power failure

Sealed runway, taxiways and aprons – need to be well maintained - – loose objects become projectiles that can cause significant damage to aircraft

Grass runways – significant increase in landing fees expected - These need to be available

Seaport Wharf 1 – Allows operation at the port 1

Cool Store – HQ and storage of Port equipment 1

Overview of core infrastructure 47 Planned maintenance and capital expenditure – seaport Information services The estimated planned maintenance needs for the critical assets within the seaport have not Information services infrastructure is essential been prepared for the next 30 years . This for all Council functions and activities as well as process will be achieved as part of the port many customer and shareholder-based services . revitalisation project . Whether it be onsite administration and functions e g. phones, emails, websites, our rating database, financial software, electronic records, and printing or remote activities, e g. . animal control, parking, police CCTV, inspections and monitoring, everything we do relies on our information services infrastructure functioning . Public Wi-Fi, online payments, Council website access, and many other customer-facing activities also depend on information services .

In today’s digital world, information services infrastructure has moved from being an added optional improvement to now being a completely interwoven and critical part of any organisation . As we automate more and more things or allow for digital interactions and content to become more connected and smart, our information services infrastructure becomes crucial and effective management of these assets is vital to ensure the Council functions at a high level .

48 30 Year Infrastructure Strategy Overview of Assets

Asset group Asset type Purpose and description Quantity

Information services Server / SAN infrastructure Computing (by high density, clustered servers) and storage (in a 1 Storage Area Network or SAN) of all of Council IT systems and data internally and externally

Private fibre network City-wide, Council-owned, fibre infrastructure connecting remote 1 sites and systems such as Queen’s Park and CCTV cameras

DR server / SAN infrastructure Remote copy and replication of production environment Server/ 1 SAN – with an objective to build to a complete and full disaster recovery (DR) alternative site with a full “flip switch” type option to move between productions and the DR site

Overview of core infrastructure 49 This network, however, performs at an The cremator is due for replacement in 2018 as Infrastructure performance unacceptable standard during wet weather it is recognised that this asset has come to the events . This has a negative impact on the end of its useful life . The information in this section should be read in environment, therefore this Strategy provides conjunction with the Asset Management Plans . direction on how best to mitigate this impact Playground inspections are done monthly . Any through targeted capital investment . assets that are not performing are demobilised immediately if there is a likely health and safety Water supply risk, or maintenance is programmemed to Roading and footpaths The water supply network and bulk supply ensure that a health and safety risk does not infrastructure performs well and meets the Whanganui District Council’s roading and develop . needs of the community . It provides sufficient footpath networks perform to expectations, and The Whanganui East pool has functioned for the pressure and flow and it receives the highest provide levels of service that meet the purposes of providing a swimming venue, but in water grade possible in terms of the New mandatory measures set by the Local terms of efficient performance of the asset, Zealand Drinking Water Standards . Government Act 2002 . Reporting against work has had to be undertaken to upgrade and NZTA’s recently implemented One Network repair the pool surface prior to the pool facility Road Classification (ONRC) has indicated that Stormwater drainage opening for the 2017/18 season . It is anticipated our low volume roads currently perform above that this work will ensure operational confidence The stormwater network has been designed to the target measures in terms of customer for the next 10 – 15 years . achieve lower levels of service than normal comfort . This is measured by an annual standards, in order to enable investment in roughness assessment . additional infrastructure to complete the Cultural and events facilities separation project spanning over the last few Parks and recreation The Sarjeant Gallery located at Queen’s Park is decades . considered an earthquake risk – meeting only Parks assets are performing well . The network, therefore, performs below an 5% of the current New Zealand Building acceptable standard for the long term Buildings have been given an earthquake prone Standard . As well as the risk posed by effectiveness of the service . rating and there are some buildings on reserves earthquake collapse, the basement was not that are earthquake prone . A maintenance designed as a storage space for works of art so programmeme has been put in place . there is difficult access and no environmental or Wastewater temperature control . Changes in temperature The wastewater network performs according to Areas of focus over the last five to 10 years have can lead to cracking, flaking and warping of design standards during dry weather events and included maintenance on parks roading, toilets works which is very expensive to repair . The this is sufficient for our needs as a community . and playgrounds . absence of environmental or temperature

50 30 Year Infrastructure Strategy controls in the Gallery spaces also means the 34% NBS on a priority basis . Below is a Alexander Heritage & Research Library Sarjeant has been unable to attract national and summary of progress on the seismic upgrade of international touring exhibitions because it the follow four buildings: • previously 20% – 25% NBS and increasing to failed to meet stringent requirements . +67% NBS • project budget – $850K The Gallery Redevelopment Project will preserve Royal Wanganui Opera House the original building in Queen’s Park that • November 2015 to April 2016 – completed • previously 10% NBS and now +34% NBS opened in 1919, protect the Gallery’s nationally- with ability to increase to 67% NBS Routine repairs and maintenance are conducted important collection and provide increased on an as required basis to minimise the risk of • project budget – $1M 3 construction phases access to all parts of the collection . The project asset failure . will be a partnership between Council, • phase 1 – 4 May to 31 August 2015 – Whanganui iwi, central government and donors Completed There are no other known issues that might and sponsors both large and small . adversely impact this asset outside of the Risks • phase 2 – 19 October to 4 December 2015 to Asset Performance listed in Section 5 3. . To protect public, staff and the collection, the – Completed Gallery relocated in the first quarter of 2014 to a • phase 3 March – 20 October 2016 – temporary home at Sarjeant on the Quay (38 Completed Mobile Library Taupō Quay) . The original Sarjeant Gallery will The Mobile Library vehicle is nearing the end of be strengthened against the risk of earthquakes The backstage and stage areas of the Royal its life with increasingly frequent mechanical through the use of base isolation . At the same Wanganui Opera House are ageing in terms of breakdowns . Replacement originally scheduled time the environment throughout the public and the set up and equipment and may soon for 2014 has been deferred but is now urgent . storage spaces will be controlled to preserve become redundant . Promoters and shows are The size of the current vehicle limits it usage, collections on display and allow major touring already looking at venues that have modern both because it requires a Heavy Traffic (HT) exhibitions to come to Whanganui . equipment and are more technologically advanced . licence to drive and because it is restricted in its The Council has approximately 50 structures ability to visit some potential venues . which are classified as earthquake-prone with Routine repairs and maintenance are conducted Replacement by two large vans would mitigate an estimated cost to bring these to a level on an as required basis to minimise the risk of the licensing and access issues and also provide above 33% of the New Building Standard (NBS) asset failure . back up when one vehicle is off the road (for in excess of $10M . example when it is being serviced) . There are no other known issues that might adversely impact this asset outside of the Risks We are taking a proactive approach to its Whanganui Regional Museum seismic upgrade programmeme which involves to Asset Performance listed in Section 5 .3 . progressively upgrading our portfolio to at least • currently 6% NBS and increasing to +34% NBS

Overview of core infrastructure 51 • project budget – $1 .2M Property buildings The Durie Hill Elevator performs well, although these days it is regarded as an historic tourist • January 2017 to March 2018 Generally the property assets perform well, attraction rather than a transport network link . although there is an impact on seismic Routine repairs and maintenance are conducted For this reason it is preserved as original rather performance of some e g. . 53 Ridgway Street . As on an as required basis to minimise the risk of than upgraded to a more modern mechanism . asset failure . tenancies change compliance issues can come to the fore, particularly with fire compliance There are no other known issues that might between separate tenancies in the same adversely impact this asset outside of the Risks building . This is being addressed at 179 St Hill to Asset Performance listed in Section 5 .3 . Street and in year one of the Long Term Plan these issues will be addressed at 101 Guyton War Memorial Centre Street .

• currently 25% NBS and reviewing future Ports NBS upgrade • due to begin preparations in 2018 to host The Airport assets perform well . As the facility is Masters Games close to the coast the main risk is a rising water table . For smaller aircraft, and with the • project budget – $3M introduction of the Flight School, there is a Routine repairs and maintenance are conducted water level risk to the grass runways . Allowances on an as required basis to minimise the risk of have been made to address this in Year One of asset failure . the Long Term Plan .

There are no other known issues that might The Seaport has been running down through adversely impact this asset outside of the Risks lack of maintenance over a number of years . to Asset Performance listed in Section 5 .3 . Recent seismic strengthening has been undertaken on Wharf 1 and the whole area is subject to the Port Revitalisation Project being developed, which is a project supported by central government .

52 30 Year Infrastructure Strategy proactively managed over the lifetime of the Information services Risk to asset performance projected planning period .

The Server/SAN infrastructure is up to date and The information in this section should be read in Wastewater well maintained and funded in the current conjunction with the Asset Management Plans . refresh cycle and processes . As long as we A Criticality Map is attached as Appendix C . continue to plan for the long term and life-cycle Water supply This categorises our pumpstations from ‘low replacement, this will continue to be the case . criticality’ to ‘high criticality’ . It highlights the A Criticality Map is attached as Appendix A . assets which pose a higher risk to the The Police CCTV system needs care and repair This categorises our water pipes according to a performance of the service if they become but we have moved to increase the budget scale from ‘very low criticality’ to ‘high compromised . As a result, these will need to be annually so that we can now recover full criticality’ . It highlights the assets which pose a proactively managed over the lifetime of the usability of the system and maintain it properly higher risk to the performance of the service if projected planning period . within two to three years and continue to do so they become compromised . As a result, these far into the future . will need to be proactively managed over the Roading and footpaths lifetime of the projected planning period . DR4/Remote Replication is performing as expected, and will be refreshed within the next High Productivity Motor Vehicles (HPMV) and 50MAX trucks are now using parts of the 12 months . Like the Server/SAN5, this is Stormwater drainage refreshed regularly and will continue to be at roading network and they are likely to grow in the current level of standard in the future . Costs A Criticality Map is attached as Appendix B (see number . There is concern that the impact of this and projects will have to be considered if we ) . This categorises our outlet structures from on the road pavements will be significant, would like to move up a level and improve ‘low criticality’ to ‘high criticality’ . It highlights especially the additional demand generated by speed of recovery in the future . This will be the assets which pose a higher risk to the forestry related activities . However, this is yet to addressed prior to the next hardware refresh in performance of the service if they become be verified in practice . the next three to five years . compromised . As a result, these will need to be

4 DR stands for Disaster Recovery and is a term used to describe sites, policies, processes and anything else that is related to systems in place to use in the event of a catastrophic outage . In this case, it refers to our gear in Palmerston North City Council’s server room that is constantly copying our systems in case our server room at Whanganui District Council’s Municipal Building is compromised .

5 Servers are our computer environment . In simple terms they are a big group of computers that hold all of our servers and applications . SAN stands for Storage Area Network . It is a group of several disks that hold all of our data .

Overview of core infrastructure 53 The biggest footpath condition concerns are toilet blocks on various reserves severe water damage caused by a building tripping hazards (tree roots) and general • severe wind events causing trees to fall and leak damage . A targeted approach of routine damage overhead services leading to • significant failure by a supplier maintenance and renewal is being developed to outages tackle these areas, and significant progress has Consequences may include: been made to reduce the number and severity • Earlier than expected asset failure, of faults identified over recent years . particularly to critical assets eg the • unavailability of services cremator . The velodrome track is now • loss of customer and operational data The main risks to asset performance is under- operating beyond its expected life investment . expectancy . While it is still operational, it is • unavailability of essential infrastructure anticipated that it is likely to fail within the services causing health and safety issues for the district Parks and recreation next two years • negative publicity The overriding risk is a failure to meet levels of Cultural and events facilities • injury to staff or members of the public service, causing reputational or Health and Safety risks . There are a number of reasons why It is possible that any asset may fail to meet the levels of service may not be met including: poor expected levels of service . This could be as a Property buildings asset management and a failure to recognise result of: Buildings may present risks due to: issues; deferred maintenance or replacement of assets; and lack of funding available to maintain • old assets and aging assets • seismic issues in the event of a moderate current levels of service . • poor asset management planning earthquake . While we have assumed that • assets failing prior to expected end of life there will not be a major seismic event there Specific risks include: is the possibility that some or all of our • failure to identify risks to assets • the inability of the Council to fund buildings will no longer be fit for purpose . maintenance of Parks assets to current and • insufficient knowledge of assets • recent evidence has shown that compliance expected level of service • deferred maintenance not being assessed issues surface through tenancy changes or • flooding causing disruption to access to for risk when alterations requiring a building parks e g. . Kowhai Park • insufficient funding for asset maintenance consent is undertaken . The requirements of the Building Act are paramount . • an earthquake causing damage to • a large scale natural hazard such as an structures in parks, creating liquefaction and earthquake Consequences may include: or Health and Safety risks from structures • a building damaged e g. . as a result of fire or on parks e g. . the castle at Kowhai Park or • with regard to seismic events there could be

54 30 Year Infrastructure Strategy an impact on rental income and a relatively Seaport Information services long time frame to remedy the damage – The future viability of the Seaport may be resulting in the need for higher rates income Risk to the Server/SAN include: affected by: • tenancy changes can result in unforeseen • a sustained power issue at the Council expenditure required to obtain Code of • climate change – with a resultant effect on building the coastal environment Compliance • communications outages to and from the • outcomes of the Port Revitalisation Strategy Council or city Ports • lack of preventative maintenance • ageing equipment if it is not refreshed • deterioration of old buildings and structures consistently Airport The future viability of the Airport may be Consequences may include: Consequences are likely to be: affected by: • an impact on levels of service able to be • outages of some or all of our IT services • climate change – with a resultant effect on provided through the port – everything from email to websites to the coastal environment . As the sea level phone systems to remote access • a need for full condition ratings to be and water table rises there is a threat to the undertaken and plans developed for • impact on our copying abilities to our DR runways as the facility is adjacent to the upgrades/demolitions etc if the status quo site as well as our communications and ocean remains . It is hoped the Port Revitalisation customer service functions (e g. . emails • the future commitment of our Joint Venture Project may address the future of the would stop, calls would not come in, public partner . The current agreement is for a term existing structures . facing services such as websites would stop of 3 years and would result in a significant working) Durie Hill Elevator funding shortage if the Joint Venture • slow, intermittent services, or short or long partner withdraws The Durie Hill elevator operation may be term outages as gear fails or becomes affected by: obsolete/incompatible – with a resultant Consequences could include: impact on access and productivity • its ability to function after a seismic event • climate change could have an impact on • data corrupted or inaccessible and failing • the decision to maintain equipment as service levels and result in needing to close systems as disks fail runways more often original

• should the Joint Venture agreement fail the As a consequence: Council needs to consider the rates affordability for the ongoing service • decisions would need to be made about the provision . ongoing viability of the service

Overview of core infrastructure 55 Risks to DR/Replication could include: being replaced in a timely manner

• a long sustained power issue at the Potential consequences are that: Palmerston North City Council building • the CCTV network would no longer work • communications outages to and from because of loss of connectivity of cameras Palmerston North City Council to our server room . If the cameras lose • ageing equipment if it is not refreshed connection they will not be able to record consistently or display the video to be viewed

Consequences are likely to include: • the CCTV network would become less and less reliable and, eventually be completely • degradation or complete failure of the unusable . disaster recovery systems we currently have in place (i e. . we will not have a real time copy of our systems to fall back to in the event of a catastrophic event at our production site at Whanganui District Council) • an impact on our ability to copy from our main systems to the backup systems – meaning work can potentially be lost as copying falls further and further behind • performance issues if, and when, we do have to switch to using our back-up site at Palmerston North City Council in the event of an outage at Whanganui District Council

Risks to our Police CCTV could include:

• environmental disasters that damage the city wide network • ageing gear and fibre/infrastructure not

56 30 Year Infrastructure Strategy Factors influencing the Infrastructure Strategy

These key strategic issues are Demographic and land use are assuming that we will be able to attract more residents than we lose . likely to affect infrastructure changes management in the future . In this The Statistics New Zealand ‘Medium’ scenario Over the past 18 years Whanganui has had a assumes a loss of 40 people per year from 2018 section the implications that these generally declining population from a peak in onwards . We believe implementation of our issues have on our assets, and the year 2000 at 45,100 . At the 2013 Census Economic Development Strategy, the trend of why these issues are important, Whanganui’s population was 42,153 (usually people leaving Auckland for better lifestyle resident on Census night) and in 2014 it was reasons, and workforce mobility through are explained . estimated at 43,400 . Population growth broadband technology, could lead to a small continued in 2015 and 2016 with an estimated increase (rather than a decrease) in net population increase of 200 people each year . migration of 100-200 people every five years . 2017 estimates revealed a population increase of 700 . While this estimate was not available when However, overall there will still be a declining this strategy was being developed, earlier than population in the long-term as natural decreases predicted growth can be accommodated and due to an ageing population are highly likely to growth will continue to be monitored and our outweigh net migration . Based on these planning adjusted accordingly . assumptions, the projected population will peak in 2028-2033 at 45,000 and then decline to Statistics New Zealand has not released 44,100 in 2043 . updated forecasts based on the new 2017 estimates . From 2018-2028 Statistics New Zealand forecasts a flattening of the population with declines beyond 2028 . This is largely due to deaths exceeding births in the outer years . Net migration is forecast to decrease (medium projection), but we can influence this part and

Factors influencing the Infrastructure Strategy 57 Population forecasts Dwelling numbers are expected to increase from 50,000 19,326 in 2013 to a peak of 21,195 in 2033 and decline again to 21,020 in year 2043 .

Household occupancy rates are forecast to

47,500 decline from 2 .37 in 2013 to 2 28. in 2028 and then 2 .25 in 2043 . In 2013 the number of households was 17,887 and this is expected to peak at 19,305 in 2033 and then drop to 18,958

45,000 in 2043 .

The National Policy Statement on Urban Development Capacity 2016 requires us to show we have the land development capacity to cater 42,500 for projected growth over the next 30 years . Whanganui District Council has undertaken infrastructure modelling work to identify the

40,000 future infrastructure requirements to 1 1 7 7 7 2 5 3 9 4 11 17 21 12 15 13 31 18 19 16 14 10 2 3 22 25 23 32 3 33 28 38 2 26 29 3 36 34 20 30

2 0 accommodate this growth . The District Plan 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 20 4 2 0 20 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2 0 2042 2 0 20 0 2043 20 0 2 0 20 0 2 0 2005 2008 2006 2009 2004 2040 2000 review is planning for this growth to be Statistics NZ Census/Est. Resident Population (Actuals) Trend accommodated in Otamatea West with a total Statistics NZ Forecast Population @ Feb 2015 Statistics NZ Forecast Population @ Dec 16 (Med) of 179 new sections and 500 infill developments, Statistics NZ Forecast Population @ Dec 16 (Med with Revised Net Migration) and in Springvale with a total of 417 new With new greenfield development areas in sections There. is also potential for further infill In previous Long Term Plans we have assumed Otamatea West and Springvale planned to development in other parts of the city . A total of 75 new dwellings per year . Historical data shows come on stream in the next couple of years, it is 1,578 new lots is estimated to be required to an average of 67 new dwellings per year since expected that there will be about 117 new house the projected population growth . Please 1980 even in years when the population dwellings per year for the period 2018-2028 see Appendix D for growth area maps . These decreased . In the past five years we have seen dropping to 60 new dwellings for the period show the growth areas that will be rezoned around 60-65 new dwelling consents per year 2028-2038 and then no new dwellings ‘urban’ in the near future (Springvale Structure but this jumped to over 120 in 2016/17 . We do thereafter . Over the 30 year period it is forecast Plan and Otamatea West) . not know whether this is an anomaly or the that we will have on average 82 new dwellings beginning of a trend . per year .

58 30 Year Infrastructure Strategy projects: Natural events and climate • temperatures for the Manawatu-Whanganui change region to be 0 7°C. to 1 1°. C warmer by 2040 and 0 7°C. to 3 1°C. by 2090 The Whanganui District experiences a high number of weather-related natural events due • winter rainfall is predicted to increase by to having the river running through the town, 6-10% by 2090 although the region is not our coastal location and a catchment expected to experience a significant change comprising steep hill country underlain by soft in the frequency of extreme rainy days rock (sandstone and mudstone and volcanically • less winter snowfall and earlier spring melt derived sediments) . may cause marked changes in the annual cycle of the river flow There have been seven states of local emergency (1990, 1994, 1998, 2004, 2013, 2015 • some increase in storm activity, local wind and 2017) over the past 27 years – meaning that extremes and thunderstorms is likely to we average one event every 4 .5 years . occur

The Council relies on several funding sources to This could have large implications for areas like recover from major natural hazard events Whanganui which are already prone to river including NZTA funding support, as well as flooding and erosion . It could lead to increased having prudent insurance arrangements in sedimentation of the river and increase the place . The Council also incurs a share of the cost impact of high tides and storm surges at the and funds this through a natural disaster rate coast . This is likely to increase damage and and borrowing . disruption to infrastructure, transport, utility networks and other public services . It will put Climate change has been recognised as a key more pressure on stormwater systems and issue, with an expectation that local government power supplies . will lead community responses to its risks and opportunities . Councils have a legal obligation Horizons Regional Council has not undertaken a under the LGA and RMA to respond to climate specific study on the effects of climate change change . Climate change has the potential to for the districts within its region as some other increase flooding, coastal hazards, erosion and regional councils have done . landslides . The Ministry for the Environment

Factors influencing the Infrastructure Strategy 59 Possible climate change impacts on Council functions include:

Function Possible effects

Water supply and infrastructure Reduced security of supply

Wastewater Heavier rainfall events will cause more inflow and infiltration into wastewater network and overflow events will increase in frequency and volume

Stormwater Increased rainfall and sea levels will increase the frequency and/or volume of system flooding . There is greater potential for saltwater intrusion in coastal zones, changing flood plains and a greater likelihood of damage to properties and infrastructure – with a gradual deterioration to levels of service over the long term . There could possibly be a total loss to levels of service in key industrial area (Heads Road / Gilberd Street) in the case of sea level rise .

Roading Disruption due to flooding, landslides, fallen trees and lines

Urban planning Dealing with inappropriate location of development and retrofitting of infrastructure

Land management Erosion, changes in appropriate land use

Water management Variation in water volumes, sedimentation of rivers and river channel changes

Coastal management Sea level rise and associated ground water rise; increased frequency and intensity of storm surges; wave impacts and coastal erosion and accretion; sedimentation of the lower Whanganui River; harbour basin and inshore coastal environment; and changes to the coastal drift of sand . Loss of private and community assets

Civil Defence emergency management More events and resourcing required to manage and recover

60 30 Year Infrastructure Strategy Function Possible effects

Open space and community facilities management Impacts of temperature, rainfall changes and wind on the management and use of parks and playing fields

Transport Infrastructure disruption

Airport Inundation of aerodrome areas

Sustainable asset management approach

The Council has traditionally followed an age- based approach to its asset management planning for renewals and improvement . The key assumption with this approach is that an asset fails at the end of its design life (useful life) . This has resulted in high risk assets not being adequately funded and in under-optimised capital investment as depicted in Figure 2 .

The Council has now decided to take a strategic approach to its assessment of asset condition, criticality and performance and, as a result, is adopting a risk based approach . This method assumes that assets do not necessarily fail at the end of their design life, but instead will be considered to have failed if performance does

Factors influencing the Infrastructure Strategy 61 not meet expected serviceability requirements . This approach makes use of an initial criticality assessment to form a hierarchy of criticality (i e. . the consequence of failure) for the various components within the asset base . It then uses the data available on age and other attributes to estimate the ‘Likelihood of Failure’ . The product of these two variables forms the ‘Asset Priority Attribute’ (a risk rating) . The priority attribute provides direction to assessments of asset condition and performance . This model follows an iterative approach using the information gathered from the condition and performance assessments, to adjust the final priority for ultimate renewal/improvements .

This approach to asset management ensures:

• much flatter expenditure forecasts • the ability to reduce risk without the need to increase budgets or create future • improved understanding of the true levels of “bubbles” service provided by the assets Changing legislative • Planned Preventative Maintenance (PPM) • a low risk profile to critical assets requirements and and renewal/improvement of critical assets • high-confidence in data available on the environmental standards • Reactive Maintenance (RM) on non-critical condition and performance of critical assets assets • the ability to implement increases/ An increase in expectations over the standard to • renewal/improvement of assets strictly decreases to levels of service through which services are provided has accelerated in based on its true performance targeted capital investment recent years, both in terms of legislative requirements and community expectations . • proactive scheduling of renewal/ • the ability to scale expenditure to suit the These increasing expectations come at a cost, improvement of assets which are under- desired level of service and risk and affordability is a key consideration for the performing • optimised capital investment Council . The Better Local Government Services

62 30 Year Infrastructure Strategy reform of 2012 sought to narrow councils’ focus continue to impose a cost, particularly around significant portion of the funding for roading to core needs . In reality, the broader Council social and recreational infrastructure . projects (61%) within the District . The draft 2018 requirements to support community wellbeing policy statement indicates an overall drop in are still a key part of Council activity . Increasing The Council is required to maintain minimum funding for local roading over the entire country . environmental standards are also placing standards for drinking water . The Ministry of The One Network Road Classification (ONRC) greater costs on councils . It is likely that Health has indicated that District Health Boards defines service level standards depending on environmental, safety and accountability will be given the ability to make the decision on the task of the road . As the classification system requirements will increase during the 30 year whether or not town water supplies will be is implemented this has the potential to affect period of this Strategy and will impact on the fluoridated . While the Council will be able to national funding for local roads where the cost of providing services and infrastructure . apply for assistance with capital costs, we would community’s preferred level of service for a still need to fund operational costs . The particular road is different from the national A substantive increase in environmental delegation of responsibilities for the provision of classification system . standards for water through National services which require additional Council Environmental Standards or the regional plan infrastructure without additional funding Legislative changes to regulatory requirements will increase the cost of wastewater, stormwater streams is expected to be ongoing during the including the Food Act 2014, the Building Act and roading infrastructure by increasing the term of this Strategy . The Council will actively 2004, the RMA, the Sale and Supply of Alcohol need for treatment of stormwater and engage with central government to minimise Act 2012, the Dog Control Act 1996 etc, also wastewater prior to discharge . While it is noted these costs . place demands and cost pressures on Council that the most recent changes to national which flow through to user charges e g. . consent environmental standards did not have a Whanganui Port is identified within a future application fees . substantive impact on Whanganui District pilotage area by Part 90 of the maritime rules . If Council’s infrastructure, it has signalled a greater the port were to become designated as an emphasis on the recreational use of water that active pilotage area this would create further would require higher water standards . The port infrastructure costs in addition to the renewal of consents for discharges from advisory pilotage services currently offered by infrastructure during the term of this plan has the port . the potential to increase standards . The Government Policy Statement on Land We have an existing programme of works Transport sets the strategic policy direction on related to the strengthening of earthquake land transport with priorities around economic prone buildings under the Building Act 2004 growth, safety and value for money . The policy and Health and Safety at Work Act 2005 across statement dictates how funds from the land all parts of the Council . These requirements will transport fund are allocated, which provides a

Factors influencing the Infrastructure Strategy 63 with historic rates rises that, at times, have not Affordability kept pace with an ever expanding array of services delivered by Council . Debt had been Accommodating the costs associated with the forecast to peak in 2017/18 for a number of four issues outlined below will put pressure on years and now that we have arrived at our peak, rates: we must commit to a repayment programmeme so that we don’t encumber future generations . • Growth pressures • Dealing with the increasing frequency of, Rates levels in Whanganui are above the median and damage from, natural disasters and the for New Zealand Local Authorities . Given projected increase as a result of climate Whanganui’s current demographics, the change community does not have the ability to absorb large rate increases . • The reality that assets wear out and require constant maintenance and renewal • The increasing legislative requirements and environmental standards placed on local government, as well as increasing level of service expectations from the community

Affordability issues are compounded by our socio-economic profile which is marked by an aging population, low incomes and decreasing household sizes .

Whanganui District Council is starting this 30-Year Strategy and Long Term Plan with a high debt balance for what has been a declining/static population (although it should be noted that we are predicting modest growth going forward) .

This debt balance is the result of large infrastructure projects, particularly in the wastewater and stormwater activities, combined

64 30 Year Infrastructure Strategy Assumptions and risks

This Strategy has been prepared using the following overall assumptions which are consistent with the significant forecasting assumptions used in the LTP .

Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

Population growth That population growth is Moderate Revenue from rates and Making conservative growth lower than projected . (Possible / Moderate) development contributions assumptions that account for The population of the district will not be accurately reasonably foreseeable is expected to grow to a forecast and costs of new development activity . peak of approximately infrastructure could fall onto 45,000 by 2028-2033 and Closely monitoring local existing ratepayers . drop to 44,100 by 2043 . trends and community demographics . Household numbers are expected to peak in 2033 at 19,305 and drop to 18,958 in 2043 . Dwelling growth is expected to be around 117 dwellings per year from 2018-2028 peaking at 21,195 in year 2033, and then dropping to 60 per year from 2028-2038 – with no new dwellings thereafter . The average occupancy per household is expected to drop from 2 .37 to 2 .28 by 2028 and to 2 .25 by 2043 .

Assumptions and risks 65 Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

That population growth is Moderate Infrastructure works and higher than projected . (Possible / Moderate) associated costs will need to be brought forward .

Climate change Planning has not adequately Moderate Accretion, sedimentation of Updated flood hazard accounted for climate (Unlikely / Moderate) the river, greater flooding, mapping reflected in District Whanganui expects: change impacts and the impacts on coastal Plan . average temperatures to rise associated cost . environment and settlements, Roading Recovery rate . by 1° C by year 2040 and 2° increased stormwater C by year 2090 flooding, higher river levels, Control future land developments . wetter conditions with annual increased groundwater levels precipitation up 3% and and hill side erosion . Set commensurate and winter rainfall up 8% by year relevant levels of service . 2090 Increase investment in or an 80cm sea level rise by retreat from areas of risk . 2090 . This will increase the frequency and intensity of natural events .

Natural hazard events There are natural hazard Significant Community disruption, Continuing to maintain Civil events more often than (Possible / Major) infrastructure damage and Defence Emergency There will be natural hazard expected risk assessments . additional funding being Management (CDEM) events e g. . flooding, required to remedy damage . readiness for response and landslides, severe winds that recovery . cause localised damage about every 3-5 years which Business continuity planning . will be funded from a Maintaining adequate combination of a Roading insurance cover . Recovery rate and insurance . Roading Recovery rate .

66 30 Year Infrastructure Strategy Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

Earthquakes A significant earthquake Moderate Community disruption, Continuing to maintain CDEM strikes that causes major (Unlikely / Catastrophic) infrastructure damage and readiness for response and It is unlikely that there will be damage to Council and additional funding being recovery . a significant earthquake in community assets . required to remedy damage . the period of this Strategy Business continuity planning . that causes damage to Programmeme of seismic Council assets . strengthening for public (The Council is not expecting buildings . a significant earthquake in Maintaining adequate the period of this Strategy insurance cover . that causes damage to Council assets)

Asset life Earlier than planned asset Significant Total loss of service or Assets are assessed on their failure . (Possible / Major) reduced level of service . criticality and likelihood of Assets do not necessarily fail failure and risk ratings are at the end of their design life . established to prioritise and An asset is considered to optimise investment have failed if its performance programmemes does not meet expected serviceability requirements .

Central Government Changes in Central Moderate Could have significant Advocating and submitting policy Government Policy occur and (Likely / Minor) financial impact on resources against unreasonable place additional compliance to meet legislative requirements put on to Central Government policy requirements on councils and requirements and require councils . settings as they impact local communities to comply . changes to service delivery/ Seeking the most cost government costs remain as organisational form . is and environmental effective ways of meeting standards remain constant . new statutory requirements .

Assumptions and risks 67 Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

Inflation/cost change That actual inflation will be Years One to Three: Low Inflation is affected by While individual cost indices significantly different from (Unlikely / Minor) external economic factors . will at times vary from what The financial information is the assumed inflation . has been included in this based on the following Years Four to 10: Moderate Council’s costs and the plan, the Council has relied adjustments for inflation . (Possible / Minor) income required to fund on the Reserve Bank use of Council has used the BERL those costs will increase by monetary controls to keep forecasts of price level Council’s average rate of inflation within the 1 to 3% changes to calculate a inflation . range . weighted average inflation Where the actual inflation rate for each year of the plan . differs from the assumed Where expenditure is subject inflation the cost of the to inflation, the following activity will differ . Lower rates have been applied: inflation may result in Council 2018/19 0% reducing the funding . Higher inflation may increase the 2019/20 2 .2% funding . 2020/21 2 .2% 2021/22 2.2% 2022/23 2 .3% 2023/24 2 .3% 2024/25 2 .4% 2025/26 2 .5% 2026/27 2 .6% 2027/28 2 7% .

Asset data knowledge Incorrect asset data resulting Significant Replacing assets before their Accurate condition rating in incorrect expenditure and (Possible / Major) end of life resulting in loss of and performance Council has an accurate loss of service potential . remaining value and measurement of assets . record of assets to enable increased expenditure . good decision making .

68 30 Year Infrastructure Strategy Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

timing of capital projects and Capital projects are delayed Moderate Delay in completing projects The timing and cost accuracy of cost estimates or take longer to complete (Possible / Moderate) could result in an escalation estimates of upcoming than estimated of costs in addition to capital projects are reviewed That capital projects will be Moderate Council not being able to prior to commencement, with completed within the Actual capital project costs (Possible / Moderate) deliver required levels of reviews continuing projected timeframes and are significantly under or services . throughout the life of the budget cost estimates . over budget project . Significant variances of actual capital costs to Adequate funding sources budgeted capital costs may are confirmed prior to result in either: project commencement . Over-collecting revenue from various sources, such as development contributions, fees and rates; or Funding shortfall, placing additional pressure on Council resources, such as borrowings and rates .

Assumptions and risks 69 Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

Funding of capital Projected revenue from user Moderate Revenues could reduce Levels of revenue from user projects charges financial assistance (Possible / Moderate) without the ability to reduce charges have been set at is not achieved . expenditure proportionately . realistic levels in accordance Funding sources (including In this event, the account with the ratios outlined in the Levels and sources of external funding sources) do would run in deficit, with Revenue and Financing funding differ from those not change over the life of charges reviewed for the Policy . forecast . this Infrastructure Strategy . next financial year . Funding for projects and NOTE: Funding sources are Project and asset funding assets is considered before specified in the Revenue and could result in projects being the commencement of each Financial Policy and Financial revised or alternative funding project or asset . Strategy . This applies to user sources used . fees, charges and external A significant impact from funding towards projects and changes in funding or assets . funding sources may result in a revised capital work programmeme, or changes in the level of user fees and charges, borrowing or rating requirements .

Resource consents Work is not performed in Moderate Breaches of resource consent Routine monitoring of accordance with the (Possible / Moderate) conditions may result in consent conditions for Conditions of resource conditions of the consent . increased costs and // or compliance . consents held by Council will (Unlikely / Moderate) legal action taken against not be altered significantly . Conditions of Council-held Council; however, the specific resource consents are extent of any breaches or reviewed and altered . legal actions cannot be accurately quantified prior to their occurrence .

70 30 Year Infrastructure Strategy Assumption Risk Risk rating Impacts Mitigation measures (likelihood vs consequence)

Credit availability Required credit cannot be Moderate Funding would need to be Prudent debt levels are obtained from financial (Unlikely / Moderate) obtained from alternative maintained to mitigate risk Credit can be obtained from institutions . sources or work for financial institutions, financial markets on programmemes adjusted . including maintaining competitive terms and adequate levels of undrawn conditions . committed bank facilities . Relationships are maintained with various financial institutions and Council regularly monitors credit markets .

Network capacity Network capacity for the Moderate Network performance may Periodic re-measurement and three waters networks are be either overestimated or recalibration to be done on not as modelled and underestimated, resulting in targeted sub-catchments measured through calibrated over-investment or under- over the next 3 – 5 years, and third party monitoring investment . results compared for services . reasonability .

Development Development contributions Moderate Budgets are insufficient or Careful planning of growth contributions are not recovered to match inappropriate for the level of demand projects so that expenditure of network growth . Revenue is not expenditure and recovery Growth will occur at the upgrades . gathered . match market demand . projected rate and in the projected order .

Assumptions and risks 71 Significant infrastructure issues How our infrastructure issues impact on our assets and options for managing these issues

Water supply

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Managing increasing community 1 . Increase budgets for legal and 1 . Increased operational expenditure Increase levels of service . expectations and higher professional costs, to meet higher of around $100K per annum . levels of service . regulatory standards – needs not 2 . Increased operational expenditure wants: 2 . Lobby stakeholders to maintain of $100K per annum . reasonability around new 3 . Increased capital expenditure of Increasing difficulties in renewing regulations . $200K, with ongoing operational resource consents for water 3 . Increase capital and operational expenditure of $20K . extraction . investment to meet higher 4 . Combined costings of 1,2 and 3 . This will mean higher standards of standards . treatment for potable water . 4 . Combined approach using We also expect a higher degree of options 1, 2 and 3 . regulation on operations .

The most likely scenario Option 4 . Significant decision to be made within the next 20 years around the time of renewal of existing resource consents, or around the time of applying for new consents, depending on the outcomes of consultation .

72 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Renewing infrastructure in a 1 . Invest in new assets to provide an 1 . Additional capital expenditure of Maintain levels of service . sustainable manner: alternative route (a new pump $1M . station, and rising main across Issue 1: the Whanganui River) . Risk of interrupted supply line across the Whanganui River when Dublin Street Bridge reaches the end of its useful life .

Issue 2: 1 . Adopt a risk-based approach for 1 . No additional capital investment, Increase levels of service, with no investigations, renewals and however, a lower more sustainable additional cost . Poor understanding of true condition capital investments . overall risk profile is achieved . and performance of critical at risk assets . 2 . Renew infrastructure on expiry of 2 . No additional capital investment, design life . however, a higher less sustainable overall risk profile is achieved .

The most likely scenario Issue 1: Option 1 – Significant decision to be made within the next 10 years as to whether or not to build a new pump station and rising main to by-pass Dublin Street Bridge in the event of its disposal . Issue 2: Option 1 – Significant decision to be made within the next year to adopt a risk-based approach to asset renewals and capital investment programmeme .

Significant infrastructure issues 73 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Ensuring infrastructure is resilient 1 . Increase the degree of 1 . Additional capital expenditure of Increase levels of service . to major natural events: redundancy by constructing new $2 5M. . water mains to form a ring main Issue 1: within the network for critical Low degree of redundancy of critical sections . mains within the water network .

Issue 2: 1 . Consider alternative water 1 . Additional capital expenditure of Increase level of service . Low degree of redundancy for water sources, in order to increase the $1M . sources . degree of redundancy of water supply assets .

The most likely scenario Issue 1: Option 1 – Significant decision to be made within the next year about whether or not to increase the degree of redundancy within the water network by installing additional ring mains . Issue 2: Option 1 – Significant decision to be made within the next three years about whether or not to identify alternative water sources .

74 30 Year Infrastructure Strategy Stormwater drainage

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Significant impacts of climate 1 . Retain the status quo, and accept 1 . Normal expenditure Maintain levels of service . change on the stormwater a gradual deterioration to programmemes over projected available levels of service . timeframe of strategy, with no activity: additional cost . 2 . Adopt higher levels of service for Issue 1: the gravity design of stormwater 2 . $20M over 30 years on selected More frequent and higher intensity infrastructure . configurations . rain events reduce the available levels 3 . Create purpose-designed 3 . $5million capital expenditure, with of service delivered by the existing attenuation basins in available $250K per annum operational stormwater infrastructure network . public open spaces (e g. . wetlands, cost . dry-basins to Springvale Park) 4 . Combination of options 1,2 and 3 . 4 . Combination of 1,2 and 3 .

Issue 2: 1 . Revise design standard to include 1 . An increase in spend of 20% to climate change for a longer time 50% over the projected timeframe The local design standard takes into horizon (2090 as a bare of the strategy (e g. . if capital account climate change to 2050 – minimum) . investment is projected to be however, asset planning is for a 100 $100M over 30 years, it will year lifespan (beyond 2120) . increase by $20M to $50M over the same period) .

Issue 3: 1 . Consider over pumping of 1 . >$1Million capital investment, with stormwater in the Heads Road additional operational expenditure Sea-level rise is projected to be an Industrial Area – and whether this of $100K per annum . estimated 80cm by 2090, which may will be cost-effective . present significant risk to the Heads 2 . Infrastructure divestment and Road Industrial Area due to its 2 . Consider “organised retreat” from reinvestment of >$50million . proximity to the Whanganui estuary . the Heads Road Industrial Area in This would compromise its ability to the long term . drain stormwater effectively using conventional methods .

Significant infrastructure issues 75 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario Issue 1: Option 4 – significant decision to be made over the planning period to make incremental increases to funding to change the levels of service for the Stormwater network . Issue 2: Option 1-Significant decision to be made within the next 10 years on changing the design standard for designing stormwater infrastructure . Issue 3: Option 1 – Significant decision to be made within the next 10 years tochange the levels of service for Stormwater to the Heads Rd Industrial Area .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Impacts of forecast population 1 . Retain the Status Quo and accept 1 . Most cost-effective option, with Increase levels of service to facilitate changes: a medium term decrease in the no increase in projected growth . levels of service available . investment programme . Medium term demand for new infrastructure . 2 . Increase levels of service over the 2 . Increase in capital investment of long term to cater for changes in >$20M, with increased This will cause long term decrease in population . maintenance and operational demand for new infrastructure . expenditure per capita . Costs to Furthermore, there will be long term be recovered from development challenges in paying for ongoing contributions . maintenance and renewal of assets .

76 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario Option 2 – Significant decision to be made within the next year to adopt a capital investment programmeme to allow for population growth over the medium term . This will be done by incremental investment into new assets to improve the level of service over the long term .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Impacts of rates affordability 1 . Adopt a risk-based approach for 1 . No additional capital investment, Increase levels of service, for no and the need for renewing investigations, renewals and however a lower, more sustainable additional expenditure . capital investments . over-all risk profile is achieved . infrastructure in a sustainable manner: 2 . Renew infrastructure on expiry of 2 . No additional capital investment, design life . however a higher, less sustainable Poor understanding of true condition over-all risk profile is achieved . and performance of critical at-risk assets .

The most likely scenario Option 1 . Significant decision to be made within the next year to adopt a risk-based approach to asset renewals and capital investment programmeme .

Significant infrastructure issues 77 Significant infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Impacts of increasing community 1 . Retain existing levels of service 1 . No increase in projected Maintain levels of service . expectations and higher and, and inform community ‘on investments . needs not wants’ . regulatory standards: 2 . New Infrastructure investment . 2 . Invest in new infrastructure to Increased demand for higher levels of 3 . > $100M over the period of provide higher levels of service . service . planning, depending on new 3 . Engage with regulators and standards set . A possible future onus placed on stakeholders to lobby for Local Authorities to treat stormwater 4 . New service to be provided by reasonable apportionment of the to a regulatory standard . local authority, and paid for by cost of treatment, should this ever others – this should be cost become compulsory . neutral .

The most likely scenario Option 1 . Significant decision to be made within the next 20 years (around the time of expiry of the stormwater resource consent in 2036), on whether or not the levels of service for stormwater will be increased to include treatment to a new regulatory standard .

78 30 Year Infrastructure Strategy Wastewater

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Poor performance of the 1 . Invest in new assets to achieve a 1 . $13M over 10 years will achieve a Increase levels of service . wastewater network during wet reasonably practicable level of reasonably practicable level of service for wet weather service for wet weather weather events: performance . performance . Excess inflow and infiltration from 2 . Status Quo option, however this 2 . No additional cost, however there unknown sources causes the option allows excessive frequency is undue risk on the environment . wastewater network to spill during and duration of wet weather spills . wet weather events .

The most likely scenario Option 1 . Significant decision to be made within the next year to increase the levels of service for wastewater wet weather spills, and include capital investment programme to address the issue .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Impacts of growth and 1 . Invest in new assets in targeted 1 . Minimal additional cost to Council . Increase levels of service to facilitate areas to service growth forecasts . growth . population changes: 2 . High risk, with the cost of Costs can be distributed to development having to be funded Adverse impact on the existing developers as part of their by the ratepayer in retrospect . wastewater network capacity and contributions . performance . 2 . No proactive investment, continue with ad hoc approach .

Significant infrastructure issues 79 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario Option 1 – Significant decision to be made within the next year to adopt a capital investment programmeme to allow for growth within the wastewater system .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Renewing infrastructure in a 1 . Adopt a risk-based approach for 1 . No additional capital investment, Increase levels of service, for no sustainable manner: investigations, renewals and however a lower, more sustainable additional cost . capital investments . over-all risk profile is achieved . Issue 1: 2 . Renew infrastructure on expiry of 2 . No additional capital investment, Poor understanding of true condition design life . however a higher, less sustainable and performance of critical at-risk over-all risk profile is achieved . assets .

Issue 2: 1 . Invest in new assets to provide an 1 . $3M capital expenditure, and Maintain levels of service . alternative route (e g. . a new increase in operational budget to Requirement for a continued supply- pump station and rising main approximately $10K per annum . line across the Whanganui River given directly to the Wastewater that Dublin Street Bridge is nearing Treatment Plant) . the end of its useful life .

The most likely scenario Issue 1: Option 1 – Significant decision to be made within the next year to adopt a risk-based approach to asset renewals and capital investment programmeme . Issue 2: Option 1 – Significant decision to be made within the next 10 years to fund an alternative route .

80 30 Year Infrastructure Strategy Roading and footpaths

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Renewing infrastructure in a 1 . Renew assets based on condition 1 . Best value for money approach, Maintain levels of service . sustainable manner: and performance priorities . whilst meeting the agreed levels of service . Issue 1: 2 . Renew assets on a reactionary basis only . 2 . Increased costs, with no guarantee The form and shape of the road that levels of service will be met . network are not meeting changing demands and needs – resulting in decreasing levels of service and increasing reactive interventions .

Issue 2: 1 . Divest in surplus assets . 1 . No increase in projected investments . Ensuring connectivity across the 2 . Renew assets which are surplus to Whanganui River, given that Dublin requirements . 2 . >$30M over the projected Street Bridge is nearing the end of its planning period . useful life .

The most likely scenario Issue 1: Option 1 – Significant decision to allocate budgets to renew assets based on condition and performance only . Issue 2: Option 1 – Significant decision to be made within the next 10 years on whether or not to renew, or dispose of, Dublin Street Bridge .

Significant infrastructure issues 81 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Impact of major natural events 1 . Accrue a contingency fund for 1 . Increased operational investment Maintaining and increasing the levels and climate change: clean-up and repairs following (around $200K per annum), of service through increasing our major unplanned events . however delivers a more resilient resilience to unexpected major natural The network is impacted by changing and sustainable position . events . geology, topography and weather 2 . Retain status quo, and reassess on resulting in increased resilience issues a reactive basis when a new event 2 . No increase in operational and high repair costs when unplanned occurs . investment, however delivers a events occur . less resilient and an unsustainable position . The impact of major natural events is: reduced availability of the transportation network increased costs associated with emergency works increased risk of premature failure of asset as a result of the repetitive rainfall reduced network performance as a result of sodden pavements

The most likely scenario Option 1 . Significant decision to be made within the next year to include a contingency fund for future flood recovery events, as an improved level of service to manage risk .

82 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Managing increasing community 1 . Invest in new assets to meet the 1 . >$10M over the length of the Maintain levels of service . expectations and higher increased demand in levels of planning period . service . regulatory standards – needs not 2 . No additional cost . wants: 2 . Accept a reduced level of service . The changing needs (mobility) and expectations (active modes) of the community require investment to meet level of service for all modes . This impacts on a range of factors such as urban intersection layout, age capability and the inexperience of drivers is contributing to death and serious injuries .

The most likely scenario Option 1 . Specific projects for changing the levels of service may meet the threshold of significance .

Significant infrastructure issues 83 Parks and recreation

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Growth related issues associated 1 . Maintain current level of green 1 . Retain current levels of Growth . with new dwellings: space availability – Status quo . expenditure to meet current level of green space availability . Ensuring that usable open spaces and 2 . For growth areas, developers playgrounds are provided in existing required to contribute land or 2 . Level of service for reasonable and growth areas of the city to funds to meet targets to provide access will be met . Higher cost to maintain reasonable access . reasonable access, and in other Council if contributions not made areas where a need is identified, by developer . Increasing number land be purchased for of recreational areas will increase recreational purposes by Council the maintenance costs . based on ‘reasonable access’ Divestment of land surplus to provision . Any and that is over requirements may offset and above what is required be maintenance costs and potentially considered for divestment . In offset the purchase cost of any some scenarios infrastructure land required to meet reasonable projects may provide options for access requirements . increasing recreational activities .

The most likely scenario Option 2 . Spread the cost of obtaining land to meet the Levels of Service for reasonable access to usable open spaces and playgrounds .

84 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Resilience to major natural events 1 . Continue to fund clean-up 1 . Acceptance that the river will Maintain levels of service . and climate change: activities at Kowhai Park from flood and that financial allowances flood relief fund and insurance – are likely to be required within Recurring frequency of flood events status quo . Council’s long-term planning . The where water breaches the stop banks 2015 flood clean-up cost of 2 . Give consideration to whether or and floods Kowhai Park . Kowhai Park was within the region not Kowhai Park . Playground of $365K . should remain in current location or a premier playground be 2 . Significant capital outlay would be developed elsewhere . required to recreate Kowhai Park in a different location (this would cost millions of dollars) .

The most likely scenario Within the term of this plan, Option 1 . Option 2 will require a significant decision from Council and is likely to be influenced by the extent to which weather events continue to impact on Whanganui .

Significant infrastructure issues 85 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Resilience to major natural events 1 . Work in partnership with sporting 1 . Provides a more reliable surface Maintain levels of service . and climate change: bodies to invest in artificial and one which is potentially what surfaces where that would be the is now required for top level Increased heavy rainfall events with most appropriate surface . sporting competition so this may an impact on our ability to maintain potentially attract more events to 2 . Investigate drainage options to grass play surfaces to the current Whanganui e g. . hockey turf . The protect significant sports fields standard that are able to be used financial impact would be variable . regularly for organised sporting against water logging which activities across sporting codes . disrupts organised sports 2 . Allows increase in usage of activities . sporting facilities . Not appropriate for all sporting codes . Financial 3 . Retain status quo and accept that impact variable but costly . the level of service may deteriorate . 3 . Retain current levels of expenditure to meet current level of service .

The most likely scenario Option 3 considered in the short term . There may be opportunities that arise which make Options 1 and 2 more feasible for specific projects but this is an unknown .

86 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Resilience to major natural events 1 . Retain status quo and accept 1 . Ongoing maintenance costs will Maintain levels of service . increase overtime, and there will and climate change: gradual change to the Higher levels of service . environment with minimal control be a possible loss of access to Coastal erosion of Castlecliff Reserve measures . Duncan Pavilion and the Surf Club . dunes . Current operating costs in the 2 . Discontinue current maintenance region of $60K per annum . regime . 2 . There will be an operating cost 3 . Complete and adopt a coastal saving but a likely increase in management plan to preserve the one-off clean-up costs (which are natural environment . likely to be significant) . 3 . A Coastal Management Report is in the process of being completed, with proposed outputs and costs to be determined . Costs are likely to be significant in the short term, but potentially will result in less sand clearance being required in the long-term .

The most likely scenario In the short term Option 1, with Option 3 considered and implemented upon receipt of the Coastal Management Report – potentially a significant decision .

Significant infrastructure issues 87 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Continue to maintain and replace 1 . Retain current levels of service Maintain levels of service . the track surface . and resurface the track in 2021 – Cooks Gardens – continue to maintain this is estimated to cost $400K . the running track to an IAAF Class 2 2 . Work with sporting bodies to Replacement costs would be in certified athletics track standard . seek funding for part or all of the the region of $700K . costs to maintain current levels of service and help to secure large 2 . Would reduce capital outlay for athletics events . Council . 3 . Do not maintain the current 3 . This would reduce the capital standard but run the track down . outlay and level of service to the community, but would increase operating costs .

The most likely scenario Option 2 . However, committing to Option 1 should external funding not be sourced . This requires a significant decision . Option 3 is not considered as the track is an integral part of the Cooks Gardens history, reputation and attraction to visitors . It is also a part of a significant facility for Whanganui .

88 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Continue to fund aquatic facilities 1 . Maintain existing levels of current Maintain levels of service . at the current level – Status quo . expenditure . Continuing to maintain two aquatic facilities . 2 . Closure of one facility . 2 . Reduction on both future capital and operating costs . 3 . Build a new facility that has both outdoor and indoor options . 3 . Significant capital expenditure requirement .

The most likely scenario For the term of this plan, Option 1 . Council has only recently incurred approximately $350K of capital improvements extending the life of the Whanganui East Pool for a further 10-15 years . A significant decision would be required prior to the time that more expenditure is required . In the longer term (years 10 and onwards of the Strategy) Council will need to give consideration to Options 2 and 3 and understanding the community need at this time .

Significant infrastructure issues 89 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Do not replace track and the 1 . No upfront capital costs to replace Maintain levels of service . facility becomes redundant at the the track . However consideration Current condition of the velodrome Increase levels of service . end of the current useful life of the would need to be given to de- track . track . commissioning the velodrome facility . 2 . Full replacement of the track at the cost to the ratepayer . 2 . The replacement of the track surface is likely to cost within the 3 . Pursue a regional development region of $1 5M. . proposal and funding to roof the facility and replace the entire 3 . Funding for the track replacement track to ensure a longer lifespan . forms part of the velodrome redevelopment total project cost 4 . Pursue a regional development – with the majority of capital funds proposal to roof the facility, and raised external to Council . undertake a staged track replacement . 4 . The velodrome redevelopment project continues with the majority of capital funds raised external to Council, and Council funding a staged replacement of the track . The cost to replace one third of the track is within the region of $700K .

The most likely scenario The current indications are that the track will require replacement within the next two years . While consideration can be given to a staged and partial replacement of the track, there is a question over whether this would meet the level of service required by the user . This would have a direct impact on its use and the justification for proceeding . If Option 2 is required, then this will require a significant decision from Council . Option 3 is considered the most likely scenario, if funding is forthcoming .

90 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Managing increasing community 1 . Continue to fund maintenance 1 . Maintain current levels of service Maintain levels of service . expectations – needs not wants: and replacement of current and expenditure . While each playgrounds – status quo . playground may be safe, they may Ensuring playgrounds are safe, high not necessarily meet community 2 . Replacement playgrounds be quality, reasonably accessible and expectations . The current situated to better meet changing meet the needs of the community . maintenance budget is population demographics and approximately $35K per annum . meet the voluntary Playground Renewals are within the region of Standards . $60K per annum . 2 . New and basic community playgrounds cost within the region of $120K . Potentially, a new play area may be required in Otamatea within the LTP, and initial analysis of playground provision throughout Whanganui shows that there is a lack of facilities in Aramoho, so this may also need to be addressed within the LTP .

The most likely scenario Option 1 with consideration required for new playgrounds when development occurs . No plans to relocate any existing playgrounds due to population demographics .

Significant infrastructure issues 91 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Managing increasing community 1 . Maintain current level of provision 1 . No new public toilets . We would Increasing levels of service . expectations – needs not wants: – Status quo . maintain current levels of service and expenditure . Public toilet provision is not meeting 2 . Assess and replace, or build, community and visitor needs . toilets where there is a proven 2 . Assess current levels of service demand . Retire facilities that are and demand with appropriate not required . action taken . The cost of a new facility will vary depending upon scope ($60Kto $120K) .

The most likely scenario Option 2 . Consideration is being given to Whanganui River Road, Upokongaro and along the river in the urban area . The current community views survey shows that there is demand for more toilets .

92 30 Year Infrastructure Strategy Cultural and Events Facilities

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Continue with current model of 1 . Ratepayer reliance will continue to Maintain the level of service . funding from the Ratepayer and rise if additional revenue streams Funding of Community, Cultural and maintain the facilities to the are not successful . Event infrastructure over the next 30 current level, but also work years to ensure that the facilities 2 . Reduction in overall appearance of towards attracting increased remain to a high standard and meet facilities that will impact on people revenue streams through the the needs of the community . and groups wanting to use the strategic plans of each activity . venue or facility . 2 . Reduce ongoing maintenance of 3 . Capital and ongoing maintenance the facilities to only repair when and replacement costs, while absolutely necessary . reduced, still need to be 3 . Investigate alternative more accounted for . cost-effective methods of service 4 . External funding will be difficult to delivery to deliver equivalent source on an ongoing basis, this levels of service at reduced cost . could help periodically but unlikely 4 . Investigate alternative (external) for long periods of time . funding opportunities to help 5 . Less reliance on ratepayer but the reduce the burden on Ratepayers operational and levels of service but maintain current levels of provided will be out of Council’s service control . Finding a suitable owner 5 . Sell or contract out ownership of or trust to run the facilities may facilities to external trusts or prove problematic, and there will organisations to fully manage and still be an expectation for Council maintain . to provide funding and to meet any shortfalls 6 . A mixture of 1-4 listed above where Council will maintain 6 . Overall costs reduce as other existing levels of service but will revenue streams are sourced as reduce maintenance spends well as reduced non-critical where possible and continue to maintenance . improve revenue streams, and source external funding opportunities .

Significant infrastructure issues 93 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario Option 6 . The Council will continue with the existing funding model over the next 1-3 years but will look at ways to source additional funding through external opportunities . If successful, this should result in a reduction of Ratepayer contributions for years 3-10 of the LTP . The overall maintenance cost will reduce as Council will implement a robust system to ensure that the facilities’ critical assets are maintained to current levels – but those that are non-critical will have an extended lifecycle based on ongoing condition assessments .

94 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Renewing infrastructure in a 1 . Do nothing but continue to 1 . Ageing equipment will result in Maintain the level of service . sustainable manner: maintain existing equipment, and fewer shows being available for focus on those shows that do not customers . The RWOH will lose its The backstage and stage area of the require modern technology current status of being a world Royal Wanganui Opera House is (become a boutique theatre) . class venue . However, the cost to ageing in terms of the set up and run the venue will be less . equipment, and may soon become 2 . Continue to monitor the redundant . Promoters and shows are requirements and impacts of the 2 . The impact over the next few already looking at venues that have users and, from year 10, start a years is minimal but will need to modern equipment and are more replacement programme to be monitored as different user technologically advanced . upgrade the stage and backstage requirements are requested . areas and work closely with the Planning should start early to Friends of the Opera to source ensure that any costs can be external funding . spread out across a number of years to reduce the impact on the 3 . Lease or sell RWOH to a Trust or ratepayer . another organisation and it becomes their responsibility to 3 . Less reliance on ratepayer but the upgrade or not . operations and levels of service provided will be out of Council’s control . Finding a suitable owner or trust to run the facilities may prove problematic, and there will still be an expectation for Council to provide funding and to meet any shortfalls .

The most likely scenario Option 2 . The Opera House will continue to be funded similarly for the next 10 years and will upgrade equipment on an as required basis . Any significant changes in design and setups around the backstage and stage support will be planned from year 10 . However, this may need earlier reviewing if there is a dramatic change in user requirements that have a significant impact on bringing shows to Whanganui .

Significant infrastructure issues 95 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Managing increasing community 1 . Develop dedicated satellite 1 . It is estimated that the capital cost Maintain the level of service and, expectations and higher libraries in the suburbs similar to of new libraries will be between where appropriate, increasing Gonville Library so the community $200-400K, with a significant accessibility . regulatory standards: (especially those that find it increase in operational costs at an A challenge for libraries is ensuring difficult to access the main library) expected level of around $120K that they continue to meet the needs have a library closer to their per library . The level of service of the community, and with an ageing homes . provided to the community in population having the library in the terms of libraries will increase . 2 . Relocate Davis Library to Victoria CBD is problematic . Previous plans Avenue as part of the town centre 2 . Significant cost implications, in had indicated a preference to build regeneration programmeme . particular a capital cost of dedicated new libraries hubs and between $4M and $8M that would relocate the central library to Victoria 3 . Develop partnerships with fall almost entirely on rates . Avenue but these are very costly business and community facility Limitations on parking could result options which have both significant owners in the suburbs and install in reduced access compared with capital and operational costs . ‘Like for self-service library hubs using the current location and we would like’ replacement cost of the existing library’s RFID system in existing need to find alternate uses for the ageing Mobile Library is substantial . business or community venues . existing buildings which would be 4 . The mobile library service vehicle limited by their location within a will be replaced with two vans, reserve . which will be both more versatile 3 . The capital cost will be less than and less expensive and do not setting up a fully-fledged branch require a driver with an HT library; and ongoing operational licence . costs for this initiative will be 5 . Do nothing and continue to minimal . There will be an increase maintain the current libraries to in levels of service and possibly existing levels and continue with wider benefits for business owners the mobile bus and home service that wish to collaborate . The to reach the wider community and estimated cost is $50K per hub those with difficulties coming into – establishing four hubs over the the CBD . years 2018/19 to 2021/22 . There would be a $30K replacement cost per hub on an 8-year replacement cycle .

96 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

4 . Possible external funding to support acquisition . Vehicles would have less time off road because of staff absences or mechanical failure . The estimated cost is $150K to $300K depending on the external funding level in 2018/19 . There would be an estimated ten year replacement cycle . 5 . The current level of service provided to the community is adequate, however a challenge for libraries is to remain relevant and to ensure that our community is learning through reading . Although there will be minimal impact on budgets, the level of service for those that find it difficult to travel into the CBD will remain low in some areas .

The most likely scenario Options 3 and 4 . If the option of creating partnership library hubs is chosen then there will be an ongoing development plan to introduce libraries into the suburbs on an annual basis over the next four years . The Mobile Library is at the end of its useful life . Replacement by two vans in 2018/19 will provide service resilience at a lower cost than simple ‘like for like’ replacement . Other library projects will extend out to year 10 . This should provide enough time for Council to work with community groups and businesses to identify areas that would most benefit from this initiative . The Davis Library will remain at its current location in Queen’s Park .

Significant infrastructure issues 97 Property buildings – pensioner housing

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Functional obsolescence: 1 . Retain status quo . 1 . The current financial position Level of service increase . requires additional loan funding as All 1 bedroom units are ageing . Within 2 . Over time, and as demand for two revenue is insufficient to cover our current stock of 275 flats spread bedroom units increases, convert operating expenses . However, across 16 complexes we have 25 some units into two bedroom Council has agreed to increase buildings that are a block of three flats . revenue by 1% per year over the flats (75 flats in total) . next five years, and occupancy rates are also on the rise . 2 . As demand increases and market conditions change, consider converting some units to two bedroom flats . Expected cost to be in the vicinity of $50K to $60K per conversion .

The most likely scenario Option 1 is considered the most likely .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Effect on rates and/or seaport 1 . Adopt and implement an 1 . A limited resource cost to Reduce rates . maintenance if they fail: Investment Strategy that will administer the portfolio but a match or increase current returns significant loss of income which In 2016/17 City Endowment on investments . would directly impact on rates . investment properties returned a net profit of $352K (6% of Asset Value) 2 . Do not look to obtain a market 2 . Would result in a loss of income while the Harbour Endowment return from investment properties which is used to off-set rates . Investment properties returned a net within the Harbour and City profit of $1 1M. (6 .2% of Asset Value) . Endowment portfolios .

98 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario The Endowment portfolios are being managed in a way that ensures the value and revenue generated will remain intergenerational . Option 1 is the option that provides the greatest benefit to the ratepayer .

Property buildings – 101 Guyton Street

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Administration Building 101 1 . Accept that the building may fail 1 . No cost . Maintain levels of service . in a significant event and utilise Guyton Street: 2 . Approximately $120K – this is back-up sites as identified . Business Continuity Plan (BCP) in the allowed in Year One of the LTP . 2 . event of the building being Increase resilience as an 3 . Not priced as yet . unavailable including Emergency “Importance Level 2 Building” as Operations Centre (EOC) function . scoped (main work on the 3rd floor) . Building may still fail in a The administration building is significant event and the currently at 57% of NBS for an utilisation of back-up sites as “Importance Level 2” building . identified will be required . If required to meet “Importance Level 3 . Upgrade to a building that meets 4” then significant expenditure will be “Importance Level 4” in order to required . increase the resilience of the facility .

The most likely scenario Option 2 – increase resilience as an “Importance Level 2” building as scoped (main work on 3rd floor) . Cost is relatively insignificant to improve resilience .

Ports – Airport

Significant infrastructure issues 99 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Significant impacts of Climate 1 . Do nothing and accept that the 1 . With the proposed introduction of grass runways will be closed more the New Zealand International Change: Growth in use of grass runways often . Commercial Pilot Academy through NZICPA . Effect of climate change on the grass (NZICPA), and the estimated 2 . Investigate and implement runways . Weather patterns have increase in landing fee revenue, drainage options to ensure that meant that grass runways are being doing nothing could have a the grass runways are open as closed more often . With the water significant impact on the Airport many days as possible . table expected to rise as part of the Landing Fee Revenue . climate change process, the 3 . Investigate the best way forward 2 . When implemented the grass frequency of closure will increase if and put some remedies in place runways will be open for a greater no action is taken . for the first three years of the LTP . number of days . Cost and timings to be investigated .

The most likely scenario Option 3 . This will maximise the benefits of the NZICPA .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Usage as a passenger airport: 1 . Do nothing and allow service 1 . No additional cost but this may Maintain levels of service . providers to determine what result in the loss of passenger The main purpose of the sealed services are provided . services . runway is for passenger service . In order to maintain a passenger service 2 . Work to encourage other 2 . Time and incentives that may be we are currently working closely with passenger services . necessary to attract operator(s) . third party service providers .

The most likely scenario Options 1 is the most likely .

100 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Continuation of the Crown as 1 . Let the current arrangement roll 1 . Risk of affordability to the Maintain levels of service . a Joint Venture partner at the on . The current statement of community for future capital intent is for three financial years replacements should the joint Airport: from 1 July 2016 . venture partner not renew . Should Central Government withdraw 2 . Negotiate with our Joint Venture 2 . Longer term security . as the Joint Venture partner Council partner for a longer term would need to consider the rates agreement that will assist in the affordability of what we provide . justification of investment in the airport by ratepayers .

The most likely scenario Most likely that the agreement will be allowed to continue in the current form which it has done for half a century .

Ports – seaport

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Effect of climate change on the 1 . Carry on as usual and let nature 1 . Loss of functionality at the Port if Maintain levels of service . Port structures: take its course . ignored . Climate change can impact on the 2 . Research the most likely effects 2 . Work required will not be known levels of service provided at the port . of climate change and until it is scoped . incorporate these as part of the Port Revitalisation Project to ensure that there is good resilience going forward .

Significant infrastructure issues 101 Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

The most likely scenario Option 2 will be considered as part of the Port Revitalisation Project in order to maintain resilience for the Port .

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Retain the status quo of very 1 . Minimal exposure, however, there Level of service increase . minimal maintenance or capital is a risk of obsolescence and lost Outcomes of Port revitalisation replacements . economic development project . opportunities . 2 . Implementation of the Port Revitalisation Project . Ensuring 2 . Continue to progress with the Port that infrastructure additions are Revitalisation Project and pursue affordable to Whanganui and that external funding opportunities . we can source all possible Long financial planning for capital partnership funding . improvements is currently difficult to forecast .

The most likely scenario Option 2 needs to remain a critical focus for the Port as this will both revitalise the Port activity and, if executed well, act as a strong economic driver for our community .

102 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Rates affordability: 1 . Retain status quo of very minimal 1 . No action is likely to lead to Maintain levels of service . maintenance or capital significant coastal erosion and Review mole structures, ownership replacement . significant capital costs to remedy . and effects of coastal erosion/ accretion . 2 . Council maintains moles and 2 . Will cost the ratepayer millions structures through rates funding . over the next 10 years . However the work is still required . 3 . Consider joint venture approach with Horizons Regional Council to 3 . Will cost the ratepayer millions maintain moles and structures over the next 10 years . However through rates funding . the work is still required .

The most likely scenario Option 3 is the likely scenario with Horizons Regional Council taking the lead role .

Significant infrastructure issues 103 Information services server / SAN infrastructure

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Server/SAN infrastructure 1 . Continue with the replacement 1 . This is best practice and the most To maintain the critical IT degradation and aging: cycle and regular review of prudent option . While this may be infrastructure at a productive and technology and architecture with the most expensive option initially most cost effective level to maximise Degradation of gear and outdating of adequate funding . it will result in savings over time investment and workforce return for technology to the point of impacting with better productivity and less the Council and stakeholders . 2 . Decrease services or outsource service and productivity . expensive repairs and recovery more and more IT capacity and costs . Average cost of $140K per systems . year . 2 . Reduces the need for periodic one-off capital expenditure but replaces it with continual (annual or monthly) and ever-growing service costs . This also leaves much of the Council’s autonomy of data and services in the hands of a third party .

The most likely scenario Council will continue to maintain the infrastructure of IT at a high level .

104 30 Year Infrastructure Strategy Information services – Police CCTV network

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

CCTV network degradation and 1 . Increase funding and the 1 . The cost versus the community Council services provided for the care aging: replacement cycle to ensure the return makes this the ideal option . and safety of the community . network is functioning as needed . Annual cost of $30K . Technology and network connectivity advances require outdated equipment 2 . Outsource the service to another 2 . Although this removes the cost to be regularly serviced, upgraded community group . initially for the Council, issues such as underfunding, a lack of and replaced . Without such funding 3 . Stop the service all together . more and more of the camera technical expertise and system network will cease to function . breakdowns could occur – providing an even bigger expense . 3 . Will remove a vital safety and security service to the community and our stakeholder partners such as the police and Main Street .

The most likely scenario Funding will be allocated to continue the service for the foreseeable future .

Significant infrastructure issues 105 Information services – DR replication and site

Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

Disaster recovery location 1 . Continue with the current 1 . Minimal cost (e g. . there is free Functioning as a council in general in replication site time needed for replication DR plan . hosting of gear in Palmerston the event of an outage of core North City Council) . However, it is Information Services infrastructure . activation: 2 . Move to a full DR site with the not a full DR solution as it is not ability to switch from site to site The production environment (through “switchable” on demand from one instantly at any time . natural disaster, fire, cyber attack, or site to the other nor is it on other reasons) could be completely 3 . Stop DR replication all together . equally advanced gear . Time of incapacitated and inaccessible and recovery will be a day or two at we could require systems to run at a best and once running at full DR location for an unknown amount capacity, performance may be an of time . This could result in a one or issue . Geographically, for some two, to several day outage, with our disasters, it could be considered current DR replication infrastructure . too close . 2 . This is the most costly, and technically challenging option . A cloud based service will cost several hundred thousand per year to have the capacity replicated and “on” ready to switch at any time . Even cloud based IT infrastructure is not replicated without a significant premium (up to 75% of annual hosting costs) . This would also take months to fully design, test, and deploy initially . This will cost anywhere from $30K to $1 5M. per year .

106 30 Year Infrastructure Strategy Significant Infrastructure issues Principal options for managing the issue Implications of options (cost and timing) Purpose of expenditure

3 . Stop remote replication and rely on existing backups . This is the cheapest option, costing nothing . However, the obvious risk is that this is not a DR solution and recovery will be measured in weeks and months rather than seconds or days .

The most likely scenario Stay with the current replication option and revisit the idea of a full DR capabilities solution in year five and again, if necessary, in year 10 .

Significant infrastructure issues 107 30 year strategy

Priorities Management strategy agreed levels of service – as well as operational efficiency to be improved .

Council is committed to continuing to address In providing services to residents and visitors Renewal expenditure is work that restores the the five key themes identified in this strategy: through the use of infrastructural assets, the systems to their original state rather than Council’s management strategy is to: 1 . Demographic and land use changes increasing the capacity or standard of the existing assets . 2 . Natural events and climate change • Generally maintain the current agreed levels of service and ensure targets are met 3 . Sustainable asset management approach New works are identified through a capital • Maintain the assets in an acceptable works programmeme developed using some or 4 . Changing legislative requirements and condition all of the following sources: environmental standards • Prudently increase levels of service for 5 . Affordability • Capacity assessments – these provide stormwater, roading, wastewater, seaport details about any shortfalls and new works As a result, our specific priorities will be to: and within parks and recreation to facilitate are prioritised to address these This is and respond to growth and resilience primarily driven by growth • Reduce costs, increase revenue and work in demands partnership with others • Levels of service – these highlight any • Improve operational efficiencies deficiencies in the quality of service • Monitor and be responsive to environmental, provided to customers community and technological changes This will be achieved through developing and funding operations, maintenance, renewals and • Risk assessments – these provide • Take a risk based approach to asset any new works programmemes . information about the highest risks to each management scheme based on a range of different events • Develop resilience in funding and assets Operation and maintenance expenditure and causes . Works are programmemed to incorporates the day to day running of the mitigate extreme or high risks • Invest in new assets where levels of service infrastructure networks and allows these are not being met and for growth . systems to carry on functioning to deliver the • Criticality assessments – these provide a

108 30 Year Infrastructure Strategy measure of the importance of an asset to Lifecycle management involves documenting standby power supplies to key pump stations . the overall scheme . Highly critical assets the performance and costs of our assets from Flow meters, level and pressure sensors and have a lower threshold for action, such as the time of identifying the need for the asset, to on-line analytical equipment are calibrated proactive inspection and rehabilitation, its purchase and life until its disposal . The regularly . Automatic call out of operational compared to low criticality assets . objective is to look for the lowest long-term personnel is generated on failure of critical cost (rather than short-term savings) when equipment that affects water reservoir levels or The Council’s asset management objectives are making asset management decisions . treatment plant outlet quality or flow . aligned with the achievement of Council’s base assumptions and adherence to a risk based The life of a system component can be viewed Plant and equipment maintenance requirements approach . from different perspectives . Its economic life are based on the recommendations outlined in could be different than its physical life . In Operations and Maintenance Manuals or (in their Lifecycle management general the component deteriorates with age absence) manufacturer’s information . Often and there is a need to increase the frequency of experience gained from working with the When making decisions we also have to maintenance activities during the last phase of equipment over many years, or detailed consider lifecycle management . The concept of its life time . analysis, indicates that different (and in some life cycle activities is easy to understand at the cases lesser) maintenance requirements are lowest levels of physical equipment The overall philosophy is that asset lifecycle appropriate . components . However assets can only forms an integral part of normal operating contribute value in a systems context – and practices . It is therefore the primary driver of These tactics are implemented to ensure levels more complex systems can have finite or infinite the operational maintenance strategies . of service are maintained and risks managed . ‘life’, depending on how we choose to manage Staff are notified promptly and respond All programmemed maintenance is based on them . ‘Patch and continue’ maintenance effectively to issues and asset failures . The initial recommended industry standards that are strategies, asset replacements, modifications, response is to achieve safety, and protect the progressively modified from experience based obsolescence, changing functional demands, environment as quickly as possible, making on observed failure rates and equipment recycling and other options need to be temporary repairs or closing facilities if major performance . The Council understands that considered, and the asset may have a number of repairs or replacements are required . If a work that is planned and well managed is more ‘owners’ during its life, with different objectives, permanent repair cannot be achieved economical than work that is unplanned and value criteria and planning horizons . Life cycle immediately, then a follow-up corrective work chaotic . Moreover, proper maintenance prevents activity planning, life cycle costs and value order is initiated to provide the necessary parts costly damage to the asset, extending the asset realisation periods must be understood if short- and/or contractor availability . life . termism and ‘false economies’ are to be avoided . All critical pumping plants have standby backup in case of failure . Diesel generators provide

30 year strategy 109 Risks, hazards and resilience The Council’s insurers are AON Group Ltd Infrastructure modelling has also been (London) with a 40% proportion and central undertaken to identify what will be needed to When considering risks, hazards and resilience government covering the remaining 60% . This accommodate this pattern of demand . As a the Council has taken the approach, through insurance is for above and below ground result, plans are underway to provide this analysis of its network, of focusing more infrastructural assets . capacity in Otamatea West and Springvale, with optimally on critical asset groups to manage the potential for further infill in other parts of risk . Capital budgets will be focused specifically More information on how Council will manage the city as well . A total of 1,578 new lots are on critical assets at risk within the network, and its identified risks relating to natural hazards can estimated to be required to house Whanganui’s on new assets that will make a material be found in sections 5 .3 and 6 .2 of this strategy . projected population growth . difference to any proposed changes in levels of service . Growth and demand More information on the impact of this growth on Whanganui’s infrastructure and assets can be The cost of natural disasters in New Zealand has Based on Whanganui’s population assumptions found in section 8 of this strategy . This details highlighted the importance of good risk it is projected that our district will peak between how issues will be addressed and appropriate management and the part insurance plays for the years of 2028-2033 with approximately levels of service managed . It is expected that public assets . Whanganui has Material Damage 45,000 people, before declining to around some levels of service will need to increase for Natural Catastrophe Insurance . This includes 44,100 in 2043 . Decisions around growth and stormwater, roading, wastewater, seaport and earthquake, natural landslip, flood, tsunami, demand have been based on the following within our parks and recreation portfolio . tornado, windstorm and volcanic eruption cover . assumptions:

Peak Decline Levels of service

Dwelling numbers 21,195 in 2033 21,020 in 2043 Water supply New dwellings 117 per year between 2018-2028 60 per year 2028-2038 – with no new dwellings after that The water supply network will increase levels of service in the form of creating additional Household occupancy 2 .37 in 2013 2 28. in 2028 and then to 2 25. in 2043 degrees of redundancy within the water supply network by investing in additional pipework to Household numbers 19,305 in 2033 18,958 in 2043 be installed at target locations . Additional degrees of redundancy in the bulk water sourcing are also to be investigated .

110 30 Year Infrastructure Strategy Wastewater Community, Cultural and Events velodrome redevelopment project, increasing Facilities provision of public toilets, sand management as An increase in level of service will be effected part of the Castlecliff rejuvenation project, and by the Strategy, by introducing a new level of The levels of service set out in the Asset new greenspaces as a result of growth . service for wet weather performance and Management Plan will mostly be maintained, directing targeted capital investment to resolve although the method of delivery may change The most likely options indicated above, for the issue of wet weather spills from the (for example with the replacement of the Mobile managing infrastructure issues are driven by wastewater network . The balance of levels of Library) . The exceptions are: growth, increasing levels of service or service are to remain unchanged . maintaining levels of service . Whether • Redevelopment of the Sarjeant Gallery Te operational, replacement or acquisitions, the Whare o Rehua Whanganui in 2018 to 2021 . funding will largely come from rates and loans . Stormwater This represents an increase in level of Increases in levels of service available to service, both in terms of long-term Even the management options chosen to residential and commercial premises within the preservation of cultural heritage and in maintain levels of service could have some urban zone will be effected by targeted capital improved levels of access to cultural significant funding requirements e g. . resurfacing investment . This is to increase pipe sizes where heritage collections . the Cooks Gardens athletics track to maintain a bottle-necks have been identified and provide • Establishment of suburban library service IAAF Level 2 certification or cleaning up Kowhai attenuation in wetlands and other low-lying hubs will increase accessibility of library Park after significant flooding events . areas where this is practically achievable . collections and services in underserved areas Specific projects:

Roading and footpaths Velodrome project: There will be some funding Parks and recreation The most notable increase in levels of service from central government . The project will for connectivity will be achieved through The levels of service identified in the Asset provide a multi – functional facility that is able investment in additional shared pathways . This Management Plan largely aim to maintain levels to operate in a wider range of weather is delivered with the aid of central government of service at the current level, as one of the conditions, and attract visitors from outside funding . assumptions for this Strategy is that there will Whanganui and the region . The covering of the not be significant growth . As a result, funding of cycling track will also help to preserve the levels of service will be strained on a fairly static surface and extend the life of the track, rates intake if rates are to remain affordable . potentially with less maintenance required .

There are, however, some projects that will Public toilet provision: The increase in levels of involve an increased level of service e g. . the service is driven by growth, potentially from

30 year strategy 111 tourism . New toilets will be loan funded and will maintenance and operations out to maintenance and operations out to provide a better service, being distributed specialist service providers . specialist service providers . where there is demonstrated need and giving • The construction of new assets are also • The construction of new assets are also the visitor a better experience . Ongoing contracted out to specialist service contracted out to specialist service maintenance for the toilets will be funded from providers, for similar reasons providers, for similar reasons operational budgets funded through rates . Options such as retiring obsolete public toilets • These arrangements are unlikely to change • These arrangements are unlikely to change will also be considered, which will potentially in the near future in the near future remove extra maintenance costs incurred as part of providing new toilets . Sewerage and the treatment and Provision of roads and footpaths disposal of sewage Sand management: The project to protect the • The Council maintains ownership and sand dune system and re-establish the fore • A section 17a review of this activity was responsibility for managing land transport dunes has still to be fully scoped, but is likely to completed in September 2017 . The review activity and the associated infrastructure . In be spread over a number of years and will be found that the most cost-effective and order to maximise efficiencies and long funded from rates . The establishment of the fore practicable way of delivering the service term value for money, the transportation dunes will help to control accretion and protect was to contract service provision for network is managed with a holistic asset buildings such as the Duncan Pavilion and Surf maintenance and operations out to management focus . This means all Lifesaving building . specialist service providers . procurement is linked operationally, • The construction of new assets are also tactically and strategically – with the contracted out to specialist service maintenance management system, providers, for similar reasons maintenance intervention strategy and Arrangements for service 10-year programmeme all linked . delivery These arrangements are unlikely to change in • The road maintenance and capital works the near future . contracts form the largest component of the Council procurement of transportation Water supply Stormwater drainage services . For maximum effectiveness and efficiency the Council’s whole road corridor • A section 17a review of this activity was • A section 17a review of this activity was completed in September 2017 . The review maintenance contract is carried out by a completed in September 2017 . The review single entity, the Whanganui Alliance . found that the most cost-effective and found that the most cost-effective and practicable way of delivering the service practicable way of delivering the service • At its LGA s17A review of service delivery, was to contract service provision for was to contract service provision for the Council overwhelmingly endorsed

112 30 Year Infrastructure Strategy continuing with the Alliance model, but • The Council funds the Whanganui Regional Ports – sea and air recommended exploring opportunities for Museum Trust to operate the Museum Airport collaboration by either sharing in-house activity . Funding is currently set at resources or by working with neighbouring $800,000 per year . • This is managed in house as part of the Road Controlling Authorities (RCAs) that ports group with oversight by Whanganui • The RWOH, WMC and Cooks Gardens were wish to work under an Alliance model . District Council Holdings Ltd previously operated within their own structures . Management identified this as an • One of the key criteria is the meeting of Parks and recreation issue and all three facilities have now come CAA certification requirements under the Whanganui Venues and Events • Business growth in the aviation sector such • Procurement of services is undertaken umbrella . Alternative operating models were as the NZICPA is constantly sought according to the Council Procurement explored but the chosen option has service Policy delivery and financial benefits . Seaport • Parks maintenance is outsourced to • Where required under section 17a of the • This activity is managed in house as part of contractors . Contracts are awarded through LGA a review of service delivery will be the ports group with oversight by Wanganui a competitive tender process and generally undertaken . Changes to the service delivery District Council Holdings Ltd have a seven year contract period . The method would occur if, after a review of • Meeting the Maritime NZ certification contracts are managed by Parks Officers . s17a of the LGA, it was recommended that requirements is key to being an operational • Planned maintenance work is undertaken by changes be made . port approved contractors • Future growth of the Port area will be in line • Where required under section 17a of the Property buildings with the outcomes of the Port Revitalisation LGA a review of service delivery will be Strategy undertaken . Changes to the service delivery • These have accumulated as time has gone method would occur if, after a review of by . Currently management of these Durie Hill Elevator s17a of the LGA, it was recommended that properties is “in house” . An analysis of the • Currently this operation is outsourced to changes be made . activity under s17a of the LGA has been contractors undertaken and the decision confirmed to • Management options have been considered maintain in house management . Community and cultural and the oversight will be with Whanganui • Independent property advice is sought Venues and events • The Royal Wanganui Opera House (RWOH), when setting and reviewing levels of rent . • The elevator’s centennial is coming up, after War Memorial Centre (WMC), Sarjeant which the management options will need to Gallery and Libraries are all delivered in- be reviewed . house

30 year strategy 113 Information services DR/Replication and future interests of the community

Server/SAN • This currently has a massive return on • Recognising iwi cultural values past, present investment advantage to any outsourced and future and their relationship to land and • Delivery of any and all Council services and option . It also provides full replication of all water functions depend in some way on the data and systems of the Council . Server/SAN infrastructure of the Council • Acknowledging mana whenua values and • Out-sourced options could be considered if recognising their responsibilities of • In-house delivery is the most cost effective costs reduce, or if the Council decides that kaitiakitanga to land and water option currently, but in the next several this is a high enough priority to substantially years this may change to cloud hosting as • The level of community interest in the increase the budget to change to a more costs lower and the value/cost ratio decision and whether community views on automated switching option . differences diminish . the issue are already known • The possible financial and non-financial Police CCTV costs of the decision (or of reversing the • This aligns with our Safer Whanganui Significant decisions required decision) with regard to the Council’s commitments and is a tool for law capacity to perform its role enforcement to provide security and ‘Significance’ is defined by Council’s • The transfer of ownership, control or affect services to public places around the Significance and Engagement Policy . The a decision has on a strategic asset community following general criteria must be kept in mind • In-house solutions are the most effective when determining whether a decision is When any issue, matter or proposal is given the existing fibre infrastructure the ‘significant’: determined as a significant decision: Council owns . This may change in the next • The issue will be considered by the Council several years and be passed on to an • The potential effect on delivering Council’s external organisation as Wi-Fi and other strategic aspirations • The report to Council will include an officer wireless technologies increase and if, or • How the decision aligns with historical assessment of significance of the issue, the when, public interest grows to add more to Council decisions degree of engagement proposed, the the maintenance, management and engagement and communication plan • The likely impact of the decision on present monitoring of the cameras . proposed and an officer recommendation .

The Council will not make a decision or proceed with a proposal which it considers to be significant, unless it is first satisfied that Sections 77 (Requirements in relation to decisions), 78 (Community views in relation to decisions), 81 (Contributions to decision-making by Māori) and 82 (Principles of Consultation) of the Local Government Act have been appropriately observed .

114 30 Year Infrastructure Strategy Description Timing Estimated cost

Coastal Management Strategy Decision as to what investment the To work through all of the proposed $8,750,000 to be spread over time . Council will make, the extent to which management strategies could take 15 There are options to spend less and The report covers total environmental the sand management strategy will years A decision required for year one to prioritise the expenditure . restoration options . be adopted and over what period of of the LTP . Consultation is being undertaken with time the work will be done . the community on their priorities . It is likely that Rangiora Street and the North Mole will be the first areas to be addressed .

Cooks Gardens A decision is required on whether Year four or five of the LTP . If the $400 – $700K Council wants to maintain a Level 2 condition of the track does not Depending on the conditions of the NB The track will be monitored for IAAF certification as this will warrant the work, then the track either a re-surface or a full wear and tear, so a clearer picture of determine the level of maintenance expenditure can be forecasted out . depth replacement will be required . what is potentially required can be required . made in advance .

Provision of two aquatic facilities Current work on the Whanganui East Year 10 of the LTP . To be scoped . Pool will extend the life of the facility for 10 – 15 years after which the Council will need to consider if it will continue to fund the facility .

Outcomes of the Port The Port Revitalisation Strategy is Within the next 10 years . Not scoped at this stage . Revitalisation project – including likely to include a number of projects that require capital expenditure to rates affordability achieve the desired results . Options The recommendations included in the around funding for these, including Port Revitalisation Strategy will be central government assistance need partly or fully implemented . to be considered .

Stormwater Design Standards Changing the design standard for Within the next 10 years Excess of $20M over the first 10 years designing stormwater infrastructure following the decision . to further accommodate climate change

30 year strategy 115 Description Timing Estimated cost

Population Growth Adopt a programme of capital Within the next year . $3 .5mil recoverable from developers . investment to fund projects that will enable growth over the next 5-10 years .

Risk to Stormwater Network due Adopt a risk-based approach to asset Within the next year . No additional cost . to poor performance records renewals and capital investment within the stormwater network .

Increased standard for quality of Decide whether or not to increase Within the next 20 years . >$100M over new planning period the urban stormwater system levels of service to meet new depending on new standards at the requirements with expiry of time . stormwater resource consent in 2036 .

Dublin Street Bridge Decide whether or not to renew, or Within the next 10 years . >$30M . dispose of Dublin St Bridge when it reaches the end of its useful life .

Impact of major natural events on Accrue a contingency fund for Within the next year . $200K per annum . the roading activity clean-up and repairs following major unplanned events .

Changing needs and expectation Invest in specific projects to improve Within the next year . >$10M over the length of the planning of the community regarding levels of service . period . mobility and active modes of transport

Wastewater Wet Weather Significant decision to be made Within the next year . $10M over the next 20 years . Performance within the next year to adopt a capital investment programmeme to allow for population growth over the medium term .

116 30 Year Infrastructure Strategy Description Timing Estimated cost

Risk to Wastewater Network due Adopt a risk-based approach to asset Within the next year . No additional cost . to poor performance records renewals and capital investment within the wastewater network .

Risk of interrupted connectivity Adopt new capital investment Within the next 10 years . >$3M . along Dublin St Bridge when it programme to reroute wastewater discharges from Whanganui East to reaches the end of its useful life. the Wastewater Treatment Plant

Increasing water quality Decide on new level of service to be Within the next 20 years . standards and regulation adopted at the time of expiry of resource consents for water extraction

Risk to Water Network due to Adopt a risk-based approach to asset Within the next year . No additional cost . poor performance records renewals and capital investment within the water network .

Risk of interrupted connectivity Adopt new capital investment Within the next 10 years . >$1M . along Dublin St Bridge when it programme to reroute water supply to Whanganui East reaches the end of its useful life.

Bastia Hill Water Tower Decide whether or not to renew Within the next 20 years . >5M . Bastia Hill Water Tower, which is approaching the end of its useful life .

Degree of redundancy within the Improve resilience of the water Within the next year . $2 .5M . water network network by constructing new ring mains to create additional degrees of redundancy to key areas .

Degree of redundancy of water Consider alternative water sources, to Within the next 3 years . >$1M . supply sources increase the degree of redundancy within the water bulk supply assets .

30 year strategy 117 Major projects timeline

Cycling improvements $6.1M

Sarjeant Gallery $4.0M Redevelopment Project

Replace No . 1 Reservoir $3.4M

Mill Road and Mosston Road renewal $2.3M and development – water supply

Replace Kai Iwi and $1.9M Castlecliff trunk mains

Wakefi eld Street Bridge $1.8M replacement

WMC – Earthquake $1.5M strengthening

Water criticality model $1.5M

Library Capital Projects and $0.94M Community Hubs

Heads Road – Beach Road $1.4M roundabout

Roof the Velodrome Project $1.0M

Mosston and Montgomery $10.6M Roads reconstruction

WMC – Forecourt $1.0M enhancement plan

Dublin Street Bridge $33.3M replacement

RWOH improvements $5.0M

Library Capital Projects $1.7M

Cooks Gardens upgrade $5.0M

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2056 2047 2048

118 30 Year Infrastructure Strategy Financial estimates

Total expenditure – projected capital expenditure for combined infrastructure assets

Infrastructure Activity Capital Expenditure Operational Expenditure

Wastewater $56,458,374 $356,788,637

Stormwater $109,772,810 $86,524,751

Water Supply $79,141,283 $168,874,712

Roading & Footpaths $502,066,589 $394,437,524

Parks & Recreation $21,501,954 $327,064,467

Cultural & Event Facilities $50,687,369 $258,290,375

Property/Buildings $15,503,614 $154,306,658

Ports $8,552,622 $43,454,899

Information Services $17,442,035 $98,797,020

Total $861,126,649 $1,888,539,043

Projected operational and maintenance expenditure for combined infrastructure assets

Financial estimates 119 Operational expenditure

2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028-2033 2033-2038 2038-2043 2043-2048

Wastewater 8,660 9,005 9,275 9,587 9,819 10,012 10,136 10,327 10,545 10,735 54,728 60,636 67,300 76,023

Stormwater 3,611 3,629 3,649 3,643 3,634 3,611 3,587 3,561 3,528 3,483 15,962 14,324 11,981 8,323

Water Supply 4,641 4,713 4,766 4,786 4,835 4,871 4,896 4,968 5,053 5,117 26,226 28,416 31,114 34,473

Roading & Footpaths 9,006 9,092 9,229 9,560 9,642 9,715 10,289 10,450 10,454 11,407 57,757 68,009 79,905 89,923

Parks & Recreation 8,278 7,943 8,249 8,388 8,836 8,570 8,797 9,235 9,592 9,748 47,753 55,013 63,947 72,716

Cultural & Event 6,465 6,647 7,395 7,688 6,902 7,249 7,305 7,450 7,813 7,784 38,577 42,375 49,753 54,887 Facilities

Property/Buildings 4,800 4,349 4,459 4,832 4,536 4,447 4,628 4,601 4,648 4,958 21,870 25,567 28,369 32,241

Ports 1,156 1,250 1,449 1,469 1,466 1,558 1,519 1,520 1,536 1,571 7,027 6,972 7,095 7,868

Information Services 2,296 2,332 2,399 2,470 2,479 2,550 2,630 2,721 2,727 2,809 15,232 17,143 19,294 21,716

Projected capital expenditure for each of the groups of assets

120 30 Year Infrastructure Strategy Capital Expenditure

2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028-2033 2033-2038 2038-2043 2043-2048

Wastewater

Renewals 940 1,191 1,734 1,132 2,195 1,050 1,104 1,184 1,636 2,483 6,703 7,547 8,497 9,567

Change in LoS 755 368 115 117 120 123 126 129 132 136 730 822 925 1,042

Growth 160 419 178 1,238 1,092 - - 135 - - 633 - - -

Total 1,855 1,978 2,026 2,487 3,407 1,173 1,230 1,448 1,768 2,619 8,066 8,369 9,423 10,609

Stormwater

Renewals 410 419 428 438 448 458 469 481 493 507 2,721 3,064 3,449 3,884

Change in LoS 1,422 1,453 1,485 1,678 1,717 1,812 1,855 1,902 1,951 2,066 14,402 16,215 18,257 20,555

Growth 64 1,206 762 833 639 642 286 293 301 309 - - - -

Total 1,896 3,078 2,676 2,948 2,803 2,912 2,610 2,676 2,745 2,881 17,123 19,279 21,706 24,439

Water supply

Renewals 1,480 1,593 1,440 1,492 1,406 1,197 1,165 1,100 1,093 2,242 8,454 9,426 10,613 11,949

Change in LoS 518 523 500 433 467 432 459 448 482 495 3,707 4,173 4,699 5,290

Growth 686 220 - - - - - 440 516 - - - - -

Total 2,684 2,336 1,940 1,926 1,874 1,629 1,624 1,988 2,092 2,737 12,160 13,600 15,312 17,240

Roading & Footpaths

Financial estimates 121 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028-2033 2033-2038 2038-2043 2043-2048

Renewals 7,186 6,851 7,948 8,152 8,427 8,720 12,197 12,308 13,540 12,131 68,309 71,430 77,067 85,716

Change in LoS 5,938 4,867 1,797 1,382 1,108 1,156 1,258 1,384 3,323 1,421 32,609 26,168 9,254 10,420

Growth ------

Total 13,124 11,718 9,745 9,534 9,534 9,876 13,456 13,692 16,863 13,552 100,918 97,597 86,322 96,135

Parks & Recreation

Renewals 391 500 502 545 326 238 508 1,425 317 548 2,607 2,592 3,688 5,975

Change in LoS 10 153 - - - - 229 - - - 8 940 - -

Growth ------

Total 401 653 502 545 326 238 737 1,425 317 548 2,616 3,531 3,688 5,975

Cultural & Event Facilities

Renewals 2,204 504 626 461 394 745 423 482 557 477 2,619 2,716 3,182 3,540

Change in LoS 12,632 8,309 8,996 149 60 45 63 47 126 49 265 299 337 379

Growth ------

Total 14,836 8,813 9,622 611 454 789 486 529 683 526 2,885 3,015 3,519 3,919

Property / Buildings

Renewals 1,471 659 420 260 317 1,402 121 1,161 366 134 2,830 1,742 1,963 2,639

Change in LoS ------19 - - -

Growth ------

122 30 Year Infrastructure Strategy 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028-2033 2033-2038 2038-2043 2043-2048

Total 1,471 659 420 260 317 1,402 121 1,161 366 134 2,849 1,742 1,963 2,639

Ports

Renewals 124 - 1,567 - - 20 ------

Change in LoS 500 2,657 627 - 3,058 ------

Growth ------

Total 624 2,657 2,194 - 3,058 20 ------

Information Services

Renewals 197 201 373 210 870 220 225 419 237 985 2,354 2,651 2,984 3,360

Change in LoS 50 51 52 53 55 56 57 59 60 62 332 374 421 474

Growth ------

Total 247 252 425 264 925 276 283 477 297 1,046 2,686 3,024 3,405 3,834

Financial estimates 123 Indicative Estimates – Capital Expenditure

The estimated capital needs for the Water Supply activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

4,000

3,000

2,000 ($000)

1,000

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/2047

Renewals Change to level of service Growth

124 30 Year Infrastructure Strategy The estimated capital needs for the Wastewater activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

6,000

4,500

3,000 ($000)

1,500

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service Growth

Financial estimates 125 The estimated capital needs for the Stormwater activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

4,000

3,000

2,000 ($000)

1,000

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service Growth

126 30 Year Infrastructure Strategy The estimated capital needs for the Roading and footpath activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

40,000

30,000

20,000 ($000)

10,000

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service Growth

Financial estimates 127 The estimated capital needs for the Parks and recreation activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

3,000

2,250

1,500 ($000)

750

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service

128 30 Year Infrastructure Strategy The estimated capital needs for the Community, Cultural and Events activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

3,000

2,250

1,500 ($000)

750

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service

Financial estimates 129 The estimated capital needs for the property and buildings activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

3,000

2,250

1,500 ($000)

750

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service

130 30 Year Infrastructure Strategy The estimated capital needs for the ports activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

4,000

3,000

2,000 ($000)

1,000

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service

Financial estimates 131 The estimated capital needs for the information services activities have been prepared for the next 30 years . The forecasted capital expenditure for the period 2018-2028 has been included in the LTP

1,800

1,350

900 ($000)

450

0

2018/2019 2019/20202020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/20312031/20322032/20332033/20342034/20352035/20362036/20372037/20382038/20392039/20402040/20412041/20422042/20432043/20442044/20452045/20462046/20472047/2048

Renewals Change to level of service

132 30 Year Infrastructure Strategy Appendix

Appendix 133 Appendix A – Criticality map for water supply

2,680,000 2,690,000 Lilybank Road Blueskin Road

Mission Line W #*?! es tm Simpson Road ere Western Line Sta ti Waireka Road on Ro ad

d Sewell Roa Stanley Road

Great Western Line

Watt Livingstone Road

Kaikokopu Road

Rapanui Road

*# K ukuta Road

Greenwood Road

Flemington Road

Lu cknow Street

McNeill Street Camellia Avenue Cedar Drive Quick Avenue 1$ Papaiti Road Paterson Street

Kells Avenue Delhi Avenue

Lewis Avenue Caffray Avenue Madras Street

Roberts Avenue

Bradleys Line Cumbrae Place k Road &- an rb e SH 4 ?! Arran Place iv ^_ D R ick en Stewart Street s L Erin Road a ne #* d a o

R M k it c c wi h ck e Pi Brunswick Road ll *# S Field Street t r e Cameron Road West e $ t 1 Kaimatira Road Hylton Street

Francis Road Victory Place

n Road Pauls Road ngto ni Great North?! n Road Cameron Road East a Gibson Street Boyd Avenue M T h o rive m Seafield Road s D p ond s Edm Kea Place o George Street n s t Street e a R e Kiwi Street o m o r e t in a S H d Lith in e gow lv c Murray Streete Longacre Road a D l P K r a P iv r Rangitikei Street e k Anzac Parade e Virginia Road d r al d r e e M a Tu D Ward Street o a Wembley Place t ^_r w R f i o ve a r ?! e m Beachc Terrace Street a S i e t l e is Ballance Street r l v e i Tayforth Road i R r P e W e e t Talbot Street D e h Gu tr i Stre k m Seddon Street et l Somme Parade o ghts f Hei r Mahoney Street ia o Russell Street d in N Tulloch Street a g ir Hillside Terrace Falkland Street *# o V O Hakeke Street R a kla $1 Wilkie Street y nd a A Young StreetJellicoe Street D v Helmore Street e 1$ B n a b u ^_ Patapu Street ba e oad Sandy Lane g ry R e Pl me ac Tay Street tgo e Argyle Street Eastown Road Mon Taylor Road 1$ Brassey Road Gloucester Street ?!

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Job Number 51 - 33647 LEGEND Whanganui District Council Paper Size A0 Water Criticality Assessment Revision B *# $1 $1 0 0.25 0.5 1 1.5 Bore Res-C Very Low Criticality Water Pipes Industry Fire National routes Train Date 24 Aug 2017 £ Bridge Res-W Low Criticality Water Pipes 1$ Civic 1$ Hospital Secondary Arterials High Pressure Gas Line Client Kilometres Logo ^_ PRV &- Tmt Medium Criticality Water Pipes 1$ Education Collector Route Central Commercial Zone Map Projection: New Zealand Map Grid ?! PS High Criticality Water Pipes Horizontal Datum: New Zealand 1949 o Water Pipelines Criticality Grid: GD 1949 New Zealand Map Grid Figure 1 G:\51\33647\GIS\Maps\Deliverables\GHD-A0-LANDSCAPE WATER CRITICALITY.mxd Level 2, 52 the Square, Palmerston North 4410 T 64 6 353 1800 F 64 6 353 1801 E [email protected] W www.ghd.com © 2017. Whilst every care has been taken to prepare this map, GHD (and DATA CUSTODIAN) make no representations or warranties about its accuracy, reliability, completeness or suitability for any particular purpose and cannot accept liability and responsibility of any kind (whether in contract, tort or otherwise) for any expenses, losses, damages and/or costs (including indirect or consequential damage) which are or may be incurred by any party as a result of the map being inaccurate, incomplete or unsuitable in any way and for any reason. Data source: Data Custodian, Data Set Name/Title, Version/Date. Created by:lptoy

134 30 Year Infrastructure Strategy Appendix B – Criticality map for stormwater

Figure 2 Critical Stormwater Assets

GHD | Report for Wanganui District Council - Wastewater and Stormwater, 51/32212/00 | 13

Appendix 135 Appendix C – Criticality map for wastewater

Figure 1 Critical Wastewater Assets

10 | GHD | Report for Wanganui District Council - Wastewater and Stormwater, 51/32212/00

136 30 Year Infrastructure Strategy Appendix D – Growth area maps

Catchment and funding sub-areas Otamatea West Springvale Urban Expansion Area

Appendix 137